TABLE OF CONTENTS

Section Contents Page Number

1. 1.0 Introduction

1.1 Introduction of the Employee motivation

1.2 Background of Tesco

2. 2.0 Contents:

2.1 Theories and Concepts in Workplace

2.1.1 Theories of Motivation in Workplace

2.1.2 Maslow’s Needs Hierarchy Theory

2.1.3 Taylor’s Motivational Theory

2.1.4 The Mayo Effect

2.1.5 Herzberg’s Two-Factor Theory

2.2 Case Studies of Tesco Company

2.2.1 Maslow’s Needs Hierarchy Theory

2.2.2 Taylor’s Motivational Theory

2.2.3 The Mayo Effect

2.2.4 5 Herzberg’s Two-Factor Theory

2.3 Problem Statement in Tesco Company

2.3.1 Attitude Problems of Employees in Tesco Malaysia

2.3.2 Organizational Problems

3. Recommendations:

3.1 Suggestions on how the Theories that being used by Tesco can be

used more effectively in future.

3.2 Implementation of other Theories to Tesco Company

3.2.1 Implementation of Four-Drives Theory

3.2.2 Implementation of Learned Needs Theory

4. Conclusion

5. References

1.0 Introduction

1.1 Introduction of the Employee Motivation

Motivation is the force within a person that affects the direction, intensity and

persistence of voluntary behavior in which a motivated person are willing to exert a

particular level of effort for a certain amount of the time in order to complete the task

given effectively. (McShane and Von Glinow, 2010).

In any organization, human capital is the most valuable asset. Employee is one of

the keys to lead an organization to success because only satisfied employees will lead to

satisfied customers.

Employee motivation is an important part of managing employees. This is

because motivation can be directly linked to job performance. Motivation is getting

people to do what you want them to do because they want to do. So, if the employees are

not motivated then there is no job satisfaction and this leads to reduced productivity.

Besides, a motivated workforce will work harder and achieve greater output in

less time, therefore reducing labour costs. It requires less supervision and demonstrates

pride in its work, making a greater impact on the customer. Motivated employees will

have greater concentration, hence, they are less likely to make mistakes, cause accidents

or be involved in conflict. They are also likely to show greater loyalty to the company

and have less absenteeism.

However, human nature is very complex and to understand the motivating factor

of every employee is a difficult task. Employee motivation differs from one employee to

one another which depending upon views, and personal aims, and goals of an employee.

Thus, to create a more motivated workforce, effective leadership and management is

required to appreciate their employees. Employers or managers should first investigate

the drives and needs of their employees and how these concepts relate to individual goals

and behavior.

1.2 Background of Tesco

In 1920, Tesco was established. The founder of Tesco was Jack Cohen who began his

business with selling surplus groceries at a stall in the East End of London in 1919.The

first brand of Tesco appeared in 1924. Afterwards, the “Tesco” brand was made by Jack

Cohen from the combination of a shipment of tea from T.E.Stockwell (TES) and his own

surname (CO). The first Tesco stall was opened in Burnt, Edgware, and Middlesex in

1929. Tesco has come a long way since then and now is considered as the biggest

supermarket in UK and fourth biggest supermarket retailer in the world, operating around

5381 stores and also employing over 472,000 people. It operates in 12 countries outside

the UK, including China, Japan, Turkey, Czech Republic, Hungary, Republic of Ireland,

Poland, Slovakia, South Korea, Thailand, United States and Malaysia. In the beginning,

Tesco specialized in food and drink aspects; whereas now it has diversified into other

variety of aspects such as clothing, electronic goods, financial services, home, health and

car insurance, dental plans, telecoms, retailing and renting DVDs, CDs, and music

downloads, Internet services and software.

2.0 Contents

2.1 Theories and Concepts in Workplace

2.1.1 Theories of Motivation in Workplace

In workplace, motivation is the forces that cannot be less due to its importance in

affecting one’s direction, intensity and persistence of voluntary behavior. Workplace

motivation is very needed due to the routine of daily work might be boring and repeating

the same job for a long period. Motivated employees are willing to exert a particular

level of effort, for a certain amount of time in order to achieve certain goals in workplace.

From the point of view in psychology, motivation is defined as the process that initiate,

guides and maintains goal-oriented behaviors. Furthermore, motivation is what causes us

to act, whether it is getting a glass of water to reduce thirst or reading a book to gain

knowledge. It is well defined that employees need to be motivated and initiate them to

achieve certain goals in a positive way.

