Improving Staff Performance

Improving staff performance 

In this blog I am going to look at the differences between process and content theories and relate this to a specific organisation.

Firstly the definitions of content and process theories taken from Mullins, J (2010)

Content theories attempt to explain those specific things that actually motivate the individual at work. These theories are concerned with identifying people’s needs and their relative strengths, and the goals they pursue in order to satisfy these needs. Content theories place emphasis on the nature of needs and what motivates.

Process theories attempt to identify the relationship among the dynamic variables that make up motivation. These theories are concerned more with how behaviour is initiated, directed and sustained. Process theories place emphasis on the actual process of motivation.

Therefore content theories look at WHAT motivates and process theories look at HOW they motivate.

John Lewis uses many different techniques to motivate their staff. Firstly they offer a generous benefit package to all members of staff, including pay, holiday and discount. “We’re also different because our Partners are active co-owners in the business, which means they share in the profits and have a real say in determining its future. “ [John Lewis online 17/12/2010] This is a real motivator for the staff as it makes them feel important and part of the team. This links to Maslow’s hierarchy as it gives partners a sense of belonging. John Lewis also offers a range of training programmes to enhance their skills further and help them develop as individuals.

Porter and Lawler took Vroom’s expectancy theory and developed their own from it. They 

concluded that an individual’s motivation to complete a task is affected by the reward they 

expect to achieve. (Learn Management online) There are two types of reward, intrinsic and 

extrinsic.

At John Lewis employees understand that the effort they put in and the profit that is made by the 

business will be turned into a bonus for them once a year. This links to the Porter and Lawler 

Expectancy theory and is an extrinsic reward. Staff that work for John Lewis can make a 

decision on their behaviour, knowing this will affect the profit and therefore their bonus. 

Locke’s goal setting theory shows a link between setting an individual a goal and task performance. If an appropriate goal is set, for example it is challenging but reachable, an individual will be motivated to meet it. [Mind Tools Online 17/12/2010]

“In John Lewis they offer an award called the one step beyond. Where you go the extra mile for a customer and they tell a manager about you. You are presented with an award and a gift (Voucher, Wine) Etc. This is only one of the awards that John Lewis offers; they are great ways to motivate you to give the best service to every customer.” (Ex-employee of John Lewis.) This is an example of setting members of staff a goal to reach, and rewarding them if they successfully meet it. In this case, employees know that they will get a reward if they give each customer a high standard of service, which keeps customers happy and staff motivated.

In conclusion, keeping staff motivated at all times is extremely important. They are a key element of any business, and if they are motivated they will be willing to work harder and more efficiently which in the long term will benefit any business. The motivation theories give an insight into the different ways which companies can adapt to their businesses to motivate staff.

Bibliography

John Lewis Jobs. (2010) [online] Available from: http://www.jlpjobs.com/ [Accessed 14/1/2011]

Learn Management [online] Available from: http://www.learnmanagement2.com/porterandlawlerexpectancytheory.htm [Accessed 18/1/2010]


Mullins, J L (2010) Management & organisational behaviour. 9^th ed. Essex: Financial Times Pitman Publishing.

Mind Tools. Locke’s goal setting theory [online] Available from: http://www.mindtools.com/pages/article/newHTE_87.htm  [Accessed 1/12/2010]