Ryanair Staff motivation and treatment problems - Essay Example

Ryanair Staff Motivation and Treatment Problems Q How do you motivate your employees? As a manager, I motivate my subordinates using intrinsic rewards such as giving them verbal praises and/or thank you note for job well done. Q.2 A satisfied employee is a better employee, to what extend do you agree with this saying? I strongly agree with the saying that a satisfied employee is a better employee in the sense that employees who are very much satisfied with their working environment are most likely to deliver a better quality working performance as compared to those individuals who were never satisfied with their work. This usually results to a high level of employee turnover. Q.3 At Ryanair are monetary rewards (e.g. pay rise) or non-monetary (e.g. company phone, flexible hours, etc.) given to employees? Which one do you find more effective? The HR department of Ryanair provides the employees with monetary reward like bonus at the end of the year as well as non-monetary rewards like electronic gadgets for individuals who will be chosen as employee of the month. Between the two types of rewards, I find the use of non-monetary rewards to be more effective than the use of monetary rewards. Q.4 Does Ryanair follow reward systems? If yes, what reward cultures are used at Ryanair to motivate staff? Although the company also use non-monetary rewards in motivating employees, the culture followed by Ryanair in terms of its reward system is influenced heavily by the traditional monetary reward system. Q.5 Are employees able to join unions without any difficulties? Do you feel that Ryanair is better at dealing with employees’ problems by itself rather than involving unions? Yes. Ryanair employees could freely join labour union without having difficulty. Since the company’s perception about human resources is very much different from other company’s such that most employees feels that the management does not prioritize employees, I feel that being involved in a labour union could help the company resolve the problems concerning its employees. Q.6 What changes do you suggest in the treatment of your employees and what changes are going to be made by Ryanair? I suggest that the company should prioritize the development of its employees by providing them with sufficient training without the need to require employees to pay for their own training fee. Q.1 How do you motivate your employees? Being a supervisor at Ryanair for eight years, I motivate employees using word of encouragement. I am a leader with positive outlook in life and train them to be a leader in their own ways by helping them unfold and improve their talents. I believe somehow that side of my personality motivate my team members in learning something new. Q.2 A satisfied employee is a better employee, to what extend do you agree with this saying? This statement is absolutely true. I have seen how satisfied and motivated employees work and compared to those individuals who are unsatisfied and unmotivated. Satisfied employees really perform better than unsatisfied employees. Q.3 At Ryanair are monetary rewards (e.g. pay rise) or non-monetary (e.g. company phone, flexible hours, etc.) given to employees? Which one do you find more effective? Both types of rewards are used at Ryanair. I find the use of non-monetary reward to be more effective than using monetary reward. Q.4 Does Ryanair follow reward systems? If yes, what reward cultures are used at Ryanair to motivate staff? In line with reward systems, most managers at the company coordinate with the HR and Finance department to promote the use monetary rewards to increase the company’s sales performance. Q.5 Are employees able to join unions without any difficulties? Do you feel that Ryanair is better at dealing with employees’ problems by itself rather than involving unions? Employees at Ryanair could easily participate in labour unions. I think that the company will be able to learn more about employees’ personal concerns through labour unions. This will force the company’s HR department to have a different perception with regards to the development of strategic ways on how HR personnel could satisfy the company’s employees. Q.6 What changes do you suggest in the treatment of your employees and what changes are going to be made by Ryanair? HR manager at Ryanair should encourage the managers to make use of intrinsic rewards more than the use of extrinsic types of rewards. Based on my personal experience as a leader, I find the use of intrinsic rewards to have a stronger impact over employees’ work satisfaction. Q.1 How do you motivate your employees? I motivate employees by training them to become self-directed individuals. I believe that trusting them to work on their work with minimal guidance could help them boost their self-confidence and motivate them to perform better in exchange of the trust that was given to them. Q.2 A satisfied employee is a better employee, to what extend do you agree with this saying? I believe that satisfied employee works better than employees who are not satisfied with their jobs either because of some organizational culture that they do not appreciate and/or in case they are being managed by a manager who fails to motivate them. Q.3 At Ryanair are monetary rewards (e.g. pay rise) or non-monetary (e.g. company phone, flexible hours, etc.) given to employees? Which one do you find more effective? Ryanair’s reward system adapts the use of monetary and non-monetary rewards. Between the two, I have noticed that using non-monetary reward system like providing employees with flexibility at work is more effective when it comes to keeping them satisfied with their work as compared to giving them extra money at the end of the year. Q.4 Does Ryanair follow reward systems? If yes, what reward cultures are used at Ryanair to motivate staff? Ryanair follows a ‘pay-for-performance’ reward culture for quite a long time. For example: Sales manager of Ryanair usually encourage sales people to meet their sales target in exchange of monetary shares they will receive at the end of each month. Q.5 Are employees able to join unions without any difficulties? Do you feel that Ryanair is better at dealing with employees’ problems by itself rather than involving unions? Even though labour unions could cause serious legal problems on the part of Ryanair, I feel that this is necessary in gradually changing the management perception with regards to the proper way of handling their employees. Q.6 What changes do you suggest in the treatment of your employees and what changes are going to be made by Ryanair? Aside from studying the organizational impact of using monetary and non-monetary reward systems, I suggest that the HR managers of Ryanair should consider re-evaluating the type of leadership approach used by the managers/supervisors since leadership style used by each manager is an important aspect in keeping employees satisfied/motivated in their job. Q.1 How do you motivate your employees? Being a sales manager of Ryanair, I motivate my staff by giving them public recognition, verbal acknowledgement for good work performance, and treating them for dinner in some occasions. Q.2 A satisfied employee is a better employee, to what extend do you agree with this saying? I very much agree with the saying that satisfied employees are better employees. This is because satisfied employees are more focused on achieving the organizational goal. Q.3 At Ryanair, are monetary rewards (e.g. pay rise) or non-monetary (e.g. company phone, flexible hours, etc.) given to employees? Which one do you find more effective? Both monetary and non-monetary rewards are used at Ryanair. Although the use of monetary reward system can be effective for some employees, I still consider the application of non-monetary reward like acknowledging their performance at work to be better in terms of keeping employees motivated with their work. Q.4 Does Ryanair follow reward systems? If yes, what reward cultures are used at Ryanair to motivate staff? For many years, Ryanair has established and follow a strong monetary reward culture within the business organization. In line with this matter, some managers in the company is using ‘pay-for-performance’ concept as a way of motivating employees. Q.5 Are employees able to join unions without any difficulties? Do you feel that Ryanair is better at dealing with employees’ problems by itself rather than involving unions? Recently, Ryanair employees could easily join labour unions. Even though there has been internal and external conflicts that occurred when a large number of Ryanair employees’ decided to join a labour union, I feel that this matter could eventually make the company be more aware of the need to protect and invest on employees. Q.6 What changes do you suggest in the treatment of your employees and what changes are going to be made by Ryanair? I suggest that HR managers of Ryanair should continuously examine the company’s existing reward system in order to allow the company to cut down on unnecessary operational expenses. Instead, HR managers should promote the importance of intrinsic more than the use of extrinsic reward system among the supervisors and managers. Read More