HR THEORY (MOTIVATION) AT G4S by Introduction It has often been said that human resources are the greatest assets of a service organization and that one of the most essential and vital tasks of management is to motivate that resource to achieve corporate success and maximize its performance (Manion, 2005:34). Motivation as described by Buchbinder and Shanks (2007) is the personal inner drive that guides an individual’s behavior towards a goal. Motivation thus, is important in retaining and getting people to perform (Buchbinder, & Shanks, 2007:5). The G4S is British Multinational Security Company that was founded in 2004 after a merger of the Denmark-based Group 4 falck and UK-based Securicor plc.
It is also the worlds third-largest private sector employer with over 620,000 employees (Who Profits, 2011). Leadership The leadership at G4S has been particularly important, especially the HR, in motivating employees to perform better in various roles they perform at the company. As such, the company has ensured an enormous range of middle management and support roles in different offices to help employees continually strive to achieve the company business objective (Hersey & Blanchard, 1993:34).
This has ensured that employees remain focused to serve highly (Egelund Nielsen, 2013). Rewards G4S grows in the belief that its employees are one of the most significant part of the organization’s success. As such, the company HR department ensures that it rewards its employees to perform even much better in the coming years. For example, G4S has an employee of the year awards that is held yearly in different countries of operation like Bahrain. As stated in the company website, reward and recognition is one of the major tools to keep employees motivated and engaged with the company.
We have initiated various employee engagement activities that had a significant impact on their morale including introducing the Employee of the Year Award in 2011” (G4S, 2014). This ensures that employees work hard to achieve more. Employee Motivation Motivation is important for employee growth (Vroom, 1964:4). G4S as a company prides in its ability to ensure that its employees are motivated to work and perform highly. Thus, the company has several methods of employee motivation. According to Maslow’s hierarchy of needs, people are more productive when they are psychologically satisfied (Maslow, 1954:13).
The company has tried to motivate the employees to make them effective. First, the company HR department has an employee engagement strategy that helps the company improve service delivery for consumers and ensure an increased business growth opportunity. The company has employed the PRIDE model to implement this. P - Protect their basic needs R - Respect them as individuals I - Involve them in the business D - Develop their skills and potential E - Engage them fully Culture Culture is a very important aspect in employee motivation.
G4S has been able to develop and sustain a culture of hard work and support for its employees that ensures employees of company support even in difficult times. This is highly motivational (Porter, Bigley & Steers, 2003:34). For example, the company offers training and development and support for local suppliers through practical or financial assistance at times of difficulty. According to the company website, “In Thailand for example, which has experienced successive and severe floods, the G4S Employee Trust made grants of over £266,000 to support our employees and their families” (G4S, 2014).
The company has also established a scholarship program for employee children for instance in Guatemala and Kenya and an employee Trust. Change management At G4S, change management is an important factor to ensure continuity even when leadership or organizational functions change to ensure that employees are always motivated to work hard (Redman & Wilkinson, 2001:23). Change has been in G4S since its establishment as it seeks to widen its market arena. However, the company has been able to effectively manage change through company culture and consistency in services and beliefs that leaders come with.
This has sustained the company’s significance both in the market and in the employees (Mulongo, 2013). Conclusions G4S has managed to motivate its employees effectively over the years through different aspects as explained in leadership, culture, employee motivation, change management and the reward system. This has made the company successful overall. Recommendations To ensure uniformity, the company should implement similar motivational styles in all its branches worldwide to make all employees feel a sense of belonging. G4S should also align the salary of its employees depending on their qualifications, technical knowhow and experiences in different fields worldwide (Nicholson, 2003). Reference List Buchbinder, & Shanks, NH 2007, Introduction to health care management.
New York: Jones & Bartlett Publishers. Egelund Nielsen, A. (2013). Understanding the failure of the divestment of ISS. G4S, 2014, Social responsibility. Retrieved March 13 2014 from http: //www. g4s. com/en/Social%20Responsibility/Securing%20our%20people/Employee%20welfare/ Hersey P & Blanchard K. H, 1993, Management of Organizational Behaviour – Utilizing Human Resources, Sixth Edition, Prentice Hall International. Mabey C & Salaman G 1995, Strategic Human Resource Management, New York: Blackwell Manion, J 2005, From management to leadership. San Francisco: Jossey-Bass. Maslow, AH 1954, Motivation and personality.
New York: Harper & Row Nicholson, N 2003, How to motivate your problem people. Harvard Business Review, 81(1), 57–65. Mulongo, MD 2013, Change Management Practices and Role of Leadership in Managing Change at G4s Kenya Limited. Available http: //erepository. uonbi. ac. ke: 8080/xmlui/handle/123456789/60646 Porter L. W, Bigley G. A & Steers R. M, 2003, Motivation and Work Behavior, Seventh Edition: New York: McGraw-Hill Redman T & Wilkinson A, 2001, Contemporary Human Resource Management, New York: Prentice Hall. Vroom, VH 1964, Work and motivation. New York: Wiley Who Profits 2011, The case of G4S: private security companies and the Israeli occupation.
Available: http: //whoprofits. org/sites/default/files/WhoProfits Appendix Employee Welfare In 2012, G4S invested £641,000 from the Employee’s Trust and other welfare funds into programs to support the welfare and development of our employees.