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The warehouse group limited founded by Stephen Tindall in 1982. The warehouse is the largest department store retail operating in New Zealand. Basically the Warehouse is largely a discount store similar to Walmart in the Union State. However the Warehouse sells far more basic brand mercandise as compared to other discount or department store.
As of 2005, the company had 253 stores throughout New Zealand and Australia along with more than 6 distribution centres in total. On 24 November 2005, The Warehouse announced that was selling its Australian operation for AU$98 million (NZ$99 million).
Informal names for the company's stores include "The Big Red Shed", "WareWhare" (pronounced wah-re fah-reh,(rolling the r) whare is Maoriword for house), Warehu and "The Wuds
From small beginnings in Wairau Road in 1982, Sir Stephen Tindall's amazing entrepreneurial ability combined with his team's commitment to "give anything a go" shows you indeed that "nothing is impossible".
In 1982 New Zealand was quite a different country; imports of many products were restricted so consumers didn't have much choice and the products that were available were often expensive. The government had imposed a wage and price freeze and getting a housing loan required a savings record for 3 years before you were able to borrow at 18% interest and more! Shopping in New Zealand meant going to stores like George Courts and Haywrights; big established stores in towns and cities. Stephen and his team took a different approach; The Warehouse was located in the suburbs, with basic sheds, bins and racks and concrete floors. The Warehouse sold things never seen before in New Z ealand such as banana loungers, rattan blinds and soccer ball radios, in fact the first Warehouse stores were filled with things that other companies couldn't sell! When sales took off Stephen and his team went looking for suppliers and goods from around the world that could provide real bargains for Kiwi shoppers. With a relentless focus on keeping costs down and reinvesting profits to ensure prices were low the company culture began to develop in a unique manner.
The other way in which The Warehouse was different to its competitors related to the people who worked for it - from the very beginning they mattered. There were Friday night barbeques, monthly team meetings and a chance to socialize afterwards, the famous red t-shirts worn by all staff including managers made it clear that everyone was working together as one team. Even today the legendary Birthday Day Off and annual company Conference with partners are important cornerstones of The Warehouse's approach to its people.
An appetite for growth and a desire to see every New Zealander offered the opportunity to "enjoy a bargain" has seen The Warehouse grown from just 2 stores at the end of 1982 to 88 stores today.
Gowth of the Warehouse
1982: First store opened in Takapuna, Auckland.
1990: First nationally distributed advertising mailer.
1991: Sales exceed $100 million.
1991: First Warehouse Stationery store opened
1992: Opening of first store of 25,000 square feet (2,322m2)
1992: Public float and listing on the New Zealand Stock Exchange
1992: Launching of The Warehouse card
1992: Opening of first store of 50,000 square feet (4,645m2)
1995: The Warehouse added to NZSE40 Index
1995: Introduction of green gardening department
1996: Opening of North Island Distribution Centre
1996: Introduction of the major AEG brand
1997: Introduction of the first store of 75,000 square feet (6,967m2)
1998: Introduction of apparel as a major department
1998: First shipment of parallel imported goods
2000: The Warehouse added to the NZSE10 index
2000: Sales exceed $1 billion
2000: Opening of the first store of 100,000 square feet (9,290m2)
2001: The Warehouse Financial Services launched
2001: First Triple Bottom Line Report produced
2002: The Warehouse celebrates its 20th Birthday
2007: Opening of The Warehouse Extra
2007: The Warehouse celebrates 25 years and still going strong
2009: Exit Fresh Food and Liquor
2009: The Warehouse online shopping launched
Time to time the Warehouse expand their product and entering in new segements.
The Warehouse and Sustainable Development
The Warehouse has in place a number of initiatives that reflects the Founder's commitment to sustainable development. These include:
People First - adopted as a philosophy, focusing attention on the five key stakeholder groups: customers, team members, suppliers, shareholders, and the community. "The Warehouse Way" - a written policy, supports this philosophy internally. In 2000 this philosophy was extended to "People First Everywhere".
A Supplier Code of Conduct - introduced in 2000, which, in addition to dealing with the rules of commercial engagement, begins to impose standards of environmental and social performance on suppliers.
A "Zero Waste" philosophy - supported by "Reverse logistics" that returns packaging, store, and product waste through the company's distribution system to central sorting points. From there it is sent to recycling operations or to landfill, as appropriate. In this way the company has brought the majority of its stores into line with the zero-waste goal, removing the waste skips and local disposal costs.
The Warehouse is also a participant in a number of initiatives that promote and assist in encouraging sustainable development in business organisations. These include:
The NZ Business Council for Sustainable Development (NZBCSD)
Massey University's Annual Survey of Corporate Environmental Responsiveness.
The pathfinder programme of The Natural Step
The Redesigning Resources (RR) conference group and workshop series.
In addition to this, the Warehouse also
Supports the NZ eco-labeling scheme, Environmental Choice
Supports the community through a tree-planting scheme through its credit card points programme, "Clean-up New Zealand", Project Kiwi, and support for schools and national organisations, e.g. Plunkett and Surf Life-Saving.
Received national awards for its energy efficiency management.
The drivers for SDR reflect both the influence of a visionary founder and leader, as well as the need for systems and procedures for managing sustainable development in a large organisation.
Visionary Founder and Leader
As with many organisations where the founder has a keen interest in sustainable development, and is still involved in the organisation, Stephen Tindall has maintained an active role and continues to act as champion for sustainable development initiatives within the Warehouse.
