management project | buffalo wild wings employee motivation
TRANSCRIPT
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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
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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
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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
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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
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RESEARCH QUESTION
How does Buffalo Wild Wings encourage and maintain
employee
motivation to provide strong job satisfaction among
employees?
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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
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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:
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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
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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
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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
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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
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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
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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
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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?