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Attracting, satisfying, and consequently retaining employees in this age is becoming a hard thing to achieve for most organizations. The expectations in the globalized economies have expanded, hence expanding the range of expectations from the human capital resource. Concurrently, theoretically and from practical derivations, employee motivation has been concluded to be the greatest catalyst to outstanding performances by the employees in their chores. Outstanding performance translates into organizational success (Dube, 2017).
This assertion applies in both profit-making industries such as the banking sectors, and the non-profit making sectors such as government and related humanitarian agencies. The manner in which an organization manages its human resource dictates the likelihood and prowess to achieve the mission . Organizational management effectiveness is demonstrated by the ability to generate products, as well as services that satisfy the expectations of potential customers in the market, a critical element for the survival of the organization. Among the myriad factors and principles of management, motivation comprises the most considered in terms of employee management (Dube, 2017).
The terms motivation literary refers to any act or motive that seeks to promote progress. It is a term derived from the Latin language ‘movero’ meaning ‘move.’ People derive inner strength to get into a self-drive and therefore progress towards achieving personal or collective goals. Motivation can be material or emotive (Dube, 2017). Hence, it becomes the responsibility of the management in any given organization to ensure that the employees are motivated, hence demonstrating the self-drive to perform on the assigned responsibilities. That includes gathering the appropriate combination of material and non-material incentives for the employees. The choice of these incentives is solely dependent on the intended goals and the nature of activities that the employees are expected to respond to (Dube, 2017). Understanding motivation theories and the leadership styles attached to them is linked with the likelihood of succeeding in determining the right skills, operating conditions, motivation approaches, and skill set that individuals and teams require to provoke organizational performance.
Managers in any given organization have the absolute responsibility of ensuring that the relations in the company are maintained. That demands of them to have an understanding of the appropriate application in terms of the motivation theories and the leadership styles therein. The question of ‘how’ is what the managers ought to respond to when attempting to establish a suitable working condition that a majority or even all the employees could feel accommodating, inspiring, and satisfactory. Quality motivation systems are defined by the extent to which the management team understands the right fix in terms of the motivation theories (Dube, 2017).
This dissertation sought to reflect on similar concepts as discussed above with respect to Halifax, Lloyds Banking Group. Particularly, it sought to invoke the need to conduct research on the extent through which the company’s management promotes employee satisfaction.
Focusing on motivation for any organization demands that it focuses on three basic elements, which include ‘need’, ‘movement’, and ‘reward.’ Failure to satisfy the needs is most likely to provoke failure in performance by the employees. There are myriad theoretical perceptions that can be referred to in a bid to explain the trends in human needs. The review focuses on important cues that can be employed with the intention of determining the gaps in the subject research organization on employee satisfaction.
According to (McLeod, Hewitt, Gibbs & Kristof 2017), motivation is considered a procedural thing with a set of milestones. One of the classical theories that can be used to explain the chain of demands is Maslow’s Hierarchy of Needs, the theory of fairness, the equity theory, and expectations among others. Below is a diagrammatic presentation of the Maslow’s motivation model.
Maslow’s theory is discussed as one most used or applied theory of motivation. Pursuant to (Sirmon & Hitt 2009), there is a specific category of need that a man ought to satisfy and the articulate characteristics that define the conducive working environment. It becomes imperative to note that not all needs can be met. It is with this regard that Herzberg argues that most intentional intensifiers will often deal with the precise factors which are involved in the job performance. He persists to indicate that satisfaction can only be realized in the event there are motivational factors.
Some working environments often prove to be complex and highly dynamic. That triggers the need for the management or leadership of such an organization to take into consideration the need to invest in the trust element of the employee. Trusting in the employee makes most ethical employees feel empowered and that implicates the level of motivation, which then yields in increased organizational performance. According to Smith and Rupp (2003), performance is a result of engaging in individual motivation. To this effect, these authors persist to say that organizational strategy, as well as, organizational structure and resistance towards effecting change tends to be the empirical responsibility linking with the motivation within a given organization. One aspect that has sparked is that the dynamic exploits of the human resource via rewards, fiscal and monetary incentives, as well as, organizational demeanor alterations have triggered discussions in human resource performance
Ramona (2013), argues that a healthy relationship between the employers and employees or mentors and mentees in the workplace results in increased willingness to perform and remain committed to the organizational goals. Various studies show that employees who are offered with positive motivation are likely to exhibit greater willingness to play part in the growth of the organization. That calls for the need to establish operations-based targets. That, in return, tends to pave the way for strategic feedback through creating a pathway for there to be an absolute evaluation of the real performance all against the already well stipulated operation-based targets (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
According to Ramona (2013), employees are the central point in any company’s operations. To that effect, employees who are motivated by the management approach that the company employs will definitely exhibit a high level of efficiency and interpersonal relationship between themselves and fellow employees, as well as, leaders. Concurrently, an organization is most likely to derive competitive advantages from a motivated employee portfolio when every other resource has failed to respond to the expectations of the organization. Ramona (2013) argues that in an event of complex challenges in the process of production or service delivery in an organization, only motivated employees can assist in promoting sustainability (Productivity – six simple steps to improving business output, 2020).
