From the point of view of the organization, motivation is part of its social responsibility. In turn, it is convenient for you to adopt motivational systems because as I will explain later, it ends up resulting in greater productivity, and is also added value in the eyes of the staff.
To approach the issue in an interesting and useful way, I have considered Certain questions that arise naturally when relating motivation to companies:
1) What is motivation?
2) What are the theories of motivation based on?
3) For what purposes is it used in companies?
4) In what circumstances are motivational techniques used?
5) What methods are used to motivate?
6) Has Uruguay adhered to these motivational policies? What companies have done it and with what results?
1. What is motivation?
Before defining what motivation is, clarify that it is not motivation
• Motivation is not an existing quality in just a lucky few.
• It is not a constant characteristic of certain individuals, but varies in all people in certain circumstances (we must not fall into perceptual vices such as stereotypy)
• Companies must not fall into these beliefs when selecting personnel, since it should be responsibility of the same to devise systems of motivation.
I will cite several definitions that I have extracted from various authors about what motivation is
• Willingness to exert high levels of effort towards organizational goals, conditioned by the effort's ability to satisfy an individual need
(Robbins)
• Factors that provoke, channel and sustain individual behavior
(James Stoner - Edward Freeman)
• Refers to goal-oriented behavior, characterized by a process that consists of selecting and directing certain actions to achieve the desired goal. This definition highlights some elements that characterize the phenomenon of motivation:
1. An inner need perceived as a tension.
2. An inner force that is activated with that tension and that directs the behavior towards a particular objective
3. The objective or end, the element that is perceived as capable of giving satisfaction, eliminating tension.
(Ivette Almendras - Mario Vila)
• Motivation is what drives the individual to take actions and corresponds originally to a need. Motive is everything that initiates, sustains and directs an activity, with the purpose of restoring and maintaining the balance between the need and its satisfaction.
(Universal Mix Services Operations Manual)
Motivation cannot fail to be defined without dismembering its components and explaining each one of them.
2. What are the theories about motivation based on?
We note that the word NEED is repeated in all three definitions. It is convenient then to explain the importance of need in the motivation process, since the theories of motivation are based on those of needs.
Definitions of Need:
According to economic theory it is “The desire to have a means to prevent or eliminate painful sensations or to provoke, preserve or increase pleasant sensations. It is the feeling that something is lacking (food, security, a sports car, a trip to Europe.) (…) Causing a loss of psycho-physical balance. (…)
Any need is made up of the following elements:
1. An unpleasant sensation
2. The establishment of a relationship between the need and the goods (material or immaterial) considered suitable to satisfy it
3. The will to acquire that medium. (…)
Needs are stimuli that incite action: the individual aware of the need that he experiences, knows the suitable means to satisfy it, and is prepared to obtain it as long as the cost or sacrifice involved in obtaining it is not greater than the pleasure that he receives. provides ”.
In element 2 the intervention of the subjective element is clear. (I will return to this point later)
Needs have also been defined in terms of motivation as "Some internal state that makes certain results appear attractive" (Robbins.) The existence of the need generates a tension that will drive the individual to satisfy it and achieve this attractive result, to reduce the tension and return to psycho-physical balance.
Therefore, the subjective element of psycho-physical balance can be explained by the physiological principle known as homeostasis: the tendency of the organism to maintain an internal state of constant harmony. Homeostasis has significance as a principle of psychological motivation, since it plays a compensatory role in maintaining harmony between environmental incentives, internal impulses, and behavior. Needs are personal voids (which must be filled) known or unknown by the individual that moves her to seek satisfaction.
Employers must realize that they themselves and employees have these gaps, since the employer who knows the needs of the organization is capable of directing everyone's efforts to achieve maximum satisfaction.
As a corollary, theories about motivation are based on theories about needs. But what are these theories?
Theories of needs
1. Taylor's hedonistic approach
2. Elthon Mayo's approach to human relations
3. Maslow's hierarchy of needs
theory 4. Herzberg's two-factor
theory 5. McClelland's motivating needs
theory 6. “AND” theory ”From McGregor
7. Skinner's Reinforcement
Theory 8. Valencia Theory - Vroom's Expectation
9. ERG
Theory 10. Goal Setting Theory
1. Taylor's hedonistic approach
Taylor conceives of man as a homo-economicus. Their behavior in the company is determined by economic reasons and their performance is strictly adjusted to their remuneration. For Taylor then, the basic motivation is salary. According to this theory, by applying an appropriate salary policy, the company will increase productivity and perform at its best.
