Herzbergs Two Factor Motivation Theory, Burns Work in Leadership - Coursework Example

Individual Essays: Student Name: Name of institution: Lecture; Date: Task 1: Organisational Behaviour Introduction Leadership studies have contributed to the understanding of organizational behaviour for a long time. Leadership theories seek to explain how organizational leaders and followers interact in the organization. Many leadership studies are concerned with the motivation of behaviour for both leaders and followers. Leadership theories also seek to maximize the productivity of members of the organization by influencing their actions and behaviours. The contribution of leadership studies to organizational behaviour can be analyzed by taking a close look at the evolution of leadership thought over the years. This essay traces the development of leadership theories over time and how they have helped the understanding of behaviour within organizations. It starts with the trait leadership theory that posits that only people born with intrinsic leadership qualities can lead in organizations. Trait theory of leadership is associated with sexist attitudes that underlie the assumption that men are better leaders than women. Early trait theory assumptions were superseded by behavioural theories that argued that, leadership can be learned by conditioning individuals. Later, the contingency theory of leadership emerged and allowed leaders to adopt their style to leadership contexts and the groups of people they were leading. On the other hand, the transactional theory of leadership argued that, employee behaviour could be influenced through coercion and rewards. However, transformational leadership theories emphasized that leaders must inspire follower positive behaviour by building solid relationships of trust. More theories continued to emerge, most trying to explain the motivation of employee behaviour in organization. These theories include Herzberg’s Two Factor motivation theory, Burns’ work in leadership and more recently the complexity leadership theory. Trait Leadership Theory Early leadership studies argued that only people with certain characteristic could become leaders. In early organizations, it was believed that those with intrinsic leadership qualities were the only people who could become leaders. Furthermore, it was assumed that only men could assume these leadership roles. The great man theory was dismissed as it was later established that leaders could be nurtured. However, great man theory may explain the sexist attitudes in many cultures that still maintain that women should not be in leadership positions (Astin and Leland 1991). It has been proved that leaders from all backgrounds can be nurtured regardless of their sex. Regardless of the failing of the trait leadership theory, it assists in identifying traits and behaviours that characterize leaders. According to Matthews, Deary and Whiteman (2003), good leaders have such traits as responsibility, intelligence, creativity and good people skills. Later studies in the field of psychology have supported the assumptions of trait theory of leadership. According to Allen and Cherrey (2000), the mental, physical and social environment of one’s upbringing are a factor in determining if an individual will develop leadership qualities. Some studies also reveal that, such traits as above average intelligence and tallness can predict whether an individual will have leadership behaviour. Behavioural Theories The shortcomings of trait theory of leadership led to a new approach to explain how leaders come to be in organizations. The new leadership studies were christened “Behavioural Theories” as they focused on the behaviour of individuals to determine whether they are leaders (Ray 2012). Behavioural theories held that, individuals could be conditioned to become leaders in organizations. Behavioural theories were a major change in the way behaviour is viewed in the organization. Behavioural theory indicated to organization that they could make leaders out of their members by nurturing them through the right leadership conditioning. Contingency Theory Yet some leadership scholars were not satisfied by the leadership explanation provided by the behavioural theories. The Contingency Theory of leadership is one of the first studies of leadership that considered the effect of leadership on follower behaviour (Ashour 1973). Contingency theorists hold that, leadership styles have to be adapted to the leadership context. According to Avolio (2007), diverse groups of individuals will react differently when given the same instructions by a leader. It holds that, a group of people will perform well in a give situation but another group will not perform the same in the same situation. Contingency theories argue that, leaders should watch out for the response of followers and adopt his leadership style to fit individual followers or groups of followers (Osborn, Hunt and Jauch 2002). Among the leadership studies that are based on contextual leadership include the Fiedler's contingency theory, Path-goal theory and Hersey-Blanchard Situational Leadership Theory (Ray 