The Warehouse also recognises SDR as a way to influence stakeholders, especially others in the New Zealand business community, to improve their own contribution to sustainable development
Additionally, producing their own SDR will demonstrate how The Warehouse itself has benefited by implementing sustainable development thinking and technology
Measurement of important SD issues will enable the organisation to better manage corporate risk through a comprehensive assessment of social and environmental performance.
Greater measurement will force internal discipline and influence what the company does, and force it to do better
Greater awareness should also achieve greater resource-use efficiency and reduced operating costs, encourage innovation in product and service lines and marketing to enhance to company's advantage gained from applying SD principles.
Producing a SDR will provide information to benchmark the business against others reporting in the sector around the world.
Being open and honest will help to build brand awareness and reputation in a society where values are shifting towards greater sustainability.
Shared values and trust
Producing a SDR is also a way to acknowledge issues of concern to stakeholders, and talk about what The Warehouse is doing to address them. This should contribute to building enduring stakeholder support for The Warehouse through shared values, trust, and also to demonstrate integrity.
In addition to undertaking a number of initiatives outlined above, and participating in a number of programmes directed at producing SD Reports, the company also commissioned a greenhouse gas emissions assessment by Land care Research - utilising the Ebex21 programme, and also undertook a "values audit" with Social Audit NZ.
The SDR process has raised a number of important issues for the Warehouse. These are essential organisational issues that need to be considered in order to make any reporting process successful for the organisation. These issues include:
The need to achieve buy-in from the board and senior management team.
The importance of a reporting team with a champion and suitable representation.
Recognition of the risks in SDR - particularly as any reporting on corporate SD performance for such a high-profile organisation is likely to attract significant attention.
The multiplicity of SD initiatives in the organisation - while a strength in terms of exposure, also has the potential to cause confusion
The financial costs of reporting.
The Warehouse's policy statements in some areas are still under development or yet to be addressed.
These issues were exacerbated, as few models exist for the retail sector.
Feedback on Progress
The NZBCSD project has enabled the company to receive valuable feedback from Land care Research on building on the initiatives already underway, and consolidating this into a finished report for publication in 2001.
Landcare's approach reflected the above issues and also incorporated the process The Warehouse was already participating in through the Redesigning Resources workshop series. This is based on their Key-PAD model. The recommendations were grouped into three key areas - organisation of the reporting process, developing Key Performance Area Drivers and Indicators, and issues around stakeholder engagement.
Key Performance Area Drivers and Indicators
The most significant goals for The Warehouse were identified as influencing the supply chain to improve its performance, and driving greater consumer demand for sustainable development.
Based on the Key-PAD model, Land care Research suggested the following key performance areas for the Warehouse to consider:
Driver 1: Vision, values and goals
Given the company's vision, values and goals, as stated in the SCI, what areas of performance would stakeholders expect to see reported upon?
Stakeholders would expect to see The Warehouse's ethic of "People first everywhere" assessed in the report including the positive and negative impacts of The Warehouse's business on people in all of its stakeholder groups everywhere, both within and outside the company. The report should also explain what the company means by "people first" and how its performance matches that vision.
Driver 2: Stakeholders
Given their own values and needs, what performance areas would the stakeholders expect to see addressed?
Customers may wish to see information concerning product quality and value. Staff may wish to see investment in training and its impact on career development and remuneration reported. Local communities may want to have a balanced assessment of the impact of a new store on their social, economic, and environmental welfare.
Driver 3: Risk management
How does the company identify and manage risk in its environmental and social performance, and the potential impact of environmental and social issues upon itself?
What does the Warehouse do to manage the riskss to its businss associated with trading as a mixed mass merchandise discount retailer? How does the company manage risks associated with product safety?
Driver 4: Internal management
What management systems exist and how well do they perform in translating the vision, values, and goals of the company into sustainable performance?
How comprehensive and effective are The Warehouse's policies for environmental management in ensuring high levels of staff performance and desired outcomes?
Driver 5: Global issues of sustainable development
What impacts does the company have on society and the environment in terms of the major global issues?
What impact do those issues have upon the company, both now and in the future?
What is The Warehouse's production of greenhouse gases and solid waste, use of ozone depleting substances, and other hazardous chemicals in its products? How effective are measures to reduce these? What does the company's "Zero Waste" goal mean in practical terms?
Driver 6: Strategic elephants
What are the most uncomfortable issues of sustainable development for the company and how is it addressing its performance?
How does The Warehouse perceive and implement its responsibilities for overseas supply chain management?
Driver 7: Influencing potential
What opportunities does the company take to lead its stakeholders towards sustainable development, and how effective is that leadership?
How effective is that leadership? For example, outcomes can be achieved by engaging customers and other stakeholders in the company's "Zero Waste" goal? What is being achieved by engaging the retail sector in discussion of sustainable development?
Driver 8: Compliance, checklists, and existing frameworks
What regulations must the company meet, and what existing checklists, scorecards, or other frameworks can be used in reporting upon its performance?
To what extent has the company met the requirements of resource consents and other mandatory performance targets?
It is normal that companies work up to full SDR over a period of years. This reflects the time taken to both identify the issues of importance to stakeholders, and gather meaningful and reliable data. While The Warehouse began reporting on SD projects over the past 2-3 years, a much more comprehensive framework is being proposed for the next annual report. Decisions will be needed on subsequent content, especially in those sensitive areas discussed above, where reliable data is not yet available and will be harder to access.
