No recording equipment or intense note taking (except for quotes) was done, because;
- Capturing the event in note form will distracted the researcher from observing.
- A tape recorder will capture the background noise; a video camera will only capture the event happening at that particular time and direction.
- With 21 people in one room it is hard to distinguish who is speaking.
- Might raise suspicions.
4. RESULT & DISCUSSION
4.1 Questionnaire
From the questionnaire, (see Appendix 12 for results), 30% stated that the reason why they came to Arcedia is because of the prospects and another 30% said it was the money. It also shows that everyone believed that all of Herzberg’s Five Factors of motivation is important to gain job satisfaction.
Below shows the top 5 main issues which has once de-motivated the individual to consider leaving.
1 Personal Problems
Joint 2 Money & Your manager and trainer
- Weather
- Feel neglected
- Belief in the system
The reason why personal problem might be at top of the table is because Arcedia does not believe in the work and leisure balance. When a person ask for a time off, if he is not Simons favourite employee, sacking is the procedure. Jay Charles (Crew Manager, 2004) and Simon Moorley (Branch Manager, 2004) explains;
- “This is a Micky Mouse job…. Can’t have people coming in and out of work because they feel like it.
- Who will look after the people on their crew.
- If it’s OK for one person takes days off, others will think it is OK for them.
- I get paid if when they are in.
- The office will look like a shambles if there are certain people in one day and others in another day.”
Below features the top 5 main issues which has influenced the employee to stay
Joint 1 Money & your manager or trainer
2 Great Atmosphere
3 Peers Support
4 Self-determination
5 Feel Appreciated
These might be that the person has found or been assisted with finding their self-determination to succeed again. (This will be explained later on)
4.2 Observation
4.21 Why and how Arcedia managers motivate observation to join.
Generally one immediately thinks of Maslow’s 1970’s hierarchy of needs or motives theory, when the subject of motivation arises. Managers know that the majority of the public have negative pre-conception of the door to door salesman, (see Appendix 4). With this understanding managers have to quickly and effectively change the observer’s mentality through giving an impression of the job of being easy and secure.
4.211 First Interview
Simon does not mention door-to-door sales. To stop the observer thinking about the information given, he quickly states the starting salary; expectations; outcome of the management scheme and time scale which a person is expected to reach it. (See appendix 3 for more detail). The vast number of questions asked is designed to put the observer into a ‘yes roll’ mindset. In effect he leaves the interview feeling excited, energetic, having high hopes, and saying yes to the job. In addition, he took control of the conversation and raised the chances of the observer attending the second interview.
The questionnaire and Professor Kovach research found that money was the top reward factor. This is why Simon quotes £350 which is a competitive salary and the prospects of promotion which he automatically assume quick promotion equals power and pay-rise. Referring back to Maslow’s ‘psychological needs’ (Robertson, Smith & cooper, P.20) our ‘hunger or thirst for money in a necessary in the western civilisation’. We need money to obtain food, water, clothes, sex and shelter. Freud theories explain that with money, we are able to indulge ourselves with the pleasurable things of life, attract more of the opposite sex, and have the power to do what we want, therefore satisfying our Id. However, money is not the only motivator, from the questionnaire 100% of employees who have not worked on commission before said that they would no have come back for the second interview if they knew it was door to door sells.
4.212 Second interview
The purpose of the second interview is to persuade the observer that door-to-door sale is the best job for them to get huge amounts of money quickly. The aim is to turn negatives preconceptions into positive thoughts (see Appendix 4) by pre-empting all the negatives about the job and by changing the observer’s mentality. This is done by showing the benefits; combating uncertainties; finding reassurance; striving for a mindset which is fearless; offering protection through law and order which Arcedia is made of. Thus, he feels secure as he can sees that sale is easy and therefore the pay and promotional structure is realistic and reliable.
When Simon decides which manager will take out an observer, he chooses someone who shows leadership, enthusiasm, charisma, love, confidence, knowledge and belief in the organisational system. Ashworth (1995, p.97) suggest that, “leaders may persuade with logic, but they motivate through emotion. The manager sells the concept of door to door commission through “engaging [in] their emotion” (Ashworth, 1995, p.97). Furthermore he hopes that the feelings the manager has for the job will transfer to the observers, like a domino effect (see appendix 7).
During this time both observer and manager form a relationship, through satisfy the relatedness need by “accepting, confirming, understanding” (Hollyforde & Whiddett, 2002, p.71) the other person, job and the co-workers. The observer joins the organisation because the manager has motivated an ‘inner feeling [and] drive that inspires sustains actions and commitment’ (Deeprose, 2003, p.2). From this process, according to the questionnaire, almost everyone said they were excited or very excited about this starting this new job.
4.213 First day at work as a merchandiser
When the observer becomes a merchandiser, his relatedness and security need is stronger. Like any new-comer, the individual will be “looking for love and affection; belonging (to a family, circle of friends, a group, a union, a business); attaining social security; avoiding loneliness, rejection and rootlessness” (Kressler, 2003, p. 15-16). This is achieved through small team selection (see appendix 7).