2012). Transactional Theories Another explanation of leader/follower behaviour in organizations is offered by the transactional leadership theories of the 1970s. According to Judge and Piccolo (2004), a leader and follower behaviour in an organization is influenced by the exchange that occurs between leaders and their followers. The theory holds that, followers will be motivated to behave positively towards the organization if the interaction with the organization is beneficial. Leaders motivate followers by either rewarding or punishing them for behaving in the way they are directed or for diverging from the directions. Transactional leadership studies hold that, positive follower behaviour is developed by syncing the goals of the organization with those of the individual (Judge and Piccolo 2004). Transactional theorists have posted that, followers will act to minimize un-pleasurable experiences and maximize pleasurable experiences. However, transactional leaders have been dismissed as being coercive and are accused of using threats like sacking and demotion to motivate followers to act the way they want. Leader Member Exchange (LMX) One of the transactional theories that try to explain the leader-follower interaction is the Leader Member Exchange (LMX) theory. The LMX theory explains how leaders maintain influence over followers by assigning responsibility and using advisers to exert and maintain leadership (Wayne, Shore and Liden1997). Leaders have an inner circle that helps him/her maintain her position within the organization. The most supportive followers to the leader are accepted to the leaders “inner circle”. In mutual exchange, the leader’s adherents are rewarded with gifts and rewards such as jobs, money, recognition and access to opportunities (Wayne, Shore and Liden1997). The favours dispensed are meant to cultivate loyalty from the group of adherents. Leadership behaviour is meant to retain the subordinate leadership relationship between leaders and followers. Conflicts arise in situations where subordinates assume higher positions of power (Ray 2012). Conflicts with the leader lead to supporters being relegated to lower positions of influence. Sometimes the subordinate is ousted from the leader’s inner cycle due to their challenge. Transformational Leadership In the 1970s, the transformational leadership theory emerged as an attempt to explain leadership and follower behaviour in the organization. Transformational leaders influence follower behaviour by building solid relationships based on trust between the leader and the organization (Bass and Riggio 2006). The leader follower relationship leads to intrinsic and extrinsic motivation for the followers and leaders. Transformational leaders are inspirational and charismatic in nature and they use these characteristic to transform the behaviour of their followers (Judge and Piccolo 2004). Instead of coercive and fixed rules, a set of flexible rules guided by group norms are followed. Another attribute of transformational leadership is that, it nurtures a sense of belonging of the followers of the organization. Followers are proud to identify with the leader, the organization and its purpose. Burn’s leadership studies changed the way leadership is perceived in organizations. Burns (1978) argued that leadership was not only positional but also included the processes that help in the accomplishment of shared goals. He posited that leadership is value-based and argued that, leadership is not limited to the transactions between leaders. Burns (1978) called for leaders to develop their followers to leaders themselves. Burns argued that leadership should result in positive moral outcomes such as justice and liberty for the followers (Bass’s and Avolio’s1994). Burns argued that everyone is a leader and thus they should be involved in the leadership processes. The work of Burns was extended by the leadership studies of Bernard Bass who sought to explore the transformational leadership dimension (Bass, 1985; Bass and Riggio, 2006). Charisma in as an important trait in transformational leaders as it inspires change of behaviour in followers. Initially, the inspirational nature of transformational leadership was thought to be based on leader’s charisma. However, Avolio and Gardner (2005) found that authentic leadership was the foundation of behaviour inspiration by transformational leaders. The Two-Factor Theory The Two-Factor Theory is one of the most commonly applied leadership theories in organizations. Many organizations use the Two-factor theory at various levels of the organization to influence positive behaviour among the organization’s members (Lundberg, Gudmundson and Andersson, 2009). The Two factor theory bears great similarity to the Abraham Maslow’s theory of need which also seeks to explain the motivation for human behaviour in organizations. However, the Two factor theory organizes factors that influence employee behaviour into hygiene and motivator factors while the Maslow’s theory organizes them on a continuum. By interviewing 203 accountants and engineers in the Pittsburg area, Herzberg was able to prove his hypothesis about the