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Organizational Behaviour and Analysis

The Success Story of Aramark

Roy Pelaez, the manager at Aramark, demonstrates a nuanced understanding of

motivation theories, utilizing a combination of strategies to address the diverse needs of

workers cleaning airplanes for Delta and Southwest Airlines. His initiatives align with

various motivation theories, including Maslow's Hierarchy of Needs, Herzberg's Two-Factor

Theory, Expectancy Theory, Equity Theory, Social Cognitive Theory, and Goal-Setting

Theory.

The Motivational Theories That Align With Aramark’s Workforce

Pelaez's approach aligns with Maslow's Hierarchy of Needs by recognizing and

addressing the fundamental needs of Aramark's employees. The provision of English-

language classes and citizenship programs targets the physiological and safety needs of the

workers. These opportunities create a workplace environment that values personal

development, ultimately contributing to a sense of belonging and esteem.

He also demonstrates an understanding of Herzberg's Two-Factor Theory by

addressing both hygiene factors and motivators. The introduction of English-language classes

and citizenship programs acts as hygiene factors, removing potential sources of

dissatisfaction. Simultaneously, the rewards and recognition programs serve as motivators,

enhancing job satisfaction and creating a positive work environment.

His actions align with Victor Vroom's Expectancy Theory, which suggests that

individuals are motivated when they believe their efforts will lead to desired outcomes. By

tying rewards directly to specific behaviors, such as perfect attendance or returning lost

items, Pelaez establishes a clear link between effort and reward, enhancing the motivational

impact on employees.
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The implementation of recognition programs and rewards at Aramark resonates with

Equity Theory. Pelaez ensures fairness by acknowledging and rewarding employees for their

contributions, fostering a sense of equity within the workforce. This perception of fairness

contributes to a positive and motivated workplace environment.

Pelaez's approach embraces Social Cognitive Theory by creating opportunities for

social learning and collaboration among employees. The establishment of a small computer

lab for training in word processing and spreadsheets encourages knowledge sharing and skill

development through peer-to-peer learning. This collaborative environment enhances the

overall motivation and engagement of the workforce.

His implementation of recognition programs reflects Edwin Locke's Goal-Setting

Theory. The "Top Crew of the Month" initiative, coupled with tangible rewards, provides a

structured framework for goal achievement, fostering motivation and a sense of

accomplishment among workers. Pelaez's comprehensive approach recognizes the

multifaceted nature of employee needs and aspirations.

By combining elements from various motivation theories, he creates a workplace

culture that invests in the long-term development and well-being of the employees. This

holistic strategy has proven successful, as evidenced by the significant reduction in turnover,

the recovery of lost items, and the notable increase in Aramark's revenue in the specific area

over the years. Pelaez's initiatives have contributed to Aramark consistently ranking among

the top admired companies, showcasing the effectiveness of applying motivation theories in

real-world management scenarios.

Prospective Activities That I Would Implement, as a Manager

According to Ahmad, Motivation is very important for the managers and officers to

know and understand why people behave differently at workplace and how to manipulate
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their behavior so that they exert their best efforts to achieve organizational goals. It is the goal

of managers at every stratum to have employees motivated so that work can progress at

desired rate, pace and time. If employees feel that their inputs such as efforts, commitment,

loyalty, trust, and enthusiasm to the organization are fairly and adequately rewarded by

outputs such as financial and non-financial benefits or incentives, they remain motivated and

continue to provide inputs towards higher productivity. Employees get de-motivated due to

the perceived absence of such equity. (Ahmad, Mukaddes, Rashed, & Samad, 2010).

I do take inspiration from the above words and successful strategies employed by

industry leaders, while also infusing my own management style into the equation. My

approach would include several key elements. Building strong, personal connections with

each team member is a priority, and I make sure to understand their unique aspirations,

challenges, and strengths. Through regular one-on-one conversations, I will strive to create a

space for open dialogue, allowing me to tailor motivational strategies to each employee's

individual needs.

I will also prioritize celebrating diversity within the team, fostering an inclusive

environment where cultural differences are not only acknowledged but celebrated. This could

involve organizing cultural exchange events where team members share aspects of their

backgrounds, fostering a sense of unity amid diversity. Recognizing the importance of work-

life integration, I will strive to implement flexible work arrangements that accommodate

personal commitments. I will take into account the varying needs of my team members and

provide options for adjusted schedules or remote work, when feasible, to underscore my

commitment to their overall well-being. Authentic and sincere recognition is a cornerstone of

my management style. Transparency in decision-making processes is crucial. I will involve

the team in decisions that impact their work and provide insights into organizational goals to

foster a sense of ownership and shared responsibility. Collaborative goal-setting sessions

shall become a regular practice, where I engage employees in defining team and individual

objectives, fostering a sense of ownership, commitment, and alignment with broader

organizational goals.

In summary, my personalized approach to managing a team of employees responsible

for cleaning airplanes revolves around creating genuine connections, celebrating diversity,

flexible work-life integration, personalized growth, authentic recognition, transparent

decision-making, mindful wellness initiatives, collaborative goal setting, shared success

stories, and community connection. This approach creates an environment where each team

member feels seen, valued, and motivated to contribute their best efforts for the organization's

success.

Why are Motivation Theories Proven Useless, in Some Instances?

Material rewards can be a powerful motivator, but they can also harm team morale. In

his study, Hamel (2016) found that "financial incentives like bonuses can hinder teamwork

because they often reward individual achievement instead of group achievement, which can

cause competition and divisiveness." This can lead to envious behavior among employees

and have a negative impact on their work. For companies like Aramark, which employs

270,000 workers, it can be challenging to consider the thoughts, opinions, and viewpoints of

such a vast workforce. Conducting surveys, analyzing the results, and implementing changes

based on employee feedback in high-turnover jobs can be resource-intensive. Implementing

managerial training programs can also require significant time and money, as trainers and

learners must take time off from their work to attend training sessions. Additionally, the cost

of training materials, location, and certification exams can add to the company's financial

burden. Providing employees with more scheduling flexibility can also be problematic. If

everyone had the freedom to choose their own work schedules, it would be challenging to
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find workers for specific shifts. If certain employees are given more scheduling freedom than

others, it may lead to accusations of favouritism among staff.

In conclusion, companies such as Aramark, with low-paid, mostly immigrant workers,

must find ways to boost morale and reduce turnover rates. Supervisor Roy Pelaez's initiatives,

which included both monetary and non-monetary incentives, improved morale, encouraged

employee engagement, and reduced staff turnover by over 88%. Employee motivation is

closely linked to staff performance, which ultimately affects a company's bottom line. Thanks

to Pelaez's efforts, Aramark's earnings increased by $9 million.

References

Ahmad, S., Mukaddes, A. M., Rashed, C. A., & Samad, M. A. (2010). Implementation of

motivation - Theory in apparel industry. International Journal of Logistics and Supply

Chain Management , 103-108.

Hamel, G. (2016).Negatives of Motivating Employees With Financial Rewards. Small

Business - Chron.com.https://smallbusiness.chron.com/negatives-motivating-

employees- financial-rewards-37782.html