2.1.2 Maslow’s Need Hierarchy Theory

Back in 1943, Abraham Maslow has proposed a theory of Maslow’s hierarchy of

needs in his paper of “A Theory of Human Motivation.” He described his theories in the

form of hierarchy which is called Maslow’s Needs Hierarchy Theory. The diagram 1.0

below shows the Maslow’s Needs Hierarchy Theory.

Diagram 1.0 Maslow’s Needs Hierarchy Theory

Basically, the hierarchy proposed that human has 5 main needs. Motivation

theory of needs is arranged in a hierarchy, whereby people are motivated to fulfill a

higher need as a lower one become gratified.

Physiological in workplace

The lowest need has strongest effect since physiological needs are essential for

overall human well being. Those needs are, for example breathing, food water, sex,

sleeping, excretion and homeostasis. When the lowest need is satisfied or being fulfilled,

next higher need becomes the primary motivator. When it applies in workplace, it can be

translated as employees need satisfying salaries, flexible work time, and enough rest time

during working hours. One needs to work to gain outcome in terms of money to sustain

their daily life.

Safety in workplace

The next hierarchy of need that has been proposed is safety. Secure and stable

environment and the absence of pain, threat and illness are also importance motivators.

Employees would like to have a safe and stable workplace to motivate them. However,

there are still many jobs that did not fulfilled this need for example, fire fighters, soldiers,

policemen, bomb squads, miners and other dangerous jobs. Job security gains more

priority nowadays as more jobs with safer workplace are introduced. Therefore, higher

salaries are paid for the risky job and high risk occupation life insurance is required for

these job’s employees. This requirement is needed to fulfill employees’ desire to work in

a safer environment.

Belongingness in workplace

Human needs love, affection and friendship in their life. The sense of belonging

and acceptance among their social groups are important to human regardless if these

groups are small or large. This level is strongly needed to be fulfilled during childhood.

Deficiencies within this level of Maslow’s hierarchy may lead to many negative emotions

for example, loneliness, social anxiety and clinical depression in the absence of love and

belonging element.

When apply in the work society, employees need friendship and interaction in

their workplace in order to motivate them. Without the belongingness, they might feel

depressed and facing work-related stress in workplace.

Esteem in work society

Human need to be respected and this may include the need to have self- esteem

and self-respect. Esteem presents the typical human desire to be accepted and valued by

others. Personal achievement, recognition in the society and respect is what human need.

Low self-esteem or an inferiority complex may result from imbalances during this level

in the hierarchy. People with low self-esteem often need respect from others. They often

feel depression, lack of confident and lack of strength in terms of competency.

Esteem comes to the same meaning in terms of workplace. Opportunities have to

be given to employees to ensure they gain self-confidence and high self-esteem in

workplace. This might be a key of success in work society nowadays. With self-

confidence, employees know their potential and strength, this is called self-recognition.

To succeed in achieving goals, self-esteem is a need that could not be lack of.

Self-actualization

A person’s need to recognize and realize his or hers full potential by experience.

Everyone born in this world has its own value to be contributed to the society. Maslow

describes this level as the desire to accomplish everything than one can, to become the

most than one can be. However, to understand this level of need, the person must not

only achieve the previous needs, but master them. Same goes to individuals in work

society, realization and recognition of own potential are important.

2.1.3 Taylor’s Motivational Theory

In 1911, the engineer Frederick Winslow Taylor (1856 – 1917) published one of the

earliest motivational theories. According to Taylor´s research, people worked purely for money.

Therefore, he put forward the idea that workers are motivated mainly by paying them money.

His Theory of Scientific Management argues that workers do not naturally enjoy

work and so need close supervision and control. Therefore managers should break down

production into a series of small tasks. Workers should then be given appropriate

training and tools so they can work as efficiently as possible on one set task. Workers are

then paid according to the number of items they produce in a set period of time- piece-

rate pay. As a result workers are encouraged to work hard and maximized their

productivity.

Taylor’s methods were widely adopted as businesses saw the benefits of increased

productivity levels and lower unit costs. The most notably advocate was Henry Ford who

used them to design the first ever production line, making Ford cars. This was the start of

the era of mass production and workers were paid ‘piece rate’ that is, paid for every item

produced.