motivation for employee behaviour (Ray 2012). Herzberg proposed that that some factors contributed to job satisfaction while other factors had no effect on job satisfaction. The absence of some set of factors also led to job dissatisfaction. Herzberg referred to the factors that contributed to job satisfaction as “Hygiene factors” while those whose absence caused dissatisfaction as “maintaince factors” (Forster 2007). According to Lundberg, Gudmundson and Andersson (2009), motivators are characteristics of the job that motivate positive behaviour and attitudes towards the organization. On the other hand, hygiene factors are those whose absence leads to feelings of de-motivation among employees, but their presence does not motivate positive behaviour. Hygiene and motivators that are in use in organizations to influence employee behaviour include; Company Policy and Administration Achievement, Interpersonal Relations Growth Possibilities, Supervision Recognition, Salary Career Advancement, Job Security, Status Level of Responsibility, The Job Itself, Working conditions and Personal Life. According to Ray (2012), the practices of Job Enlargement, Job Enrichment and Job Rotation can be used to increase motivational factors. Herzberg leadership studies and his views on employee motivation have greatly influenced the way employee behaviour is perceived in the organization. Leaders know that they have a responsibility to put hygiene factors into place to avoid dissatisfying employees. They also have to provide motivators to promote enthusiastic attitudes and behaviour towards the job. However, many organizations still think that hygiene factors alone can motivate positive employee behaviour while a combination of both factors is needed to do so. Support for the Two factor Theory of motivation can be found in various leadership studies since the theory was proposed several decades ago (Bass and Bass 2009). However, the Two factor theory has been criticized as having major flaws and failing to address some dimensions of employee motivation. According to Bass and Bass (2009), the two factor theory assumes that, employees will become more productive it they are happy. It does not consider that factors that motivate some individuals might de-motivate others. For example, some individuals may hate to be promoted to positions of leadership in the organization. Thirdly, it fails to account for individual characteristic that may underline different responses to hygiene or motivator factors. In addition, the theory does not factor in the interrelations between factors. For example, an employee may be dissatisfied with his level of responsibility in the organization but receive adequate praise and recognition for his/her role in the organization. According to Bass and Bass (2009), the Two factor theory of leadership can provide a better explanation of employee behaviour motivation if it is integrated with the Victor Vroom expectancy theory of Motivation (Avolio 2007). This integration could help leaders to accurately predict how their decisions influence the motivation of workers. Complexity Theorist In recent years, the complexity theory of leadership has emerged to try and explain an increasingly complex leadership context. The new leadership studies are rooted in complexity science and underlie a trend in which hierarchical leadership is giving way to a “connectionist” leadership approach. According to Bennis (2007), traditional leadership was based on positional power, top-down influence and the leadership context focused on efficiency and control. Today the leadership context is marked by a knowledge economy where building intellectual capital, and facilitating knowledge flows, learning and adaptability is more important. According to complexity theorists, hierarchical leadership is no longer effective in the knowledge economy (Ray 2012). The assumption that leaders can align and integrate diverse interests towards a common goal is flawed. According to Uhl-Bien, Marion and McKelvey (2007), leaders are likely to face resistance to alignment from strong clusters of self-interest in the organization. Leadership is supposed to adapt to the diversity in interest and facilitate continual learning and change in the organization. Complexity leadership studies posit that, organizations have to be able to organize and reorganize themselves according to the demands of the environment and the self-interest of its members. Uhl-Bien and Marion (2002) proposed the complexity leadership model from a complexity science foundation. They propose that leadership is more than the actions of those in authority but rather it is a complex dynamic that arises from a “collective need for change that emerges from organizational interactions”. Complexity theorists argue that they are three types of leaderships (adaptive, enabling and administrative). Leaders are supposed to increase learning, innovation and learning by fostering system-level adaptive outcomes. Mary Uhl-Bien and Russ Marion (2002) argue that, organizational decisions and structures must be responsive and adaptive to the complex interactions in the organizations. Contemporary