MOtivation at Britis Airways

I will also try and find out if motivation techniques differ between different levels and job roles at BA.  As someone who is a cabin crew member may not be motivated in the same way as one of the mechanical engineers at British airways.

My secondary research will involve me getting information from external sources. Sources such as the British Airways website, Newspapers, and some other public information or research that has already be done on BA. Though, the information may not be as up-to-date and accurate as my primary research.

Questionnaire questions

These questions will be used to get data about some of the motivational methods that BA uses to motivate employees, and also some leadership style information.

1. What is your job role at BA?
2. What motivates you to work harder?
3. Do you get any sort of personal satisfaction when you work harder at work?
4. Do you get any fringe benefits at work?
5. What methods are used to motivate you as an employee by British Airways?
6. Are you satisfied with your job?
7. Do you get any kind of praise or appraisal for what you do?

a) If so, what?

8. Does the idea of getting praised at work motivate you to work any harder?
9. Do you get to go on training?

a) On the job, or off the job training?

10. Do you get to work as part of a team?
11. Does your job give you the option to rotate and perform different tasks?

a) If yes, do you prefer job rotation, or performing a single task?

12. What other methods of motivation does your job offer?
13. Are you involved in any kind of decision making at work?

a) If so, does it motivate you to work?

14. Are you constantly supervised while you are working?

1. If so, how does this affect you? Does it annoy you, motivate you, or de-motivate you, or other?

Job Roles

British airways have quite a number of job roles In their organisation. From people who work at the airports, on the ground, to people who work on board, serving customers, and flying the planes.  

• Ground services – These are the employees who take care of everything on the ground. They have tasks and roles in Traffic operations, whereby they direct and redirect traffic from the traffic-control centre, crewing, performance, route planning, passenger services and management.  They could be motivated by the opportunity to train and develop their careers. For example, if someone that works in performance is interested in route-planning, they know that all they need to do is take a training course which is already made available by British Airways, and is paid for.
• Flight crew – They are basically responsible for flying the plane. The employees include the Training captain, who takes care of employees who are just starting to work at BA, and guides them through induction, Pilot in command, who is the person on board who is ultimately responsible for safety during the flight, the pilot and co-pilot, who are responsible for getting the plane to their destinations, and flight engineer, who is responsible for monitoring and controlling many of the aircraft systems during flight. In this department of employees, employees also have the chance of being promoted. For example, from pilot, to pilot in command. This gives them something to look forward to and work harder for. The flight crew are also working as a part of a team. This will motivate them as teams usually unite and work alot harder especially when they are working towards the same aims and goals. This is one of the social factors that will encourage the building of social relationships.
• Cabin crew – The cabin crew are also known as flight attendants. They are members of the aircrew who are employed primarily to ensure the safety but also the comfort of passengers aboard flights. Just like the flight crew, they will also be motivated by working in a team, both with their fellow flight attendants, and with the flight crew. They work together with the flight crew by helping to give instructions to passengers, and making the flight crew as well as the customers comfortable. This way, teams and groups are formed to satisfy employees’ social needs for love and belonging, and possibly establish relationships.  
• Administration – They take care of the performance and management of BA. Their job roles are broken down into Sales, Finance, Administration, Marketing, IT, Senior Management, and Director. There will be different non-financial incentives available for those working in administration department. Such as training, appraisals, and responsibility opportunities. As there different levels of each job role, employees can be trained to work at a particular department. For example, someone who might want to become a financial director in the future will have to start from being a cashier, and then work their way up to financial director. When they are a cashier, the thought of becoming a financial director will motivate them to work harder towards their goal.
• Engineering – The engineers at British Airways take care of the airframe, engines and avionics of the aircraft. They have to ensure that everything is OK before the plane is ready to depart. Engineers will also have to work in a team with each other as there will be different staff who specialise in different areas of engineering.

Motivation for all of these staff members will differ as a flight crew member will not motivated in the same way an engineer is motivated. If they have any sort of training, they will differ from each other as their job roles are completely different. Although, they might get the same fringe benefits, and incentives, such as bonuses, discount, and they may both be motivated by the same process of appraisals, but the methods of appraisals would differ from each other.

