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

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

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

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

LeaderBartender

RESEARCH QUESTION

How does Buffalo Wild Wings encourage and maintain

employee

motivation to provide strong job satisfaction among

employees?

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

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:

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

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

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

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

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

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

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?