trait Theories Trait theory was one of the first leadership theories that attempted to define leaders in organizations. Contemporary studies of trait leadership have come up with new models of trait leadership which are more effective in influencing follower behaviour in organizations. According to Kouzes and Posner (2007), leadership capacities, behaviours and characteristics are indicators of the influence they will have on follower behaviour. However, the important traits in contemporary organizations include honest, self confidence and integrity as opposed to dominance, intelligence and masculinity. Modern trait theorists have suggested a number of leadership practices that influence the behaviour of followers positively. According to Kouzes and Posner (2007), leaders who inspire a shared vision, model the way, enable others to act, challenge the process and encourage the heart are more effective at eliciting positive behaviour from followers. Contemporary leadership theories agreed with behavioural theories that posit that leadership can be learnt. Conclusion Leadership studies help scholars understand the behaviour of followers and leaders in organizations. In many situations leadership studies set out leadership practices that can assist in motivating positive behaviour among followers in the organizations. For example, transformational leadership studies show that authentic leaders influence enthusiasm and commitment to the leader’s vision and goals. On the other hand, Herzberg two-factor motivation sheds light on organizational factors that may motivate employee or cause dissatisfaction among them. Contemporary trait theories argue that leaders with such characteristics as self-confidence, integrity and honesty can influence positive behaviour among followers. Complexity theorists argue that organizations have to show some degree of adaption to member’s self-interest if they hope to foster learning and innovation. References Allen, K. E., &Cherrey, C 2000, Systemic leadership. Lanham, MD: University Press of America. Astin, H., & Leland, C 1991, Women of influence, women of vision. San Francisco: Jossey-Bass. Ashour, A. S. 1973, The contingency model of leadership effectiveness: An evaluation. Organizational Behaviour and Human Performance, 9(3), 339-355. Avolio, BJ 2007, Promoting more integrative strategies for leadership theory-building. American Psychologist, 62, 25–33. Avolio, B. J., & Gardner, WL 2005, Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16, 315–338. Bass, B. M., & Bass, R 2009, The Bass handbook of leadership: Theory, research, and managerial applications, Simon and Schuster. Bass, B. M., &Avolio, BJ 1994, Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications. Bass, B. M., &Riggio, RE 2006, Transformational leadership. Mahwah, NJ: Lawrence Erlbaum Associates. Bennis, W2007, The challenges of leadership in the modern world. American Psychologist, 62, 1–5. Burns, JM 1978, Leadership. New York: Harper & Row. Forster, M 2007, Leadership Theory and Practice, edited by Peter G. Northouse. ADMINISTRATION IN SOCIAL WORK, 31(1), 89. Judge, T. A., & Piccolo, RF 2004, Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of applied psychology, 89(5), 755. Komives, S. R., & Dugan, JP 2010, Contemporary leadership theories. Political and civic leadership: A reference handbook, 1, 111-120. Kouzes, J. M., & Posner, BZ 2011, Credibility: How leaders gain and lose it, why people demand it (Vol. 244). John Wiley & Sons. Lundberg, C., Gudmundson, A., &Andersson, TD 2009, Herzberg's Two-Factor Theory of work motivation tested empirically on seasonal workers in hospitality and tourism. Tourism Management, 30(6), 890-899.change: A social exchange perspective. Academy of Management journal, 40(1), 82-111. Marion, R., &Uhl-Bien, M 2002, Leadership in complex organizations. The Leadership Quarterly, 12(4), 389-418. Matthews, G., Deary, I. J., &Whiteman, MC 2003, Personality traits. Cambridge University Press. Osborn, R. N., Hunt, J. G., &Jauch, LR 2002, Toward a contextual theory of leadership. The Leadership Quarterly, 13(6), 797-837. Ray, A 2012, Important Leadership Theories in the Realm of Management Sciences. GRIN Verlag. Uhl-Bien, M., Marion, R., & McKelvey, B 2007, Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The leadership quarterly, 18(4), 298-318. Wayne, S. J., Shore, L. M., & Liden, RC 1997, Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management journal, 40(1), 82-111. Task 2: Managing People Introduction Organisations, whether they are business, educational, government, service military or entertainment focused, are mainly made up of people that is; the men and women working in the organisation. The people in an organisation provide stewardship, leadership as well as followership in all organisations. People are also seen as the most valuable resources in an organisation. Effective organisations are ones which always aims to harness the skills, knowledge and commitment of their employee with the goal of achieving shared objectives. Various authors have argued that by attracting and retaining the right people in the organisations and providing them with