Motivation Business Report
Main issues facing the manager:
Recruitment of committed full time restaurant employees – over 50% are part time and are not likely to have interest in long term success of the restaurant or their own future with the present company.
Limited English communication skills of the part time employees
Poor training and skill level for hospitality or service
Poor attitude towards customers and managers and low motivation level.
Limited/no probation for Basic needs – food – break, snack – break, smoking – breaks
Smoking addiction related nuisance, hygiene and time loss issues
Small brand, small restaurant with limited opportunities
How the manager can overcome the problems:
The manager should clearly communicate the problems to all the employees and take their opinion in a formal and organised manner. Possibly close the restaurant an hour early to hold a brainstorming session/ workshop and share the issues, feed backs received and discuss how it can impact the business as well as the employees negatively. Take a survey what the employees are expecting, what would motivate them, if receiving a bonus for their daily performance on basis of customer satisfaction as well as peer feedback which would work as a motivator. Basis the discussion, he needs to set clear goals for the employees
On basis of the information available, the manager can opt for though not be limited to the following three options;
Skill & Communication solution :
Ensure only highly skilled employees with good communication and attitude are employed using a robust interview and recruitment screening process, giving them various scenarios to give their opinion and helping them to open up so as to assess their awareness, reveal their attitude to service, carrier plans, gauze their ambitiousness, plans in life and people skills
Do not hire smokers.
Issue clear warning to the employees and fit cameras for supervision with immediate dismissal upon default after a warning.
Give smoking breaks and have designated smoking areas in collaboration with other businesses in vicinity if required in event short of space.
Provide a small non-smoking incentive for quitting / abstaining
Basic needs provide food / snacks breaks for same , as well as smoking breaks
Identify the non-performers and Motivate them by addressing “what’s in it for them” –
Create a good and caring working environment, have fun events, get aways for team events like bowling,
Lead by example ,
Appreciation & reward good performance- bonus, provide incentives such as 5% of bill to the table/ waiter for each good customer feedback obtained,
Provide training / hold workshops for service, spoken/ listening English courses,
Hold weekly competitions for rewarding the waiter with maximum number of good feedback – employee of the week – appreciate in public put in notice board- may be less effective that option (4) as if a clear winner or outstanding performer is established due to competency and ability , others will get demotivated
Against all odds, the manager will need to take out 10-15 minutes of business time at the end of every shift/closing day to review the day’s performance, appreciate the good achievements and give constructive feedback as well as listen to the employees to see what can be improved the next day.
Maslow’s hierarchy of needs
What would in reality motivate the workers to improve their performance and standards.
Table.1. Maslow’s hierarchy of needs -Model for analysing the restaurant employee Motivation needs
Rewarding good performance – Provide incentives such as 5% of bill to the table/ waiter for each good customer feedback obtained
Maslow suggested that human motivation acted to satisfy the most basic needs first, and when those were met, the employees are motivated to meet higher level needs. To translate Maslow’s needs into needs for this restaurant / bar, we can identify that for part timers and their behaviour (snacking, smoking, demotivated) , money / food most likely would be the main driver to performance relevant to this work environment which will help them to satisfy other basic needs. Examples of these could include a feedback form on the back of the receipt compulsory for waiter to get from customer with waiter name mentioned, if feedback is good , the waiter gets 5% of the bill amount.
The most basic needs require a bit of flexibility in the restaurant/work environment that would let employees take breaks for snacks, smoking and meals. Being a stable restaurant business , there is potential to provide job security to the part timers as well as to the long term employees. Making employees feel part of the team, allowing for recognition of achievements and employee training programs can address the needs for social relationships, self-esteem and professional development with a secured future.
When the staff member’s are seen snacking on the food, it could mean that the restaurant does not provide the staff with basic needs such as food breaks and meals, hence if the manager satisfy’s the basic needs of the other staff, then the staff members will less likely be tempted to snack on the customer’s food.
Although Maslow doesn’t really suggest that smoking is a basic need, given today’s demographics of smokers, I would recommend that the manager should motivate, counsel, incentivise the employees to quit smoking . Simultaneously provide smoking breaks every 2 hrs for 10 minutes
& designated smoking area to avoid kitchen
This is because, having discriminatory policies like banning smoking or smokers will only serve to discourage potentially valuable employees and alienate existing employees within the organisation.
As mentioned earlier, the manager will need to lead by example, set specific goals with staff, supervise closely and keep training his staff, hold regular meetings with them as a team as well as 1-1 to give them appropriate feedback in combination with the earlier bonus motivation strategies in order to have maximum benefits from the bonus and maximum engagement of his employees building trust and team spirit so as to progress through all levels of Maslow’s hierarchy of needs, his main objective should be to achieve self actualisation which is the peak of Maslow’s hierarchy of needs for all employees and that cannot happen by money alone.
Long/Short term effects of these on Employee/employer
In the short term the Employer might experience a small reduction in his profit margin due to sharing of the performance bonus and less of the profits for himself. On the other hand this will also drive the behaviour of the staff and hence engaging more with the customer, up-selling various products so that they can help the customer choose from the menu as well as recommend drinks, side dishes etc to maximise the bill amount thus increasing the sales and earn more money from the 5%.
In the long run- the sales would likely pick up due to good reviews and more customers adding to the business profit.
The manager might need to spend more on the employees (additional expenses due to their food / set meal) but they would be more motivated to work better as they are better taken care of , have a feeling of belonging, their basic needs (hunger, rest, security) is addressed and they will not snack on customer food as well as provide better service; better reviews will ensue and improve sales as well as brand value leading to more profit.
Short term : Happy, Satisfied, motivated, more engaged , cared for, secured, better paid employees
Long term:Feeling of belonging , permanent job, better earnings due to better sales, improved self esteem and evolution towards self actualisation, improved skills and restaurant performance.
Does a performance-based reward and salary motivate underperforming employees to perform better?
Relevance of research question to my opinion:
In this particular case, the Manager’s main problem is the performance and engagement level of the part time employees. I am anticipating that the part time employees are definitely working for money, a basic need and first priority as per Maslow’s theory. In event they see an opportunity to earn more, get recognition by performing better, the proof of which would be given from the feedback of the customers as well as from the peers, they would be motivated to provide better customer service and improve their workplace conduct. This assumption or hypothesis however needs to be further validated by real life cases, research and surveys to see if such a system can change attitude, engagement as well as cater to people with limited skill and pride in their job. There are chances of the under-performers becoming demotivated and leaving the job which is though a loss of the training time invested by the manager, would give them an opportunity to hire more motivated employees fit for the job. This when coupled with good leadership by the manager, communicating the expectations, goals, the possible short term and long term benefits should at least put the employees in a position to make better choices about they’re working life and motivation there of.
As per Organisation Behaviour researchers from University of Minnesota;
Research shows that , incentives to reward performance is consistent with motivation theories as rewarded behaviour is repeated. Piece rate, individual bonuses and sales commissions tie pay to individual performance. Team bonuses can be applied at the full restaurant employee level, and overall increased sales can be tied to the business performance. While these systems may be effective, employees tend to demonstrate behaviour that is being rewarded and may neglect other elements of their performance. Therefore, reward systems should be designed carefully and should be tied to a company’s (the affected restaurant in this case) strategic objectives to be sustainable.