It refers to the use of rewards and punishments to obtain the desired response. We can explain this theory with the ancient story that "for a donkey to walk, a carrot must be put in front of it or hit with a stick."
This theory is even today the only pattern followed by companies. It is not totally invalid, the economic element is very important, but the human element should not be overlooked, which in certain circumstances may be the most important.
2. Elthon Mayo's approach to human relations
The May current begins by denying Taylor's theory based on the pleasure principle.
Mayo demonstrated the importance of informal organization, the dominance of groups and their internal norms, as well as their influence on the behavior of their members.
For Mayo, the individual in companies should not be treated as a homo-economicus, but as a social being, who needs more than satisfying his physiological needs, satisfying his social needs. This function should be in the company as a motivating element, favoring the formation of groups in which the employee feels welcomed, integrated and accepted.
3. Maslow's Hierarchy of Needs Theory
It is the most widespread theory, and consists of a hierarchical ordering of needs, so that the individual ascends in them in strict order (defined domination.)
5: Self-Realization Needs
4: Self-Esteem Needs
3: Affective or Social
Needs 2: Security
Needs 1: Physiological Needs
Maslow's hierarchy of needs theory has been both accepted and criticized. Among her contributions we find that she has given a direction for subsequent research, is clear in didactic terms and has helped to understand the individual and her processes of satisfaction of needs. It also helps companies understand how certain needs dominate over others at any given time.
On the other hand, the criticisms it has received are fundamentally that the theory adapts to reality only on the first two levels, the needs of a lower order; the hierarchical order of higher-order needs tends to change from person to person. In my personal case, I disagree that affective or social needs are below those of self-esteem.
Individual differences with respect to hierarchy generate many exceptions and differences, especially from culture to culture. And the needs should be seen in the individual as an interactive whole, since the individual himself is a bio-psycho-social unit.
4. Herzberg's two factor theory
This author conducted research on a sample of 200 employees from the most varied social strata in the periods in which they had felt happiest and least happy. It showed that the factors that led to happy moments were those related to the intrinsic content of the job (achievements, promotions, etc.), while those that caused unhappiness were those related to the work environment (wages, environmental conditions, supervisors).
If until this moment it was believed that the factors that caused satisfaction and those that did not were at opposite ends, Herzberg refuted it by proving the existence of HYGIENIC factors and MOTIVATING factors.
Hygienic factors (or maintenance factors): are those factors whose absence produces dissatisfaction, but their presence is not motivating, it simply causes a state of non-dissatisfaction. Maintenance factors are primarily related to the workplace, because they deal with the outside environment. Corresponds to salary, security, organization policy, relationships with the company, colleagues, supervisors and subordinates.
Satisfaction with hygienic factors is not lasting, after a period dissatisfaction reappears, the employee is “immunized”: the satisfaction that causes an increase decreases over time as consumption increases, ending in dissatisfaction.
Motivating factors: Their presence causes both satisfaction and motivation, but their absence does not cause dissatisfaction, but rather demotivation.
Thus, businessmen prior to this theory believed that improving hygienic working conditions would generate motivation. They did not achieve the desired results because they ignored the existence of the motivating elements. Subsequently, it was possible to change the perspective, directing efforts towards optimizing human resources using appropriate motivational strategies.
The motivating factors correspond to promotion, recognition, position, achievements, responsibilities, possibility of growth, the job itself, etc.
According to Herzberg, work must be "enriched" to achieve worker satisfaction, that is, provide opportunities for psychological development of workers. The foundation of this theory is to ensure that the organization optimizes its resources to the maximum, employing staff in what they achieve the highest possible performance and where they exploit all their knowledge. This is not a one-time task, but should be an ever-evolving policy, introducing changes that raise the level of challenge - as long as it is within reach of the performers.