a conducive environment to enable them to flourish is seen as being a competitive advantage and it also assures the organisation of success. Balterzen's is Norwegian style cafe based in Harrogate. It offers its customers with the best Yorkshire sourced ingredients that are prepared with Scandinavian inspiration so as to deliver a taste of the Nordic north in a calm and relaxed surrounding. Based on these the cafe is liked by a great number of customers and it has also being rated as number 9 out of the 245 places that one of the best places that one can eat when travelling in Harrogate. This essay sets out advice Balterzen's cafe on how they can acquire great talent employees and get the best out of them. This will be done by drawing on the knowledge and expertise gained on the topic of managing people in organisations. Discussion Hiring and retaining of the best talents it tough as it has always been, with projections stating that the number of young employees entering the labour market will not be able to replace those who are leaving. The acquiring and assessing of the talents is currently seen as a critical goal for a company. Without the critical skills and talents, companies are bound to stay stagnant or eventually fail. Nevertheless in the current business environment the old ways of acquiring, recruiting and accessing skills are not working and they are not as effective as before and thus the need for development and adoption of between and improved strategies (Torrington, Hall & Taylor 2011). Companies that do not adapt are more likely to lose since they will not be able to attract the right talents that they need. Executives all over the globe seem to be aware of the issues and they are currently revamping while others are considering changing to their talent acquisition strategies to fit well in the current market. Despite this Balterzen's cafe can be able to attract more talents and even surpass the number that is in need. One of the major ways that Balterzen's cafe can use to attract and get the best of the great talents is by cultivating a corporate culture that attracts the top talents. This culture can be developed by the use of some ways with the first one being putting one's employees first. A great number of researchers are of the opinions that the best ways that companies can hire and retain top talents is through the creation of a corporate culture where all the best workers will be willing to work. Additionally the culture should ensure that the employees are treated with respect and that they are considered at all times. Another way of creating a desirable corporate culture is through the maximisation of the best employees (Mondy 2010). Though companies may fail to fill every position that is vacant in the organisation despite having a strong corporate culture researchers say that the best way to maximize the talented employees is placing them in positions that have considerable influence. In regard to this idea, Balterzen's cafe should focus more on acquiring great talents in areas that require direct customer contact for instance the waiters and an attendant dealing with the customers this is based on the fact that this group of people will have enormous impact on the customers visiting the cafe and service delivered to them. Organisations are now expanding talent acquisition as they search for new and improved ways to engage and access people for example through open source talent, freelancers, joint ventures and contracting. These new approaches are in a way pushing and expanding the talent acquisition boundaries to encompass new and improved employment models and new and advanced types of relationship for accessing the adequate ideas and skills (Harris 2001). A good example of such an innovative tactic that Balterzen's cafe can adopt is to make use of social networks in building talent communities that are supported by the retired workers, the full-time employees as well as by the independent contractors. The retired workers may offer the organisations with the needed skills that can be slowly passed on the younger generation of employees in the organisation (Guest & King 2004,). A great number of companies are also leveraging Facebook, LinkedIn, Google, Twitter and various other social media networks to help them in building a persuasive employment brand, find the most appropriate talent and also market their organisation to the passive job seekers. At times, they also engage in referral marketing and at times company's executive's visit universities and various other significant sources of new talent all over the globe. In reference to this Balterzen's cafe administrators need to adopt this strategy. They can send their executives to hotel training institutions to search for great talent and they develop them with the aim of getting the best out of them. This is a current trend in typical day business environment. Companies and learning institutions are also collaborating in ensuring that students succeed in theory and practical work thus enhancing their output when they start working. This collaboration ensures that students are introduced into the working environment