Indicators and data issues
The Warehouse is working to develop a range of performance indicators, around the Key Performance Area Drivers identified above, through the different SD initiatives in which it is engaged, (e.g. Triple Bottom Line reporting with Landcare Research, The Natural Step, the NZ survey of corporate environmental responsiveness, Social Audit, etc).
As highlighted above, and in the SDR Guidelines, the reporting process and the content should strongly reflect the key stakeholder groups and their interests. The Warehouse has identified their key stakeholders, and their involvement in the current reporting cycle, as follows:
Shareholders: no plan for engagement beyond the usual interactions
Staff: views recently surveyed by Social Audit NZ, but not so as to develop KPAs and relevant indicators
Customers: views recently surveyed on levels of customer service in the stores, and a survey is in progress on customer attitudes to sustainable development issues
Communities: surveys in relation to the sites of new stores
Suppliers: informal contact in relation to implementing the Supplier Code of Conduct. No plan for further engagement in relation to reporting.
My research topic is employee motivation in the Warehouse NZ. Under this my research topic we will do the research on employee motivation in the Warehouse and we focuses on the several point like:
How they motivate the employee?
Which method they use for promotion?
Is employee satisfied their current job?
What is the working environment for the employees?
How human resource department help the employees for satisfying their needs.
So these are the some point which we do the research. Firstly, we know the meaning of the motivation and how can it helpful for the employees as well as organization.
Need of research:
My research topic is employee motivation in the business organization and here I will do research why need of employee motivation for an organization. Employee motivation is the important part of every organization. Because without employee business is nothing every business only stand on base of their employees. Some time employees don't perform well and organization can not achieve their set target. The reason of behind this lack of motivation. So here company need to be motivate their employees like:
By reward: giving incentives, reconization, certificate of achievement,
By job rotation: transfer one job to another within the organization. For example: if a employee work in human resource depart and he or she did good work so organization transfer in another department like production, marketing etc. It is good for both organizations as well employee. Because employee learn the new things in different department and increase their experience or other side organization get a good skilled employees through the job rotation.
By promotion: if any employees do well or achieve their target with in given time period. Organization should motivate these employees. Because some employees are gives extra ordinary performance in the organization. So company should motivate these employees through promotion. Example: make supervisior to manager.
These point comes under the
Above i discussed the some point why we need to motivate the employees and my research is all about the motivation. So here I do research to find out how the Warehouse motivate their employees.
What is motivation?
Motivation is essentially about commitment to doing something. In the context of a business, motivation can be said to be about
"The will to work"
However, motivation is about more than simply working hard or completing tasks. Entrepreneurs and staff can find motivation from a variety of sources.
Motivation can come from the enjoyment of the work itself and/or from the desire to achieve certain goals e.g. earn more money or achieve promotion.
It can also come from the sense of satisfaction gained from completing something, or achieving a successful outcome after a difficult project or problem solved.
Why does motivation matter in business? In short, people's behaviour is determined by what motivates them. The performance of employees is a product of both their abilities (e.g. skills & experience) and motivation. A talented employee who feels de-motivated is unlikely to perform well at work, whereas a motivated employee can often deliver far more than is expected from them!
Benefits of a well-motivated workforce
A well-motivated workforce can provide several advantages:
Better productivity (amount produced per employee). This can lead to lower unit costs of production and so enable a firm to sell its product at a lower price
Lower levels of absenteeism as the employees are content with their working lives
Lower levels of staff turnover (the number of employees leaving the business). This can lead to lower training and recruitment costs
Improved industrial relations with trade unions
Contented workers give the firm a good reputation as an employer so making it easier to recruit the best workers
Motivated employees are likely to improve product quality or the customer service associated with a product
Employee motivation in the Warehouse New Zealand.
Firstly I discuss about the employee motivation. How it is beneficial for the companies. Employee motivation is the key of the success in the organization.
In simple word we can say that with the help of the employee motivation companies achieve their set target.
Definition: Using both tangible and nontangible rewards to keep employees enthusiastic, loyal and interested in continual improvement
It's hard to overemphasize the importance of having enthusiastic, committed employees. A well-motivated work force will almost always allow a company to grow faster than one that's lackadaisical or even prone to sabotaging your growth initiatives.
Everybody who works for you needs to know where they stand and how they're doing compared to your expectations of them. Many companies have formal review systems to let employees know how their performances stack up. Reviews may be conducted as often as every three months, but annual reviews are most popular.
Each review should go over the goals that were set when the employee started the job or during the last performance evaluation. Then the review should examine how well the employee has done toward reaching these goals. The employee should be asked to rate his or her performance, in addition to relying on objective measurements such as sales figures. You and the employee should then discuss the desirability of trying to reach goals that haven't yet been achieved, and you should both set goals for the future.
But reviews and evaluations are--often justifiably--viewed as little more than formalities that accomplish little or nothing in the way of true feedback. To make formal evaluations go more smoothly, and to eliminate any surprises on the employee's part, give feedback at the time something occurs to warrant it.
Don't underestimate the power of feedback. It should be simple, honest and unfailingly constructive. Try to make sure that every piece of feedback you provide contains the following elements. It should:
Highlight something good the employee has accomplished
Point out something that needs improvement
Contain specific suggestions about how the employee can improve
Don't neglect to say something positive. Even making note of the amount of effort the employee has expended can make the employee more receptive to feedback. If you can't think of a positive.
