Motivational Techniques

Motivational Techniques

Introduction

The following is a discussion is about employee motivation. The purpose of the discussion is to address motivational theories and models used by three Fortune 500 hundred companies and the theories and techniques utilized to forge very loyal and productive workforces. The paper will demonstrate how the theories and techniques implemented created healthy organizational cultures. The three companies will be comparatively analyzed to discern common and disparate motivational techniques and models. The companies chosen for analysis are Starbucks, Southwest Airlines and Microsoft. Although in distinctly different industries, these three companies have been very successful improving employees' productivity, customer service and quality improvement process while nurturing the characteristics of self esteem, self efficacy, positive emotions and the need for improvement and achievement.

Discussion

The success of Starbucks is driven by the people who work there, the “partners”, and the special experience that employees create for each customer wrote Joseph A. Michelli, in his book the Starbucks Experience. In the introduction his book, Michelli wrote that the Starbuck Experience can be found on two distinct levels, one of which is in its unique culture and in its passing down of these values to it partners (employees). Starbucks creates a unique culture for employees in which empowerment, entrepreneurship, quality and service define the values of the firm. (2007, p. 7) Michelli continues that the experience reflects tenets that are simple, results oriented and powerful when applied: make it your own; everything matters; surprise and delight; embrace resistance; and leave your mark. (p. 16) One can infer that Starbucks is motivating employees by engraining the idea of ownership in their minds and work efforts. This is the intrinsic reward of empowerment. Starbucks continually trains their employees to be welcoming, genuine, considerate, knowledgeable, and involved. Starbucks management developed the Green Apron Book: a five minute read that fits in the pocket of the aprons which serve as the employee uniform. The small book covers the core philosophies of the company and in effect, marketing to its employees how important the principles and philosophies are. (p. 20 & 21)

The company believes in extensive formal training. Education is fostered through initiatives such as the “coffee passport” program, a one hundred and four page book that every new employee must complete within the first ninety days of employment. Michelli informs that included within the booklet are maps of coffee growing regions, information about coffee-farming and roasting, coffee-tasting terms, the fundaments of brewing coffee, a complementary flavors chart and a list of Starbucks offerings. Also the employees are given a pound of coffee each week to develop knowledge of the refined taste for Starbucks products. As training occurs and familiarity with products become more acute, employees are encouraged to become “Coffee Masters,” a designation reserved for “partners” who have a passion to be true experts. An employee must complete many hours of paid training, pass a series of proficiency tests and lead coffee tastings. The training occurs over a three month period and involves presenting seminars and topical ...