early and that they engage in actual organisations activities (Frank, Finnegan & Taylor 2004). As the search for scarce talents continues, acquiring of talented employees has over time being considered like marketing. The various candidate relationship tools that are available market a company through the products and stories with the aim of attracting new prospects and at the same time cultivating them from the initial point of gaining interest to the making of the decision to apply for a job in the company. There are a few good examples of businesses that have succeeded through the use of marketing tools. Companies such as Delphi and Ford regularly produces blogs with the aim of attracting car fans, manufacturing workers and engineers who may want to change their careers (Francis & Keegan 2006). Balterzen's cafe can also make use of this strategy to attract new employees in the cafe by running weekly blogs to attract employees who are interested in working for a successful organisation such as Balterzen's cafe. Balterzen's cafe can target the chefs, waiters and managers in their blogs. In addition to this they can offer their employees with career development courses and continuous training. By doing this the employees working in the organisations will be able to adapt to the changes in their working environment since they have additional knowledge to cope with the changes in the most appropriate and efficient manner (Michaels, Handfield-Jones & Beth 2001). Talents acquisition leaders are also making use of a number of marketing strategies in search for the top talent in the market and in this cause they are engaging with collaborating with corporate marketing so as to achieve their outreach efforts (Ferris et al. 2008). These leaders visit colleges and advertise in these institutions and they also buy spaces in the targeted ads in the various social media sites with the aim of attracting top talents from their old and new competitors and they also target the minorities and the veterans strategically. Through this top talents get to know about the organisation and they may in turn develop an interest in working in such organisations (Kickul 2001). Despite having a strong customer value proposition, the primary driver of business growth is the employees in the organisation. Smart people can develop great talents and offer top notch services to the customers (Dorenbosch, Van Engen & Verhagen 2005). This can in turn generate profits for the company. Recruiting top talents and maintaining them in the company is no easy task. Top talented employees are scarce but they are also in high demand making it a necessity for organisations to structure their business based on talent and offering an excellent environment to allow the employees to thrive (Coats 2004). After the acquisition of top talents, organisations such as Balterzen's cafe needs to ensure that the get the best out of the employees. They need to allow the employees to be innovative. Companies such as Google and Apple are commonly known when it comes to hiring top talents and then given them chances to express their creativity in the business, experiment any new ideas. Balterzen's cafe can adopt this strategy by allowing the employees to come up with menus and food items that match the quality of the cafe, by so doing the customers will be offered with a wider variety of foods and the employees creativity will be enhanced. The concept of being open to new ideas and encouraging creativity in a way aligns the business models with the talents and offer the employees in an organisation a real sense of ownership and makes the company to keep evolving and adapting to the various changes occurring in their respective markets (Caldwell 2003). Organisations such as Balterzen's cafe need to choose between having mavericks or drones in the organisation. In respect to these business need to have and appreciate talented employees who are always challenging the company to make improvement in their respective operational areas as opposed to having people who add little or no value past the mere execution of the allocated duties (Brinkley et al. 2009). The top talents in the organisation are more likely to defy the status quo and most especially in a competitive marketplace where business models can be termed as obsolete overnight and disruption are common. Another way of getting the top talents and getting the best put of them is paying the employees above the market rate. The current problem in the pay scales is that they usually offer the employees with an average pay for their functions rather than for the best performers. Organisations want to acquire these top talents. Organisations that pay employees based on the market pay scale are unlikely to attract top talents who expect and even deserve to be paid more than their peers in the same industry (Bateman and Crant 2003). Thus, though there will be people to fill the vacant positions they will not be able to attract top talent. The market rates may seem appropriate for the low-level jobs that require little or no specialised skills and knowledge, but after surpassing this level it would be advisable