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Adnan ul Haque Human Resource Management Word count: 2014
Tabl .N #
Forewords Acknowledgement 1 Introduction-
C Page N #
3 4 5
1.1 Systematic Approach At Siemens UK 2 3 4 5 6 7 8 Motivation And Change Scientific Management at Siemens Hierarchy of Needs Herzberg Two Factor Theory In a Nutshell Recommendation Bibliography & References 6 7 8 9 11 11 13
The purpose of this report is to explain what I observed and founded during my research on the Employee motivation within creative environment and how managers motivate employees for upcoming change. The report is also a requirement for the fulfillment of PGD (ATHE Level-7) program. The report focuses primarily on the motivational factors that influences and stimulates the individuals to respond to change in appropriate manner. It is a case study of Siemens UK who employees engineers and empower them to work within dynamic environment in order to boost their creativity and leads to attain the organizational goal. The various findings reflect the shortcomings, successes, observations and comments and remedial which would be vital for improvement. Therefore the report gives a number of comments and recommendations. It is hoped that this report would serve as a cardinal vehicle to the improvement of the Siemens UK.
AC NOWLEDGE ENT
I would like to thank my respected advisor Mr. Devesh Sharma whose lectures and explanations has guided me in different phases of this report. My indebt-ness and salutation to him for providing the foundation of Human Resource Management and he has provided me an opportunity to enhance my management decision making skills. Without his explanations and guidance this task would have been of immense difficulty.
Introduction: Siemens UK is an engineering group who has specialized in home appliances, products and services which has made human life at ease. The range of its manufactured products is wide and large. The wide spectrum of products includes automated factories as well as daily used appliances like kettles and refrigerators. It also hosts, maintains, supports and develops one of the main website of United Kingdom BBC iPlayer. It has more than 18000 employees in the United Kingdom.
1.1 System approach at Siemens UK:
There is a major difference between invention and innovation. Invention means to create something for the first time but innovation means modifying the already existing product or services. Engineering is nowadays more of innovation rather than simply inventing. To develop products, engineers use scientific principles as a tool to solve the actual life problems. It means improving the quality and standards of products, services, technologies and process as a whole, engineers use the transformation of creativity at its best. To have a career at Siemens as an engineer, individual has to use energy, passion and ideas because the environment continuously changes. Siemens provides opportunities for professionals to groom their skills and fresh graduates to gain practical experience in their field. The approach is systematic yet dynamic which enables the employees to be competitive at all levels. This deliberate approach of Siemens has made it open culture, full of opportunities at all stages for its employees.
The Bureaucratic structure of Siemens does suggest that policies of the firm are well defined and must be followed by all employees. The work should be carried out in a proportionate manner but still it has more to offer than what neo classical school has suggested. Job specification is a main element of neo classical school which stress on the mastering one task so that it is always done in a best way. At Siemens, work is carried out in best way but approach is contingent in nature. Every time best way is not one followed previously, it can be immensely innovative and unique approach. The employee motivation¶s categorization is either by recognition of good work or fear of discipline for poor attempt (Moses, 2005). 5
2. Moti ation and Change:
Motivation is the inner stimulate that urges the individual to behave in a certain way. It is a driving force that encourages an individual to behave in certain way. Employees who are well motivated will be satisfied with the work and workplace. Furthermore they will be more productive in their approach which means they will produce a high quality goods and services. This case study primarily focuses upon three distinct theories of motivating employees. The study demonstrates how employees are kept motivated and involved within the dynamic environment at Siemens UK.
Individuals are motivated by various factors and it has been considered as one of the main technique to guide him along the path. Primarily, the fulfilment of physiological needs are sole important because everybody has the tendency to feel this needs, such as accommodation, food, clothing, which can be satisfied by pay. However, individuals are motivated by some other factors apart from just pay. An environment which ask and seeks creativity can also stimulate individuals. At Siemens, this creative environment is provided which groom some staff for enhancing their problem solving techniques in order to make them capable to respond to different challenges. Employees are signifying the fact that they are permitted to think in their own way. They can use their imagination by working their own way. Siemens empower its employees so they can improve the process. Rather than really motivating anyone, managers can design a situation which compels individuals to respond because they have to (Rabey, 2001)
A motivated individual feel that job is special and put efforts to achieve the desired outcomes. They take pride in their work and it results in reducing the absenteeism at workplace. He remains loyal to organization and serves it for long term. Unmotivated individual will not be actively participating in his role within work environment. He does not consider job vital which leads to poor performance and ultimately leads to low productivity.
3. Scienti ic Management and Siemens: Fredrick Taylor is regarded as father of management. He has proposed a theory of scientific management as he believed that relationship between worker and work could be standardised. Theory involves the keen observation and splitting the task into parts which results in job specialization. Those workers will be rewarded high payments who produce the most. Taylor¶s approach is different from needs of modern working environment. He advocated work in one organized pattern but today engineering requires people with more capabilities and flexibility. Job specialization that he mentioned, today engineering staff uses that specialization in different situation to resolve problems.
At Siemens, the open culture urges employees to participate more vigorously in work by suggesting and implementing improvements. Check and balance exists in company but individuals are persuaded to actively participate as a team so the control that Taylor has suggested in his theory is a holding key. The one best way Taylor has elaborated in his theory is applied at Siemens to a certain extent, employees are empowered to decision making so they get involved in deciding best way to do the job assigned but employees cannot be limited to only one way approach to do jobs. Observance of employees while work ensure that process is going through proper channel but it should not be used as only form of control because it can hinder the growth and enthusiasm of employees. Pay is not the just enough mean to attain the employees but rewards and benefits will attain and retain them. This will lead to job satisfaction and recognition of skills which will take them to meet their topmost needs.