Motivational Theories

Herzberg’s Theory

Frederick Herzberg’s Theory states that if you want to motivate employees you need to create a series of 'satisfiers' which are quite different from high pay

Herzberg showed that to truly motivate an employee you need to create conditions that make them feel fulfilled in the workplace.  At British Airways, the employers make sure that their employees are some what comfortable at work. Those who work at the check-in desks for example, will have everything they need to complete their work efficiently.

Herzberg set out a key difference between 'movement' and 'motivation'. He said that you can get employs to move by 'kicks in the ass' - i.e. punishments and rewards e.g. penalties for poor work and high pay for good work. British Airways have a club called the British Airways Executive Club. It is designed to recognise and reward employees – with the aim of making customers travel even more enjoyable. At this club, employees will earn Executive Club BA Miles. This means that the more they work, the more BA miles they accumulate. This will motivate some staff to work harder, as they know that they can redeem their points anytime they want.

However, workers that move are not the same as workers that are motivated.

Herzberg's satisfiers included:

• Recognition of effort and performance – He believed that when someone’s effort is recognized, it would lead that individual to put more effort into their next activity or task.
• The nature of the job itself - does it provide the employee with the appropriate degree of challenge and enjoyment?
• Sense of achievement – When people feel like they are going to be achieving something for what they're doing, they are motivated to work even harder for it.
• Responsibility – For some people, the fact that they are responsible for something, will motivate them as they will feel like they are part of the organisation for which they work.
• The opportunity for promotion and improvement – Having the idea that one will be promoted; will motivate individuals to work hard towards that promotion as it will five them something to look forward to.

Another theorist is Abraham Maslow. His theory on staff motivation is referred to a ‘Hierarchy of Needs’ which is usually drawn as a pyramid.

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According to Maslow, the most basic needs on this Hierarchy had to be satisfied before workers could look at the next level.

Basic physical needs were things like shelter, food, warmth and bodily functions. British Airways pay their employees more than the national minimum wage, so employees will be able to take care of these basic needs. They also offer discounts for employees for shops that are around, so employees can have a break and not have to spend too much on it.  

Next, people had to feel safe in their environment. At British Airways, they have quite a large number of security methods. From CCTV cameras, to Security guards. This is not only to ensure the safety of staff, but also of their customers.

Maslow’s higher levels of needs are less obvious, and less easy to describe, but are of great importance. Social needs refer to the fact that we want to feel part of something we share in.  

The next level – esteem needs, refers to our need to feel valued, that what we do matters.  And at the very top of Maslow’s Hierarchy of needs, is our human need for self actualisation.  This means that we work had in order to be as good as we possibly can.

Motivation at British Airways

Whatever area one is working at British Airways, the employee can be guaranteed some sort of financial or non financial incentive as long as they’re working with BA.

At British Airways, employees are offered both Financial and non-financial incentives to motivate them work harder.

Financial and Non-Financial Incentives at BA include

• British Airways offers extensive staffs travel benefits to all employees and their eligible nominees. Their staff travelling at reduced rate. This has been a benefit of employment in British Airways for as long as anyone can remember. In the early years most staff travel was subject to seat availability on departure and tickets cost about 10% of the published fares. BA also give employees reduced costs for other public transport, if the employee lives far away from the airport. As the employees get cheap transportation to work, this will motivate them as they know that not all the money is coming out of their own pockets, but also the company's pockets to help pay their transport fare. Employees feel that they are 'safe' in their workplace, and according to Maslow, feeling safe, not only in the sense of body, but also employment, resources, family, mortality, health and property, will motivate employees to work harder. This is good for both BA and employees, although a bit less for BA, as with all the employees they have; it will definitely have an effect on their costs. Feeling safe will have its benefits for both the employee and the organisation. When one feels safe at work, they are less likely to quit their job and more likely to work there for alot longer. When BA gives employees these discounts, they encourage employees to spend on their company, so from BA’s point of view, they are getting back revenue from their own employees, and from the employees point of view, they get discounts and feel valued, so therefore, both BA and employees are gaining something from each other. The weakness for BA could be that the employee might not feel motivated to work any harder by this method, and just keeps using the company discounts.

• They also offer a competitive salary with additional allowances based upon the number of duty and flying hours that are achieved. British use the motivational method of performance related pay, this way; employees work hard and learn to enjoy their jobs, so they can get paid more. This links to one of Herzberg's satisfiers that lead to motivation in the sense that the employee feels a sense of recognition and effort, and therefore is motivated. This method is good as BA saves on additional recruitment costs, in the sense that if a Pilot has more than one or two duties, they will be doing the job of more than one person, and the strengths for the employee will include, receiving quite alot of pay if they are performing a number of duties.  A weakness for the employee though might be that they may be stressed if they are doing too many duties.