Upon reflecting on the various peer-reviewed research publications, it is clear that motivation can be either extrinsic or intrinsic. That means that it is not sufficient to pick on one and leave the other. ideally, motivating employees constitutes merging the factors that satisfy the employee requirements, as well as, the prospects of the organization (Yuping, n.d). That means that there is an established balance between the employees’ expectations and the organizational demands. The rewards system is only effective if the outcomes in the short-run and long-run are achieved especially based on the concept of a given desirable behavior. Performance measurement is the one articulate and measurable element that can be used to determine if indeed employees are heeding to the expectations (Sekhar, Patwardhan & Singh, 2013). Hence, the focus is laid on the measurability of the performance indicators.
There exist myriad approaches towards motivating employees. The management or leadership of any given organization is expected to ensure that the appropriate collection of these incentives is pointed out. The main aim is to ensure that the employees’ particular desires are met and a link is established with the demanded skills and work product levels. Examples of desirable incentives include monetary rewards, salary elevation or increment, promotion, free training, and capacity building. When employees post a claim that job satisfaction is at the center of their willingness to be productive, it is important to note that incentives are the requisites to worker productivity.
Employee turnover rate is an adverse outcome of improper conduct in, as far as, the investment in the human capital is concerned (Motivating and retaining key staff, 2020). In every given sector, the employees are a form of investment all the way from hiring, training or mentoring, allocation of responsibilities, and entrusting them with given responsibilities and finally linking the members of staff with potential clients. Loss of any given employees implies that the company is likely to experience an absolute loss that cannot be recovered not unless the employee decides otherwise – a rare occasion (Sekhar, Patwardhan & Singh, 2013).
Working environment and performance are related variables. Quite often, the working environment is characterized by a variety of features depending on the nature of work and the expectations by the potential customers. From a psychological perspective, it is clear that the work environment often incorporates the likelihood of there being some stress. Stress in a working environment means that one feels threatened regardless of whether the stress is emotional or not (Hassard et.al, 2012). The body tends to emit some endorphins that assist one to amicably survive the threat. That drives the attention from the employment chores to seeking self-satisfaction. Flexible human resource policies are considered paramount in ensuring that the employees live a more motivated life.
Having reviewed the literature herein, it was factual that there was a research gap in the banking sector on matters management of employees towards having a motivated employee portfolio. That research sought to reflect on the extent to which Halifax, Lloyds Banking Group in Scotland, manages its employees and the level of motivation or demotivation derived from the approaches used by the management or leadership.
2.2 Research Questions
Below is an overview of the research questions that guided the research.
This research derived its importance especially based on recent findings that there was a likelihood that Lloyds was one among the companies that would lay off some of the employees in the country. In respect to the literature reviewed in this dissertation, it had been made clear that there was a need to have a management set up that respects the need to motivate employees. The dissertation also concluded that there was the essence of ensuring that different customized approaches towards managing employee welfare were embraced.
That implied that the employees in a given organization had specific expectations. In the same context, the organization had specific goals that they need met by the employees. Hence, it was important that the organization established a correlation between the goals and the incentives, hence boosting organizational performance.
Halifax is a growing entity. A growing entity requires an employee portfolio that is motivated and willing to work under pressure in the dynamic sector to achieve short-run and long-run goals that determine the sustainability of the organization. In a bid to establish these employee management and motivation attributes regarding Halifax, the research was necessary and sufficient.
Research is a continuous process with findings gathered being instrumental in building a basis for future research. The essence of the findings of this research was that they will be used as a case study by other players in the industry that seek to either emulate from the good practice recorded, or learn from the mistakes stipulated in the report.
