Motivating and engaging employees for better businessA Virgin Media case study
Virgin Media was created from the merger of NTL, Telewest and Richard Branson's Virgin Mobile and is a part of Liberty Global plc, the worlds largest international cable company. In the UK, Virgin Media is the first quad play provider, meaning that they provide broadband, TV, mobile phone and home phone services. The company has invested over 13 billion and owns the UKs largest fibre optic network, making it the biggest privately built network. In the first quarter of 2013 Virgin Media had 4.49 million broadband subscribers.
Career opportunities at Virgin MediaThe company believes that its employees need to both understand and believe in the journey of the business and the personal role they can each play in its success. This applies to all employees. There are a range of careers at Virgin Media from apprenticeships out in the field in areas such as installation and service to a variety of graduate opportunities. Virgin Medias apprenticeship programmes, which consist of light work using screwdrivers rather than heavy duty maintenance work, are attracting a growing number of females into its technician roles year on year. As well as work experience and traineeships there are a wide range of career opportunities in the three main business areas: Serve which includes roles in customer support and service technicians. Growth which includes sales and retail. Support which includes roles in finance and health and safety.Balancing business needs with the needs of its employees is achieved through the companys commitment to creating a fun environment for its employees whilst they develop their careers.Being Virgin Media means we don't just want to be proud of what we do, we also want to love how we do it.The companys values - Insatiable Curiosity, Heartfelt Service, Delightfully Surprising, Red Hot, Smart Disruption and Straight Up - championed by the companys Chief Values Officer, Red, act as a red thread, underpinning the companys story and guiding decision making. This case study shows how Virgin Media understands the impact motivated and engaged employees have on its business performance.
Understanding the factors that motivate employees helps a business to determine the ways in which it should engage with its people. From valuing their views and opinions, providing opportunities for training and career progression, as well providing a great environment to work in are all motivating factors. The level of motivation and satisfaction amongst employees can have a direct impact on meeting and exceeding customer expectations and overall business performance. Virgin Medias engaged employees are committed to the companys values and to providing excellent service to its customers.
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People spend a considerable part of their lives at work, so it is not surprising that they expect to be rewarded and satisfied with the job that they do.Motivation is concerned with why people do things as well as what drives them to behave in a particular way. Understanding what motivates individuals is important in the workplace. Research suggests that motivated employees are happier at work. They get more satisfaction from their work, are absent less often, tend to be more loyal and work with more enthusiasm. This in turn encourages them to contribute more to the development of an organisation.This case study focuses on how Kellogg's motivates its people. It illustrates how the use of motivational techniques helps to develop the business as a 'great place to work'.The Kellogg Company is the worlds leading producer of breakfast cereals. Its products are manufactured in 18 countries and sold in more than 180 countries. For more than 100 years, Kellogg's has been a leader in health and nutrition. It has done this by providing consumers with a wide variety of food products.Within Kellogg's, there is a variety of functions and work roles. These include engineering operatives in the manufacturing section. Others work in finance, marketing, sales, information technology or human resources. Keeping everybody motivated no matter what their role is not easy. Kellogg's was recently placed in the top 100 of the Best Companies to Work For list in The Sunday Times.
Values and motivationKellogg's values and culture support its role as a good employer. Encouraging everyone to live by the K-Values throughout the whole business creates a culture of people that have ownership over their own projects and strive for continuous improvement and industry-leading results.These values influence the behaviour of individuals within the workplace, making Kellogg's a positive place to work. Employees are encouraged to speak positively about each other when apart, focusing on their strengths. This involves listening to others and accepting their right to their own views regarding the workplace.The benefits of Kellogg's investing in people can best be illustrated by looking at the work of some of the theorists who have worked on motivation. The remainder of the case study shows how Kellogg's commitment to creating a 'great place to work' is supported by these theories.Kellogg's | Building a better workplace through motivation
This case study illustrates the range of different motivation measures in practice at Kellogg's. It demonstrates that highly motivated employees can improve efficiency, output and quality for a business.Motivating staff helps to make them more committed to the workplace. By understanding the effects of different motivation techniques, Kellogg's is able to make work a more exciting and interesting experience for employees whilst creating a more productive, profitable and competitive business.Read more: http://businesscasestudies.co.uk/kelloggs/building-a-better-workplace-through-motivation/introduction.html#ixzz3UKgND3JW Under Creative Commons License: Attribution Non-Commercial Share Alike Follow us: @BizCaseStudies on Twitter | bizcasestudies on Facebook Motivation within an innovative work environmentAn ARM case study
IntroductionIndividuals work for many different reasons. Financial rewards are frequently a key factor in influencing why individuals undertake certain jobs. However, money is not everything. Employees want to enjoy their work, be challenged by it and achieve personal fulfilment. For many people, their careers are on-going learning experiences. This is known as intrinsic motivation. When individuals are intrinsically motivated, they are interested in their work. Put simply, it creates enjoyment whilst enabling them to achieve and contribute to desired goals. However, individuals also need extrinsic motivation. This is motivation arising from factors outside the immediate work that an individual undertakes. For example, this might include pay, conditions, grades and promotional opportunities.This case study will analyse motivational theory in the context of the employees of ARM Holdings PLC . It illustrates that, although extrinsic motivation is a very important element in motivating employees, it is really intrinsic motivation that engages individuals and contributes to company performance.
