Employees At Ale House And Brewery example essay topic

The employees at Ale House and Brewery are not motivated. The lack of motivation is a direct result of the lack of leadership and effective communications. It can also be linked to the organization of the subunits. Grouping different jobs under common supervision can pull them together to achieve similar goals thus triggering motivation. Employees also need, and are more likely driven by intrinsic motivators. These can come from reaching personal career goals, making enough money to buy a new house, or simply feeling good when a patient gets well as a direct result of their care.

Putting a Human Resources management in place could provide rewards programs in the form of money, recognition, and promotion. These are all triggers for employees to set themselves goals to reach these rewards. Locked goal setting theory says setting clear, challenging, realistic and acceptable goals raises performance. Goals invoke motivations since our thoughts and actions are directed by our goals. It is much easier for the Ale House and Brewery employees to set their personal work related goals if they have been given short term departmental goals or milestones and long term organizational goals. Each department would work in a cooperative setting to reach these goals.

When employees do not see or feel a sense of purpose, there is often conflict, competition, and behavior is based on the fear of not knowing where they are headed. Consequently, this leads to low morale and not motivated employees. The Ale House and Brewery should consistently communicate the rewards and results of effort and hard work. This will encourage employees to expect a reward for their work. V rooms expectancy theory supports this idea.

He says that if you put effort in, you will get a positive outcome. Individuals will look at a given situation in this way... increased effort will lead to good performance, good performance will lead to certain outcomes, and then... are the outcomes worthwhile. If they are, the effort will be put forth. Therefore, leadership, communication, and motivation are necessary for an Ale House and Brewery success. If the structure is aligned to support all three, there is increased productivity, high level of efficiency and high morale among the employees. Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members.

It includes routine behaviors, norms, dominant values, and a feeling or climate conveyed. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization much closer together, and enhance their performance. However, there seems to be a widely held misconception that throughout an organization or within a specific division there is only one uniform culture that exists. This definition does not seem adequate because it fails to recognize that in many organizations there are quite often groups that are unique of the dominant culture. They may have values that are not consistent, or outwardly reject the culture as a whole, yet at the same time they are still able to maintain their position within the firm. In addition, it has been a personal experience that in many organizations strong organizational culture can in fact be negative, and in fact actually damage the performance of their employees.

The perception is because in many organizations the culture can act as a barrier to the employee to gain status within the organization. Many of the fail points within the organization could be traced directly back to its socialization process. The socialization process is the process by which an organization brings new employees into its culture. The older members of the society transmit to younger members the social skills and knowledge needed to function effectively in the organization. This process of the organization develops the skills and competencies needed to perform the new job. Although the company seemed to be successful in the first two steps, the remainder of the process seemed to be inconsistent with this theory.

There was also the feeling among the staff members that if the company was not committed to them for a specific length of time what importance is there for them to make the effort and try to belong to the companys culture. The socialization theory simply concluded that the staff and the firm would work together in promoting these shared beliefs and the only recourse of this system did not work was to dismiss those individuals that deviated from the norm. It did not recognize that there could be failings within the process that may have required change on the part of the organization. Much of the uncertainty surrounding the position was also a reflection of the managerial style of T. He believes that the organization could maintain its identity and culture by constantly removing employees who deviated from his narrow and rigid opinion of accepted behavior and job performance. He believed that uncertainty in the organizations would make individuals within the workplace be more productive and remain in line with the firms notion of accepted norms and behaviors. The manager achieved this by regularly relying on firings, fear, and quilt to build the organization.

In fact, this attitude had the exact opposite outcome. In prolonging the socialization period and by constantly making the individual feel inadequate the individual never really felt part of the culture. As a result, these individuals quite often did not make the effort of buying into the values and norms of the company. This resulted in job dissatisfaction, low work motivation, tension, high turnover, rejection of values (which in many cases resulted in other subcultures), and an overall lack of commitment to the Ale House and Brewery. The Ale House and Brewery would have been much more successful if the manager were to try to promote the culture in a more positive way. This could be achieved by trying to establish a sense of pride and enthusiasm in the firm rather that requiring each individual to adhere strictly to a narrow and rigid behavior.

In doing so the firm would more likely have a much more devote staff since they feel more comfortable about their position in the firm and the future. The staff would be encouraged by the fact that they feel part of the team and hence they would be more proactive, productive and add value to the company. The decision in such a case would be to replace T with another manager. However, always there is another approach.

Rewards and recognition can be powerful tools to promote organizational and team goals and objectives. These forms of non-monetary recognition can very often be more effective than cash awards. First, although the terms reward and recognition are often used interchangeably, I would like to distinguish the difference between them. Recognition reinforces progress toward desired performance of behavior and rewards recognize the results being achieved (Sun oo, 1999).

Recognition is most likely a social occasion or an interaction while rewards are most likely tangible. What employees really want is to be valued for a job well done by those they hold in high esteem. Compensation is considered important, but most employees consider compensation a right, an exchange for the work one does. While compensation is considered a right, rewards and recognition are seen as gifts.

There are psychological and symbolic ways in which rewards are more successful than money as an incentive award. Non-monetary awards can be shown to co-workers and friends as a trophy given in appreciation of good work. They are tangible symbols of success. They allow people to brag or boast in an acceptable way, which in turn lets them satisfy emotional needs for peer recognition.

Therefore, these rewards provide a continuous, long lasting reminder of ones success, the efforts that went into achieving it and a fond remembrance of the person or organization that gave it to them. These types of rewards are also more flexible. It is possible for the Ale House and Brewery to customize them to promote different goals, such as teamwork, or reaching certain goals..