In addition, it is hoped that the report would achieve a peered review position making it a source of information for future research for the same company and others. Motivation of employees is equally a process. Hence, when applying the facts, opinions, and theories mentioned in the study, those who will interact with the document will have an open mind on new and tested concepts.
As initially stipulated, research is a continuous process. Hence, past research will always have a gap that needs to be filled. This research is part of the continued efforts to address the gap and respond to the expectations that other researchers had but were unable to satisfy in their publications. The research findings in this context satisfy the gaps in the past published findings.
Regarding the questions of being timely, it is, indeed, timely. The banking sector is undergoing serious changes in the dynamic and complex world. The banking sector is at the center of the foreign exchange market (Dube, 2017). Currency movement is being monitored by the banking sector, either commercial or not. The main resource, besides technology, is the human capital. The human capital, from a psychological perspective, works best when motivated. They appreciate the need to promote growth and movement of ideas in such a sector. To that effect, it is important to conduct in-depth studies in a bank like Halifax, Lloyds.
The research was focused on a banking institution whose information is mainly available within its archives or the mother-company, Lloyds. Much of the research expectations was dependent on the extent or magnitude of employees’ satisfaction in the organization. This chapter covers an overview of the methodology focusing on a number of paramount elements in research. These subject areas included the research design, the target population, the sample size, research instruments, the sampling procedure, the validity, as well as, validity of the instruments of study, the collection of data and techniques, and finally the ethical considerations.
3.1 Research Philosophy
The choice of a particular research philosophy has practical consequences. There are major philosophic discrepancies between research that rely on facts and statistics, such as an analysis of the effect of foreign direct investment on GDP growth and qualitative studies, such as a leadership style study on employee engagement in organizations. This work has used Critical Realism Research Philosophy which is based on the idea of the independence of reality from the human mind. This theory is focused on the premise that there is a scientific approach to knowledge creation. Realism can be divided into two groups, direct and critical. Direct realism, also known as naive realism, may be defined as what you see is what you get. In other words, direct realism depicts the world through specific human senses. Effective realism, on the other hand, claims that human beings perceive the feelings and perceptions of the natural world. Direct realists accept the world as relatively unchanged. They focus on just one level, be it an individual , a group or an organization. Critical realists, on the other hand, understand the value of multi-level studies. Specifically, as a researcher who practices a critical realism research theory, you need to understand the impact and inter-relationship between people, groups and individuals (Realism Research Philosohy – Research-Methodology, 2012).
3.2 Research Approach
This Research was interested in acquiring a rich and nuanced understanding of people ‘s experience and not in collecting knowledge that could be applied to other larger groups. It used a qualitative research approach because it is usually associated with the social constructivist paradigm that emphasizes the socially constructed nature of reality. It is about recording, analysing, trying to uncover the deeper meaning, and meaning of human behaviour and experience, including conflicting beliefs, behaviors and emotions (Research Philosophy – Research Methodology, 2011).
3.3 Research Designs
The research incorporated both primary and secondary approaches to gathering qualitative information. From a primary research perspective, a survey research design was used. It comprised the use of a designed questionnaire in the context of collecting data from the target population or potential respondents. The rationale for this choice was that most respondents were barely able to engage in a different activity apart from what they are designated do during the day. Bankers are quite busy and may not have the time or space to engage in a face-to-face interview. Secondly, the research involved using case studies and reports that refer to the management of employees at Halifax (Research Philosophy – Research Methodology, 2011).
3.4 Target Population
First, the primary target population for this study consisted of the employees from the Bank – Halifax. To be precise, this involved 30 employees who assisted in answering the questionnaire. It was hoped that the potential respondents would honour their acceptance pledge to participate in the study. The study selected different respondents from different cadres in the bank. Subordinate staff were also requested to respond to some questions. It is in this context that the staff were questioned on a personal capacity (Research Philosophy – Research Methodology, 2011).
3.5 Sample Procedure
As earlier postulated, the study would involve 30 respondents considering, 10 from the senior management cadre, 15 from the junior staff cadre and finally 5 subordinate staff (Research Philosophy – Research Methodology, 2011)
As stipulated earlier in the proposal, the study purposed to use the questionnaire as a survey tool. The questionnaire was designed to address the subject matter and was brief to the point that the respondents found it easy and feasible to respond (Research Philosophy – Research Methodology, 2011).