In my opinion, introducing a bonus scheme as an addition will be better for the employees. I think they should introduce a bonus scheme as well as the additional allowances as the employees getting bonuses means that they get additional payments without actually working for it, where as additional allowances have to be worked for. This will be better as employees a sense of achievement within them thus fulfilling one of Herzberg’s satisfiers.  Employees feeling a sense of achievement has its benefits such as the employee feeling that they are valued and their work is appreciated by employees. When one feels like they’ve done something valuable for the company, they will be motivated to carry out the activity a second time to feel this sense of achievement again. This will be good for BA and the employees BA get a hard working employee and the employee gets extra allowances.

• British Airways Retirement Plan (BARP) is the pension scheme for all new employees working full-time. This is a ‘contracted in’, defined contribution scheme. Additionally members of BARP will be subjected to a qualifying period, qualify for Permanent Health Insurance. Although this is not entirely a financial incentive, it is still a motivation for employees to do their work well. This method of motivation relates to Maslow's theory in which he said that when employees have a sense of safety at their work place, they feel motivated to work harder. Also when they know that they have such an opportunity to have health insurance, and a Retirement plan come as a package for working with BA, they wouldn't want to quit as those are great deals for some people, and they will therefore work harder to keep their jobs. Not everyone has to opt in for the retirement plan; it’s just there as one of the fringe benefit that BA offers. Those who are planning to work at BA for more than 10 years are advised to opt into the retirement plan. The employee feeling safe at their work place means that they end up staying with BA for quite a while longer than they expected to.

• All pilots are eligible for the generous non contributory Loss of Licence scheme provided by the Company – This is for if any member of the flight crew lose their license, they are insured for it by BA. The temporary benefit they get out of this Is that there Is that the pilot's salary doesn't stop getting paid. This, for the employee will create another sense of security, in the sense that they know, if the lose their license, they are somewhat insured. This will also motivate employees of they feel secure at their workplace according to Maslow. This is a bit bad for BA, as if a pilot loses their license, they are not allowed to fly, and therefore, BA would continue paying a pilots salary even though they don't work for British Airways any more.

• Profit sharing scheme – This is a scheme where part of a company's profits are paid to employees as a reward for loyalty and contribution to the company's success. The reward may be given via cash, shares or a combination of the two, and might be immediate or deferred. This will fulfil the employees esteem needs as they feel like they own a part of the company, and therefore would be respected by others. According to Maslow's model, this will motivate them to work harder. This will motivate them to work harder as the employees feel like they are working to make profit for their own company.
• Superb sports and social amenities & opportunity to join BA Clubs – At British Airways, there are clubs for customers, and clubs for employees, although the BA employees are allowed to join clubs for customers. This is yet another good motivational method for BA as their customers feel a sense of belonging within them, and according to Maslow's theory, this is one of the things that motivates employees to work harder as this is also a social factor that will contribute to the employees feeling like they belong to a social society.

All these benefits are to ensure that their employee feel comfortable at work, and stay working with British Airways for as long as possible, as for BA, they will want to retain the staff that they already have, as it costs more to hire new staff, than to keep the ones they already have.

Other Motivational Methods

As well as the usual financial and non-financial benefits, British Airways also offer a variety of other methods of motivation such as training. When an employee is first employed to BA, like most other companies, they will have to go through induction training and some additional training. Cabin crew members will have to go into extra induction training. Before they can start flying with BA, they will need to undergo an intensive five week training programme.

The training takes place near Heathrow and Gatwick airports. The training covers everything from safety and equipment procedures on board to product knowledge, delivering excellent customer service, team building skills, cultural awareness and assertiveness training. The first six months of flying duties are seen as a continuation of one’s initial training. At the end of this period, assuming all goes well, one will be awarded Wings as a full member of the British Airways Cabin Crew team.  

One of Herzberg ‘satisfiers, maintenance factor, was that if the employees knew they were going to advance in a certain area, they would work hard to move to that area.  Advancing for the employee makes them look forward to something, therefore, motivating them to work hard towards it. This is a good method of motivation for cabin crew members as if they are looking forward to a goal; it will motivate them to work as hard as they can to reach that goal.

