Monday, November 2, 2020

‘Employ Motivation’-the hallmark of Strategic Human Resource Management


The introduction above, succinctly manifested the importance of employee motivation to an organization's success and the need of strategic approaches towards establishing the concept within an organization.

The literature, reinforced by contemporary debates over the past six to seven decades articulates the reasons for the incessant emergence of 'Employ Motivation' as a monolith in the context of human resource management. It is evident that a peculiar reason for the subject to be an imperative facet in current business models, is the mere overlooking of employee's financial and non-financial objectives by organizations, at times to a significant extent (Shahzad N, 2018). Organizations are prone to induce customers directly of their product or services investing in bulk, rather than empowering the much proximal resource of human capital by a lucrative win-win strategy (Shahzad N, 2018). 

In August 2019, Ryanair pilots voted for a strike in a row over the discrepancies and low wages adjoined by unveiling the poor working conditions for employees (UK: Ryanair pilots vote to strike over pay and working conditions, 2020). Members of the Irish Airline Pilots’ Association (Ialpa) voted 94 per cent in favor of industrial action in a wide-ranging contention over the benefits and working conditions.  



Video 1: Ryanair employee issues –News brief 

Source:( French 24 English, 2018)


The Union further emphasis on a need for a structured pay scale in line with industry sector standards, particularly at a time when the Airline had published a profit of £930m in year 2018. Ryanair-Portugal, cabin crew held a strike for the Airline’s noncompliance to the country’s parental law for employee’s holiday pays and 22 days annual leave provision (Portugal: Ryanair cabin crew to strike over pay and working conditions, 2019). An in-depth analysis of the impact of such organizational behavior on employee motivation will be discussed further. 


It is evident that Ryanair flight operations teams are not offered with the wages or the entitled benefits they merit for the difficult commitment they put in. Long flight hours, minimum rest time, the entirety of these calls for a better compensation and appropriate remuneration. Employees in work environments with an association of a welfare/union representation improves conditions periodically, and claim for a better pay. This is honored in most full-administration airlines just as it is with most other budget carriers. Ryanair may require a Union, thus not exclusively will the turnover decline but in addition the organization’s living infamy will be controlled. Measures such as modest/low fare flight tickets, passenger baggage policy renewals probably won't be sufficient in the long run to blossom forth as a successful low-cost carrier in current competitive business atmosphere. Amidst the large number of low-cost carriers, Ryanair stands out claiming for the most significant high emotional employee turnover (Luzmarina, 2016) Barret, (2004) had unveiled that Ryanair's employ relation measures are predominantly revolving around on maintaining costs down via curtailed wages and dominance over employees. Ryanair's pilots are allegedly forced to incur the expenses for their own training, meals, uniforms and even applications for job interviews (Luzmarina, 2016).  

 

The Guardian, (2013), howled a statement from Ryanair CEO Michael O‟ Leary, which states that employees are just an input for production, an expense for a business, in contrast to accepting the resourcefulness to transform productivity to wealth (Luzmarina, 2016). The Guardian, (2013), expressively highlights how its human resource strategy is casted to consider employees as numbers and skills at a right price, in lieu of leading them in transformation to become a source of creativity, innovation (Luzmarina, 2016). Ryanair has faced a seriously challenging situation for its immutable practices of hubris, ebbing away at the extreme tide of best fit human resource strategy. 

 
Thus, behavioral cultures of organizations as such beseech an elucidation on importance of employ motivation in the lexicon of organizational strategic human resource management. 



References 

 

Luzmarina, K 2016. HUMAN RESOURCES IN RYANAIR. Abepro.org.br. <http://www.abepro.org.br/biblioteca/TN_STO_233_362_28909.pdf> [Accessed 2 November 2020]. 

  


N, Shahzad 2018. Impact of Employee Motivation on Customer Satisfaction: Study of Airline Industry in Pakistan. Journal of Forensic Psychology, p.1. 

 
 

Portugal: Ryanair Cabin Crew To Strike Over Pay And Working Conditions.  <https://www.business-humanrights.org/en/latest-news/portugal-ryanair-cabin-crew-to-strike-over-pay-and-working-conditions/> [Accessed 2 November 2020]. 

 
 

Ryan Air strike: "Conditions are shameful" 2018, video recording, France 24 English.Featring Ryanair pilot strike 

<https://www.youtube.com/watch?v=94VsvrcGnus> 

 


N, Shahzad., 2018. Impact of Employee Motivation on Customer Satisfaction: Study of Airline Industry in Pakistan. Journal of Forensic Psychology, p.1. 

 


www.business-humanrights.org. 2020. UK: Ryanair Pilots Vote To Strike Over Pay And Working Conditions 

<https://www.business-humanrights.org/en/latest-news/uk-ryanair-pilots-vote-to-strike-over-pay-and-working-conditions/> [Accessed 2 November 2020]. 

 
 

 

7 comments:

  1. For the success and survival of company in the competitive market, the most prioritized work of managers is to retain the skilled employees and motivate them to give their best performance. Nevertheless, employees are more interested in doing different jobs at the same time and are not willing to keep long term relationships with organizations. To add up, they are unlikely to be motivated as they use to be before (Ahmad, et. al 2014).

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    1. Hi janaka, a primary reason for this could be the fact that best output from employees are not always acquired through authentic motivation but by coercion. Bartol and Martin (1998), describe motivation as a power that strengthens behavior, gives route to behavior, and triggers the tendency to continue (Farhad et al, 2011). Organizations should endeavor to cultivate an Organizational Citizenship Behavior (OCB), to reap ‘value added employees ‘, who do voluntary out of the assignment and extend help to peers or subordinates ( Widyaningrum, E & Rachman, M 2019).

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  2. In service sector excellent service quality is the core of customer satisfaction whereas motivated employees are essential for improving the quality of service (Chen, 2011). As per Simon and DeVaro (2006), investment in developing motivated employees is an expense for the firm which will benefit the organization in the long run as it improves employee efficiency and quality of the service and therefore, it must be kept in mind that minimizing the employee cost may lead to lower employee productivity and service quality (Kochan, 2004).

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    1. In service industry customer centricity is a must to gain business.Overlooking of such employee's financial and non-financial objectives by organizations, at times to a significant extent could seriously harm their morale resulting in poor customer service, consequences of it would equal to both organization and employee too in the long run (Shahzad N, 2018).

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  4. Simon and DeVaro (2006) argued that investment in developing motivated employees is an expense for the firm which will benefit the organization in the long run as it improves employee efficiency and quality of the service.

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  5. There are two prominent motivational theories which explains conceptually the relationship between motivation and performance, i.e. Herzberg and Maslow’s need hierarchy. Both Google and Virgin Atlantic have been using these conceptual frameworks as a guideline for creating their motivational techniques and policies (Dudovsky, 2012; Martin, 2012). Virgin Atlantic believe that organizations should either opt monetary or non-monetary motivational techniques in order to enable employees to meet the organizational goals and objectives (Wijesundara, 2018).

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