to pay above the market rate. By doing these companies such as Balterzen's cafe will be able to attract and maintain the best talents. Though this idea may seem obvious organisations are usually tempted to acquire talents in the cheapest manner and this can lead to a pay inertia and consequently to a performance inertia. Thus, if Balterzen's cafe wants to outperform and emulate its initial success in their other ventures they need to compensate their employees appropriately (Bassett-Jones & Lloyd 2005). After acquiring the top talents, the organisation needs to embrace the personalities of the employees to attain the best from them. The modern workforce is mainly composed of the young generation (Shipton et al. 2005). When companies adopt, a one size fit all culture in the organisation they are likely to get similar results. The outlier employees who are common in today's workforce demand and require an outlier freedom and culture. To attract and always retain top talents, companies need to allow their employee to express their personalities without fear and this will enable the employee to work well and efficiently. This can be in the form of allowing the employees to have flexible work schedules, allowing them to design and implement their workspace (Atkinson 2007). A good example of this is that some employees seems to be excellent problem solvers and may communicate their ideas effectively if they use emails or generally when they do it through writing. The same employees may falter when they are called upon to express the ideas in person. Efficient and successful organisations such as Balterzen's cafe needs to recognise these and rather than imposing them to use methods that are not appropriate for them they need to encourage them and adapt to the employees expectation for them to achieve required level of success, retain them and eventually get the best out of the employees in terms of their output (Peter 1994). Another strategy to ensure that companies achieve the best from their employees and retain them is through the use of various motivational strategies (John 2003). Additionally in choosing the motivational strategies employers must find what motivates individual employees most and use that to motivate top talent employees to stay in an organisation (Bae and Lawler 2000). Despite the fact that a considerable number of employees view increased pay and wages as being an effective strategy when it comes to retention and motivation, the reality is that increased pay does not motivate a greater number of employees but other benefits such as health care are ranked highest by the employees. Pay increments easily entice young people and at the same time they are also the ranked as the first in changing careers. Pay rises do not attract the older generations but they are more enticed by additional benefits for example promotions, allocating of more challenging tasks and health and life insurances. Balterzen's cafe can make use of the various motivational strategies to ensure that after getting the top talents they retain them. For example, they can divide their employees into different shifts to ensure that they work well and that they are always motivated to offer great services to the customers (Richardson 1987). Unmotivated employees are likely to provide inadequate and low-quality services to the customers and this may lead to customer searching for the services in other cafes. This can be harmful to the business since it may fail if they customer have a bad perception of the company. Since employees in the cafe business are the ones who deal mostly with the customers, they need to be motivated and this may lead to better and improved services to the customers. Conclusion Based on the above discussion it is clearly evident that the employees are essential aspects of an organisation and they should always be treated well if the organisation wants to achieve the best from them. Top talents are scarce and employees need to attract these talents, retain them and get the best out of them. The essay outlines the various ways of attracting, retaining and getting the best out of the employees. One such strategy is through the use of social media sites to create work groups and to get services from the retired workers and other employees who work full time in other organisations. Organisations can also tap on the scarce top talents by offering employees the chance to be innovative and to pay them well as compared to their competitors in the market. Through the application of the above-discussed strategies, Balterzen's cafe can be able to gain top talents and maintain them to work in their expanded business. Reference Atkinson, C 2007, ‘Trust and the psychological contract’, Employee Relations, Vol.29. no. 3, pp. 227-246. Bae, J & Lawler, J 2000, ‘Organisational and HRM strategies in Korea: Impact on firm performance in an emerging economy’, Academy of Management Journal, Vol. 43, pp. 502–17. Bassett-Jones, N & Lloyd, G 2005, ‘The paradox of diversity management’, Journal of Creativity and Innovation Management, vol. 14, no. 2, pp. 169-175. 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