This type of training will benefit the employee as they get first-hand experience on working at British Airways. This way, they can learn from their mistakes instead of having to read what to do through a book. Additionally, the British Airways new entrant cabin crew training programme meets the National Occupational level standards and on satisfactory completion of the training one will be awarded a City and Guilds NVQ Level 2 qualification in Aviation Operations in the Air.

Not only is there induction-type training at BA, they also have ongoing development courses available. They are available specialist courses at their Quest Learning Centres, which includes facilities for learning a wide range of skills. This is good as it will motivate employees to build their skills so they can keep working at BA and work hard, although some other employees may not see this as a motivational factor, but as an incentive as they might not be aspiring to go any further. For those aiming to go higher, they will have a great advantage as they will learn other skills, and could then apply for other job positions at BA, whilst still performing their everyday tasks. This will mean that they get paid more, and BA also saves on costs of recruiting new staff. A weakness for BA might be that they are limited to obtaining ‘fresh staff’ that is filled with brand new ideas that could be introduced into BA.  

In relation to Herzberg, this could be seen as a maintenance factor because the training is going to be there for the anytime they want no matter how hard they work.  It can also be seen as a motivator if the employees choose to look at it that way.

They also have an appraisal system in which they praise employees for achieving a certain goal.  This is good as staff development doesn't just happen. It takes a conscious and concerted effort on the part of the manager to support and encourage their employees' initiative.

The performance appraisal is one of the most important ways an organisation can ensure the continued best performance practices of its employees and to promote their future development. It will motivate employees by them being focused on one goal. This way, they’ll put most of their energy into achieving that goal as its human nature for one to succeed and win. It will also motivate them according to Herzberg, as they will have a sense of achievement when they are appraised, as when employees get the sense of achievement, they feel like their work was worth it all along. Not only is this a motivational method, but it’s also a strength for the employee as they will get noticed by other members of staff and this will improve the employees esteem levels.

After looking into all of BA’s financial and non-financial methods of motivating their staff, I think that they have managed to pull off motivation of staff at a very basic level. The only thing that i think would motivate staff to work the hardest is the appraisal system, as it gives the employees an incentive to work alot harder than they already do. And this is also part of Herzberg’s satisfiers that lead to a motivated work-force as the employees get a sense of achievement, and recognition.

Apart from the appraisal system, there is also the training and development opportunity. Linking this to Herzberg’s theory of satisfiers and dis-satisfiers, growth is a major satisfier, and if employees feel that they are being developed as the work, according to Herzberg, it would motivate them to work. I think that although some employees may not see it as a motivational factor, some will see it as an opportunity to increase the amount of money they make by gaining new skills. They can also motivate employees by target setting. When they set specific target for different employees to meet, and add a prize of some sort to that target, for example, a pilot flying more than72hours in total in a week, could receive a bonus. I think this will motivate the employees at BA on different levels to work harder.

Management Styles

The leadership style at British Airways is an autocratic one. This is essentially an approach where leaders decide what is best for their employees. Leaders are likely to explain the reason for their decisions and may consult staff before making decisions, but delegation is unlikely to be encouraged.

This style of leadership can de-motivate employees; it also makes sure employees do their work without being too comfortable around supervisors and managers.

BA having an autocratic leadership style does not mean that any of the employees will be treated any differently to others, for example, those who work full-time, and those who work part-time. The only thing that will be different between these two types of workers will be the way they are managed

This leadership method does not make the employee as recognised as they could be if it were a democratic leadership style, as a democratic style allows the employees with the relevant skills to pitch in their ideas for the organisation, and ideas are agreed on by the majority.  Having a democratic leadership style will also mean that the employees with the right skills will be given recognition for their ideas, and being recognised is another Herzberg satisfier as Herzberg believes that when someone is satisfied, they are motivated to work. BA not using this method means that they might not make the best decisions, and is also a good thing as by using the democratic style, the decision making process might be slower because of the need to consult and discuss, and there might be concern as to where power lies and whether loss of management control is a danger.

However, having an autocratic style of leadership also has its advantages such as the workers recognising their leaders and trying to support their needs. This style reflects Elton Mayo's work on human relations and the lower and middle-level needs of Maslow's model. I feel that this is the best method for British Airways as they are a quite big organisation, although they could add something like a suggestion box in different areas of the organisation where staff could leave their suggestions, and they would be considered by the company.