This approach of paying workers by results was good for the business. The outcome was

greater production but gave little opportunity, encouragement or time for employees to think for

themselves or be creative in what they did. This limited people's development and their use

within the company.

2.1.4 The Mayo Effect

Elton Mayo (1880-1949) proposed that internal or external factors may motivate a

person to change or develop their actions. He suggested that boredom and repetitiveness

of task led to reduced motivation. Therefore, he believed that motivation was improved

through making employees feel themselves important, by giving them a degree of

freedom to make choices and acknowledging their social needs.

He also believed that workers are not just concerned with money but could be

better motivated by having their social needs met whilst at work, some fact that the

Taylor’s motivation theory had ignored. Lately, he introduced the Human Relation

School of thought, which focused on managers taking more of an interest in the

employees, by treating them as people who have worthwhile opinions and realizing the

workers to enjoy interacting together.

For example, an internal factor may be the desire to learn a new skill and reward

them. Meanwhile, the external factors may include the sales targets and if incentives are

not being achieved, a more negative motivator might be given.

From his researches, Mayo concluded that employees can be motivated by better

communications between managers and workers. Greater manager involvement in

employee workplace is needed too in order to increase level of attention they were

receiving. Team working is equally important in workplace as collectivism can make the

best decision than individual and effectively motivate employees.

In workplace practices, top managers should re-organize production to encourage

greater use of team work and introduce personnel departments to encourage greater

manager involvement in looking after employees’ interests. His theory are said to be

most closely fits in with a paternalistic style of management.

2.1.5 Herzberg’s Two-Factor Theory

Frederick Herzberg (in the late 1950s) proposed his Herzberg’s theory in his book

entitled “The Motivation to Work”. The theory proposed is through interviewing a group

of employees in order to find out factors of satisfaction and dissatisfaction on their job.

Based on his content theory, he explained the factors of an individual’s motivation by

identifying their needs and desires, what can satisfy their needs and desires and by how

they pursue to satisfy these desires. Hence, he developed his theory into two dimension

factors to the job satisfaction which are Motivational factors and Hygiene factors. Both

factors can motivate the employees but they work for different reasons. The Hygiene

factors can de-motivate and leading to the dissatisfaction if they were absent or

inadequate such as salary, company policy, work condition, relationship with boss and

peers. However, the Motivational factors can motivate or leading to satisfaction such as

achievement, recognition, responsibility and advancement. According to what Herzberg

said that the dissatisfaction could be avoided by improving in Hygiene factors and these

improvement need a motivation by creating a suitable conditions for the employees to

feel fulfilled in the workplace.

 

2.2 Case Studies of Tesco Company

2.2.1Maslow’s Needs Hierarchy Theory

Based on highest hierarchy, which is self-actualization, Tesco actually offers

Personal Development Plans, recognition of skills and talents, opportunity for promotion

and career progression program. Besides, the career discussions feed into Tesco’s Talent

Planning meetings. The Options fast track management program provides a route for

capable staff to reach higher levels. (The Times, 2010)

Followed by the second highest which is self-esteem. Tesco values emphasize

self-respect, respect for others and praise for hard work. Tesco offers strategic career

planning to help staff ‘achieve the extraordinary’. Furthermore, Tesco also emphasize the

development of the whole person and has implemented 360 degree feedback as it is a

personal development tool which provides feedback from a selection of people with

whom the employee works with. This is helping the employees to understand their own

behavior. Indirectly, meaningful feedback to the employees will help provide them room

for improvement and provide them opportunities to reach their full potential. This

approach will help the employees to reach their full potential by encouraging self-

assessment and providing advancement or promotion through ongoing training.

Basically all these system will help to recognize individuals’ contributions and the

importance to celebrate achievement. (The Times, 2010)

The middle needs will be belongingness or love. Tesco promotes team and group

working at various levels. Tesco implemented the Balanced Scorecard concept that aimed

to change organizations from financially driven to mission driven organizations through

four business perspective-financial performance, internal process customer knowledge,

learning and growth. The Balanced Scorecard is converted to ‘Steering Wheel’ to meets it

own requirement in Tesco. The company ‘Steering Wheel’ assesses individual and group

work to enables store staff to work as a team. The working conditions from home-to-

home ethos encourage long service. (The Times, 2010)

The fourth will be safety/security needs. Tesco provides the security of formal

contracts of employment as well as pension, sickness schemes and the option to join a

union to give people a sense of belonging. In addition, Tesco too had improved training

on manual handling for their staff and implemented to improve the accident reporting

system in order to help stores target the main causes of accidents. It will ensure health

and safety in the workplace. (The Times, 2010)

As in Maslow Needs Hierarchy Theory, the last and the lowest needs which is

physiological needs. Tesco provides a place of work, regular monthly salary and essential

facilities such as a restaurant and lockers for workers’ personal belongings.

