Please read case study an answer the following questions in 2-3 paragraphs. CASE

Question

Please read case study an answer the following questions in 2-3 paragraphs.

CASE STUDY Pride Building at Aramark Aramark, a leader in professional services headquartered in Philadelphia, has ap- proximately 250,000 employees serving clients in twenty-two countries.80 Aramark wanted to better motivate its employees who clean airplanes for Delta and Southwest Airlines. Turnover of the low-paid staff of largely immigrant employees once exceeded 100 percent a year. Morale was low, and wallets and other valuable items that pas- sengers left on planes had a tendency to disappear To turn things around, Aramark manager Roy Pelaez believed that he had to break some rules to get employees to feel motivated. "Managers are not supposed to get involved with the personal problems of their employees, but take the opposite view," he says. "Any problem that affects the employee will eventually affect your account. I you take care of the employees, they will take care of you and your customer." Besides the typical "Employee of the Month" recognition programs, he brought in an English- language teacher to tutor employees twice a week on their own time, added Friday citizenship classes to help employees become U.S. citizens, and arranged for certified babysitters subsidized by government programs to keep single mothers showing up for work. He even created a small computer lab with three used computers so that employees could train each other in word processing and spreadsheets. "All of these things are important, because we want employees who really feel connected to the company," says Pelaez Employees who had perfect attendance over a six-month period or who turned in a wallet or pocketbook filled with cash and credit cards were rewarded with a day off with pay. Workers in the "Top Crew of the Month" were rewarded with movie passes telephone calling cards, or "burger bucks." Turnover fell to 12 percent per year- amazing for jobs that pay only minimum wage to start. And crews started to recover large amounts of money from the airplanes, returning to passengers some 250 lost wallets with more than $50,000 in cash.B1 In five years, Pelaez's efforts helped to increase Aramark's revenue in this area from $5 million to $14 million.82 Since 1998, programs such as these have helped Aramark consistently rank as one of the top three most admired companies in its indus try in Fortune magazine's list of "America's Most Admired Companies."83 Questions: 1. What motivation theories apply to the workers at Aramark? 2. If you were the manager of these employees, what would you do to motivate them? Be honest regarding your personal management style and beliefs rather than try ing to be like Roy Pelaez 3. What are some possible barriers to the effectiveness of your motivation ideas? What could you do to overcome them

Explanation / Answer

1. If we consider Maslow`s Herirarchy of needs, the physiological aspect forms the base of human nature. The basic needs of staff in the given case are fulfilled. But the social and self esteem needs need to be completely fulfulled. The staff were having low morale and interest in their work and that made them work in the wrong manner to obtain all the valuable leftovers and show no respect for the job. Once manager Roy initiated the new approach to understand the personal needs of the staff - both spoken and unspoken it was easy to act upon the same.

Few cases which Roy would have obtained could be related to the feeling od being left out in soceiety, not beeing up to speed in terms of new technologies, communicatiob barriers etc. Once Roy started the support activities, the self esteem part of the human nature got fulfilled and their satisfaction towards life and job increased significantly.

2. If i were the manager, I would do team bonding activities with the staff and other personnel to promte feeling of one team within the organization. This would ensure that the ground staff would never feel left out. I would also porivde rewards in terms of merchanidise/day off/ therme park tickets/family day out etc to ensure people understand that the personal well being is also being looked after. I would also start insurance coverage of the families and post retirement plans for the employees. Lastly before any major decision, I would disucss with the staff and identify wherther any alterantive solution can be obatined

3.. Few barriers to team bonding activities could be that the other staff may not like to spend time with the ground staff. In that case, even if the staff do no agree to come on consensus, wii would foreceully enforce them to attened all srsions and share a deep understandign with every team. Providing insurance cover by charging a small premimum may not be somthing the staff would like to pay up even though it helps in the long term

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