Conflicts

Workplace conflict is common, whether it is between employees or between the employer and an employee. Often, what motivates disagreements between employers and employees is the idea that the company goals are not in line with the goals of the employee. This is called a conflict of interest. When it comes to dealing with this kind of conflict, several strategies can be used to ensure a workable resolution.

British Airways have devised a way to deal with employee conflicts at work. Some conflicts that can arise could include things like the working conditions of the employees. As a matter of British Airways company policy, employees must not leave any conflicts on interests unresolved. If there was an issue that needed to be resolved at BA, firstly, BA would try to solve internally if it is a small issue such as an employee wanting to a wear a small religious cross over their uniform.  If the conflict cannot be resolved by talking it over with managers, then the issue can then be transferred to the workers union, or trade unions.

Bringing these two parties together for workplace conflict management is about getting each side to identify the goals and motivation of the other. Often, asking each side to explain how the conflict could best be resolved will give clues on any underlying issues and open the door for negotiations. When the conflict can be discussed in a calm and rational manner, with the objective of finding a solution that satisfies the majority of requirements for both sides, the conflict can turn from a negative experience into a vehicle for improved workplace communications.

There are a wide range of examples of different conflicts that could arise at BA. These include:

• Pressure on employees to meet targets - Especially now that BA are making some of their staff redundant, they will need their current employees to work an awful lot harder than they usually do, which will mean adding on different job roles on one person. This will give the remaining employees an awful lot more work-load. Some employees may not like the amount of extra work they have to do and this could lead to conflict as British Airways would want them to do the work.
• Pay – in relation to BA’s current problems as well, they are trying to reduce their costs, thus the reason for cutting down on staff, but BA will not reduce the current wages of their employees. However, they expect some of their employees to carry out these additional job roles without BA needing to pay them any more than their current salaries. Because of this, conflict might arise between BA and the employee.

Labour is often one of the largest costs in BA and of most businesses. As BA is trying to reduce expenditure, it may keep increases in salaries and wages to a minimum, which can have adverse effects on the motivation of the employee.

At BA, they would resolve a conflict like these by first trying to resolve the conflict through discussion and negotiation. Here, they can talk about what the employer and the employee wants. For example, negotiating the amount of hours worked, what job roles handled, and at what price.

 Next, they would gather information to try and get underlying interests, needs, and concerns of the employee, for example, any working condition improvements that needs to b done. Next step will be to agree on the problem(s).  This seems like an obvious step, but often, different needs can cause people to perceive problems completely differently. The problem will need to be agreed on, before trying to find a mutually acceptable solution.  

After these steps have been covered, they will then come up with possible solutions that satisfy both the needs of the employee and BA, and then the solution can be negotiated by giving conditions.  At this stage, both sides may better understand the position of the other.

These aren’t the only type of conflicts that can occur at British Airways though. Others such as:

• Training Conflicts
• Appraisals – an example of a conflict that may arise as a result of BA’s appraisal system is that some employees might feel like they have done alot more, and deserve an appraisal, and managers and supervisors may think the opposite way.  To resolve a conflict like this, they will need to go through BA’s standard process of resolving conflicts, which is to sit down with the employee, discuss the problems, brainstorm possible solutions, and negotiate a final solution.

Improving motivation at BA

Although it looks like BA has done all they possibly can to motivate their staff with all their financial and non-financial benefits, there are some things they could use to motivate their employees.

They could introduce a performance related pay scheme, whereby employees are judged and paid by the amount of hours they work, the type of jobs they do, and the amount of job roles they perform.  For example, a Co-Pilot, who has also had training on being a flight engineer, could apply for this position and could therefore be both a co-pilot, and a flight engineer. For BA, this will save on recruitment costs, and the employee will also receive extra wages because of their roles. This will definitely motivate employees to work harder as most of them will want to make as much money as they can, and therefore will work as hard as they can to make as much as they can.  Although if the employee takes on too many job roles at once, they will feel too stressed and tired, and could fall ill. For BA, their employees not coming in to work is currently not god as they have staff shortages at the moment.

Also if the employees get some other sort of fringe benefits such as vouchers, they will feel appreciated in their work place which will also lead to motivation. For example, employees receiving a 30% discount at all shops at the airport and not only the restaurants. BA will benefit from this as they will earn commission from the shops that they have a partnership with, commission from every sale made to BA employees. It will also benefit them as they will look good by providing this benefit to their employees.