Motivating Without Money
Cold hard cash isn't the only way to get your employees performing their best. Take a look at this motivational philosophy.
Many of today's business consultants would have us believe that the only way to motivate our employees is with money-in the form of bonuses, salary hikes, overtime, or increased benefits and perks. And, of course, as good managers, we want our people to have the best the company can offer. But sometimes we just don't have the money. What do we do then?
There is an organization we can look to for creative ways to inspire our "rank and file"-an organization made up almost entirely of highly motivated near-minimum wage employees-the U.S. Marine Corps. Morale in the Corps is legendary; yet, if the truth were known, most Marines earn about a thousand dollars a month. Nevertheless, these young men and women-demographically much like your employees-walk down the street in their dress blues, feeling like a million bucks. Clearly, these proud and energetic individuals are motivated by factors other than the money.
Frankly, it all begins before they even join; the prospect of belonging to "the few, the proud" holds out the hope of transformation into a more capable person. Those of us in human resources should never underestimate a person's desire to change for the better-no matter how confident, or even cocky, they may appear during the hiring interview.
Then, during boot camp, the new recruits are constantly reminded that one day they'll become members of "America's Finest." Please note that the transformation doesn't take place overnight. Recruits aren't addressed as "Marines" for nearly three months; they must first pass through the crucible of training. Why is it that we, in private enterprise, greet our new employees with "Welcome to the team" without creating the conditions that make for a meaningful graduation from our own training? We should be saying instead, "Welcome to the best training program in the industry. In a short but intense time, you'll be the envy of your profession."
Then, after boot camp, a Marine continues to hear almost daily of the honor-and of the obligation-of belonging to such an elite organization. Throughout his or her tour of duty, a Marine feels special because he or she belongs to something special. As managers, we have to ask ourselves if our minimum wage employees feel special. They can. That kind of self-esteem can be cultivated if our people feel as if they belong to the best organization in the entire industry. Public relations spinning alone won't accomplish this. Remember, the Marines can back up their sense of elitism with a record of performance. Once you believe you have the good fortune to own the best company in the business, that passion becomes contagious. When we walk the walk, and talk the talk, our people will follow.
Benefits of the employee motivation:
Better work motivation translates to only positive results. If you're looking for reasons to improve employee motivation in your work facility, look no further.
Better work motivation translates to only positive results. Read on, and you'll see why it's worth your while to invest heavily in elements that make your employees want to come to work and do their very best.
Five Concrete Benefits of Employee Motivation
1. Improved Productivity
Motivated employees work more efficiently, producing better products or services in less time. Unmotivated employees waste time surfing the Web and using e-mail and instant messaging for personal benefit. They generally take longer to accomplish the tasks assigned. By keeping your employees motivated, you'll see improved productivity.
2. Higher Quality of Service or Product
When employees are motivated, they invest time, effort and brain power into producing the best products or services possible. They take pride in their work, meaning they will give your company a better name out in the market simply by producing a superior product. Unmotivated employees, on the other hand, will put in the bare minimum effort, resulting in poor customer service, and low-quality products.
3. Monetary Savings
Improved productivity and higher quality services and products equal monetary gains for your company. This opens up cash for improvements in the company or to be used as benefits for employees.
4. Better Employee Retention Rates
If your employees are motivated, you will be able to retain more of them. Every time you hire a new employee, you have to invest time getting that person up to speed on the job requirements, integrating that person into the workforce and figuring out exactly how that new person can contribute. Existing employees have a wealth of knowledge about your company and how projects work. They are also already accustomed to working with the other employees at your facility. By retaining employees, you save money and time.
5. Pleasant Work Environment
Motivated employees are happy employees. Better morale is contagious; it leads to a pleasant work environment and better productivity. All this means a better workday for everyone.
Motivation is a very important for an organization because of the following benefits it provides:-
Puts human resources into action
Every concern requires physical, financial and human resources to accomplish the goals. It is through motivation that the human resources can be utilized by making full use of it. This can be done by building willingness in employees to work. This will help the enterprise in securing best possible utilization of resources.
Improves level of efficiency of employees
The level of a subordinate or a employee does not only depend upon his qualifications and abilities. For getting best of his work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates. This will result into-
Increase in productivity,
Reducing cost of operations, and
Improving overall efficiency.
Leads to achievement of organizational goals
The goals of an enterprise can be achieved only when the following factors take place :-
There is best possible utilization of resources,
There is a co-operative work environment,
The employees are goal-directed and they act in a purposive manner,
Goals can be achieved if co-ordination and co-operation takes place simultaneously which can be effectively done through motivation.
Builds friendly relationship
Motivation is an important factor which brings employees satisfaction. This can be done by keeping into mind and framing an incentive plan for the benefit of the employees. This could initiate the following things:
Monetary and non-monetary incentives,
Promotion opportunities for employees,
Disincentives for inefficient employees.
In order to build a cordial, friendly atmosphere in a concern, the above steps should be taken by a manager. This would help in:
Effective co-operation which brings stability,
Industrial dispute and unrest in employees will reduce,
The employees will be adaptable to the changes and there will be no resistance to the change,
This will help in providing a smooth and sound concern in which individual interests will coincide with the organizational interests,
This will result in profit maximization through increased productivity.