Stages of job enrichment:
INTERVENING MOTIVATING PRINCIPLE
Motivating Principles: Source: "Human Relations and Supervision Course" 2nd edition Ivette Almendras - Mario Vila Editorial Técnica 1991
The benefits of job enrichment are:
• Less absenteeism
• Fewer complaints
• Reduced idle time
• Greater job satisfaction
• Better worker performance (quantity and quality)
• Better turnover
“If you have someone on a job, use them. If you can't use it, get rid of it, either through automation or by selecting someone with less skill. If you can't use it, or can't get rid of it, you have a motivation problem. " Herzberg
A great limitation that this theory has is that some workers do not want enriched jobs, because they are not able to assume responsibilities, perform complex or challenging tasks, train, take risks, perform creative and new tasks, create, have initiatives, have authority, take decisions, or they fear being wrong.
Criticisms Herzberg has received:
• It is very absolutist, since it does not admit situational variables or the general opinion of the person (for example, that the person feels bad in their work for a moment without ceasing to think that their work is good.)
• People accuse the organization blames himself for not feeling good, but takes credit for himself when he feels good.
• Also, it shows how people can feel more satisfied, but not how they can be more productive.
5. McClelland's theory of needs
McClelland developed a theory about human motivation by identifying three basic needs:
McClelland's theory of needs
For its study, it discards the basic needs. Unlike Maslow, man fluctuates between these needs, instead of climbing each rung as his needs are met.
6. McGregor's "X" and "Y" theory
As a starting point, McGregor adopts Maslow's hierarchical theory for comparatively but using four fundamental categories:
1. Physiological and security
needs 2. Social
needs 3. “I”
needs 4. Self-actualization needs
For this author, the "X" theory only satisfies the physiological and security needs of individuals, and to a lesser extent, social needs.
On the other hand, he says that to satisfy the remaining needs another theory called the "AND" theory is needed that integrates the motivational elements that affect human behavior.
Theory "X" - the man is: Theory "Y" - the man is:
McGregor's "X" and "Y" theory
McGregor's message is clear: “Management must take responsibility for developing the employment conditions of its people, so that they can exploit their own needs for self-fulfillment. It is an ambitious and optimistic hope ”.
The author himself recognizes the limitations that the "Y" theory poses when trying to transform it into reality. He recognized that it would take some time for the mentalities of middle management, operations and managers to adapt, before Theory "Y" is accepted as motivational policy
7. Skinner reinforcement theory
Skinner was a behavioral psychologist who increased research activity in: the role of interactions that precede behavior (attention - perception), changes in behaviors: acquisition of skills, interactions that follow behavior, such as the effects of incentives and the punishments. He developed the theory of "positive reinforcement" or "behavior modification, based on the system: stimulus - response - reinforcement.
It maintains that individuals can be motivated by positive reinforcement factors, such as:
• Differential remuneration
• Improvements in communications
• Participation in decision-making
• Improvements in the work environment
• Appreciation of the work.
If after a response to a stimulus a positive reinforcement is received, the response in the future will be positive, and vice versa. These positive reinforcing factors should stimulate positive behaviors and discourage undesirable ones.
It emphasizes removing obstacles to performance, careful planning and organization, and monitoring through feedback.
8. Valencia theory - Vroom's expectation
According to this author, motivation is a product between two variables:
VALENCIA X EXPECTATION = STRENGTH
VALENCIA: is the anticipation of the results of an action.
EXPECTATION: is the probability that the desired result will occur.
STRENGTH: represents the intensity of the person's motivation
For example: an individual plans a sales project that if put into practice would have a certain result (valence.) Then he analyzes the feasibility of the project, to know whether or not it is possible (expectation.) On the scale of 1 to 10, It assigns a certain value to the valence: 10, and to the expectation 0. the result is 0, therefore the motivation also, there is no motivation.
9. ERG theory
Clayton Aldefer's ERG theory, like McClelland, drew on Maslow's Hierarchy of Needs Theory to explain human needs from a more empirical point of view. But it differs from this theory in two respects:
1) Aldefer separated needs down into just three categories: existence needs, relatedness needs, and growth needs. Existence needs could be defined as Maslow's lower order needs plus some additional benefits at work. Relationship needs consist of interpersonal relationship needs. Growth needs are the needs for personal creativity or productive influence. But the person may experience more than one need at the same time. (It has been said by some researchers that workers themselves classify their needs as Aldefer does.)