The sample was selected based on the area of operation. As provided in the target population segment, it was clear that the junior employees were selected randomly. The senior employees were also selected randomly. The same case applied to the subordinate staff. The only constraint was the number that was intended to respond to the questionnaire. Ideally, the basic idea was that randomly selected population should represent the entire population in a symmetric manner (Research Philosophy – Research Methodology, 2011).
A questionnaire is a valid instrument of study in a survey. That is because it guided the responses that were expected from the study. Particularly, the questionnaire was customized and was slightly different in terms of the language used for each respondent cadre. The aim of this alteration was to ensure that every group comprehends the questions (Research Philosophy – Research Methodology, 2011)
3.9 Ethical Considerations
It is a statutory requirement that a research protects the sovereignty and right of the respondents in a research. Hence, the report honoured and protected the privacy of the respondents. Hence, their names or any other forms of identity were not reported. The same case applied to the hard copies of the questionnaires. They were not required to give personal details (Research Philosophy – Research Methodology, 201
3.10 Strategy Towards Finding the Information Required and The Limitations Therein
Information for the report involved merging the perceptions and opinions shared by the employee respondents and the information acquired from the secondary sources of information. To that effect, face-to-face interactions or conference interactions happened at the discretion of those employees. Alternatively, questionnaires were shared to the employees through their email accounts from where they filled the active spaces. Then, reference was made to a variety of sources of information including articles, case studies, reliable reviews and even potential websites (Research Philosophy – Research Methodology, 2011).
There were, however, a number of limits to successful completion of this assignment. First, there was a likelihood that the respondents may change their mind and fail to responding based on their personal opinions of a possible of a possible change of mind regarding the security of their details. Others may have prefer not to share the right information even when they are assured that the information they share will be held with utmost seriousness and privacy (Sekhar, Patwardhan & Singh, 2013). Further, there was a likelihood that some of the respondents did not understand the angle from which they are supposed to respond to the questions and therefore failed to give the right answer. Based on the significantly small number of respondents, it was clear that the final results would not be reliable. However, there were intentions of ensuring that the respondents confirm willingness to engage in the exercise and that they would try to offer the best feedback pursuant to their knowledge and understanding (Research Philosophy – Research Methodology, 2011).
The study was performed in all business divisions and was distributed to employees through questionnaires and case studies and reports on the supervision of staff. The main aim of the analysis was to understand how Halifax Management Impacts Workplace Motivation of Employees. There were five reasons identified that motivate majority employees (Dube, 2017). A dedication to the company:
Data collected revealed that one in ten Halifax staff has a high level of commitment, just under one-half had medium commitment, one in four had a higher level of commitment, and the remaining one in five had a moderate level of commitment to management. The majority 83% of staff believe they have a high level of commitment while, on the other hand, 17% claim that they have a low commitment. Just over 51% of employees agree that their personal values are consistent with the values of the company, while less than 49% claim the opposite (Dube, 2017).
With regard to other assessments, the employee level of company understanding of the strategic course of their company is below average. Overall, the evaluation of managers is optimistic, but the favourable evaluation of senior management is far less robust. It is typical in larger industries, where senior management interactions are typically more frequent. The majority of Halifax staff say that they are happy with this. Their job is with Halifax as their boss, with high-ranking explanations for these views being the happiness they earn at work, the benefits, the work climate and the pay. The majority of workers 60% agree to be kept responsible for their results, to be able to cope affectively with the amount of work assigned to them, and to have the resources needed to do their job well. A major area of low consensus is that they have an ability to influence decisions that impact their career (Dube, 2017).
Health and safety, as well as communication, are also fields with room for change. Specifically, just under half of 40% workers believe that their work atmosphere is emotionally balanced or that the company is involved in the general well-being of its workers. In regard to communications generally, the consensus is fairly small across continents, in, for example, only one in three agreeing that future company proposals should be kept well informed (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
Workplace research usually shows that communication scores between the employee-supervisor are higher than those between the employee-supervisor. Management, once again, is likely to make the outcome of communications more difficult in larger, disparate workplaces (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
According to Smith and Rupp (2003), it is known that some employee traits and business divisions share more favourable views on the workplace relative to their peers. Specifically, it is more common for employees to express more opinions that are positive if they are aware of who the director of their business unit is, if they are in the management positions (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
Similarly, more favourable views on the workplace are more prevalent among: males and females as opposed to non-binary or non-binary sex workers; workers who have worked for Halifax for less than five years; those who are happy with their work; and those who show higher rates of employee involvement (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
According to Smith and Rupp (2003), in order to better understand the gaps in the aspirations of workers, on the one hand, and the output of their employers, on the other hand, a distance study has been carried out. Gap scores are calculated as the percentage of employees who rate a factor as critically important and who do not fully or mostly agree that their employer is performing well on that factor. Higher scores indicate a greater discrepancy between expectations and performance, and often represent areas where attention could be focused. As a possible priority for improvement in the workplace.