2.2.2 Taylor’s Motivational Theory

This theory shares the same similarity with Tesco’s Employee Reward Program.

The financial reward is one of the motivating factors. However, there are other factors

besides money to motivate their staff. Tesco goes far beyond Taylor’s theories. Tesco

supports varied lifestyle of individual employees through relevant and targeted benefits.

(The Times, 2010)

One of the factors that motivate employees to improve their output or outcome is

the desire to serve people, improve interpersonal skills and to achieve promotion. The

desire to strive to learn and improve self-development is also the key that can motivate

employees to perform better in their performances.

Moreover, employees are motivated when they feel content in their work when

their employer creates a good working environment where employees feel appreciated

through increased in communication and being asked by their opinions. Through training

too, Tesco can develop a better employee that can produce a better output. This will help

enhance their knowledge, skills and sense of job satisfaction. (The Times, 2010)

2.2.3 The Mayo Effect

This effect is practiced in Tesco. The key to motivate employees is by

communication. One to one discussion with managers, through the company intranet or

newsletters and through more formal structures such as appraisals is some examples of

the key. For example, line managers hold meetings daily to update the staff on what’s

happening for the day and to give out value awards. Employees’ achievement is

celebrated and awards are given to any given staff who uphold Tesco’s vision and

provide the best service to customers

2.2.4 Herzberg’s Two-Factor Theory

Tesco apply this theory by motivating its employees both by paying attention to

hygiene factors and by enabling satisfiers. For example, it motivates and empowers its

employees by timely communication and delegating responsibility by involving staff in

decision making. Employees are able to have pay raise and a forums are held every year

to encourage communications. This shows that Tesco recognize and rewards their

workers. Furthermore, workers in Tesco can be motivated by making choices on which

food goes into the menus. Thus, this will increase their use of the restaurants. (The

Times, 2010)

2.3 Problem Statement in Tesco Company

2.3.1 Attitude Problems of Employees in Tesco Malaysia

The attitude of employees may not be of much a concern by the top management

of Tesco company in Malaysia as they always facing shortage of employees. Tesco has

established 45 stores including Tesco Extra in nationwide of Malaysia since 2001.

Therefore, securing adequate staff is of paramount importance. Due to the thinning pool

in human resource, the ratio of bad: average: good workers are now at 100:15:1. The

ratio indicates that the good workers are very few in number instead of those with

moderate and bad attitude workers. Recruitment of employees cannot be done properly

and Tesco is faced with this attitude problem of employees in workplace. As a result,

good employees are leaving the Tesco to a better company. As in case studies shown that

Tesco Company has apply the Maslow hierarchy theory that all employees have the same

needs, same attitude and therefore same motivation are provided. This is a wrong

assumption to differentiate good and bad workers. In conclusion, Tesco will chase away

good employees and leave with bad attitude employees in the company. This might due

to the top managerial department treating good and bad workers the same way and lead to

job dissatisfaction among good workers.

2.3.2 Organizational Problems

Many employees in Tesco might have some organizational problem such as issues

of authority, poor interpersonal relations, overwork, boredom, lack of promotion and so

on. Their jobs are repetitive and have the same routines every day. It is less challenging

and motivating for them to continue their daily job routine. As a result, they might easily

leave the company due to boredom. This problem are mostly faced by almost everyone

in Tesco as a results of human beings living together and working together in a same

organization. Tesco might have apply too much of Taylor’s motivation theories, their job

routine can be described as it is just a little bit better than machines.

This leads the employees to treat their customers badly in Tesco due to job

dissatisfaction. Meanwhile in Tesco Malaysia, Bangladesh workers are being

overexploited and not well paid. It is believed that Tesco in Malaysia hire Bangladeshi

workers from a contract supplier and not hire them directly. The Bangladeshi workers are

not appreciative as they seem not to have a better work security and benefits that those

received from contract boss. This will eventually make them show less dedication and

motivation to work.

