How to analyze output measures

Part : Analysis of Output Problem, Integration with Course Content

1. Definition of concepts or theories used to analyze the output problem

i. Goal-setting theory – motivation concept

The goal-setting theory was put forward by Edwin Locke in the 1960’s and it states that goal setting in a fundamental part of task performance (Lazaroiu, 2015). The theory holds that challenging and specific goals, as well as the right feedback, have a contributory role for better and higher performance of tasks. In other words, the establishment of goals is vital for it provides direction to employees on what has to be done and the efforts that should be invested towards the realization of the goal. Based on this theory, it is required that goals should be set out clearly for any task for they provide direction, the drive, and actually, the impetus required for the successful execution of the task. The important features of the goal-setting theory are;

· Establishing goals provides the job with the motivation and the willingness to work

· Goals should be clear and specific as such, even if they are challenging, they are better motivators for output and better performance than simple, general, and vague goals.

· The goals set out should be challenging and realistic as this gives employees a feeling of pride and attainment when they have achieved them.

· Positive and constructive feedback is vital as it directs employees to strive towards better and higher performance than if feedback was missing.

ii. Group decision-making model – communication concept

Group decision-making model has a contributory role towards improved and increased communication between employees. The model has various forms including the use of a more formal decision-making process that involves employees affected by the problem. The process involves open communication between the parties involved thus setting a standard for open communication within the organization. According to Power, Sharda & Burstein (2015), group decision-making and its implementation within an organization help to confer agency, where agency, in this case, is the ability of individual employees to make free choice decisions because they have the relevant information and they contribute to the decision making process.

2. Examples from the collected data which offer evidence of the selected concept and theory

i. Motivation

Motivation is a primary aspect of the success of any organization. To this regard, motivation should be to all stakeholders involved in production directly, in particular, the employee and the managerial team. These two groups are vital for the daily performance of an organization and in Springdale golfing club; they are primary to delivering a satisfying golfing and dining experience to the club members. Nevertheless, motivation is missing, from both the management and the employee.

First, the mission statement of the club, which is the primary goal of the organization, does not meet the required criteria for a right goal. First, it is general, vague, redundant, and very optimistic, thus it faces the risk of being unrealistic. Second, the lack of motivation is evidenced by the fact that, employees do not stay in their employment position for long as they leave due to unclear roles. Third, based on the interview responses from employees, they possess multiple job titles especially those in the front house and they are expected to contribute to serving, running and bussing. This is confusing, draining, and demotivating as is derails employee from focusing on the success of a particular position. Based on this evidence, it is clear that there is a need for adoption of strategies to motivate employees as well as the management team.

ii. Communication

Communication in Springdale golfing club is a major issue and has a negative impact on the success of the club. First, as a result of poor communication, the management team does not understand what is really ailing the club. According to the management, the club is affected by the change in seasons. However, this is contradicted by employees who claim that a myriad of other challenges e.g. demotivation, miscommunication, and unmet expectations, are the source of the downfall of the club. This poor communication is mainly between the employees and the management. Based on interview findings, employees got along well with others, but employees felt differently about their relationships with management. One reason for this poor communication is because, according to some employees, the communication environment with management was not open or honest.

3. Course concept and link with the output problem

The course concepts established from the discussion above are; motivation through goal-setting theory and communication through the group decision-making model. These concepts are crucial to addressing output problems facing Springdale golfing club, which include the poor services, reduced employee retention, reduced sales, and uncoordinated workplace environment.

Essentially, lack of motivation and poor communication are complimentary with regard to the output problems facing the club. The lack of open communication leads to a lack of motivation for employees. Employees feel they have not had adequate training, and in turn, do not know what is expected of them. On the other hand, management seems to focus on other aspects of the restaurant, such as delegating duties, as opposed to proper training. The disconnection between management goals and employee motivation is negatively impacting employee retention as well as employee performance.