Generally speaking, the Halifax ratings are moderate and recognize particular areas of possible concern or interest. The main gaps are found in terms of having confidence in the work being undertaken by senior management and being adequately paid in terms of salary. We are closely followed by perceptions that employees have the opportunity to influence decisions affecting their work (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
There are still major differences in satisfaction with the compensation packages, being handled in a friendly way at work and being kept well aware of future HRM plans. All other gap scores are less than 20 percentage points and are considered to be less pressing gaps. These smaller gap scores suggest that the expectations of many employees at work are currently being met (Dube, 2017).
In the 11 occupational factors investigated in this study, at least eight in ten employees 80% find each of them to be significant (whether vital or essential, but not crucial). Just over eight in ten workers agree that getting a stable job is ‘critically important,’ and eight in ten agree to be handled in a friendly way is ‘critically important.
According to Smith and Rupp (2003), in line with data collected in other surveys and stored in normative database, seven out of ten employees express a high level of commitment to Halifax. Commonly seen among employees in the database, the corresponding perceived level of commitment of the employer to the employee is considerably lower. Halifax is no exception to this with only one in six workers know that the company is dedicated to them.
Halifax falls below average as compared to CRA’s standard database for employees’ comprehension of strategic direction and alignment of values. The level of understanding of the strategic direction of the company is weak among staff complements, with a minority agreeing that they understand the company strategy on their own website. 50% of the workers believe that their principles are compatible with those of the company, while a little more 62% know how the company will contribute to the accomplishment of its main goals.
It is important to note that a vast number (90%) of workers usually feel driven to do a good job, look forward to work, feel proud of the accomplishments of Halifax, and feel excited about working for the company. Halifax is slightly below average in terms of the proportion of workers who are inspired to do a good job, who are excited about working for their employer, and who feel proud of the accomplishments of their company (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
While a vast majority of the workers 84% would recommend Halifax as a good place to work, the score shows a potential for better results along these lines. Overall, employee involvement in the company is modestly lower than elsewhere in in the banking industry. Specifically, one in ten 10% of Halifax employees has a high level of commitment, with just under one-half of medium-term commitment, one in four having a low level of commitment, with the remaining (almost) one in five being disengaged (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
The level of commitment varies by business unit, with workers in Halifax Regional Fire and Emergency; Legal, Municipal and International Affairs; Governance; and Finance and Asset Management having the highest rates of commitment. Five primary drivers, as derived from a statistical analysis conducted by CRA on the Municipality’s survey data drive the company’s employee involvement: Halifax is interested in the overall well-being of its employees, has a daily opportunity to do what they do best, believes that the company values their employees. Contributions, believing that their career aspirations can be achieved by the company, in addition, trust their manager / supervisor. In this instance, CRA can confirm that the statistical ‘key driver analysis’ undertaken to identify these ‘drivers’ has been robust and can therefore confidently state that these five factors are indeed important determinants of employee involvement in the company (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
Employee views of their managers are overwhelmingly optimistic, with more than eight in ten 85% workers believing, for example, that their direct boss is approachable. Likewise, a small majority has faith and trust in their supervisor / manager. The majority still find their managers to be equal in measuring their results, but this is below CRA’s Atlantic Canadian average. Generally, senior management and business unit directors are not viewed as optimistic as managers are, a common finding in this form of study (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
Specifically, a small majority of employees find senior management members approachable, while less than one-half of employees are confident in the work being done by senior management, trust senior management, and trust senior management. Management takes care of them as a person, or agrees that senior management follows up on staff commitments. Confidence in general management and senior management. Returns on commitments are lower than average relative to other Atlantic Canadian organizations (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
Job satisfaction ratings as well as the company satisfaction as employer are both high. The primary explanation for job satisfaction is that work is fulfilling or satisfying, while poor leadership and unequal treatment of workers are the key reasons for dissatisfaction. When assessing Halifax as an employer, the key factors for satisfaction include benefits, the working atmosphere and compensation. At the other hand, the key reasons for disappointment with Halifax as an employer are that employees are not trusted, and weak leadership is viewed. In other things, the majority of workers 70% believe that they have a daily opportunity to do what they do best and that their morale at work is generally positive (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