The effect of demotivated workers will affect their performances and the

outcomes too. Unsatisfied workers will tend to serve customers with bad services. For

example, rude to customers, unhelpful, unfriendly, superior challenged and many more

might bring a huge impact to the company. Nevertheless, the impact on the customers

with received bad services will results in the company’s image tarnished or badly

affected. As Taylor proposed in his research, Tesco has implemented this motivational

theory that only salaries could motivate them to work. However, every single Tesco’s

employees are totally different either in their behavior and attitudes, salaries do not really

motivated them to perform well in their job due to boredom and less challenging factors.

Different employee has different needs and might not just work for money. This brings

them to involuntarily treat their customers badly and impact the company’s image.

Slowly, the financial well being of Tesco Company might be affected if this problem

continues.

3.0 Recommendations

3.1 Suggestions on how Tesco Company can utilize the motivation theories more

effectively.

In the content part, some problem of Tesco companies currently encountered has

been listed out. Although some theories and concepts in organizational behavior are

used, it is said to be not enough. This might due to the theory itself have some

weaknesses that cannot be fully apply as organizational management method.

For example, Maslow Needs Hierarchy Theory proposed that every human needs

and wants something. However, not every employee has the same characteristics and

needs. The theory used must be flexible enough by treating different people with

different management method, allocate them into different department and understand

their own potential.

One good way to strengthen this theory is focus the third and forth level of the

Maslow Needs Hierarchy Theory. Tesco are recommended to implement the Employee

Stock Ownership Plan (ESOP). It is a contribution plan that provides a company’s

workers with an ownership interest in the company. By giving Tesco’s employees with

stock ownership, they are equally gaining the respect from the company. Shares are

recommended to hold in the ESOP trust until the employee retires and leaves Tesco. This

may effectively enable Tesco Company to make those good employees to stay in the

company. When Tesco Company earned profits, the same goes to the employees.

On the other hand, the theory that proposed by Elton Mayo are really useful to

strengthen the third level of the Maslow Needs Hierarchy Theory. Communication in

workplace is the best way of gaining love and friendship. The top management should

always show interest among their employees, communicate well with them, always work

as a team to enable them feel satisfied on their working environment. As a result, they

are able to maximize their work performance and help Tesco gain more profits. By

implementing this, motivated employees can enhance their esteem and belongingness in

the workplace and make them perform well.

Although the concept that proposed in Taylor’s motivation theory might be useful

in some managing part of Tesco, not all of them can fit exactly what the company needs.

In workplace, not every employee work purely for money due to the different

personality and background of themselves. Tesco Company is suggested to give out

personality form for potential recruits to fill out before recruiting them. By knowing their

personality and background, the company can assign them to the right department. Of

course, every employee has different personality. Recording down their needs and

characteristic is the best way to figure out how they can be motivated.

Providing career coaching is indeed important to help employees to reach the next

level professionally. By providing on-site coaching, Tesco Company can bring in

professionals to provide one-on-one counseling, which can help the employees to

overcome personal or professional obstacles on their career paths.

3.2 Implementation of other Theories to Tesco

3.2.1 Implementation of Four-Drives Theory

To solve the problem statement, Tesco can implement Four-Drive Theory. This

theory describes human motivation which is both holistic (it pulls together the many drives

and needs and humanistic (it considers human thought and social influences rather than just

instinct). (McShane and Von Glinow, 2010).Four –Drive Theory organizes drives into 4

categories : the drives to acquire, bond, learn and defend. These drives are innate and

hardwired in our brains through evolution and are found in everyone. They are also

independent of each other, meaning that no hierarchy. Moreover, these 4 drives are a

complete set means no other fundamental drives are excluded from the model.

Drive to Acquire : this is the drive to seek, take, control and retain objects and

personal experiences. (McShane and Von Glinow, 2010). It extends beyond basic food and

water; it includes both material goods and status and can lead to both excellent

performance and competition. This drive is primarily satisfied through a company’s

Reward System. It’s not just about the money. Tesco can add some perks to employees.