Leads to stability of work force
Stability of workforce is very important from the point of view of reputation and goodwill of a concern. The employees can remain loyal to the enterprise only when they have a feeling of participation in the management. The skills and efficiency of employees will always be of advantage to employees as well as employees. This will lead to a good public image in the market which will attract competent and qualified people into a concern. As it is said, "Old is gold" which suffices with the role of motivation here, the older the people, more the experience and their adjustment into a concern which can be of benefit to the enterprise.
From the above discussion, we can say that motivation is an internal feeling which can be understood only by manager since he is in close contact with the employees. Needs, wants and desires are inter-related and they are the driving force to act. These needs can be understood by the manager and he can frame motivation plans accordingly. We can say that motivation therefore is a continuous process since motivation process is based on needs which are unlimited. The process has to be continued throughout.
We can summarize by saying that motivation is important both to an individual and a business. Motivation is important to an individual as:
Motivation will help him achieve his personal goals.
If an individual is motivated, he will have job satisfaction.
Motivation will help in self-development of individual.
An individual would always gain by working with a dynamic team.
Similarly, motivation is important to a business as:
The more motivated the employees are, the more empowered the team is.
The more is the team work and individual employee contribution, more profitable and successful is the business.
During period of amendments, there will be more adaptability and creativity.
Motivation will lead to an optimistic and challenging attitude at work place.
they use triangulation to increase the credibility of their findings (i.e., researchers rely on multiple data collection methods to check the authenticity of their results)
generally their findings are not generalizable to any specific population, rather each case study produces a single piece of evidence that can be used to seek general patterns among different studies of the same issue
Regardless of the kinds of data involved,data collection in a qualitative study takes a great deal of time.The researcher needs to record any potentially useful data thououghly,accurately, and systematically,using field notes,sketches,audiotapes,photographs and other suitable means.The data collection methods must observe the ethical principles of research.
Theories of Motivation
There are a number of different views as to what motivates workers. The most commonly held views or theories are discussed below and have been developed over the last 100 years or so. Unfortunately these theories do not all reach the same conclusions!
Frederick Winslow Taylor (1856 - 1917) put forward the idea that workers are motivated mainly by pay. His Theory of Scientific Management argued the following:
Workers do not naturally enjoy work and so need close supervision and controlTherefore managers should break down production into a series of small tasksWorkers should then be given appropriate training and tools so they can work as efficiently as possible on one set task.Workers are then paid according to the number of items they produce in a set period of time- piece-rate pay.As a result workers are encouraged to work hard and maximise their productivity.
Taylor's methods were widely adopted as businesses saw the benefits of increased productivity levels and lower unit costs. The most notably advocate was Henry Ford who used them to design the first ever production line, making Ford cars. This was the start of the era of mass production.
Taylor's approach has close links with the concept of an autocratic management style (managers take all the decisions and simply give orders to those below them) and Macgregor's Theory X approach to workers (workers are viewed as lazy and wish to avoid responsibility).
However workers soon came to dislike Taylor's approach as they were only given boring, repetitive tasks to carry out and were being treated little better than human machines. Firms could also afford to lay off workers as productivity levels increased. This led to an increase in strikes and other forms of industrial action by dis-satisfied workers.
Elton Mayo (1880 - 1949) believed that workers are not just concerned with money but could be better motivated by having their social needs met whilst at work (something that Taylor ignored). He introduced the Human Relation School of thought, which focused on managers taking more of an interest in the workers, treating them as people who have worthwhile opinions and realising that workers enjoy interacting together.
Mayo conducted a series of experiments at the Hawthorne factory of the Western Electric Company in Chicago He isolated two groups of women workers and studied the effect on their productivity levels of changing factors such as lighting and working conditions. He expected to see productivity levels decline as lighting or other conditions became progressively worse What he actually discovered surprised him: whatever the change in lighting or working conditions, the productivity levels of the workers improved or remained the same.
From this Mayo concluded that workers are best motivated by:
Better communication between managers and workers ( Hawthorne workers were consulted over the experiments and also had the opportunity to give feedback) Greater manager involvement in employees working lives ( Hawthorne workers responded to the increased level of attention they were receiving) Working in groups or teams. ( Hawthorne workers did not previously regularly work in teams)
In practice therefore businesses should re-organise production to encourage greater use of team working and introduce personnel departments to encourage greater manager involvement in looking after employees' interests. His theory most closely fits in with a paternalistic style of management.
Abraham Maslow (1908 - 1970) along with Frederick Herzberg (1923-) introduced the Neo-Human Relations School in the 1950's, which focused on the psychological needs of employees. Maslow put forward a theory that there are five levels of human needs which employees need to have fulfilled at work.
All of the needs are structured into a hierarchy (see below) and only once a lower level of need has been fully met, would a worker be motivated by the opportunity of having the next need up in the hierarchy satisfied. For example a person who is dying of hunger will be motivated to achieve a basic wage in order to buy food before worrying about having a secure job contract or the respect of others.
A business should therefore offer different incentives to workers in order to help them fulfill each need in turn and progress up the hierarchy (see below). Managers should also recognise that workers are not all motivated in the same way and do not all move up the hierarchy at the same pace. They may therefore have to offer a slightly different set of incentives from worker to worker.