2) Aldefer argues that if the satisfaction of a need is not achieved, the most basic needs will be returned, even if it is already satisfied. In contrast, Maslow believes that once a type of need is satisfied, it loses the ability to motivate, and that the state of a person in a certain step of the pyramid is absolute. On the other hand, ERG theory admits that the individual ascends and descends in the hierarchy depending on the situation in which he finds himself, and that he even suffers from more than one need simultaneously.
This theory is more realistic than Maslow, given the fluctuations that exist from person to person.
10. Goal setting theory
Basically, the theory of goal setting asserts that the more specific and difficult to achieve a goal, the greater the effort that the individual puts in.
The motivation that the individual will experience depends largely on who sets the goal. This is a factor whose influence varies from one individual to another; If the person is rather independent, they are probably more motivated to do a self-assigned task than if it is imposed by an external factor, such as a supervisor. There are certain types of people who prefer to have their boss arbitrarily set a goal for them.
Goal setting also works best if the person receives feedback while performing the task that tells them if they are on the right track. Internal feedback (which the individual notices herself) has been proven to be more motivating than external. (In this regard I think from my experience that it is true. Many times I am told that I am doing well, but I notice that I am not at my maximum potential.)
The level of commitment of the person, if the person is convinced to achieve the goal and that it will not cease until it is achieved is fundamental to the theory of goal setting, is based on this assumption.
There are certain types of person who receive negative feedback or that the task is more difficult than they thought, they redouble their efforts. This depends on self-efficacy: the confidence that an individual has in himself that he will accomplish the task. Thus, people with low self-efficacy will lower their efforts if they receive negative feedback or if they notice that it is difficult for them to overcome the challenge.
The culture of the country is a factor that exerts a great influence on people. If overall a culture's values are ambitious, goal setting will work. In Uruguay, for goal setting to work, the company should make a great effort to increase the commitment and self-efficacy of employees, because being frank, Uruguayans are a bit proud and half "lazy", especially in employees fixed salary, if the goal is economic.
(Later I will show the example in Sagrín Uruguay, in which this theory is applied.)
This theory in general terms and in certain circumstances it works, you can achieve higher performance.
3. For what purposes is it used in companies?
The goals that companies propose using motivation result (directly or indirectly) in achieving greater productivity and use of human and economic resources and time.
Fortunately, something more is always accomplished, in human terms. Motivation is used either to achieve a better and healthier work environment, which ensures that employees and middle managers are more satisfied and satisfied in their employment and that it is more interesting for them, or to directly produce more, and that employees find "added value" in their work. Do not forget that the staff is another form of clientele.
The consequences that I intuit that motivation in a company can bring are ultimately: greater productivity (in an economic and human sense) happier employees, more united groups, more desire and aspirations to rise in office, relaxation in the environment, appearance of creative attitudes, therefore new ideas, new points of view, more openness to change (very important in these dynamic times).
By having this openness to change and new creative proposals, a greater productivity and use of resources is being achieved again. If the staff is more productive, then the company produces more, earns more money, and optimizes its capital in all its forms.
Motivational policies should, of course, be carried out on a permanent basis, so that the dynamism caused by constant novelty induces people to follow this rhythm, and as a consequence they do not stagnate.
4. In what circumstances are motivational techniques used?
To answer this question, it must be stated before that the openness to enter a motivational system depends on each individual. Not all people want to be motivated; There are people who prefer a stable type of work, with a fixed salary and duration, and that does not require them to make important decisions instead of a job in which they are asked to participate in decision-making, or in which they can contribute ideas, or that your salary depends on your effort each month.
We will assume that most people are willing to do so. In this case I dare to say that motivational techniques should always be used in companies, even more so if this will achieve greater productivity. But it is even more justified if the working group is going through a stage of stagnation and unfavorable routine.
Furthermore, as has already been said, motivational techniques encourage openness to change; when a company is in a period of stagnation, people will be very resistant to change. This lowers the competitiveness of the company, because it may not be exploiting its resources, increasing. Hence, your costs. If the company has high costs, it cannot compete on prices. It will be crushed by the competition.
He concluded that companies should mostly adopt motivation techniques, depending on the type of product or service they sell. To start with, they should define whether they are going to do it or not, what kind of people they should hire, what method they are going to use. After a while, it is necessary to verify the results, to detect faults and improve or change the method.
