Employee Training and Motivation

This assignment examines the crucial role of employee training in boosting productivity. It highlights how a lack of training knowledge regarding new machinery negatively affects both efficiency and company costs. The importance of implementing training programs and applying motivational theories to achieve common goals is emphasized, emphasizing the need to motivate the entire staff for optimal performance.

Running head: Issues of job training in the organization 1
Organizational behaviour and management
Issue of job training in the case study of Flora’s Fast Food

Issues of job training in the organization 2
Contents
Case analysis and introduction........................................................................................................3
Literature review..............................................................................................................................5
Recommendations............................................................................................................................7
References........................................................................................................................................8

Issues of job training in the organization 3
Case analysis and introduction
The case study of Flora’s Fast Food will be analyzed in this assignment. It has been studied that
after several years of work experience, Flora Rengi initiated the fast food restaurant in South
Auckland and after three years of hard work, she thrived her restaurant by employing mostly
high school and university students along with the core staff with full time responsibility.
Disabled persons are also included in the staff for cleaning and filling side order packs. It has
been found that Flora introduced the new policy for all the staff members that being the issues in
the FFF due to lack of training.
Job training is the major issue found in the case study which should be resolved as soon as
possible for attaining the competitive advantage along with the job satisfaction (Adams,
Treadway & Stepina, 2008). As a team consultant hired by CEO, I found that new policies was
not implemented at right time and brought un-satisfaction among staff members. There are three
theories that will be helpful to define the issues in an effective manner of Flora’s Food Fast.
Herzberg (Two Factor theories)
Herzberg two factor theories is one of the most motivational theory that comprised Hygiene
factors and Motivators. It is helpful to understand the motivational factors of employee in the
organization.
Hygiene factors: It involves companies’ policies, relation with others, job security, working
conditions and quality of supervision (Dartey-Baah & Amoako, 2011). It has been analyzed that
due to lack of these points Flora was unable to focus on the employee retention and got negative

Issues of job training in the organization 4
response publically. Changed policies in the FFF brought lot of insecurity in amongst staff
members and they felt that their job is not secured.
Motivating factors: it includes the recognition, opportunities for personal growth,
responsibility, achievement and recognition. In the case of Flora, it has been analyzed that for
motivating employees Flora has increased the salary of the employees and rewards them as per
their performance but she was unable to understand the needs of the employees. It is necessary to
provide the training to all the staff for making them confident towards accomplishing the task
(Ghazi, Shahzada & Khan, 2013).
Vroon Expectancy theory
Vroom’s Expectancy theory is motivation theory that defines the employee performance is based
on the individual’s factors such as skills, personality and experience. It has been analyzed in the
case study that Flora implemented the policy without analyzing the skills, experience and
abilities of the staff. Various employees have to suffer due to unanalyzed theory while some of
them are not content with implemented policies and get bored with similar kind of work.
Expectancy, instrumentality and Valence are the three components of the Vroom’s theory
(Chiang & Jang, 2008). The expectancy components defines that good efforts are the reason the
good performance. The instrumentality is the second component of this theory which shows that
the CEO of the company will reward to an individual as per performance of them. But it was not
being done by Flora, she provided a simple clock with the logo of the company which brings the
dissatisfaction in among employees. Valence is the third element of the Vroom’s expectancy
theory that exemplified by the amount to which an individual values a provided outcome.
Adam’s Equity theory

Issues of job training in the organization 5
Adam’s equity theory is divided into two parts such as inputs and outputs. Input involves the
flexibility, responsibility, time, work characteristics and working tools (Bell & Martin, 2012). It
is the theory that defines employees become de-motivated when they feel that their efforts are
bigger in comparison of the outputs. However, Flora increased the salary of the operations
manager which could be seen by the finance manager of the company, it showed the inequality
in the organization. However, Flora introduced “zero waste policy” but there were number of
employees in the organization who do not even have idea about the meaning of it. It requires job
training and due to lack of training about this policy many employees got demoralized (Tseng &
Kuo, 2014). As per case study, Flora initiated a reward policy to recover the productivity and
competence by using some new equipment and for this no proper training is provided and not a
single team member was able to handle the new machines before the start deadline passes. As
per Adam’s theory, workers of fast food restaurant were not trained and they were not aware
about how to attain the rewards (Bolino&Turnley, 2008).
Literature review
Motivation is the key factor to encourage employees towards attaining the common goals.
Productivity of the employees can be increased by making them ensure that they are valuable
assets for the organization and they should be involved in the decision making process of the
company so that the policy of the organization can be implemented by taking the consideration
of the skills, abilities and the knowledge of the employees (Haelermans & Borghans, 2012).
There are various theories of motivation that able to increase the productivity of the employee
such as motivator hygiene theory, vroom’s expectancy theory and Adam’s equity theory.
Factors impact the motivation levels

