EXAM Question 1 paper

“Academic theories about employee motivation, empowerment and performance are just that
-theories. They are of little practical use to business leaders or their companies.” With reference
to the materials covered on the OBL course (20 marks), and the people management practices
of one ‘Employer of Choice’ (10 marks), please evaluate the validity of this statement.
from ( chapter 4 and gore case study )

important you will find much is repeated over and over again because of the reasons mentioned
bellow
● this report have been changed many times , onlyto figure out we already had all the
information and did respond to the question but at the end decided to divide the report
on 4 different subjects

Q1 part 1 ½ introduction

Introduction:
we live in highly competitive market ,all organisations have to compete for talent , all
organisations have to improve their efficiency and affectivens , so the call is through good
leadership and good leader management allot more companies today looking at issues much
more internationally than what they would have done in the past, any way you can get a
competitive edge ,and so any organisation is a group of people together trying to achieve goals .
recruits the best and get the best of the people , and today it is just not enough to have one or
two remunerations ,and you need to motivate people Psychologically
if you only have 2 tools like equity and reinforcement probably will not get you far,
so if you would have 5 or 6 of these tools combine theme with direct and indirect financial
rewards then yo got something , but remember if you dont perform in these kind of companies
then you are out and that could be the lowest 5 %, GE

with The successful companies are depends on the various economic factors to determine the
competitive strategy of the future plans and capacity of the innovation in the business world in
short and long term. Depend on the people, who are working in the company, the human factor
is the only element which makes the company wins the high level of successful performance or
not in the end. The investment human resources like mentioned above , and enhance their
enabled them to perform the work to the fullest and make sure that they are fully aware and
online with the understanding company’s objectives, and competitive initiatives were undertaken
by the strategic management and executive committee of the company.
Overtime the development and modernization affect business field are more than before, which
need more focus on employee’s forces. And due to the multiplicity human desire and needs in
general, The process of satisfying people’s needs is characterized as an internal process and
interrelated, which mean the failure to satisfy one of these needs may increase or decrease the
process of individuals motivation. Therefore, the question is to see how these theories are doing
out in the world

four point that need to be put in mind

● Exemption always prof the rule
● remember theories are like stereotyping
● theories approach motivation from a different angle by striving to understand how the
conscious thought processes and decisions of individuals influence their motivation
levels.

so Lets us start looking at the main theories and their weaknesses

NEEDS theoris :Maslow / Herzberg /Alderfer/McClelland
bagua
Process Theories: (e.g. goal-setting procedures and reward systems). These theories include:
Expectancy, Equity, Goal-Setting, Reinforcement and Attributions.

Process Theories
These theories approach motivation from a different angle by striving to understand how the
conscious thought processes and decisions of individuals influence their motivation levels. They
also take more account of contingent factors that can increase or decrease motivation and
performance (e.g. goal-setting procedures and reward systems). These theories include:
Expectancy, Equity, Goal-Setting, Reinforcement and Attributions.
and Nevertheless, content theories which is a theory that they draw attention to the importance
of psychological growth, personal challenges and learning as basic conditions for sustained and
lasting job motivation and performance.

When motivation levels arehigh in organizations, we usually find that people do their best, enjoy
their jobs, work diligently and are committed to their employers. Where motivation levels are low,
we invariably find employees who are indecisive, unhappy and underperforming. As James
Carlopio and his colleagues have put it succinctly, ‘A workplace with highly motivated staff is
alive, energetic, co-operative, flexible and fun to work in. A de-motivated workplace is
immediately experienced as sullen and apathetic, is full of conflict, is characterised by
absenteeism and lowered productivity, and is unpleasant’ (Carlopio et al, 2001: 312). It has also
been known for centuries that leaders, who understand the needs of their followers (and are
able to fulfill those needs), possess one of the keys to enhancing their motivation and
performance levels.
Last, no one has yet answered the simple but important question, ‘Is a satisfied employee more
motivated than a dissatisfied employee?’ -

with the last mentioned it dear to mention that Graham Kirkwood, director of Melbourne
Resource Architecture with the Melbourne business School, has observed that and cited , ‘The
thing I always find is that everyone is unhappy with their current work environment, no matter
how good it is’ (cited by Kaplan, 1999).