5. What methods are used to motivate?
The methods used to motivate companies are varied, but they have in common that they seek that the employee commits more to his work, that he experiences the fact that his productivity will benefit the company, benefiting him, in terms of recognition or recognition. economic profit.
Employee satisfaction programs
In these programs, the aim is for the employee to pour his knowledge into the company, and to increase his level of commitment to the improvement of the organization, that is, to feel involved with his work. That way, the company will feel more of its own, it will be more motivated and satisfied, by feeling heard and being more productive.
to. Participatory management
It is a system by which subordinates participate in decision-making with middle managers in a linked way. As organizations grow, and they hire more employees, they need to make more decisions and be more aware of what happens on a day-to-day basis.
In addition, it allows that thanks to the contribution of all better decisions are made. As all people in an organization are affected by its status as a system of interdependent parties, the direction to take should also be decided jointly. The participatory management method encourages group work.
And as an addition, the employee is more satisfied because his work becomes more interesting and rewarding.
For this method to work, some conditions must be given: the decisions that employees make must be related to their own objectives, the organization must invest enough time, employees must have certain qualities - communication skills, deep knowledge and experience, intelligence - The entire management and even the organization must support and believe in decisions made in this way.
Participatory management responds to the needs for power, achievement, and growth, and provides motivating factors.
b. Representative participation
Representative participation is a method by which employees in the form of groups of employees elected by all participate in decision-making.
This method seeks that the interests of subordinates, management and shareholders reach an agreement that is most beneficial to all or almost all, and that power is redistributed.
The groups elected by all the employees can take two forms: work council or meeting of representatives where the first are groups of employees that must be consulted by the management in everything concerning the employees, and the second representatives of the employees who participate on behalf of everyone on the company's boards of directors.
It has been said about this system that it is not very effective to the extent that the representative employees are very subordinate to the management, and that the symbolized employees rarely feel represented by them.
This system satisfies the power needs, but more than anything, of those representatives, not of the rest of the subordinates, who probably experience hygiene factors.
c. Employee Stock Ownership Plan
The Employee Stock Ownership Plan (PPAE) is the system by which companies give instead of a fixed salary to their employees, shares of the company. Employees cannot take physical possession or dispose of their shares while working for the company.
In order for it to work, the employee should be kept abreast of the numbers of the company and that they psychologically experience the property, being able to influence those numbers.
This system has improved the productivity of companies, reduced complaints and absences, and increased employee satisfaction. The disadvantage of this system on the part of the employee is the degree of risk it brings him, and he does not have the security that a fixed salary gives in terms of the future (being able to plan investments in the future knowing exactly how much he will receive.)
PPAE meets the needs of power, achievement, security, growth (when stocks are going through a good time)
d. Quality circles
It consists of the formation of groups of people (approximately ten members) who work together to analyze problems, seek alternatives and recommend solutions, related to quality.
They take place in management, and they share the responsibility for coming up with solutions, but the final decision is generally not in their hands.
In order for the organization to function, it must ensure that the individual is trained to work in a group and acquires certain skills: measurement and analysis of problems, communication, knowledge of quality strategies, etc.
The results that this method has reported have been relatively good from the point of view of the company and in terms of improving productivity, but not so much in terms of individual satisfaction.
The needs that are satisfied with this method are: social needs, power…
Management by Objectives (APO)
It is a program that encompasses specific goals that are established jointly, for a specific period of time, with performance feedback on the way to the goal. It is important to highlight the nature of specific, because they must be perfectly measurable, for example: "reduce costs by 7% between now and the end of the year" "sell 15% more in the next semester".
The idea of this program is that people are motivated with clear goals, with a certain degree of difficulty, but achievable and quantifiable, and that the pressure for control is reduced: either the goal is achieved or not.
The objectives are established from the most global to the most particular, or vice versa, going through each employee, his department, the division and his group.
For it to work, everyone's commitment to follow this path must first be established and management must also commit to rewarding good ideas.
The needs that this method supports the theory of goal setting, provides hygiene and motivating factors, and meets the needs of self-actualization, achievement, growth.
Variable pay programs
It consists of the employee earning a base salary, and adding increases to their base salary according to their productivity, no longer according to their seniority or their schedule.