While we tend to focus on the big items like pay and bonuses with this drive, some of the

more powerful levers that we get to pull are smaller “perks” such as office space, parking

spots, and flexibility to work from home. In addition, Tesco can offer leisure time that also

tie into the Acquire side of the equation, such as discounts on healthcare, theme parks and

on classes, days off, pool in the office and employee of the month/quarter/year. Besides,

Tesco can improve Total Rewards Communication. For example, shares of company will

be given to employee for free after working for few years, and get a proportion of profits

that company generated. Employees may use their bonus or saving to buy company shares

with a 20% discount, rather than buying with market price. If they put the shares in trust for

5 years, they will get their bonus, with no tax. Through this Total Rewards

Communication, Tesco can ensure that their employees understand their total reward

opportunities, enhancing their recognition program and creating variable pay options that

provide clear linkage to an individual’s increased performance. Tesco can use this drive to

solve the employees’ attitude problems.

Drive to Bond : this is the drive to form social relationships and develop mutual

caring commitments with others. (McShane and Von Glinow, 2010). Research has

repeatedly shown that we tend to bond with others of similar demographics and outlook.

This drive is mostly met through an Organization’s Culture. Organizations culture is one

that cherishes teamwork and focused on “employee first” and are crucial to this drive being

met. Once employees are successful in establishing individual relationships the connections

can grow to include groups and work teams.The drive to bond leads to interactions of

healthy support among work teams if supported with team-based rewards and professional

goals. This drive motivates people to cooperate and consequently is a fundamental

ingredient in the success of organizations and the development of societies.

Drive to Learn : this is the drive to satisfy our curiosity, to know and understand

ourselves and the environment around us. (McShane and Von Glinow, 2010). It also relates

to understanding one's role in the firm and the significance of that role. This drive is

fulfilled primarily through Job and Organizational Structure. Organizations need to ensure

that the various job roles within the company provide employees with stimulation that

challenges them or allows them to grow. Job roles that satisfy this drive should provide

personal meaning and fulfillment, roles should engender a feeling of contribution to the

organization, organizational structures that provide growth opportunities within the

company, learning offerings training or seminars that provide employees with new skills

and knowledge and sharing or rotational opportunities that can provide new challenges are

the key to fulfilling this particular drive. Tesco can retain their employees by using this

drive; their employees can learn new skills, feel challenged and no longer feel bored in

their job.

Drive to Defend : this is the drive to protect ourselves physically and socially. (McShane

and Von Glinow, 2010). This drive is met mostly through an employee’s feeling of

alignment and connection to the organization and can be done through a company’s

Vision/Reputation and their Performance Management System. Organizations that have a

strong vision or positive reputation in the marketplace can help create that alignment with

employees. The company should be perceived fair, ethical and providing a valued service.

Organization’s performance management systems can also help through giving insight into

the company’s vision. Performance management system should be one that is open and

transparent, perceived to be fair, provides direction and that is trusted by employees. Tesco

in Malaysia hire Bangladeshi workers from a contract supplier and not hire them directly

and do not pay well for their hard work. With this drive, Tesco can provide the Bangladeshi

workers a better work security and benefits that those received from contract boss. This

will eventually make them more dedication and motivation to work.

3.2.2 Implementation of Learned Needs Theory

Besides using Four-Drive Theory, Learned Needs Theory which was investigated

by a psychologist David McClelland can also be implemented in Tesco. According to the

2.0 Case Study in Tesco, Maslow is one of the motivation thoeries applied by Tesco, yet,

there are limitations of the Maslow’s work. Maslow is much more concerned about

personal’s need. It noted that individual characteristics influence the strength of higher-

order needs. However, it is essential to note that not all employees are governed by same

set of needs. Different individuals may be driven by different needs at same point of time.

In particular, McClelland recognized that a person’s needs can be strengthened through

reinforcement, learning and social condition. (McShane and Von Glinow, 2010)

Learned Need Theory states that human behavior is affected by three needs -

Need for Achievement, Power and Affiliation. These needs influence the level of

motivation of people and how effective they will be at their job roles. This motivation is

influenced by aspects of a person’s life which leads to varying levels of needs being

present from person to person.

Need for Achievement (nAch) is drive to excel, achieve and success. An

individual with a need for achievement will want to accomplish challenging goals

through their own effort. They are more concerned on their personal achievement rather

than with rewards of success. Taylor’s Motivational is really one of the motivations

which best fit unmotivated employees. Some of the employees prefer to get benefit such

as bonus, promotion or pay vise to satisfy them in work. Instead, there are also some

employees with higher need of achievement, money is not a tool for motivating them

while they desire to receive unambiguous feedback and recognition for their success

publicly. Hence, Taylor theory is not suitable for all the people. Manager of the Tesco

should be more concern of their employees as different motivation is different for every

employee.