1. so can that be it why business leaders find it difficult or no or little practical use of the
theories ?
2. can it be so that that is the reason managers can not find any reason why employees
continuously complain even though they when they look at the motivation map , and
follow it?
3. maybe what managers should do is to let every employee create a personal road to what
motivate and what should be the next add in the package for salary increase or career
steps?
4. one more question can be that the reason that managers find it hard to use this theories
because they neglect different factors such as egocentric and aggressive behaviour,
toxic personalities, office politics and differences in individuals' perceptions especially the
last one individuals' perceptions? They may also be difficult to put into practice, as they
require time, effort and an intimate knowledge of employees . the last phrase is exactly
on the point !

( have you noticed that i have taken all questions was from management points but maybe what
i should have done that i should have taking it from the employee side he is the one that is
dissatisfied not the manager that should keep guessing every time and have instead like 3 and
4 point, ) and that what “fortune” “employee by chose” have done if i would have described in a
simple way as i would have said which we will go into down)

lets us forget theories as it is clear many that Leaders or managers have difficulty with using
motivating techniques , so if they really want to get the best of there people they should
understand this four points.
● How to create well-designed work environments that provide people with the
opportunities carry out their work in a pleasant and functional environment, realise their
needs through their work, and by contributing to the task performance of their team,
department and organization.
● How individual differences will shape the personal needs of their staff, and how these
 change and evolve over time.
● How these needs shape what different employees expect from their leaders, supervisors
and colleagues.
● How almost all employees prefer some power, autonomy and control over their work,
and welcome opportunities for personal development, growth and learning at work.

coming back to Content theory what today's world is adding in and as a package/ mix of all
theories , financial , as non financial benefits with the second part of this theory is becoming as
success concept
so what is the second part ? The second is related to the notion of empowerment. and that what
is making the difference empowering the people to take the lead and take what they want from
the differnent theories . so The most enjoyable and rewarding jobs are those where employees
have as much freedom as possible to carry out their work without direct command and control
supervision, providing they have adequate skills and knowledge to cope with this. In general, all
leaders and managers should allow their staff as much freedom as possible to carry out their
jobs, within clearly agreed and understood guidelines and in alignment with team, departmental
and organizational objectives (O’Reilly and Pfeffer, 2000: 16-19). but aswell carry out what they
need / personal growth / or any other aspects / goals / and plans /

Hence, it is important that the importance of what the employees understanding of their duties
functional and administrative tasks ( so he have to understand what is required from him ), the
motivation for dissemination of knowledge and abilities which have help the company’s capital,
and affecting the raises of performance indicators (KPI’s). Nevertheless, the process of
encourage the employees, and motivate them to do the work is the basic necessities important
for success task under taken by the directors and managers of the company. However, the
company must earn the respect of the stuff, and their confidences and loyalty in productivity to
make sure that any work will be done without matter to how much is it or how is hard, because
without their concern to company’s objectives, in addition to their satisfaction the work will not
be completed and these is exactly what the top fortune companies have understood and how to
use and create a working place that respect all that which will discussed further down

Q Part 1 2/2 their practical applications of the theories for leaders and managers.

Practical application
Maslow Herzberg Alderfer McClelland
It was noted earlier that the empirical support for these theories is mixed, and this means that
their practical applicability in real-life work settings has limitations. For example, all four theories
assume that individuals have broadly similar needs and desires for power and achievement
throughout their working lives. However, changing demographic, cultural and economic trends
mean that modern day employees have a greater variety of needs and desires when compared
to the time when these theories were first developed Because of their focus on individual needs
and motivations, they also overlook contingent factors that can influence motivation and
performance levels, such as organizational cultures, reward systems and leadership styles.
They are also culturally specific - with the importance attached to the needs identified in these
theories varying between different national cultures. please have a look at the picture bellow

there is no wrong by using this theories but they need to be used on the broader and not on the
individual they are only responding to broad mass need and not to the individual motivation that
many leaders to day find themselves to be in . individual motivation will talked about lower down
‘ in “completely chaotic environment “ and “fotune “
question, ‘Is a satisfied employee more motivated than a dissatisfied employee?’ -

