The various needs and expectations of work can be categorised in a number of ways - 'intrinsic' and 'extrinsic' motivation.

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  1. INTRODUCTION

The various needs and expectations of work can be categorised in a number of ways – ‘intrinsic’ and ‘extrinsic’ motivation.  Extrinsic motivation is related to tangible rewards, such as salary and benefits, security, promotion, working conditions and environment.  Intrinsic motivation is related to ‘psychological’ rewards, such as opportunities to use own ability, challenges, and sense of achievement, positive recognition.  A person’s motivation, job satisfaction and work performance will be determined by these combined strengths.

As a result of a job satisfaction survey undertaken on one of the largest supermarkets located in the south of England, key contractual areas were identified for improvement.

The research involved a staff survey, random informal discussions, a formal interview, and a balance of gender, age groups, shift patterns and status levels.  The information was collated and analysed in the context of five contract areas, which reflect the employee/employer relationship.  

The purpose of this report will concentrate on only three of these contractual areas, with a view to outlining the strategy, expected outcomes and implementation to improve these particular working conditions.

The three contractual areas chosen are:

1.1        The Knowledge Contract

1.2        The Ethical Contract

1.3        The Task Structure Contract


2.        CONTRACUTAL AREA – THE KNOWLEDGE CONTRACT

  1.  Definition of the problem

The outcome of the survey in this contractual area expressed that “training should be individualised”, as some employees felt they had not received correct or adequate training for their job, as well as “staff were inadequately informed about careers”, while staff wanted to develop and advance within the company, many believed that they were not encouraged by their managers, nor were they advised or informed of the career options available.  The overall consensus is that additional training and career development is required to meet individual employee’s needs.

  1.   Outline of strategy/Expected outcomes

The purpose of training and career development will lead to many benefits for both the individual and the organisation.  To overcome employees feeling inadequately informed abut careers and improve training; the proposed strategy should include the following key inputs:

  • Carry out a training needs analysis – to identify individual training needs,  which will also lead to career progression
  • Determine how the training or development will be delivered i.e. on the job, off the job (but in house) or externally away from the job
  • Development of options for and design of the training and development opportunities
  • Ensure efficient delivery of the identified requirements
  • An effective system of review and evaluation to include comparison of the objectives set at the start of the process
  • A Clear commitment to training throughout all levels of the company

Implementation of the above will increase confidence, motivation and commitment of staff.  Staff will also feel a sense of recognition, and enhanced responsibility as well as personal satisfaction and achievement.  This will open up and broaden opportunities for career progression along with improving the availability and quality of staff.

Employees will be more likely to behave well under conditions in which they are treated well; therefore a well-planned programme of staff development coupled with a high regard of staff welfare should act as a key element within the Company.  This will likely produce an increase in motivation and morale, an increase in productivity, which will in turn will create a better company image.

  1.   Justification in Theory

A learning need is created by drive to meet personal or company’s goals.

There have been a number of attempts to categorise and list individual needs, and Abraham Maslow’s work is probably the most respected.  Maslow saw people’s needs in a hierarchy comprising of five levels, with the most basic physiological needs at the bottom.  These levels are: physiological needs, safety, love, esteem and self-actualisation.

It is important to remember that Maslow’s five needs are hierarchal. So each need will have to be satisfied before starting the needs of the next level.

  • Physiological Needs (i.e food, water, air, sleep) are essential for survival
  • Safety Needs lead to threat-free, just, ordered and stable environment
  • Love Needs include affection and belonging to a group
  • Esteem Needs refer to both public and self esteem
  • Self-actualisation is the need for self-fulfilment and achievement of one’s potential

The implication of this theory is if you want to motivate someone, you can help him or her fulfil one or all there needs.  Identifying their most important need at a given time will be their best motivator.

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  1.   Implementation

Implementation of the strategy to offer individualised training and to encourage career development consists of the following:

  • Initially, conduct a training needs analysis of individual employees to identify their needs, this could be included as part of the formal Appraisal, which is discussed in Section 4.4, page12 of this report. 
  • Analyse this information and acting upon each individual employee's needs.

As a result of a training needs analysis, carry out the following:

  • Implement a Career Development Programme (CPD) which applies to a whole range of learning activities within the ...

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