Having earned a good sum of money last year does not guarantee that this year the same will be earned, therefore the individual will have to constantly work hard. For the company this system is very effective, because if it sells less, the costs accompany the decline. The employee shares the risks and the achievements as does his employer.
It has proven after years of use to be very effective, since they increase motivation and productivity, although the disadvantage of the PPAE is repeated, that of the uncertainty of the employee by not being able to predict what he will earn in the future to project high expenses.
to. Pay per piece
It involves the employee earning a fixed sum for each unit of production completed or sold.
The employee can be motivated, because he knows that at the moment he is producing or selling something, he is putting the fixed amount in his pocket.
The forms they can acquire are either base salary plus commission per unit produced, or hourly work plus commission per unit produced, or just commission only.
It compensates for physiological, safety and hygiene needs in base pay, achievement, growth and self-esteem in piece pay, and works according to Vroom's theory of goal setting and expectation - valence.
b. Profit sharing
It is a program by which the organization distributes compensation based on a formula designed based on the productivity of the company. Payment can be made in cash or in the form of shares
Profit sharing is according to goal setting theory
c. Participation of the profits
The determinant of the payment to be received depends on the productivity of the work group: the improvement from one period to another according to a predetermined formula determines how much will be distributed.
Profit sharing is in accordance with goal setting theory, and meets the needs of relationship, growth, power and achievement.
Employee recognition programs
Research has shown that people are motivated to a great extent by recognition, sometimes much more than by the economic factor (especially in high positions, where the salary is high)
Given today's market conditions, where competition in terms of price and quality are increasingly demanding, rewarding an employee's superior performance does not have to involve money, it could cost nothing and motivate similar behaviors in the future.
They are programs in which the company rewards individual and group work. Those extraordinary attitudes or those that represent an example to follow, such as ensuring that in a month no dissatisfied customer shows up, or having optimized resources by lowering costs, or prizes for sustained presenteeism, or the completion of a project or objective before time established, or by zero error in production for a certain period.
The recognition can consist of a personal or group congratulation from a supervisor or high command to a subordinate or in public (depending on the need for approval of the person or persons) or in the form of money, tickets to a concert, t-shirts, time free, an email, a notice on the bulletin board.
Skinner's theory of reinforcement and goal setting are reflected in this method, and it also gratifies achievement, self-actualization, esteem, social, and growth needs.
Skills pay plans
Companies that adopt this program not only hire staff based on their qualifications and skills and place them in appropriate positions, but also pay their staff salaries according to the skills they develop and the number of tasks they can do.
The advantages that this system brings to the company are basically:
• They achieve that their employees are experts in different areas, being able to have fewer people doing more tasks
• Increases flexibility
• Facilitates communication between employees by better understanding of the work of others
• Reduces the defensive attitude of the "jurisdiction" of the position, therefore both the worker cooperates more
• Ambitious people find opportunities to continue growing
• By better training they perform better.
From the employee's point of view:
• Psychologically, the employee may perceive the payment for skills as a “fairer” salary criterion
• Provides reasons to continue training (higher salary);
• In the event of leaving the company, preparation and flexibility are greater, being able to cover a greater quantity and quality of new proposals.
The disadvantages of skill payments are:
• Skills acquired may lack immediate use, or be out of date.
• The employee may have a limit of skills to achieve, and by completing them be receiving a higher salary than the skills that are actually usable.
• Upon reaching the maximum possible salary, the employee may experience some stagnation in her salary and in the constant acquisition of new skills.
• The performance measure is not contemplated by the system, only the ability to perform certain tasks
• Skills can be highly subjective and / or not very quantifiable
The needs that this method satisfies are: need for achievement, growth and self-realization; implies hygiene and motivating factors; it is consistent with goal setting theory and Skinner's reinforcement theory.
Flexible benefits
It is a way of considering the needs of each employee: the employee decides according to their needs within a menu of benefit options such as: dental, eye or medical insurance, a variety of savings and investment plans, life insurance, vacations additional, savings program for university studies, etc. The employee himself assembles his package according to his needs. Each benefit has a value that is deducted from the salary.
Fixed programs are not adapted to the generality, because nowadays there are no such generalities, and they start from the presumption of a certain type family with certain types of needs.