There are four practical implications of content theories for leaders and managers. If they really
want to get the best out of their people, then they should understand:
1. How to create well-designed work environments that provide people with the
opportunities carry out their work in a pleasant and functional environment, realise their
needs through their work, and by contributing to the task performance of their team,
department and organization.
2. How individual differences will shape the personal needs of their staff, and how these
change and evolve over time.
3. How these needs shape what different employees expect from their leaders, supervisors
and colleagues.
4. How almost all employees prefer some power, autonomy and control over their work,
and welcome opportunities for personal development, growth and learning at work.

practical implications of
Maslow's, Alderfer's and Herzberg's theories all suggest that poor or badly designed working
environments can have a demotivational effect on employees. Research during the late 1990s
indicated that as many as 25 percent of employees were unhappy with their physical work
environments (Carlopio et al, 2001: 315). Graham Kirkwood, director of Melbourne Resource
Architecture with the Melbourne business School, has observed that, ‘The thing I always find is
that everyone is unhappy with their current work environment, no matter how good it is’ (cited by
Kaplan, 1999). Complaints in the survey he conducted ranged from dissatisfaction with air
quality and temperature to headaches associated with poor lighting and eyestrain caused by the
over use of PCs.
However, during the 2000s there was a revolution in office and building design and a growing
interest in some sectors of the corporate world in creating working environments that can
enhance employee well-being and motivation
The purpose of contemporary ergonomic design initiatives is to create working environments
that make people want to come into work. These environments include obvious elements such
as controlled air temperature and lighting, windows that can actually be opened and breakout
areas with couches and refreshments. Open plan offices are often utilised because these
promote the sharing of knowledge and ideas and collaborative teamwork can be enhanced.
However, some private space is still very important, with user-friendly technologies,
orthopedically designed chairs and well-planned desk layouts.

Theories about higher-level needs also have some practical applications. For example,
McClelland’s research on individuals with a high need for achievement indicates that their jobs
should encompass a high degree of personal autonomy, regular feedback and challenging work
goals. It also indicated that one way that organizations can increase overall motivation levels
among their employees is to identify and hire recruits who already have high levels of intrinsic
motivation and a strong need for achievement. McClelland's work on high-achievers is
particularly relevant to the motivation of full-time professionals. His work indicated that
motivating such groups is primarily about providing them with new challenges, combined with
autonomy and freedom to choose their work tasks and the methods for achieving these.

practical implications of Content theory agian research has two other practical implications. The
first is that jobs should be made as challenging as possible, and people should be continually
encouraged to improve their skills-bases, education and knowledge levels. The second is
related to the notion of empowerment. The most enjoyable and rewarding jobs are those where
employees have as much freedom as possible to carry out their work without direct command
and control supervision, providing they have adequate skills and knowledge to cope with this. In
general, all leaders and managers should allow their staff as much freedom as possible to carry
out their jobs, within clearly agreed and understood guidelines and in alignment with team,
departmental and organizational objectives (O’Reilly and Pfeffer, 2000: 16-19).
This means that empowerment requires something more than simply delegating tasks to others.
To empower employees successfully, we have to give our power away to them.

practical implications of
process theories
The empirical support for process theories is more robust when compared to needs theories.
But, it has been suggested that these also over-simplify motivation because they neglect factors
such as egocentric and aggressive behaviour, toxic personalities, office politics and differences
in individuals' perceptions. They may also be difficult to put into practice, as they require time,
effort and an intimate knowledge of employees. Nevertheless, as with needs' theories, they too
have a number of practical applications for leaders and managers.

The two most important practical applications of equity theory are that, as far as possible, all
employees should be paid equitably for performing well in a particular job, with a known and
agreed formula for rewarding above average performance. It is highly demotivating for
employees to discover that colleagues doing the same job at the same performance levels are
earning more.