Employees do not see that robust professional growth programs are open to them. Compared to CRA ‘s normative index, the findings are typically lower in this aspect than other Atlantic Canada organizations. Specifically, one-half 50 % believe that they are given a reasonable opportunity to obtain relevant training, or that their supervisor or manager supports their progress. Fewer than half believe that they have access to resources that help them improve their careers, that Halifax workers have the ability to learn from their mistakes and achievements, or that learning and skills growth is a top priority (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
One in five Halifax workers consider their job too difficult, although the equivalent figure for Atlantic Canadian workplaces is usually one in ten 10%. The consensus on a broad range of performance and productivity metrics is reasonably high, but many still fall below the norm when compared with other organizations in the region. Specifically, less than the average 30% agree that they are accountable for their performance, that they have the supplies needed to do their job well, or that they have the means to do their job well. The ability to influence decisions that impact their jobs (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
Of particular note, 36% of workers believe that they have the ability to influence decisions concerning their jobs, which is 20 percentage points below the CRA standard average. The consensus through employee appreciation statements is relatively optimistic. Specifically, almost three-quarters agree that they are handled in a friendly way at work, while just over seven in ten agree that their work team respects their contributions. The small majority also believe that their boss or supervisor cares about them as an individual, and they are happy with their benefits package (Taylor & Uk, n.d.).
According to Smith and Rupp (2003), in spite of the plurality being in agreement, it is found that less than the national average, they expect to be handled in a respectful manner. At work, and that their boss or supervisor takes care of them as a person. 81 per cent of employees agree that their employment is safe at Halifax, which is higher than the average for Atlantic Canadian organizations (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
Likewise, a high percentage 80% also believes that there is strong interaction between the co-workers,that they are handled equally within their work team, and that Halifax satisfies them. Specifications of the public. Halifax, however, falls below average, agreeing that Halifax is a fun place to work (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
Agreement on statements I can balance the demands of my working life with the demands of my personal / family life, and safety at work is a priority for Halifax at the same time as elsewhere in the Atlantic Canada. However, only under one-half believe that their work environment is emotionally balanced and that the company is involved in the overall well-being of its workers, both of which are below average for workers. It may be particularly necessary to improve the results of the “Halifax ‘s interest” The general well-being of its workers, “as found to be a primary factor of the company employee engagement (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
According to Smith and Rupp (2003), the majority (61%) agree that their supervisor / manager keeps them informed of what is expected to happen. Many communications points, such as daily reviews on my job results from my manager / supervisor, I’m kept well informed about future company plans and information sharing. Employees are the highest priority for the company, all of which are agreed to by less than one-half. In comparison to the normative database of the CRA, all of these statements are below average for the field.
According to Smith and Rupp (2003), responses are most frequently cited when asked to identify the single most important changes that could be made to improve the company workplace, better salaries and benefits, and more respect / recognition of employees. Many very regular references include the recommendation to change management and correspondence, among others.
To better understand the disparities to employee perceptions with respect to the perceived success of Halifax as an employer, a discrepancy study was performed. The score for the gap is measured as the percentage of employees who view the statement as critically significant, but who do not entirely or mostly agree that it is significant. In this respect, their boss works almost optimally. Generally speaking, the results of this line Investigation shows that the gap scores are moderate, with the biggest gap in terms of trust in the work being done by the senior management team of my business unit. There are other popular lacunes in concerning equal pay, getting the ability to influence decisions concerning one ‘s work and feeling the company respects their contributions (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
The net promoter score is a measure of employees’ likelihood that Halifax is recommended as a good place to work. In this situation, the employee population is divided into groups of “promoters,” “neutrals,” and “detractors,” based on their ability to endorse Halifax. It has a net overall Promoter score 0, indicating the balance of promoters and detractors is roughly equal. That is, as it is as many employees would probably not recommend Halifax as a good workplace. Another overall workplace performance indicator is derived by comparing the results of Halifax’s survey with those contained in the Atlantic Canada Employee Opinion Database for CRA. This is true across many survey metrics Find that Halifax lags against the index. Specifically, Halifax exceeds the average rating of the database only in relation to the statement that my job at Halifax is secure while following the Atlantic standard on 28 Statements, which are available for comparator details (Motivational Strategies That Affect Productivity in the Workplace, n.d.). In several instances, a business entity has been found to be in disagreement with the different survey questions. The overall result for a specific question is either more or less likely to be above or below the management. For example, in many instances workers in Finance and Asset Management rate survey statements at least ten percentage points higher than the overall outcome of Halifax. That is also the case for Governance, Provincial Fire and Rescue in Halifax, and Political, Municipal and External Relations.
