Executive of workers are not confident with job

Executive summary

 

Employee morale is an important aspect of every
organization. Low employee morale at Doors and Moor is the focus of this report.
The sentiment survey conducted helped to identify key areas contributing to the
problem.  Five areas of concern are identified:
accomplishment, goals, responsibility, compensation, and job security. The lack
of accomplishment taken together with a desire for greater responsibility and
clear goals are thought to be leading contributors. Compensation and job
security might be secondary areas of focus that may subside when the first
three areas are improved. This is good news. As employees show the desire for
greater responsibilities and the desire to make larger contributions to the
company, Doors and Moor can turn this desire into both a competitive advantage
and improve morale.

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How
does Doors and Moor compare?

 

The Good

It is clear that Doors and Moor places a high value on their
employees. An overwhelming majority of respondents indicated high attributes in
the following areas:

·      
87% of workers feel there is a positive
atmosphere

·      
81% have a positive reward expectancy

·      
87% feel they work in good conditions

For these, Doors and Moor should be proud.

 

The Bad

Areas needing improvement are:

·      
49% feel no personal accomplishment

·      
44% indicate they don’t have clearly defined
goals

·      
64% of employees are dissatisfied with salary

·      
43% of workers are not confident with job
security

 

Possible
solutions

·      
Empower employees through vertical and horizontal reach
(p. 5).

·      
Clearly identify goals

·      
Provide employee feedback

·      
Offer gift cards ($25) as a morale booster to
help offset low wages

·      
Revisit employee sentiment survey in 6 months

Introduction/Key Findings

Purpose

In November 2017, Michael Thompson was asked to find key areas
contributing to low morale at Doors and Moor and offer low-cost recommendations
for improving morale.

 

Key
findings

Graphed on page 6 are worker’s sentiments; to the company’s credit,
several areas exceed benchmarks. Two areas that were particularly interesting
are the strong spit in worker’s feelings of accomplishment and goals, and the lack
of consistency between reward and salary. Where some 81% felt rewarded, an
inconsistency lies with 64% not feeling the same with respect to present
salary.

 

According to Randstad (n.d.), “Top employer attributes that
job seekers value most are salary and employee benefits, long-term job
security, and a pleasant working atmosphere.” While some employees indicate insufficient
salaries, survey analysis suggests that morale levels can be uplifted with
minimal cost of employee development and ($25) gift card incentives. It’s believed
that these actions will positively affect other areas and ease the focus on
wages by some employees. By cross training and the introduction of new roles
and tasks, employees may see a better future within the company and satisfy
their desire for meaningfulness (Clutch,
n.d., p. 5). One way of achieving this is through employee development.

 

Methodology

Herzberg’s motivation-hygiene
theory (1961) was the framework for the categorical data, and Randstad’s
(n.d.), salary, job security, work atmosphere as the benchmark (For survey
questions, see page 5).  I gathered
ideas, preformed researched, constructed a survey gathering categorical data to
identify and quantify contributors factors of low employee morale at
Doors and Moor.

Motivation
Factors:

Hygiene
Factors:

Achievement

Work
Conditions

Recognition

Salary

The
work itself

Status

Responsibility

Security

Advancement
Salary

 

Growth

 

 

 

 

Herzberg’s
motivation-hygiene theory (1961) main factors are motivators and hygiene.

Scope and limitations

Doors and Moor provided statistics; time
constraint allotment was two weeks. Additionally, as surveys are generally
brief, this report is not all-inclusive with respect to areas that affect
morale. 

·       Primary
data for this study was collected from participants that were asked to respond
to a series of questions using a five-point scale—from strongly disagree to
strongly agree.

·       This
scale is believed to be a reliable and valid method to measure constructs.

·       Participants
are believed a well distributive representation of the workforce at Doors and Moor.

 

Discussion

Results(s)

According to Clutch (n.d.), “40% of millennials do not
consider themselves fulfilled at work.” According to Hackman and Oldham’s
(1975) job characteristics model, skill variety, task identity, and feedback
are three of the five areas that together can create a psychological state of experienced meaningfulness. Vertical
and horizontal reach outlined below can help achieve this state of
meaningfulness and satisfy their desire for association of achievement.

 

Millennials, more than boomers, desire feedback. According
to one Gallup poll (n.d.) “27% of workers strongly agree that the feedback they
currently receive helps them do their work better.” However, “31% of Boomers
felt they needed less feedback than millennials or Gen X” (Korn Ferry).

 

Victor Vroom’s (1964) expectancy theory indicates different
cognitive variables that can motivate people; as such, performance-to-reward
expectancy might be satisfied with gift cards. As

 

Recommendation(s)

1.       
Empowering employees with more responsibilities
may help to satisfy the feelings of accomplishment. One way of doing this is
through vertical and horizontal reach.

·      
Vertical reach is achieved by allowing
supervisors to occasionally take on some of the duties of managers, thereby
giving the supervisor a fresh experience, which in turn provides a sense of
accomplishment and empowerment.

·      
Horizontal reach differs slightly in that
workers can be cross-trained in lateral functional areas. This form of
intrinsic motivation can help support higher levels of morale.

2.       
Clearly identified goals and collaboration with
employees 

3.       
Feedback and communications with employees done
monthly can help reinforce goals.

4.       
Providing small denomination gift cards ($25)
can be a good morale booster and may help motivate employees wanting higher
pay.

5.       
Re-assessment: employee sentiment surveys should
be revisited at six-month intervals.