Goal

Q part 2 ½ W.l GORE

Gores Hr are based on four milestones and they are

1. selection
2. payment
3. Leadership
4. selfdevepment

XXXXXXXXXXXX= this colour means that it will be partly repeated in comparing to the world
Case Study (W. L Gore is global company founded in 1958):
Following is a quick summary of W. L Gore culture. Gore is a global company founded in 1958,
which manufactures high-tech materials and surgical products high quality. The success of this
company is based on implanted the chaos theory in the administration. The director of company
says: “it is completely chaotic environment, does not control by the management concept where
they do not like the ward of manager or staff, and the principle to them: be independent from
management and get of all staff’’.
With all other Gore associates, you will be part owner of the company through the Gore’s benefit
programs:
· Associate Stock Ownership Plan: through this plan enable all participation's to the
company the opportunity to participate and contribute to the growth by having ownership of the
shares of the company.
· Health and Welfare: Gore provides the wide range of health services to all associates at
the global level including medical plans, dental, and medical vision.
· Replace Income: Gore provides life insurance in the long term and disability insurance
for the partners and their families.
· Balancing Work and family life: Gore made a lot of benefits and services in the company
to assist the partners in the balance between the increasing demand of work and family.
· Personal Professional Development:
· Gore believes in the vision of self growth and self development, and encourages the
partners to discover the bath that best suits their own interests while helping the company to
succeed.
This is the Gore culture which has proven after 50 years in incorporation as a success culture,
where the hierarchy in the company is almost equal and there is no one does the ordering to
anyone to perform the work. However, the decisions are made by the agreement not by the
upper management order. The role of leaders in the company is highlights through the
democratic process and not through the high management. However, the peer assessment is
very important in term of salary level and career advancement. Kelly is working with Gore since
1983, as Chief Executive Officer. She says: “Gore has the vision since the first beginning that
each person contribute to the growth of the company, and each person is a shareholder in this
company …… it is a partnership, you are partner of the project, those are the important words
for the Gore Company”.
Human by nature are eager to find meaning of themselves in their work. From this point Gore
determent the principle of organized chaos in the administration of the company, where the
company’s policy exceed the traditional relationship between people who order and people who
have to obedience to the orders. Gore enhanced the self motivation and incentives for working
people. Therefore, the directors convince others his/ her idea and explain the logical behind it,
where any person in the company is is a shareholder and partner. In addition to how the
environment in Gore was characterized by high culture to adopt new ideas, the flexibility of
evaluating ideas and speed of indecision making are supporting the individuals innovations
where no impediments of new idea.
All partners in Gore are the owners of part of the company through a stock plan and this allowed
participating in risks and rewards; however this gives an incentive to stay and innovate in long
term and consider what the best is for the company always. The proper recruitment planning
process had an optimization role in success Company, when Gore focused on attracting a highly
qualified people and new abilities which can survive in Gore management philosophy. Gore
believes in the importance of the leadership role, which relies on persuading individuals and
provide clarity vision’s ideas, as it gives a sense of self motivation and sense of loyal belonging
to the company success.
Therefore; based on the different of the theories concepts in the relationship net between filling
people needs gaps and motivate them, we can understand the relationship between the leaders’
expectations concept and employees’ indicators of empowerment, motivation, and performance.

Q1 part 2 2/2

comparing to the world 4 -5 top fortune Employer of Choice

SO what types of benefits the these employees 4 -5 top fortune companies / Employer of
Choice are using ?
in many Employer of Choice today like Google , Gore and many others you find that they
mixes the financial benefits as non financial benefits and adding this extra mixing all , letting an
organic organisation to grow.

● financial : like commission / ownership/ profit sharing / end year bonus / or 30% higher
salary or lower.
● non financial can be like 20% time off for projects you would like to work on, / family
support program / 3 months mother leave / free dental care / skill development program/
flexible working hours

what can be found as well in many of these companies putting emphasis on the package rather
on the salary what its meant by the package is that the non financial services that are provided ,
ex Doctor on site or family offerings a huge range of ‘smorgosbord’ things that can be offered.

● why re these companies putting all the efforts to get higher performance ?
many of these employers they put all this efforts because of two reason but one provile and the
two are being nice to the employee and second one is that normally is the reason is that they
see i economic benefits from doing so. in my believe that most companies continue in investing
in these type of benefits financial as non-financial as other instruments until they see arrive to
the margin of what they are investing in other words until they don't see any benefits of investing
or don't see any higher profit or better performance from the working force.
● and i would like to answer the question in second way if these companies do not create
a high performance or higher performance than the market they are guaranteed to be
over run and passed by the market and this is going to accelerate more and more. in a
world that the only guaranty is that you stay alive is that you have higher performance
than anybody else. where the organisation life cycle is only getting shorter and shorter.
and knowledge are old by a second bite