Conversely, Halifax Regional Police staff offer ratings below the outcome in many instances. There are usually more favourable results among employees throughout the employee’s characteristics. Management positions, non-union members, workers with a job of less than five years.
The following suggestions are focused on the results of this report and the conclusions taken from that report. These findings are presented for consideration by the company (Dube, 2017). Clear performance management is critical. Of course, the profoundly important aspect of performance management is how you deliver it to your client. A constructive performance improvement approach will inspire the employees more effectively. So how do you enhance performance management in your company? There are a few simple things you can do. One of them is to change the emphasis of input (Taylor & Uk, n.d.).Think less about what the person did “wrong” and more on how to change in the field of weakness. Some positive ideas include providing training and development programs and making relevant recommendations to workers about career growth (Taylor & Uk, n.d.).
If you are already using a human resource information system, it is even easier to improve your performance management activities. Use HRIS to track employee performance and provide feedback to your employees in real-time. Always, try to keep a good attitude. Offer appreciation for a job well done, and offer guidance and suggestions on future changes (Taylor & Uk, n.d.).
Some longitudinal analysis of survey results describes five acts as the ‘primary drivers’ of Halifax employee engagement. These specific measures are Halifax interested in the overall well-being of its employees, having every day the opportunity to do what they do best, thinking about Halifax values. Their contribution, believing that their career aspirations can be achieved through Halifax, and trusting their success. Director / Supervisor (Taylor & Uk, n.d.). The statistical analysis shows that there is a clear connection between employees defined To be actively involved in the workplace, on the one side, and to take concrete action on these particular survey steps. Accordingly, it is suggested that if performance on these measures can be enhanced, then improvements in employee engagement more broadly should also be evident (Taylor & Uk, n.d.).
The key themes found in these five survey messages are that highly engaged workers feel comfortable and respected in their workplace, believe that they can develop a successful, longer-term career with the company by using their expertise and experience, while at the same time realizing that their employer cares about them and their colleagues. Some of these themes can be addressed relatively easily through adjustments to management communications approaches, while others suggest a need for longer-term organizational change (Taylor & Uk, n.d.).
In any workplace as extensive and disparate as Halifax, the results of surveys of this nature will almost necessarily be inconsistent from one division or department to another. When comparing business unit survey findings to those for Halifax overall, it is obvious that certain business units have relatively consistently yielded survey results 10 percentage points or more below the overall Halifax finding. These consistently lower scores can be indicative of problems within the business unit and should be addressed through further research and action(Taylor & Uk, n.d.). It may also be the case that workers within other business units feel less incorporated into the Halifax system, with the measure being, in particular, a lower response or participation rate in this employee engagement survey. It is perhaps important in this regard that while eight of the 11 Halifax business units had employee response or participation rates between 72% and 93% respectively. the response rates for the remaining three business units were significantly lower. Further research on this, however, Hypotheses can be justified (Taylor & Uk, n.d.).
In many instances over the course of its 40-year history, it was discovered, through employee research studies of the nature undertaken by Halifax, that increasing communication vehicles within an organization is a critically important step. Specifically, the enhancement of communications often improves not only intra-organizational dialogue and spirit of the body, but the implementation of enhanced communication processes appears to also serve to speed up perceived improvements along with other, perhaps externally unrelated, dimensions of the workplace (Dube, 2017). For example, by taking deliberate measures to do so Improving employee engagement in discussion and knowledge sharing with management, staff members may feel more valued and consulted on work-related issues, which can improve or strengthen employee attitudes in other aspects of the workplace. The effect of this cycle is ‘win-win’ for workers as well as management, as workers will show improved loyalty and constructive behavior, while management enjoys a contented, well-functioning complement of employees (Taylor & Uk, n.d.).
Present survey findings suggest the significance of this suggestion, for example, only 35 percent of employees agree that they are kept well informed of future Halifax plans, only 40 percent agree on the company’s plan and only 29 percent agree that sharing knowledge across employees is a top priority for Halifax. Nonetheless, when looking at communication-related indicators and comparing them to other standard database, Halifax findings for surveyed organizations are below average. It is therefore advised to make contact improvement a top priority (Dube, 2017).