4.214 From merchandiser to Trainee manager
The merchandiser is acknowledged by everyone as the new person who needs to be ‘looked after’. When the merchandiser makes a sale every manager acknowledges it and appraisal and encouragement will follow. The managers will also notice if merchandiser not made any sales. The idea is to rise the merchandisers self-esteemed and self-confidence to encourage him to become self-determined. This gradually increases with time as he gain knowledge, success, power, prestige, status and dignity. When he/she get promoted to trainee manager he need for security and esteem is satisfied. He gains independence to develop by acquiring wisdom and understanding from others. This is where his road to self-actualization to become a manager begins.
4.22 Using Face-to-face Motivation to Retain Employees
Managers motivate via face-to-face discussion with their employees by using the three key interpersonal skills shown below; (see appendix 8, for more detail)
- Discussion and Agreement
- Encouragement and Acknowledgement
- Reviewing and Amending
Iaim Maitland, 1995, p.19
4.221 Discussion and Agreement
A one-to-one discussion with the manager to;
- Set out personal and professional long term, mid term, short term goals.
- Daily goals, is requested each morning.
- Constant monitoring of his performance, discuss, encourage, comment and suggest strategies to help achieve their goals.
Subsequently the employee should to feel respected, valued, emotionally involved in the development process. Because his suggested the time scale, he believes it is realistically achievement for him (without the knowledge that this job is an emotional rollercoaster, (Craig 2004).
4.222 Encouragement and Acknowledgement
The amount of encouragement and acknowledgement depends on the individual’s role within the organisation. The nearer one to the top the fewer appraisals one will receive, because ones self-determination and ability to be self-motivated increases with rank.
Having responsibility and encouraging others, can be psychological motivational. Ones level of leadership and respect gain by others simultaneously increases motivation on the self and to others, (Maddock and Fulton, 1998).
To avoid employee feeling neglected, and heighten the mural of the employees there is an public appraisal time twice a day (shown below). But if the office has done badly overall this time is used by Simon to shout of the team (negative reinforcement).
Night Reward and make those who have achieved the bell (see appendix 5) known in the office.
Morning To mention those employees who have done exceptionally well E.g. those who got more sale than what is expected of them, or being promoted.
Sincere praises and signs of appraisals make one feel that their time has been worthwhile. This helps motivated others by letting everyone know the system works. Also stimulates positive domino effect (see appendix 7).
4.223 Reviewing and Amending
If the employee has failed, having a senior recognising and ‘telling them why and where they went wrong and showing them to how to improve without blaming or embarrassing them’ (Maitland, 1995, P 20) is just as important. “I tell them what their strengths are and where the improvement needed. Making a fair and constructive criticism is vital. It leaves him seeing where the weakness lies and they want to do better.” (Jay Ce Charles, Crew Manager, 2004).
In addition, talking helps him stay motivated, because their circumstances were taken into account. In effect, he decided his time is worthwhile and he stays to progress. Through the questionnaire (see appendix 12) almost half of the employees felt unappreciated at some stage.
Employees do not get special recognition for successfully training merchandiser, but do get it for hitting the bell, because;
1. “They are being trained to become manager. Managers need to be able to achieve their own goals as well as help others.”
2. “Getting the bell is what pays your wage, in the short term.”
3. “We tell every person they their trainer makes £500 a week. If they see that their trainer is struggling to achieve that, how motivated would they be?”
Simon Moorely (2004)
However, ‘constant failure to achieve overambitious goals will distress and de-motivate, affecting not on only the person concerned but also those working alongside him, who have to deal with anger and resentment, and take on additional, excess work” (Maitland 1995, p.21)
4.23 Using Reinforcement to retain Employees
The direct communicate between the individual and their trainer strengthened the relationship and the point. Desirable/undesirable activities are learnt quickly through reinforcement. (See Appendix 9)
Reinforcement Example
Positives Praises after a good job done, such as getting the bell, or successfully training someone up. The effect is to increase the probability that the behaviour is repeated.”
Negative The managers telling the individual off for loudly discussing negative things about the scheme in front of the merchandisers.
Punishment Disciplinary interview, removal of privileges and public humiliation.
Extinction Someone’s ideas are continuously being criticised and as an effect the individual and others will withhold his ideas in fear that his ideas might be knocked down.
Below features the reinforcement schedules seen in Arcedia.
Reinforcement Schedules Action seen at Arcedia
Variable-ratio Richard Gerrard randomly picks which office to conduct a spot check on.
Continuous Being able to recite the cycle of development.
Having the 5 and 8 step put up on the wall
Fixed-ratio Reaching promotion
Reaching the bell
Fixed intervals National performance review every six months
Variable-interval The crew manager randomly testing the merchandiser to see if the information the trainee manager is teaching is correct.
4.24 Training
4.241 Cycle of development (See Appendix 10)
To pass the cycle of development, he must be able to recite and understand the information on the paper. His trainer is expected to hold a one-to-one training session in the morning with him. The problem is that different trainers have sometimes given different reasons to some of the points. This is confusing and makes him lose confidence with a certain trainers.