● why so many try to make high use of this theories?

many try make use of these theories because of the strong believe and common since that
these theories give to the picture , these theories are not crap but they are just that they are
stereotyping theories , ( that what theories are = stereotyping ) they can not easily be used in
the broad mass but they give an understanding of the general picture.

to what extent can we see does the theories work /

● to what extent can we see these theories being used ? what they provide and why
in 4-5 best companies employee by chose , fortune 100 companies you can see that they are
using these theories to very high extent , mixing all . giving the logic to what they are doing and
the understanding of the financial picture
as using and looking at things from financial benefits with non financial . looking at the culture
of the companies , recruitment process ,
what many of these organisations are putting emphasis on are the non financial benefits, great
strong culture which is based around seven core values, ‘Recruit and retain the best, talk
straight, empower and trust, continuously grow and improve, aim to be famous, think globally,
and have fun and celebrate’.,

in all best Employee of chose you can find this characteristics / andthe reason they are using
these are

that The success of these companies is based on implant of the chaos theory in the
administration. “it is completely chaotic environment, does not control by the management
concept where they do not like the ward of manager or staff, and the principle to them: be
independent from management and get of all staff’’.
With all or most with in other associates, you will be part owner of the company or through
different benefit programs: ex
financial :Associate Stock Ownership Plan/ commision / profitsharing / end year package /
and non financial : opportunity to participate in differnet plans and self develped roads /Health
and Welfare and many other range of services /but as well services for balancing wok and
family life as well services for the the rest of the family /Personal Professional Development -
and so much more

organisations like that believes in the vision of self growth and self development, and
encourages the partners to discover the bath that best suits their own interests while helping the
company to succeed and these organisations understand that Human by nature are eager to
find meaning of themselves in their work. From this point they have determent the principle of
organized chaos in the administration of their company, where the company’s policy exceed the
traditional relationship between people who order and people who have to obedience to the
orders. what they have done done? is that they have enhanced the self motivation and
incentives for working people, and that is why the follow and have created a great strong
culture which is based around seven core values, ‘Recruit and retain the best, talk straight,
empower and trust, continuously grow and improve, aim to be famous, think globally, and have
fun and celebrate’.,

now going forward or back to what was mentioned in the begining of seven core values : Recruit
and retain the best
‘Spending time and energy trying to ‘motivate’ people is a waste of time. The real question is
not, “How do we motivate our people?” If you have the right people, they will be self-motivated.
The key is not to de-motivate them.’
Jim Collins, Good to Great, 2001
with this words of wisdom ,many companies finding that getting the right people helping theme
decrease manpower turnover and decreasing cost from brain draining the company and
continuously having to full that knowledge

so with the words that was mentioned before so The proper recruitment planning process has
an optimization role in success Companies , when these organisations focus on attracting a
highly qualified people and new abilities for the reason of which can survive in there
management philosophy.
(if i want can describe what the management philosophy. )

management philosophy
with leaders the role of leaders in the company is highlights through the democratic process and
not through the high management with that all thees companies believes in the importance of
the leadership role, which relies on persuading individuals and provide clarity vision’s ideas, as it
gives a sense of self motivation and sense of loyal belonging to the company success.
Therefore; based on the different of the theories concepts in the relationship net between filling
people needs gaps and motivate them, we can understand the relationship between the leaders’
expectations concept and employees’ indicators of empowerment, motivation, and performance.
which can be connected to the words of
‘The best executive is the one who has the sense to pick the best people to do what he
wants and self restraint enough to keep from meddling with them whilst they do it.’
US President, Franklin D. Roosevelt, 1936

This is the gore and many other companies like google +++ culture which has proven after 50
years in incorporation as a success culture, where the hierarchy in the company is almost equal
and there is no one does the ordering to anyone to perform the work. However, the decisions
are made by the agreement not by the upper management order, same culture you see in all top
fortune employee by choose and successful.

so in today we are finding that leaders are practising the way how they can in more adaptive
improve the empowerment ,environment and the culture surrounding the employee , to make
him feel a comfortable as possible like he is ruling his own castle and leave plenty of space for
personal area .