4. Hierarchy of needs: Maslow¶s hierarchy of needs has at bottom the basic needs and at top needs of self fulfilment. The five different layers of need represent human¶s driving forces to work. With the fulfilment of one need, human moves to another level to fulfil his needs. Once basic is completed, human wants safe environment, as he has that, his need for being loved arouses. Once it is met, the individual seeks a self respect for his abilities. At the top level, his complex needs to be creative takes off. To realize his actual potential, need drives him to strive more.
Self Actualization Self-Esteem Needs Belongingness and Love Needs
Safety and Security Needs
Siemens provide a golden opportunity to creative individuals to show their potential by fulfilling their semi top and top order needs. It provides creative environment to achieve their internal desires and through it employers also help to meet the esteem needs. At Siemens, suggestions and project for bringing improvement are rewarded either in shape of finance to individual or whole team, or in terms of management recognition of their achievements.
Engineering work provides employees an opportunity to take responsibility of their own work; they can bring improvements through making changes. They can strive towards new challenges which a dynamic environment at Siemens is known for. In responding to these challenges by making decisions, employees are fulfilling the higher level needs. At Siemens, staff training and development is provided so that self actualisation grooms with inner capabilities. This will ultimately lead to career progression as well make them able to face the global market with more diversify inner features. Alderferg¶s ERG theory is the modified version of Maslow¶s hierarchy of needs; it has regression and progression along with environmental factors (Robbins, 2003). At Siemens, employees are given altitude for progression to understand the changing scenario.
5. Herzberg¶s Two Factors: Fredrick Herzberg¶s research led to important difference between satisfaction and dissatisfaction. He believed that at workplace people have needs which they want to be fulfilled because with the fulfilment of need, people will be more productive for organization. His research has two factors which has impact on people. Hygiene factors will reduce dissatisfaction but it will not lead to absolute satisfaction. It is to attain the people towards work. Managers try to avoid the dissatisfaction of employees by providing hygiene factors like adequate salary, good working condition etc where as motivators are to retain the employees in organization by making their work recognized, handing them responsibilities by empowering them authority. The job satisfaction will lead to improvement in productivity.
Employees dissatisfied and unmotivated
H Y G I E N E
Employees not dissatisfied but unmotivated
M O I V A T I O N
Employees satisfied and motivated
Siemens managers have to ensure that the balance between dissatisfiers and motivators is well along the line. Policies of company are managed in right proportion to reduce dissatisfaction. Siemens involve their employees by letting them know issues so they understand the need for change and do accordingly. Motivators are factors which as Siemens encourages employees to work in the best possible way they can perform. Empowerment helps employees to manage their role and with their power change things for betterment. The mission of manager is stimulating employees in a way that they believe they are working as a unit with manager, rather than working for the manager (Tuttle, 2003).
From a fresh graduate to experienced faculty all work in a highly dynamic environment which brings creative approach and flexibility to respond to changes according to the need of situation. Furthermore, it develops their problem solving technique in creative manner. Both intrinsic and extrinsic motivation is vital for employee productivity. Some individuals are motivated by external motivators like good salary package or working conditions while internal motivators are one which require challenging tasks and empowerment. Internal are sole reason of reduction in absenteeism (Kiger, 2006).
6. In a nutshell: Change is dynamic by nature so manager needs to be quick and responding to changes and they need a creative approach rather than following traditional methods. At Siemens, taylorism cannot be applied to all aspects as money is not the only motivating factor. To meet lower needs of employees like safety and basic needs, Taylor¶s motivator µmoney¶ can be used but at Siemens, employees need more empowerment to enjoy their work. Work is done in a systematic way and best possible way is selected but there is no one best way for all problems because problem is unique by nature so requires new approach to resolve it. Maslow¶s hierarchy of need is more compelling at company to find understand the need of individuals. The higher needs of individuals at Siemens are recognised by creative environment and to enhance their higher needs proper and adequate training and development program is available for employees. They are also given opportunities to meet the challenges and respond to it in their own innovative way. Employees are appreciated for their work which motivates them to strive more. They are motivated by recognition for their achievements and opportunities to work in inventive manner by empowerment. There is full opportunity to for career progression for employees at all levels. The recognition works as a performance appraisal tool which ensures that employees are not just dissatisfied but in fact highly satisfied at what they do. The bureaucratic structure and well defined policies always helps the organization to maintain a discipline at every level but flexibility is essential to bring a required change and respond to that change.
7. Recommendations: At Siemens, though empowerment is given to employees but they need a bit more in shape of empowerment through coaching. It allows being creative yet having a proper guidance of an expert. Secondly they should also consider job enrichment to motivate people towards organizational goal. The management at Siemens should also consider the performance management program, through which individual¶s management skills will be evaluated by making them actively participate in management and this will lead to self fulfilment needs. Empowerment is not suitable for every individual as there are some x and y type employees so they should start Simulation through 11
professional mentors. They should also consider job rotation at ground level to maintain the motivation and enthusiasm towards organizational goals and reduce job boredom. Working in creative environment can lead to immense stress for which Siemens should introduce some holidays package, fun activities so that stress and fatigue is reduced and optimum level of employees are maintained efficiently and effectively.
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