Technocraft - Analyse the motivational problems, and provide recommendations on improving motivation for a) the company as a whole and b) the wiring department.

Herzberg's Two Factor Theory

Herberg's two factor theory of motivation entails the following:

Hygiene Factors- Things which cause dissatisfaction if they are absent; but which are taken for granted if present. These include

* Salary

* Job security

* Working conditions

* Company Status

* Technical Assistance

Motivators- Things, which cause satisfaction when they are present, but their absence does not necessarily lead to dissatisfaction. These include:

* Achievement

* Recognition

* Promotion

* Responsibility

* Personal Development

Again looking at "dealing with poor performance" workers are not happy with their working conditions, as it is too strict, non-liberal, and non-relaxed. Consequently, this linked with Herzberg's theory, the workers are dissatisfied as appropriate working conditions (hygiene factors) are not present.

If one considers the "motivators" none of these factors exist. For example, recognition and promotion are not present when looking at "the productivity drive" incident. Therefore, the workers are not necessarily dissatisfied, yet at the same time, great satisfaction is not created according to the theory.

2) Leadership-The impact leadership has on staff

Although the way in which everyone manages will vary slightly from individual to individual, their styles can be categorised under three headings: autocratic, democratic, and paternalistic.

Definitions

Democratic managers like to involve their workers in decisions. They tend to listen to employees' ideas and ensure people contribute to the discussion. Communication by democratic managers tend to be two-way. Mangers put forward an idea and employees give their opinion. Impact on Staff

This can be beneficial as workers get the chance to forward their perspectives and ideas, which can highly motivate them as they sense a feeling of responsibility and as their views are taken into account. This leadership can increase motivation, reduce labour turnover, increase productivity etc.

Autocratic managers are authoritarian; they tell employees what to do and do not listen much to what workers have to say. Autocratic managers know what they want doing and how they want it done. They tend to use one-way, top-down communication.

Impact on Staff

Staff may resent a manager who always tries to tell them what to do. This might lead to a reduction in the quality of their work, motivation, fall in productivity, and an increase in labour turnover. As communication is one-way, and staff are told what to do, and cannot express views, this leads to staff becoming unmotivated (as they also might feel unimportant)

In the "dealing with poor performance" incident, Robert adopts an autocratic leadership. The workers clearly did not like his leadership style, as he simply gave orders whilst the workers would have to comply and more or less make no feedback.

A paternalistic manager thinks and acts like a father. He or she tries to do what is best for the staff/children. There nay be consultation to find out the views of the employees but the manager makes decisions. They are interested in how workers feel and whether they are happy in their work. Nevertheless it is quite an autocratic approach.

Impact on Staff

Paternalistic leadership implications are a blend between the democratic and autocratic leadership styles. There is consultation to find out views of employees, which can motivate staff, but on the other hand, like autocratic, decisions are still made by leaders.

Laissec-faire (a democratic style of leadership)

Meaning "let it be"-this involves letting staff be, and working totally independently. Some people might respond very well to the freedom to decide on how to spend their working lives; others may become frustrated.

Conclusions and Recommendations

According to Maslow's theory, the workers' physical needs are not met due to dissatisfied working conditions regarding the first incident "dealing with poor performance." Also, if one considers the second incident, "the productivity drive," the workers were not rewarded, and hence their esteem needs are additionally not met.

Herzberg's theory demonstrated with the "dealing with poor performance" incident that the hygiene factor, working conditions, was absent which caused workers dissatisfaction.

An autocratic leadership style was adopted by Robert ("dealing with poor performance") and this reflected that workers were not satisfied with down-the-line communication.

These are the overall problems which have been brought about by the management at Technocraft causing motivational problems.

Recommendations on how to improve motivation for the company as a whole will follow.

Firstly, it has been evident that Technocraft does not recognise or reward their employees appropriately or effectively, and as shown, failure to do this is not particularly motivating amongst employees as portrayed by motivation theorists. Therefore appraisal and recognition of staff needs to be implemented effectively. For example, instead of distributing 500 t-shirts to acknowledge their hard work reaching the £1million target, George Newell could have given his employees a reasonable bonus. Consequently, the worker's productivity levels shouldn't drop, their standard of work should remain constant, and they should also be motivated. This would reduce labour turnover, and hence save time and money consumed with training and recruitment staff, which will be very advantageous for the company. Furthermore the general operation, and progression of the company would be very steady, as there would be no unnecessary resignations, or reduction in productivity.

Another recommendation would be that, the company could adopt a more democratic leadership style. This way if employees are ever unhappy with any aspect, they should be able to present their views to their managers, and then the company can react accordingly. Hence, the workers needs are accounted for, and this also should help with keeping steady labour turnover standards, and maintain productivity/efficiency levels.

Certain recommendations can be suggested for the wiring company as well. Firstly, the management style needs to be changed; a more democratic leadership style also needs to be implemented. Communication was top-down, and very little feedback was involved when Robert was present, and the working environment was very unpleasant. However, communication needs to be two-way, an informal and affable leader is required, and this way, workers will be more relaxed and operate more efficiently. The tasks that the wiring group conduct are very tedious and repetitive, and great skill is not required, therefore they cannot really work in an autocratic leadership style environment.

Additionally, a laissec-faire style of management might be appropriate, where workers can work independently, as tasks are not very difficult.

Finally, an essence of job rotation or enrichment might be effective if introduced, whereby the workers' tasks are changed around (even though there should be tasks) or they are given new styles of tasks. This can potentially increase motivation levels according to theorists.