I also think that British Airways could improve their management styles by trying to make it a little bit less autocratic and more democratic. They can do this by maybe introducing some kind of suggestion box where employees can add their suggestion on what they think about BA, and certain issues that BA might have. This way, more of their staff will be motivated as they will have a say in running BA, which will make them feel recognised, and feel like they achieved something, thus fulfilling their esteem needs on Maslow’s hierarchy of needs. This will also benefit BA as they will have other internal sources of information apart from the leaders. These sources could have fresh bright and creative ideas that will put BA ahead of their competition.

Evaluation

In general, there are different motivational methods at British Airways.

One of the ways in which British Airways motivate their employees is by giving them discounts on travelling fares, by doing this the Manager and people delegating are trying to create a better life for their staff, this can be seen as 'thoughtful' and generous to all staff. The employees are being honoured and showered with 10% off on all airline travel ticket which is really considerate as employees will have more money to save up with on their salaries and wages.

However, if the 10% discount was then increased to about 15% or 20%, a lot more staff will be motivated as this will mean that more people feel secure with their salaries and wages in the sense that they don’t need to use much if they decide on travelling. This will thus fulfil their safety needs, according to Maslow on a higher level, and employees will be more likely to request overtime. They will be more inclined to work harder than they do normally, there will be more smiling and friendliness coming from the staff, which will mean more travellers will feeling welcome by the jovial attitude that the staff are present.

Although this doesn’t look like it benefits BA in any way, but actually it does, as if they give their employees travelling discounts, it means they are more likely to travel with BA than any other company. This, for BA, will mean that they have an extra group of internal customers. So in a way, BA is receiving a certain percentage of what they’ve already paid employees in wages.

They also have the British Airways Retirement Plan as another incentive, in which the employees qualify for permanent health insurance if they work with BA for a certain period of time. Benefits of this plan for British Airways is that for one, they will get to keep their valuable existing hard working employees for a long period of time. This will help them by cutting down recruitment and training costs that they would use to recruit new staff.

The loss of license scheme is also a major incentive, especially for pilots at BA, as it covers the employee’s safety needs on Maslow’s hierarchy of needs, and this needs to be covered for employees to move to the next level of needs.

BA paying their pilots after they have lost their licence they are showing that they respect their employees. This will mean that there will be a flow of trust at the workplace.  BA basically uses this scheme an incentive to reel new pilots looking to work full-time into the organisation. This scheme will benefit BA as they will get a better image and reputation from their employees, pilots especially.  Although this scheme also has its weaknesses, as if for example, 3 pilots lose their licenses at one time, BA will have to keep on paying their salaries temporarily, and will mean BA will be paying for employees that aren’t working for them at that moment.

I think that BA could also go a step further and help the employee work towards recovering the employee’s lost licence or getting a new one and making this process quicker than it would normally take to get a license. Doing this will fulfil the employees esteem needs on Maslow’s hierarchy of needs as the employee will gain confidence, and is sure that they have the respect of BA.

They training part of their motivational strategy is the largest in the organisation as it covers every employee from the flight crew, down to administration, and maintenance. This is good for both employees and BA. Employees because they gain required, and also additional skills for them to work with, all expenses are paid for by BA, for induction training, off-the-job, and on-the-job training for all departments of BA. It is good for BA as they will save n recruitment costs, and will also have very qualified staff, and those who choose to partake in additional training or development, will be alot more useful to British Airways. However, it could also have its downside, for BA, the training costs will be an awful lot as they cover the whole organisation, and most of it is done off-the-job, which makes costs even more.

I would suggest that BA move some of their training from off-the-job to on-the-job. It will cost a little at first, to buy the equipments needed, but on the long run, it should be cheaper than off-the-job training.

They also have their appraisal system. This motivates employees as it fulfils their esteem needs on Maslow’s hierarchy of needs as they feel a sense of achievement, and thus will be accepted and will have respect of others.  The employee will also be given feedback on whether they have worked hard and what they could improve. This will benefit BA as it will mean that there is alot of improving job performances as most employees would want to be praised for working hard and will therefore work towards it. It will also help them as it will be a method for BA to assess performance across all departments. There will also be improved communication between employees and their managers.