Frederick Herzberg (1923-) had close links with Maslow and believed in a two-factor theory of motivation. He argued that there were certain factors that a business could introduce that would directly motivate employees to work harder (Motivators). However there were also factors that would de-motivate an employee if not present but would not in themselves actually motivate employees to work harder (Hygienefactors)
Motivators are more concerned with the actual job itself. For instance how interesting the work is and how much opportunity it gives for extra responsibility, recognition and promotion. Hygiene factors are factors which 'surround the job' rather than the job itself. For example a worker will only turn up to work if a business has provided a reasonable level of pay and safe working conditions but these factors will not make him work harder at his job once he is there. Importantly Herzberg viewed pay as a hygiene factor which is in direct contrast to Taylor who viewed pay, and piece-rate in particular
Herzberg believed that businesses should motivate employees by adopting a democratic approach to management and by improving the nature and content of the actual job through certain methods. Some of the methods managers could use to achieve this are:
Job enlargement - workers being given a greater variety of tasks to perform (not necessarily more challenging) which should make the work more interesting.
Job enrichment - involves workers being given a wider range of more complex, interesting and challenging tasks surrounding a complete unit of work. This should give a greater sense of achievement.
Empowerment means delegating more power to employees to make their own decisions over areas of their working life.
There are two method of collecting the data. Through which we collect the all information for our research.
Internal sources: under the internal sources we get the data in the organization through :
Talk with manager: in our research we get some information through internal sources of the research data. We talk the employees of the Warehouse extra, Albany. And got the information how they motivate they employees.
Data base of company
Name of employees: Position
Jagdeep kaur chek-n-out
Nagdisha sales consultant
With the help of these employees we know the how the Warehouse motivate their employees.
External sources: under the external sources of research data comes internet, gogal scholar, and second hand data. These all data we collect through the internet and with the help of litratute review.
Why we need internal or external data:
Basically data internal or external data we collect for our research and both the data is useful for our research. Through enternal data we get the information about the internal part of company. This type of data we collect directly to meet the person and external data we collect the through second hand or use of internet. To do the research we need the booth the data. Because with out of these data we can not be able to complete the research. Because internal or external data providing the valuable data for the research.
Primary research is defined as if the marketer is doing the research for their own needs to collect the data. This research includes the researchers like who has given particular goal to accomplish the common goal. These researchers collect data individually and help the team to achieve the team goal.
ADVANTAGES OF PRIMARY RESEARCH
Addresses Research issues: If everyone is doing their research by their own they got the different ideas to address the research and do their analysis.
Greater Control: In this the researcher knows more about what to do, How to do because he has to work individually and he better knows about himself.
Focus on work: In this the researchers don't have to wait for their team mates to work as a group, because he has to collect all the data by himself.
DISADVANTAGES OF PRIMARY RESEARCH
Cost: It is too costly to work individually to analyze and to collect the data, that's why most of the organization recommends the secondary research to run their organizations.
Time Consuming: It takes a lot of time to work on the same project individually.
Secondary data is basically second hand data and this data we mainly for our research.Secondary data is data that has been collected by someone else for some purpose. Secondary research involves the investigation of secondary sources of data. It can be come within the firm or an organization.
ADVANTAGES OF SECONDARY RESEARCH
Ease to access
Answers all questions
Shows less difficulties then Primary research
DISADVANTAGES OF SECONDARY RESEARCH
Less beneficial for researcher's needs
No particular time
Not appropriate information
We in a group have used the primary research and done the research individually. This research helps us a lot because by doing this we got different ideas and get different collection of data.
Qualitative research is an exploratory research methodology, which is an unstructured, non-statistical and depends on small sample. Qualitative research provides the clear picture of actual problem and helps us to understanding the problem settings. The qualitative methods most commonly used in evaluation can be classified in three broad categories:
Comparison between qualitative and quantitative research techniques
Advantages of qualitative research method
In this research method, we can study the individuals in deep depth.
Because of individuals study, only fewer assumptions are made on the things after studied and it is good for investigative research and hypothesis generation.
In this research participate can easily provide the facts or data in their own way and words.
In quantitative research method, investigation is done by statistical analysis, computer techniques or by mathematical techniques. The main aim of quantitative research is develop t and employ the mathematical models and hypotheses pertaining to phenomena. In this method the data collection is structured.
Advantages of quantitative research method
In the Quantitative research the researcher is allowed to measure and analyze data.
In the Quantitative research the relationship between an independent and dependent variable is studied in detail.
Quantitative research can be used to test hypotheses in experiments because in this method is data analysis is statistical.
Our team will choose the qualitative research method to conduct marketing research for burger king. For this purpose our team made the questionnaire of eleven questions. We will give these questionnaires to people who will come out from coffee shop or mc Cafe, so they can write the answers. In this way our team will collect the quantitative data. This data helps the burger king to understand the customer choice related to coffee products and according to this choice company launch their new products in cafeteria and will make successful.
As a group we worked very hard. We have distributed the material in the assignment and have done it with full confidence. If anyone needs any help we are always there with each other in the group's problems. We have made some meetings to do work done easily and with help.
We have arranged some meetings to work done at the proper time or period. We make plans that how to do the research. We plan to make a questionnaire to ask questions from the people about their tastes and which coffee they like the most. We make the Questionnaire and went to different places and we got very good and different results. After collecting all the questionnaires we have planned to make the report.
Sometimes we observe the customers to get more details about our research. We have gone to different organizations like McDonald's. Café shops etc to do this research successful.
