Essential Theories of Motivation and Leadership

Question: Discuss about the Essential Theories of Motivation and Leadership. Answer: Introduction: The modern companies understand the importance of a diverse workplace, employee satisfaction, and staff motivation for upholding successful operation and customer service (Wood et al. 2010). Hence, they try to invest in creating programs that enriches their organizational culture and organizational behaviour. Like all its competitors Woolworths has made significant investment in creating a diverce workplace, recognizing the needs of its employees and behave ethically and fairly by maintaining a moral outlook and legal boundaries. The What it DOES Take was such a program of Woolworths for demonstrating the dedication of the company for maintaining diverse workplace and understanding the importance of disability employment its stores. With the aim of successfully include diversify the workplace of the Melbourne store, Woolworths introduced the What it DOES Take program in collaboration with Work Focus Australia, Department of Education, DEEWR and NDRC. The program analysed the job role for removing the barriers of employability, recognised the opportunity and workplace adjustments, identified available positions to be filled in and created a how-to guide for other stores o the company. thus, the company created a huge job opportunity for the people with disability and the scope of creating employee satisfaction among its current members (Woolworths Online 2016). Here, in this report, the author has identified the strengths and weaknesses of the program with an analysis of the theories on employee motivation and job satisfaction. The strengths of the program: As mentioned by Miner (2013) obtaining employee motivation is important for an organization for creating a positive job attitude among the employees. It typically directs to the increased level of loyalty, low rate of absenteeism, greater responsibility and overall performance superiority. Being a future oriented marketer Woolworths has understood the importance of it and the significance of integrating an ethical operational pattern to the employee motivation program. As mentioned by Yamuna and Devi (2016) the employees with disability are more likely to be loyal, responsible and dependable than the employees without disability. Hence, employing this labour base will be helpful for the company to create a sustainable business. As per the theory of Motivation provided by Maslow, it is important for a company to satisfy the physiological needs (reasonable salary, breaks etc.), safety needs (job security, safe work place environment) and the social needs (feeling of acceptance and a sense of belonging) among the employees to create a good service standard (Taormina and Gao 2013). The What it DOES Take program of Woolworths has typically addressed all these needs for its employees with disabilities. It can be identified as the most significant strength of the program. As mentioned in the case study, the program was focused on identifying the workplace needs of the employees with disabilities. With the aim of removing the barriers to the employment of people with disability, the company tried to create a satisfactory workplace for its employees. As mentioned by Yusoff et al. (2013) the motivation theory of Frederick Herzberg, the absence of a good working condition can be influential in creating dissatisfaction among the employees. In addition to this, the program was also focused on creating job customisation tools for the employees with disability. The company had the aim of utilizing the best potential of the employees by providing the tools or accessories for nullifying their incompetence. This step was typically helpful for the company to increase the performance level of its Melbourne stores and ensuring a good level of employee motivation. David McClellands learned needs theory, the need of competence requires to be satisfied by the companies to obtain employee satisfaction and loyalty. As per the theory, people want to do quality work and develop their skills (McClelland 2015). Hence, by providing accessories that help them to increase their production quality a company can be successful in acquiring self-satisfaction which creates a love for the company (Munro et al. 2014). Thus, the program was typically able to obtain the highest amount of loyalty from the employees with disability. Last but not the least, the strategy of creating a How to guide was significantly helpful for the company to provide it a sustainable approach. By using the lesions of the program the company became able to guide all its store managers and create a positive organizational culture. Moreover, with the step of appointing the employees with disability to the potential vacancies, the company upheld a diverse organizational environment, an ethical brand image and acquired a great level of committed employees (Woolworths Online 2016). The weaknesses of the program: However, as mentioned in the case study, the program failed to provide significant employment for meeting the target of the National Disability Recruitment Coordinator program. Here, the company failed to integrate an approach of co-ordination with other organizations. If Woolworths would have integrated other organizations or some of its competitors, the program will be more successful in providing more job opportunity to the people with disability. As mentioned by Harley et al. (2015) such programs for social inclusion gets a higher degree of success with cross-industrial or intra-organization approach. Moreover, one of the major weaknesses of the program can be identified as the lack of addressing the discrimination or isolation issues faced by the labours with disability in the workplace and in the community as well. As discussed by Kunstman et al. (2013) the lack of acceptance among the team members creates a sense of isolation among the employees with disability, which typically decreased the level of motivation among the employees. As per the motivation theory of Frederick Herzberg, it can be identified as the hygiene factor for employee motivation which creates dissatisfaction among the employees (Hein 2012). The program failed to attend this issue. Conclusion: Hence, from the above discussion, it can be said that the outcome of the What it DOES Take was helpful for Woolworths in identifying the needs of the employees with disabilities. This has helped the company in increasing the motivation among the employees and creating a ethical brand image within the society. The program had a potential character of CSR which was typically employee oriented. However, by integrating intra-industrial approach, the program would have been more successful in the aim of social inclusion of the people with disability. References: Decat, M., Bogaerts, J., Lagaisse, B. and Joosen, W., 2014. The workforce management case study: functional analysis and access control requirements. Harley, D., Mpofu, E., Scanlan, J., Umeasiegbu, V.I. and Mpofu, N., 2015. Disability social inclusion and community health. Community-oriented Health Services: Practices Across Disciplines, pp.207-222. Hein, H.H., 2012. The Motivation and Management of Highly Specialized Creative Employees. In Understanding Organizations in Complex, Emergent and Uncertain Environments (pp. 167-184). Palgrave Macmillan UK. Kunstman, J.W., Plant, E.A., Zielaskowski, K. and LaCosse, J., 2013. 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