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Essay / Research Paper Abstract
This 11 page paper looks at the workplace practices and models for motivation that are used in the fast food chain McDonalds. The paper considers the general approach to motivation through job design, management and the remuneration, with a focus in the crew members and the store managers’ jobs. The bibliography cites 10 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEmotivMcD.rtf
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Unformatted sample text from the term paper:
High levels of motivation will result in positive outcomes, whereas negative behavioural traits will be seen where there is an absence if motivation or where there are negative influences on
the employment relationship. When looking at the way a firm such as McDonalds undertakes motivation there is a duel approach, which takes into account the different types of employees that
are recruited. It may be argued that McDonalds is one of the modern day applications of scientific management, where there is a
break down of jobs into component parts each performed in the most efficient way by different individual as part of a chain. When considering the way motivations takes place it
is important to assess the issues associated with the model of operations. The concept of scientific management was developed by Taylor; in this model job design would involve the standardisation
procedures and tools, then the one best method would be dictated to the most suitable employee, should perform the task in their machine like manner. The tasks were broken down
into the smallest components which would acquire the issues give or training. John Childs describes this as the three Ss; specialisation, standardisation and simplification (Huczyniski and Buchannan, 2007). This made
the employees cheaper to hire as craftsmen were no longer required, as Babbage had already noted in his Great Principle (Sparrow et al, 1996). Unskilled workers were also easier and
cheaper to replace and former skilled labour. Taylors theories involved the dehumanisation of workers, viewing them as components of machine which requires systematic management, high control levels and little trust.
Thus the separation of manual of mental labour was formalised. Taylor had said that workers were paid to work and not think, this separation of labour can still be seen
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