Procedure of Data Collection as a Team
Firstly we arrange the meeting to plan what we have to and how we have to do.
In meeting we know each other team member's strengths and weaknesses.
According to strengths and weaknesses we distribute our assignment into five parts.
After that everyone has tried their best to complete the questionnaire forms.
Questionnaire helps us a lot to know more about our research process.
If anybody facing any problem others motivates that members to work hard to accomplish the common goal.
By collecting all the questionnaire forms we collect all the data and the ideas of each other also helps us a lot.
Procedures of Data Collection Individually
When we get our parts in the assignments we all have to collect the data to do the research.
We have gone to different places like McDonalds, Cafes and so on to know more about the customers.
By going individually we have direct contact with the customers that what have like we can directly ask to them.
Working on this assignment individually makes us so ideological person.
Procedures of Data Collection through Observing
When we went to different organizations we get that we can know about the customer's choice by observing them what they like.
Observing is the boring way to know more about the customers.
But it give the brief induction that what the customer's needs from the organization.
By observing the customer we can be known to that customer if we meet them.
Procedures of Data Collection Personally
If we ask directly to the customer is also the positive point because that should be beneficial for them as well as our own communication.
Our communication level increases if directly communicate with them.
We get the clear point about the research.
We also are beneficial by this process and we get new ideas.
Procedures of Data Collection through Experiment
We get the information by giving them the free samples of tea and coffee.
Attract the customers by giving them the vouchers
We have done a lot of experiments to know more about the research process.
Our group makes a lot of efforts to accomplish this goal.
Electronic survey method:Basically we use the electronic method to collect the secondary data for our research. But we also use the collection of primary data. Under this survey method interviewer contact the respondent through email or WWW (World Wide Web). So internet is the must for this survey. According to interviewer requirement make the nature of contact or who is our target person.
Under this method interviewer using these methods:
E-mail interviews: under this method interviewer send the survey mail to the respondent and gather the information.
Under the mail interviewing interviewer send the mail to interviewing through post and after that respondents' fill the form post it back.
Purpose of electronic interviews: the collection of data in wide-ranging.
Advantages or disadvantages of survey:
Surveys are comparatively cheap (mainly self-administered surveys). Basically surveys are helpful in telling the distinctiveness of a huge population. Survey method can be administered from isolated location trough using mail, email or telephone. Survey method is flexible for example, interviewer can decide how many question will be administered in face-to-face interview, telephone interview. Generally, survey method is reliable and easy to obtain-by presenting all topic with a consistent stimulus.
Some time in survey missing what is more important to many respondents. The researcher must ensure that a large number of the selected sample will reply. Sometime surveys are inflexible and unchangeable throughout the data collection some time it may be very difficult to recollect the information or tell the truth about contentious question.
Questionnaires are mainly used in market research to gather the information that is exact and vital to the victory of business or company. Undoubtly, we can say that questionnaires providing the data that cannot be found anywhere like secondary information books, newspapers or internet .Questionnaire collect fresh information and also unique. Mainly companies use the questionnaire to know the opinions of the people and gather the information analysis the data. Basically this information helps the company to decide following key points:
The expected performance of a product/service)
The buying behaviour of customers
Customer attitudes towards accessible or planned products
Customer awareness of a product/service/business
How to make a good questionnaire:
Make an eye-catching questionnaire design that conveys a professional image.
First and important things make it clear or understandable.
Always avoid double-barrelled question
Always try to use short question because they easily read, understood and answer quickly.
Always ignores the negatives items or question. Because some time respondents may be confused.
Always use unbiased question. Some time they effect of our phrasing on respondent.
Sometime the nature of what you want to ask respondents will decide the sort of survey select:
So we will need to carefully make the question for a questionnaire:
What types of question can be asked?
Under this interviewer going to be asking personal question or question will be detailed or close ended.
How complex will the questions be?
Sometime interviewers are dealing with a complex topic or question. So question will be format on multiple parts like Maine question to sub-question.
Will extended question be asked?
If questionnaire is lengthy, so interviewer will need to provide complete background information of the question.
Types of Questions:
Open ended question: basically open ended question is used in questionnaire to gather the information in detail,
OPEN question examples: what is your thinking or opinion about a new product or service?
Close ended question: mainly in close ended questions interviewers know the feedback of people in one word yes or no.
CLOSED question examples: do you came here often?(if interviewer want get more information next question will be.
The next questions can be divided into two parts:
Direct or indirect questions: these questions will partly cover with above questions. Under the direct question interviewee will give information or answer with their personal behavior or on the contrary indirect question will be answered by interviewee's opinions of other people's behaviour.
INDIRECT question examples:
Which chocolate do you think is most popular in the New Zealand?
Ways of Issuing Questionnaires:
There are a many ways that you can conduct a questionnaire, everyone having their entity advantages and disadvantages.
Personal Interviews (face-to-face):
Under this method interviewer will personally ask the questions related to the product or services to the people face-to-face. Under this method randomly selecting the people in streets, shopping malls etc. Here interviewer may be select target suburban areas by a door-to-door questionnaire.
Feedback chances is generally more than other methods
Body language can be monitored. Because this method done by face-to-face
Feedback rate or response rate is usually depending on the interviewer. Interviewer would be highly motivated and enthusiastic.
This method very time consuming
This method also occurs most because some time use an survey agency to plan the function or collect the information.