Due to the repetitiveness of jobs, it makes Tesco employees feel less challenging and less

motivated for them to continue their job. Tesco should give more chance and freedom in

decision making for everyone especially people with high nAch. High nAch people like

to work in difficult, challenging and competitive work situation because they are very

good in overcoming difficult problems or situations. Achievement-motivation is

important as it helps an organization to grow faster and move towards prosperity with the

support of such achievement seeking employees.

Need for Affiliation describes a desire to seek approval from others, conform to

their wishes and expectations and avoid conflict and confrontation. In a business setting,

this is the necessity for managers to build warm and caring relationships in order to

motivate their fellow employees. Since Tesco hiring huge quantity of Bangalesh worker,

Tesco should provide the Bangalesh workers training to create and maintain social

relationships, enjoy being a part of groups and have a desire to feel loved and accepted.

When the workers feel loved and accepted, they may take a special interest in work that

provides companionship and social approval and prefer cooperative situations rather than

competitive ones. Besides, employees who with a high need of affiliation need

harmonious relationships, with other people and need to feel accepted by others. They

tend to conform to the norms to their work group. High need of affiliation individuals

prefer work that provides significant personal interaction. They perform well in customer

service and client interaction situations

Need for Power (nPow) is a desire to influence and control other individual’s

behavior based on personal wish or known as desire for authority. For those individuals

who have this need for power may like to lead, be influential and to make an impact.

There are two different kinds of need for power which are personalized power and

socialized power. Personalized power is a negative need for power as an individual only

enjoy using their power for their own sake and use it to advance personal interest. Thus,

for those individuals belong to personalized power may just seek authority over others

and feel that others do not be effective working towards the business’s goal even may

damaged it. However, socialized power is a positive need for power as an individual

desire power for helping other people. For those individuals belong to socialized power

may have need for power to lead the teams to achieve the goals together. Hence, this kind

of need for power may bring benefit to the business.

Based on the problem stated in content part, there are many good employees

resigned from Tesco since Tesco Company treated the same way to the good and bad

employees in the company. Moreover, the good employees may feel that the company

does not appreciate their talent and potential since the company does not have

empowered significant tasks for them to follow. It is because those good and potential

employees may desire authority when they perform their work in the workplace. In order

to overcome this problem, Tesco Company should implement this need for power from

Learned Needs Theory. Tesco should give more power and opportunities for the good

and potential employees to perform their skills. For example, they should empower some

tasks for those good employees to work on and thus the employees may feel that they are

appreciated by the company. For those who performs well in the job may be given chance

to held their post. As a result, they may feel loyal to the company and may not resign

from the job which let them fulfill the need for power.

4.0 Conclusion

In conclusion, employee motivation is vital in improving employee performance

at work. Since there are many things which may influence people’s behavior and the

performance at work. In contrast, there are also many different things can motivate

different people and affect how they perform in work. The importance of motivation in

the workplace is to help employees to charge up their batteries, focus their attention on

better work performance than before and resulting in excellent performance in workplace.

According to Tesco, employee motivation is significant for successive company

growth. Therefore, Tesco Company implemented different motivation theories for

different employees in order to improve the employees’ performance in workplace. The

motivation theories included Maslow’s Needs Hierarchy Theory, Taylor’s Motivational

Theory, The Mayo Effect and Herzberg’s Two-Factor Theory. Tesco Company motivates

its employees by enhancing their knowledge, skills and job satisfaction. This is done

through training and development as well as providing significant, rewards and credit.

However, the implementation of the Motivation Theories might not be enough or

fully applied to the employees in Tesco Company. Therefore, Tesco Company should

strengthen the current implementation of motivational theories and apply it more

effectively in the future. Moreover, we suggest that Tesco Company should implement

other motivation theories such as the Four-Drives Theory and Learned Needs Theory to

solve the existing deficiencies and problems in Tesco Company. Indirectly, Tesco

Company may result in better productivity and increase the sales in workplace. In

addition, this may increase the employee loyalty and reduce absenteeism in the

workplace.

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