4.242 Motivation Diagrams (See Appendix 11)
The pictures are used to help the person remember it. But there are no lessons on more reputable theories such as Herzgberg, Maslow, or McGragory.
4.243 Training at Different Levels
Morning is used for training. It is also a way of motivating the employee by warming up the brain and setting goal orientated mindset before he goes out to the field. Simon holds three morning meetings.
09.30 -10:00 Crew Managers & senior Trianee Managers
10.00 – 10:30 Trainee Managers
10.30 – 11:30 Crew meeting and training
11:30-12:00 Simon gives a morning meeting to everyone.
Night time training is up to the trainee/trainee manager. This is often informal and in the pub instead of the office. This is because;
- There is not enough time in the office time.
- The individual want to progress quickly.
- Recapping on certain parts of the cycle of development because the person is going to do a certain activity the next day. E.g, running a team/taking out an observation/training merchandisers.
- Both the individual and the trainer have to train other people up in the morning and this is the only time they can spend together.
- The team has done badly and strategies and motivation needs to be done for the next day.
- Team bonding exercise.
4. CONCLUSION & RECOMMENDATION
Although Arcedia seems to have all the right motivation techniques to boost employee’s mural, pride and productivity, the training given is not necessarily put into practice. The Herzberg’s Five Factors of motivation is all important to gain job satisfaction. If the individual feel insure and unvalued without their manager showing concern and interest in them, they would leave. Here are some recommendation which could help to motivate the employee to stay.
4.1 Teach the theory
They are taught the action/producer but no theory is used to explain the psychological reasons why. From observation, there were a few trainee managers who have been this position for over a month, starting to question the training given to them. Without knowing the theory the individuals feel that the information given is not ‘legit’ (Tom, 2004). Possibly Arcedia should look into having more than one page for the cycle of development.
4.2 Certificates as reward
With the growth of competition and other similar companies or departments, Arcedia should try to offer vocational training with a professional body. Such as the Institute of Direct Marketing or NVQ examining board. The reason being;
- At the moment there is a growing trend of direct marketing companies offering this; Arcedia should aim to offer the same or more than the rivals.
- To help reinforce and support the argument that Arcedia strive to produce managers not salesmen.
- To inspire confidence, provoke a sense of their time being worthwhile, and produce leaders who have good business acumen. With knowledge the individual should powerful, as they know about being a good manager, their industry and not just door-to-door sales.
- With knowledge the individual will be able to come up with new ideas to move the business on by finding solution to weaknesses or coming up with possible new ventures.
- Moreover, a person is much more unlikely to leave a company if they feel their company and their manager is not doing everything in their power to help them progress. (Holland, 2004)
4.3 Lack of training activates and information
Arcedia might seem to motivate at different hierarchal level by having different morning meeting for different roles. However, because of the lack theories to back the information given in the training often the managers are force to teach things which is designed for someone on a higher level. As a result he might feel that the information being taught is irrelevant and begin to believe that this job is really a sales job, flowered up with the impression that this is a management training scheme. This is because they cannot put the theory into practice, and test it. Arcedia should aim to change their actions of motivation; and provide more training activates which are suitable for the individual depending on where they are operating within the organisation.
4.4 Money
From the questionnaire 100% rated that money to be a strong motivator. According to Simon (2004), “majority of trainee managers leave when the winter starts”. Arcedia might like to look into changing the pay structure, so the trainee manager receives money when they successfully train a merchandiser up. There should be an intensive motivate the managers to work harder to retain by showing concern to all their employees.
4.5 Self-determination Vs Control-determination
Simon find that the problem with the system is that people seem to believe too much in the system, as a result they do not find their own management style and become what Simon (2004) calls ‘Arcedia robots. If Arcedia managers stop criticising their employee’s ideas and exercise more positive encouragement or prepare a constructive criticism then it’s less likely the employees will withhold their idea or generating them. This will inspire the person to behave in a way which falls into the self-determined category instead of the control-determination category.
4.6 Dissonance and Positive Reinforcement
Some managers give favouritism to certain employees. “I know who the good ones will be as very early on. “I admit I do give these people certain privileges and treat them differently to others… but if the others prove they are determined, then I’ll treat the same… I don’t want to waste my time on moppets,” Simon (2004). It is obvious that the people who are favourite with the crew managers and above seem to be happier and successful, the others gradually leave. They might feel jealous, unappreciated and frustrated. In effect the managers have created cognitive dissonance. ‘Employees leave managers, not companies,’ (Holland, 2004). Because the managers are not taught how to deal when their employee feels their ‘individual circumstances are taken into account’ or ‘that they are giving more than they are receiving’ the managers often believe that this person has become lost their self-determination or not believing in the system. If they are taught not to blame the individual or emphasise heavy that it is the individuals fault for becoming de-motivated, and instead ‘investigate the cause’ by holding a one-to-one discussion, then this will help retain him.