Questionnaires by Post and Email:
The next method comes under the questionnaire is:
Under this method interviewer can be posted the questionnaire to the address of customer. The address obtains through the data base and under this method next step is receiver will fill out the questionnaire and return back. Interviewer also targets the people according their product or service. Like Yellow pages, daily newspaper, local web site, weekly newspapers.
Can cover a wide area
Easily target the population
Respondents will get the time to think after that give feedback
Less feedback by people mostly people think the questionnaire as 'junk mail'
Sometime people don't understand the some question.
This is a electronic way to send the questionnaire directly to the people via e-mail. After feeling the questionnaire by receiver return back the interviewer. While this method take less common strategy.
Low cost as compared to others methods
Less time con summing. Just one click sends every one individually
More response than postal questionnaire
People not give more importance
Misunderstood the question
Which Questions to Ask:
When interviewer plans the questionnaire will be relevant according to the our research. Like if interviewer plans to set up Fast Food Company. So question will be related to the fast food like burger hot dog etc. The questionnaire will be correlating our plans. Because through the questionnaire interviewer want to get more and more information to the targeted people.
Structuring the Questionnaire:
The structure of questionnaire is evenly important according to the content in order to sustain the interest of the interviewee. The important thing will be questionnaire should have is an introduction for personal and telephone interviews you will be able to introduce the questionnaire verbally but for the other ways, you should have a written introduction.
THE LAST STEPS COMES UNDER THE QUESTIONNAIRE:
Once interviewer collect the all responses after that analysis the collected data.
From your results, you can produce analytical diagrams such as:
This method is same as above methods, in this method interviewer will contact the people through the telephone and ask the related question those related to the research over the phone. Under this method randomly contacted the targeted people, interviewer will record the answers of question.
Cover wide area
More accurate than postal questionnaire
Interviewing not get sufficient time to think
Highly cost oriented as compared postal questionnaire
Short questionnaire not cover all topics
Types of Surveys
Three frequently used types of surveys are face-to-face interview, telephone interview, and written questionnaire. They vary in terms of cost per respondent and types of questions you can ask.
Table 2.1 breaks each of the 3 categories above into smaller categories, and lists the primary advantages and disadvantages. Feel free to add more categories.
Table 2.1: Types of Surveys
Type of Survey
Explain questions, explore issues,
make observations, use visual aids.
- at home or work
Accuracy, better sampling
- in public places
Cheaper, more people in less time
Less representative sample
No personal observations
Cheapest per respondent
Bias from low response rate
- by mail
- by e-mail
Cheaper, quicker results
Less representative sample
- web survey
Quicker data processing
Need computing expertise
Advantages & Disadvantages of Telephone Interviews in Business Research
Small companies conduct telephone interviews or surveys to determine interest in new products, or measure the customer satisfaction of existing products. They also determine the needs and wants of customers through phone interviews. There are certain advantages and disadvantages to using telephone interviews in business research. Therefore, it is up to individual business owners to determine whether telephone surveys are the most effective way to collect the necessary information.
Wide Geographic Access
Small business owners have wide geographic access with telephone interviews. Nearly everyone in the United States has a land-line telephone or cellphone, and most of these numbers can be purchased from phone companies for a price. Phone interviewers also have access to in-house or online phone directories. This enables marketers to call and talk to virtually any customer in any market. For example, a small restaurant company may obtain customer feedback in all 10 of its major markets in a four-state area.
Cost- and Time-Effective
Telephone interviews are relatively cost-effective, according to Florida State University. Other interview methods, such as direct mail, cost much more. A small company can conduct its 300 or 350 surveys inexpensively. As of September 2011, a 10-minute phone call, for example, costs very little with most phone plans. Hence, it does not cost a fortune to complete 300 or 350 surveys. Contrarily, it can cost a lot more to mail surveys to people. Businesses have to send out many extra surveys to reach the 300 or 350 they need, as many people won't complete or return them. Marketers can also complete phone interviews relatively quickly. They just keep calling until they reach their quota. There is less control with direct mail and Internet surveys. It could take months for businesses to complete mail and Internet surveys.
Business owners have less control over phone interviews. For one, they can't view the people they are interviewing. Hence, they can't see people's reactions to help determine whether the answers are truthful. In-person interviews are just the opposite, as interviewers can study respondents' facial expressions or gestures to determine whether their responses are truthful. Another drawback of phone interviews is that they can be intrusive. Most calls are done at random, often interrupting people's dinner or evenings. Hence, people may hang up before the survey is complete or refuse to participate.
Limited Complexity of Questions
It is difficult to get people to elaborate on their responses by phone. The reason is that most phone interviews must be limited to five or 10 minutes. People would hang up with longer telephone surveys, resulting in partially completed interviews. Therefore, companies using phone interviews generally keep their questions and answers relatively brief. Many of these questions must be multiple-choice in nature instead of open-ended. The open-ended questions are more informative because they allow customers to elaborate why they responded as they did on multiple-choice questions.
(rick suttle, 2012)
The purpose and value of the project: short goals
Basically my business research is about the employee motivation in the Warehouse. How they motivate their employee within the organisation and compare with another competitors. How they motivate their employee. Every business choose different methods to promote their employees. There are many ways of employee motivation with the help of business motivate their employees.
According to my research we find that the Warehouse motivate their employees time to time and it motivates their employee in several ways like :
Rewards in term of monetary or non-monetary
Job rotation within the organisation
The purpose of doing this research is to find how the Wraehouse