As the employee can feel comfortable choosing, listened, he can feel motivated to work in that organization.
Flexible benefits are consistent with Herzberg's theory of motivation-hygiene: it provides hygiene factors. Satisfies the needs of security and existence. It may not be a motivational system per se; if it meets the most basic needs of the employee and adds value to the organization in the eyes of the employee. Perhaps it should accompany one of the methods mentioned above.
6. Has Uruguay adhered to these motivational policies? What companies have done it and with what results?
There are medium and large companies that have adhered to some motivation systems, depending on the type of product or service offered, obtaining good to very good results.
I have collected some interesting examples of Uruguayan companies that work with different systems of motivation: these companies are Sagrín, Vinos Irurtia, McDonald's Uruguay.
Sagrín:
The Uruguayan cotton company Sagrín uses an excellent method of motivation. In the first place, being a family business, the staff is clear that there are certain positions that they will not reach, because they are positions reserved for the family.
Plant personnel have a representative on the board of directors with voice and but no vote. (This representative does not have a union character, Sagrín does not have a union: he does not need one)
At the beginning of a certain period, the board of directors meets so that the representative, who has previously had a meeting with the staff, establishes what the production will be until a certain moment. If at the end of said period it is possible to produce more than the fixed amount, 100% of the profit resulting from the surplus is distributed among the employees.
Since the staff will earn more as they produce more, they work more and are motivated, feeling the company as their own, “with the shirt on”. This method also encourages teamwork, everyone helps each other and works in the same direction.
On days of unemployment, the one who decides whether to work or not is the board of directors. But despite agreeing to open, for an image issue, sometimes they decide to close, otherwise the image of the Sagrín staff could look bad with the staff of the other factories. (Of course most of the staff would have no problem attending work)
The result they have obtained is that, although the promotion career is restricted by family positions, employees have a share in the profits and feel important to the work team and to the company, they have reduced absenteeism, and there is a great integration between staff and board. But the most important thing is that they all pursue the same goals, the collective energy is directed towards the same end.
Irurtia wines
The Carmelo de Vinos Irurtia bottling plant had a problem that it solved with a motivation system. The machinery used for bottling is very expensive and scarce, it must be imported from abroad and its maintenance involves high costs.
The problem that Irurtia had was the integral maintenance of this machinery and also the cleaning of the plant.
The solution they found to this problem was to use a system of motivation by economic incentive. Since an employee is employed for each machine, the employee is asked to keep his machine in the best possible clean and operating condition. They have a supervisor who keeps a daily check on the status of each employee's area. At the end of the month, the results are compared between all the machines, and the employee who has taken better care than his due is rewarded.
You try to manage the incentives over time, since the competition is very high and everyone works hard to achieve their prize, and otherwise they could be unmotivated.
The results are brilliant: the machines are flawless, the staff is struggling to get their paycheck at the end of the month, and the board is a little more relieved of the uncertainty of investing in expensive machinery.
Personally, I find a fault with it, and it is that it perhaps fosters competition among the other employees, and this can be the cause of major rivalries. To avoid this, Irurtia should take care of promoting group unity, rewarding positive group attitudes.
Mc Donald's Uruguay
McDonald's works by encouraging individual and team work, and camaraderie.
They only take young students (only) not older than 24 years. They work according to their time, considering their student status; the hours can be 4, 6 or 8 hours a day.
When the employee starts, he has the position of "crew" (those with a white shirt with red stripes) and they are in charge of the kitchen, customer service and cleaning. The rotation of tasks is very periodic, generally in a week the employee has completed all the tasks of his position. It's about not doing the same homework all day.
To be promoted, a test must be performed, for which the company provides them with manuals that they must study.
After a year, if they pass the test, they are promoted to the position of trainer, and their job is to integrate and supervise the new employees, and to verify that the products meet the standards.
Every four months the “crew meeting” are held where the work of the period is evaluated and positive attitudes are encouraged.
Every six months a general meeting is held where birthdays are celebrated, promotions are announced and group goals are set for the following period.
For each small achievement of the employee, they are given "pins" that are placed on the clothes.
Soccer championships are held annually between the different branches.
Teamwork is encouraged, so that the employee feels integrated into the system.
Bibliography
Bibliography - Motivation theories and their application in Uruguayan companies
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