Nothing will demonstrate the importance and merit of the Employee Engagement Survey as much as Halifax management will take immediate action on the findings of the research. By articulating the vision of the company’s workplace, defined in part through the input of the employee survey, management can in addition, place its approval stamp on the overall survey process. Such an approach would send a positive message to the employees of the company, in essence indicating that management takes the concerns of staff members seriously and wishes to continue to work towards shared agreement and consultation. Such measures should be taken rapidly, but with deliberation, in such a way that significant time does not pass and that it can not be argued that the survey process was not successful or substantive (Taylor & Uk, n.d.).
According to Smith and Rupp (2003), this is necessary to reinforce, among workers who support Halifax, the notion that workers themselves can drive change within the company. The current engagement survey will be positioned as a tool for improved dialogue and communication between the two parties. Top management of the Municipality and employees at all levels of the company. The current Employee Survey Committee, with representation from all business units, can play a leading role in this process. In the immediate months, the Committee should regularly convene a review of the progress made by Halifax management in implementing the action plans developed in response to the results of the survey. In cases where the management response may be slow in the coming period, the committee may provide and encourage management to take steps to improve the workplace of Halifax in line with the suggestions made by employees through the survey (Taylor & Uk, n.d.).
When time passes and action plans are being introduced, the Committee will stay in place and play a role in communicating the progress of the initial employee survey and also urge workers to complete the survey in the second iteration of this cycle. Such employee participation in a second survey would be a means both to endorse the survey process and to articulate a “ground-up” vision for ongoing change and improvement in the workplace (Taylor & Uk, n.d.).
A big move in developing the ‘information culture’ discussed above will be to make the survey findings widely accessible to Halifax workers. This process could and should probably involve more than one step. The initial plank should be made available through widely-accessible means, the research highlights, inside the business unit as well as across the board (Taylor & Uk, n.d.).
This openness and transparency would set the tenor and the priority for potential reviews in the company of this type. First, action plans, both at the business unit and at the corporate level, will be made available so that workers understand how their feedback will be ‘run.’ Then, in the coming months, before the time comes for a second iteration. Employee participation. Survey process, management, and the Employee Survey Committee will strive to ‘connect the dots’ to the Halifax staff complement, where feedback from workers through the first interaction survey is directly related to substantive improvements in the Halifax workplace (Taylor & Uk, n.d.).
In this way, workers will benefit from the substantive improvements made to the workplace arising from the survey, but will also feel a sense of pride and desire to engage in future iterations of the survey process. Such steps should make it easier for employees to respond at a higher rate when the engagement survey process is repeated, possibly two years from now. In other company’s experience, in many cases, the results of employee surveys are not necessarily ‘acted on’ by the company, and time passes rapidly, with subsequent employee surveys unexpectedly emerging, with only a limited response being expressed by the organization. These circumstances make it difficult to suggest to workers, they will step up again and complete a survey for the second time (Taylor & Uk, n.d.).
According to Smith and Rupp (2003), perhaps the greatest opportunity for Halifax is to increase employee motivation is to focus on those areas of the company where there is a low level of commitment. Examination of engagement across the different business units reveals considerable variations. In particular, governance has the highest commitment index score, followed by other business units (Motivational Strategies That Affect Productivity in the Workplace, n.d.).
Improvements in pay and a greater appreciation for and acknowledgment of workers are key improvements that workers would like to see made by the company. Top notes when asked what would be the single most significant improvement that could be implemented by Halifax to increase the workforce, including improved wages, benefits (9%), greater respect, and recognition for employees (9%). Other specific comparisons include improving management (7%) and improving communication (6%). All other references have been cited by 5% or less (Taylor & Uk, n.d.).
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I understand Halifax’s Plan YES/NO
My personal values align with Halifax’s values YES/NO
Overall, I am satisfied with my job YES/NO
I have a daily opportunity to do what I do best YES/NO
In general, I look forward to coming to work YES/NO
I would recommend Halifax as a good place to work YES/NO
Halifax is interested in the overall well-being of its employees YES/NO
Halifax satisfies the needs of the public YES/NO
My employment is secure at Halifax YES/NO
In general, at work I feel motivated to do a good job YES/NO
I am held accountable for my performance YES/NO
I feel a sense of pride in the accomplishments of Halifax YES/NO
My morale at work is generally positive YES/NO
Management encourages me at work YES/NO