¶ … Improve Employee Motivation It is well-known that motivated employees a number of benefits to employers, reducing potential attrition levels, as well as increasing productivity and innovation (Buchanan & Huczynski, 2011). For a fast company, such as McDonald's or Burger King, where there are high levels of attrition, and many staff may include students who do not see the company providing long-term career opportunities, motivation can be particularly challenging (Kroc, 2012). This paper provides an outline of how to improve motivation in a fast food operation, taking into account the circumstances which are prevalent within the fast food industry. The outline considers some of the topics and the theoretical basis, with the subsequent section providing practical advice and the implementation of strategies specifically for the fast food chain.

Outline of topics and subtopics for recommendations

Motivation of employees is an important consideration for employers. It is important to understand what does and does not motivate employees when determining motivation strategies. The following theories may be utilised to identify strategic approaches.

Scientific management, which demonstrates where employees are treated as cogs in a machine, and their individual needs are not recognised or satisfied by employers is likely to lead to low motivation, dissatisfaction, and high levels of attrition. This was seen at the Ford factory, and is also seen in a number fast food outlets due to the job design and associated culture (Buchanan & Huczynski, 2011).

Mayo, the founder of the human relations school of thought, identified that a key element in the motivator of staff was developing and maintaining a good employment relationship, in which employees felt as if they mattered (Buchanan & Huczynski, 2011)

Maslow's hierarchy of needs, which outlines different factors which will motivate employees, as employees move from lower order needs to higher-order needs. Lower order needs of those which are essential for life, such as physiological well-being, and the need for food and shelter, whereas higher-order needs are those such as love and recognition, and self-actualisation (Maslow, 2014).

Employee engagement has been demonstrated as directly correlated to motivation, improving overall performance for the organisation (Cook, 2008; Schaufeli & Salanova, 2007).

These theories can provide a foundation for identifying and implementing suitable strategies within the fast food industry, an industry which is designed in line with scientific management. Therefore, the critical factors for improving motivation are based on the series, with the advice including the provision of short-term incentives, recognition of employees' value, and increase in employee engagement.

Critical topics regarding implementation

Providing short-term incentives

With many employees who intend to work for the employer for only a short period of time, long-term incentives may have only a limited value. Therefore, it is essential that incentives which may stimulate increased productivity by employees employer is a long-term career. When examining the motivation for many employees, especially students and part-time employees, to undertake employment, a primary motivation is the financial remuneration (Autor, 2014). As many jobs in fast food are low-paying, and do not require qualifications, those who are not students, will often have a primary financial motivation. According to Maslow, (2014), financial security is categorised under the lower order needs on the hierarchy of needs, meaning financial needs which are required to provide for food and shelter need to be met before other motivators, such as recognition can be effective. However, according to Herzberg's (1968) two factor model, money is a hygiene factor rather than a motivator, and therefore will not provide direct motivation itself, but an absence of sufficient financial reward can increase the potential for distraction.

The provision of short-term incentives may therefore be beneficial in encouraging short-term performance of employees, who will see a benefit in obtaining more money, decreasing dissatisfaction and therefore reducing the potential for attrition, and potentially facilitating motivation through additional processes. Short-term incentives may include incentives over a single day, or even an hour when it is busy, rewarding good performance or high productivity, such as offering one extra hours pay for the most productive employee during busy periods. Weekly and monthly financial rewards may also be provided, which will not only give financial rewards, but may also satisfy other motivational needs on Maslow's hierarchy of needs, such as recognition gained in winning the award. This may include financial rewards for those who sell the most additional, non-standard product, such as apple pie, the largest proportion of sold items, such as large drinks or large. Short-term financial rewards may also incorporate pay reviews, with small increases in the hourly rate based on performance appraisal. This approach will support his short-term performance, for both immediate reward, as well as supporting the potential to gain an increased...

Here it was found that although financial rewards appeared to stimulate production, the employment relationship had the greatest influence on motivation (Buchanan & Huczynski, 2011). Therefore, it is recommended that the short-term incentives are combined with support for the employment relationship, where praise and recognition is given employees along with the short-term rewards, potentially maximising the benefit of this strategy.
Recognition of employee contribution

The fast food industry, with the process is broken down into component parts, often associated with scientific management and the work of Taylor, (2012). This is an approach that in the past has been associated with poor employment relationship due to the dehumanisation of employees based on a task centric job design (Taylor, 2012). This also explains why many fast food chains have staff that are poorly motivated. In research undertaken by Mayo it was found that a major component of motivation was the employment relationship (Buchanan & Huczynski, 2011). This was seen even where wages were reduced, as productivity increased due to the employment relationship. Therefore, it is recommended that management undertake a proactive approach towards employee recognition. In many stores there are already strategies providing some degree of recognition with employee of the month, often chosen by management, which may incorporate feedback from customers (Kroc, 2012). However, this is a relatively limited strategy, as it only recognises a single employee, which has the potential to result in alienation of employees who are unrecognised (Parker, 2014).

Therefore, it is recommended there is a cultural changes in the organisation to provide for a greater level of employee recognition. In addition to management by walking around, they should be increased interaction between managers and employees, which will help to increase social commitment, and importantly demonstrate that management care about the employees. The approach should incorporate verbal praise and recognition when employees even perform well, or are noted as improving, as well as thanking employees when they work hard. The appreciation of the employees, and recognition of their contributions can also be tied to the process of increasing employee engagement; but this also demonstrates that employers believe employees are important (Seijts & Crim, 2006).

Increasing employee engagement

Employee engagement refers to the degree to which the employee is engaged with the employer, defined by Seijts & Crim (2006) as one who is "fully involved in, and enthusiastic about, their work." Evidence clearly indicates engaged employees are more productive, as demonstrated at Sears, where the adoption of an employee engagement programme transformed the merchandising division, turning a $3 billion deficit, to a net profit of 752 million in a 12-month period (Cook, 2008). Therefore, improving employee engagement should increase motivation, and therefore productivity.

Strategies to increase employee engagement will include a more participative management style, where regular meetings are held between management and employees during their work time in order to collaborate, to collect the views of employees, and potentially act on them. Employee suggestions may provide increased levels of innovation as they work with the organisation's processes every day, providing additional benefit. This may also be supported through the utilisation of suggestion schemes. This will also provide a route through which recognition may be given to employees. Engagement may also include providing employees with basic business information and feedback on the firm's overall performance, and the discretionary efforts of employees (Macey & Schneider, 2008). The approach will enable employees to feel more part of the business, or part of the employee community, and therefore increase motivation.

Conclusion

These three key strategies will help to improve motivation, taking into account the short-term nature employment term for many of the workers, and their relevant motivation. The strategies should be effective, as they are based on proven theories, with the recommendations providing for practical implementation.

References

Autor, DH (2014). Skills, Education, and the Rise of Earnings Inequality Among the 'Other 99%. Science, 344(6186), 843-851.

Buchanan, D., & Huczynski, A. (2011). Organisational Behaviour. Harlow: FT/Prentice Hall.

Cook, S. (2008). The Essential Guide to Employee Engagement: Better Business Performance Through Staff Satisfaction. London: Kogan Page Publishers.

Herzberg, F. (1968). One more time: how do you motivate employees? Harvard Business Review, 46(1), 53-62.

Kroc, R. (2012). Grinding It Out: the Making of McDonald's. New York: St. Martin's Press.

Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3-30.

Maslow, A. (2014). Toward A Psychology of Being.…