Issues of job training in the organization 6
There are various factors that influence the motivation levels of the employee such as appraisal,
lack of training, inequality, responsibility, achievement, promotions and recognition. These are
the factors that impact the working condition of the employee and make them feel that they are
not valuable assents for the company. On the other hand, it has been stated by Pinder, (2014) that
motivated employees are more enthusiastic in-comparison of number of employees and able to
do work more than the un-motivated employees.
Consequences of unmotivated employee
An unmotivated employee brings the negativity in the working environment and spread the
unnecessary and irrelevant rumors in the organization which increase the rate of the attrition.
According to Albert, García‐serrano & Hernanz, (2010), many organizations are not considered
the motivational factors in the company and failure to recognize and reward performance. Policy
system should be implemented with an effective manner. Employer of the organization needs to
communicate richly with their employees and invest his time in them with higher engagement.
Unfair treatment spoils the working environment and experienced or talented employees want to
switch the job. It has been stated by Wong, Gardiner, Lang & Coulon, (2008), that unnecessary
policies as well as arbitrary barriers are also liable to de-motivate the employee. It is vital for the
organization to put simple policies and procedures and mot make them more complicated as well
as time consuming.
Ways of improving the situation.
The situation can be improved by applying the motivational theories at the work place.
Herzberg’s motivational theory defines the two sections of motivations such as hygienic factors
and motivating factors. Team building is effective component that amplify the cooperation and

Issues of job training in the organization 7
collaboration between team members. Instead of fostering the competition, company should
focus on the motivational techniques and maintain the equality among staff members. Employees
can be motivated at work place by creating the positive work environment. For getting success, it
is vital for the employees to be boosted and confident about the work skills. High level of
motivation increases the high level of productivity in the organization. The policy should be
same for every employee and before implementing the strategies, training program should be
considered at prior basis because training is the important component that can bring the
confidence in the employees towards attaining the common goals (De Grip & Sauermann, 2013).

Issues of job training in the organization 8
Recommendations
Motivation is necessary for increasing the productivity of the employees at work place. It has
been recommended that Flora should conduct the training program for implemented policies
because it has been analyze through case study that the ‘zero wastage policy’ implemented by
Flora but no one even know the meaning of it which demoralize them towards attaining the
goals. The board is hanged by Flora that everyone should achieve the target without giving them
a clear structure of how to perform. The new machines such as EFTPOS machines, fancy
espresso machines and gourmet sorbet makers are equipped by Flora to improve the quality of
the products and services but the staff has not knowledge about the working way of these
machines which not only decrease the productivity but also enhance the cost of the company
(Wong, Gardiner, Lang & Coulon, 2008). That is why it is essential for the organization to
conduct the training program and apply the motivational theory to attain the common goal by
motivating the entire staff.

Issues of job training in the organization 9
References
Adams, G. L., Treadway, D. C., & Stepina, L. P. (2008). The role of dispositions in politics
perception formation: The predictive capacity of negative and positive affectivity, equity
sensitivity, and self-efficacy. Journal of Managerial Issues, 545-563.
Albert, C., GARCÍA‐SERRANO, C., & Hernanz, V. (2010). On‐the‐job training in Europe:
Determinants and wage returns. International Labour Review, 149(3), 315-341.
Bell, R. L., & Martin, J. S. (2012). The relevance of scientific management and equity theory in
everyday managerial communication situations.
Bolino, M. C., & Turnley, W. H. (2008). Old faces, new places: equity theory in cross‐cultural
contexts. Journal of Organizational Behavior, 29(1), 29-50.
Chiang, C. F., & Jang, S. S. (2008). An expectancy theory model for hotel employee
motivation. International Journal of Hospitality Management, 27(2), 313-322.
Dartey-Baah, K., & Amoako, G. K. (2011). Application of Frederick Herzberg's Two-Factor
theory in assessing and understanding employee motivation at work: a Ghanaian
Perspective. European Journal of Business and Management, 3(9), 1-8.
De Grip, A., & Sauermann, J. (2013). The effect of training on productivity: The transfer of on-
the-job training from the perspective of economics. Educational Research Review, 8, 28-
36.

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Ghazi, S. R., Shahzada, G., & Khan, M. S. (2013). Resurrecting Herzberg’s two factor theory:
An implication to the university teachers. Journal of educational and social
research, 3(2), 445.
Haelermans, C., & Borghans, L. (2012). Wage Effects of On‐the‐Job Training: A Meta‐
Analysis. British Journal of Industrial Relations, 50(3), 502-528.
Pinder, C. C. (2014). Work motivation in organizational behavior. Psychology Press.
Popescu, M. E., & Roman, M. (2018). Vocational training and employability: Evaluation
evidence from Romania. Evaluation and program planning, 67, 38-46.
Tseng, L. M., & Kuo, C. L. (2014). Customers’ attitudes toward insurance frauds: an application
of Adams’ equity theory. International Journal of Social Economics, 41(11), 1038-1054.
Wong, M., Gardiner, E., Lang, W., & Coulon, L. (2008). Generational differences in personality
and motivation: do they exist and what are the implications for the workplace?. Journal
of Managerial Psychology, 23(8), 878-890.