Discuss About The Low Motivation Level In Staffs At Shopsmart?
The central node of the mind map indicated about the research problem and this was related to low motivation level in staffs at the Shopsmart whole sale pharmacy. The main research question is related to what are the cause of low motivation in staffs at the pharmacy. The nodes representing the causes of research problem gave idea about the cause of boredom, unpleasant co-workers, poor communication, poor performance castigation, micromanagement, lack of progress, job insecurity and low confidence in leadership (Pinder, 2014). Given below are the details of the research accounting method that will address the research question:
Boredom: No innovation and monotonous work routine affects performance of employees (Mitchell 2013). The research by Tolentino et al. (2014) gives more insight into this factor by means of quantitative research method.
Unpleasant co-workers: Ng and Feldman (2014) explains that poor vision and no professional goals lead to low morale in staffs. Qualitative research methods by means of systematic review can give detail about the different cause of low motivation.
Poor communication: Schiemann (2014) gave the indication that from talent management to talent acquisition, everything is dependent on effective communication. This can be tested by randomized controlled trial in two different groups.
Poor performance castigation-
Micromanagement: Micromanagement is regarded as a factor for demotivation in staffs because it leads to decreased growth potential. Although it is advantageous in short term situations, however in long term it may lead to low employee morale and high staff turnover (Kumar et al. 2015). The research method to answer this question may include qualitative research method.
Lack of progress: Certain factors like poor progress in organization and no planning finanacial to low motivation. Sung and Choi (2014) gives insight importance of growth and development for motivating employees. The effect of this can be tested by survey method and use of appropriate questionnaires.
Job insecurity: Job insecurity may occur by several factors such as no promotion or workplace harassment (Mallan, 2013). The effect of this can be studies by survey method.
No confidence in leadership: Leadership is the most crucial element that enhances performance of students. This can be understood by Men and Stacks (2013) who explained about employee empowerment through effective leadership style. The effect of different leadership style can be studies by the method of survey and questionnaire to collect data (Kara et al. 2013)
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Kumar S, Duhan M. and Haleem, A., 2015. Evaluation of factors important to enhance productivity. Cogent Engineering. 2015 Dec 31, 3 (1):1145043
Mallan, M.O., 2013. Impact of dysfunctional conflict in public organization: A case study of COASCO (Doctoral dissertation).
Men, L.R. and Stacks, D.W., 2013. The impact of leadership style and employee empowerment on perceived organizational reputation. Journal of Communication Management, 17(2), pp.171-192.
Mitchell, G., 2013. Selecting the best theory to implement planned change: Improving the workplace requires staff to be involved and innovations to be maintained. Gary Mitchell discusses the theories that can help achieve this. Nursing Management, 20(1), pp.32-37.
Ng, T.W. and Feldman, D.C., 2014. Subjective career success: A meta-analytic review. Journal of Vocational Behavior, 85(2), pp.169-179.
Pinder, C.C., 2014. Work motivation in organizational behavior. Psychology Press.
Schiemann, W.A., 2014. From talent management to talent optimization. Journal of World Business, 49(2), pp.281-288.
Sung, S.Y. and Choi, J.N., 2014. Do organizations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations. Journal of organizational behavior, 35(3), pp.393-412.
Tolentino, L.R., Garcia, P.R.J.M., Lu, V.N., Restubog, S.L.D., Bordia, P. and Plewa, C., 2014. Career adaptation: The relation of adaptability to goal orientation, proactive personality, and career optimism. Journal of Vocational Behavior, 84(1), pp.39-48