Management Project | Buffalo Wild Wings Employee Motivation

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Transcript of Management Project | Buffalo Wild Wings Employee Motivation

  1. 1. Analyzing the Relationship Between Employee Motivation and Rewards Minty Chen Dave Erickson Mike Larson Kathy Nguyen TBUS 300: Managing Organizations Dr. Lex Perryman University of Washington, Tacoma
  2. 2. OVERVIEW Introduction to Buffalo Wild Wings and Puyallup, Washington location Research Question Review of Research and Data Collection Recommendations Application of Recommendations and Follow-Through Key Takeaways
  3. 3. INTRODUCTION Founded in 1982 by Scott Lowery and Jim Disbrow Three things: Wings. Beer. Sports. 1070 locations (February 2015) in 50 states 485 company-owned 585 franchised
  4. 4. Management Hierarchy General Manager Operational General Manager (OGM) Front of House Manager (FOH) Heart of House Manager (HOH) Bar Manager Shift Leader Shift Leader Shift Leader Shift Leader Bartender
  5. 5. RESEARCH QUESTION How does Buffalo Wild Wings encourage and maintain employee motivation to provide strong job satisfaction among employees?
  6. 6. INTRODUCTION TO SURVEYS Surveys were given to Buffalo Wild Wings employees Questions were to assess employee motivation and programs currently in place to reinforce motivation Open-ended question were to gain insight into employee feelings of motivation and how management tries to maintain high levels of employee motivation Interval-scaled questions were to highlight specific areas where issues were present Responses were received from 9 employees
  7. 7. DATA ANALYSIS 8 out of 9 employees were female Average age: 25 years old Average length of employment: 21 months All respondents part-time employees, working 25 hours per week Bonus 23% Increased Responsibilities 12% Gift Cards 15% Autonomy in Decision-Making 4% Recognition 23% Flexible Work Schedule 23% RECOGNITION FOR AN ACCOMPLISHMENT:
  8. 8. DATA ANALYSIS Great Play! System provides a way for management to reward points to employees for positive service from customers and other employees Lack of understanding among employees of what the reward system is and how it works 0 respondents knew how management rewards points Suggesting from employees that favoritism was key factor Underappreciated Majority of employees felt underappreciated by management Lack of appreciation shown by supervisors Average response: 3 out of 5 Lack of presence of employees helping others Average response: 3 out of 5
  9. 9. RECOMMENDATION Great Play! employee empowerment Changes must be initiated from top of hierarchy Increases awareness of system benefits Extrinsic rewards Managers retrained to be mindful of employee recognition Employees need to feel more appreciated Training materials are provided for managers Intrinsic rewards Leadership who instill confidence and commitment into employees will be rewarded with strong workforce who is focused and determined
  10. 10. ACTION PLAN 1. Provide updated training on Great Play! system How employees receive points Feedback about performance Clear expectations Resources to match required performance Highlight the ability of peer-to-peer rewards Empowerment Builds foundation of trust in relationship between manager and employee Idea of reciprocity
  11. 11. ACTION PLAN 2. Vocalize awards of points Showcase appreciation and recognition for explemary performance Highlights what performance will be rewarded 23% of employees were driven 3. Utilize social media platforms to enhance communication across the organization Increases communication and decrease information vacuum across shifts Current system causes frustration and impacts performance of employee Current employees already utilize a Facebook Page in order to: Share pertinent information Post requests to cover shifts
  12. 12. USING YAMMER TO INCREASE MOTIVATION Builds motivation and camaraderie through Yammer, social media network CEO goal was to create line of communication within organization Allows all employees to feel connected with another and be involved in business
  13. 13. ACTION PLAN 4. Evaluating change Use data from surveys as benchmark 90-day implementation follow-up 0-15 days: Management reviews and increase training materials 15-30 days: Conduct training for employees 90 days: Redistribute initial surveys
  14. 14. KEY TAKEAWAYS Employees overall satisfaction: 4 out of 5 To increase motivation: Elicit stakeholder buy-in Bring awareness to Great Play! system Peer-to-peer reciprocity Empowerment QUESTIONS?