ARM is the worlds leading semiconductor intellectual property supplier. The ARM business model involves the design and licensing of intellectual property in the field of semiconductor chips. ARM was founded in 1990 and now has offices around the world.ARMs main technology is its microprocessor which is at the brain of most modern gadgets. More than 8 billion ARM processors will be shipped in 2011 by its partners. Technology from ARM is used in 95% of the worlds mobile phone handsets and in over a quarter of all electronic devices which include virtually all tablet computers, all smart phones, digital cameras, set top boxes and digital televisions.Increasingly ARM processors are becoming the standard in virtually all areas from healthcare to cars to hi-fi. ARM does not manufacture or sell the actual finished products. More than 600 licences are sold to more than 200 companies. ARM then receive royalties for each of these licences. With more than 15 billion chips manufactured, this has enabled ARM to grow dramatically and become a global player in the semiconductor industry.
Technology and innovationARM has a diverse global workforce. Its 2,050 employees work across 30 sites in 15 countries. Employees come from a wide range of backgrounds from over 50 nationalities. ARM is a knowledge intensive business focused on innovation. This innovation comes from the whole business and not just its research and development team.ARM therefore relies on its people to achieve this innovation. Its HR strategy is focused on global learning and development, talent management and appropriate reward systems in order to develop and retain the skills and expertise its people need to create innovative solutions. This will enable the business to achieve its business strategy of providing sustained returns for shareholders and employees.Engaging employeesDue to the technical nature of the business, the organisation is constantly changing as technologies advance. Managing change effectively requires employee engagement. ARM describes engagement as commitment to the job, manager, team and organisation which drives effort and intent to stay, resulting in improved performance and retention. Connecting and collaborating with others enables them to develop practical solutions to problems. Research has shown that a 10% increase in employee commitment can lead to a 6% increase in employee effort. This has enabled ARM to take leadership in its field in world markets. Ensuring high levels of motivation amongst its employees is integral to ARMs HR strategy. Teamwork is of vital importance within this innovative environment.
ConclusionARMs HR strategy places great importance on employee engagement to create a motivated team. This is vital given the innovative and highly skilled nature of the business. Through placing emphasis on training and development, open communication channels and a fun approach, ARM has created a productive and committed global workforce.Lack of motivation amongst employees can lead to higher absenteeism, lower levels of productivity and higher staff turnover. This is why a motivated workforce is essential if an organisation is to remain competitive in global markets.
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Motivation in actionAn Enterprise Rent-A-Car case studyPage 1: IntroductionMotivation is a driving force within an individual to do something well. Motivation is particular to an individual so it is important to find out what factors drive each person. Some employees may be motivated by working in a team whereas others could be driven by a desire to make a difference.This case study looks at ways in which Enterprise Rent-A-Car (Enterprise) managers find out about what motivates their staff.Enterprise Rent-A-Car provides a car rental service for customers. It was founded by Jack Taylor in 1957 in the basement of a car dealership in St Louis in the USA. Today the company has over 750,000 rental cars in service globally. Its international operations focus on providing a reliable and convenient service at a good pric
that is memorable to customers so that they return.Customer service involves all those activities designed to identify and satisfy customer needs. The company uses a simple customer satisfaction survey - the Enterprise Service Quality index (ESQi) - to find out how satisfied its customers are. It is based on two simple questions: Were you completely satisfied with your rental experience at Enterprise? Given the opportunity to return to Enterprise, would you?Enterprise knows that to perform well on the ESQi it needs to have motivated employees. The company prides itself on providing superb customer service. Only highly motivated staff will provide this quality of service. Employees deal with customers face-to-face and by phone, email and online.The culture at Enterprise supports customer service which excels and differentiates the business from that of its competitors. The term culture refers to typical ways of behaving in an organisation. Enterprise is a big company that has the approach and feel of a small business. Each employee has an important role to play. To understand how Enterprise continues to meet its financial and strategic objectives, it is necessary to understand the culture.The culture is based on having motivated people working every day to deliver the best service for customers. Customer satisfaction drives the growth of the business because this results in repeat custom, recommendations to other people and an enhanced reputation.
ConclusionEnterprise managers recognise that motivation is personal to the individual. If employees feel that they are being treated fairly, they will be more likely to give their best. Motivation comes from within an individual. Enterprise managers therefore need to find out about the personal goals and aspirations of their employees. What motivates one employee will not necessarily motivate another.In addition to ensuring fair pay and conditions, it is also essential for the business to meet the higher order needs of individual employees. These include the need for recognition and fulfillment at work.Enterprise has created the right environment for motivating and engaging its people through the development of good communication channels, appropriate training and honest and timely feedback.
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Motivational theory in practice at TescoA Tesco case studyIntroductionTesco began in 1919 with one man, Jack Cohen, a market stallholder selling groceries in London. TESCO was formed out of a merger with T.E. Stockwell from whom he purchased tea for sale on the stall. The first store opened in 1929. Since then, Tesco has expanded across the world. It now has over 2,200 stores including hypermarkets and Tesco Express outlets to meet different customer needs. As a conglomerate Tesco also offers alternative goods and services such as insura...