Motivation Plan: Virgin Blue Company

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Table of Contents

Introduction
The employee compensation plan
Communication plan
Implementation
References

Introduction

Success of a firm’s productivity depends on organization of the human resource management. Reflectively, labour as a factor of production, determines the gross output, performance, and goal achievement at optimal resource use.

The Virgin Blue Pharmaceutical store has been struggling with human resource management problem as a result of employee motivation and compensation weaknesses. In implementing flexibility policy, it is important to consider budget constraint. This analytical treatise attempts to present a comprehensive employee compensation plan targeting the ten employees of the pharmaceutical store. Besides, the treatise offers a work breakdown structure in addition to a communication plan for the project.

The employee compensation plan

The Virgin Blue store has ten employees. The store department has two employees while the administration section has five employees. On the other hand, the sales department has two employees. Reflecting on Lewin’s three step theory, the unfreezing, transformation, and refreezing determine the level of performance in an organization.

According to this theory, the first step involves realization that a challenge exists in the organization. The second step involves transformation of this challenge into a development goal after which implementation step concludes by developing a solution for the challenge (Dubrin 2008).

The best way to motivate the Virgin Blue employees is by giving them responsibilities for achieving something and the authority to do it in their own way. Through this approach, employees will be empowered and they will feel trusted and valued by the management personnel and the company. Naturally, human beings would wish for motivation through mutual consent and internalised empowerment and appreciation.

Empowerment unleashes plenty of energy and motivation. Reflectively, the motivation and energy aspects of appreciation function simultaneously at micro and macro levels to facilitate optimal functionality or productivity (Modaff, DeWine, and Butler, 2008). Empowering the employees will ensure a stable and sustainable win-win situation as employees will be motivated to work without much supervision from the management or their supervisors.

Job testing is an important concept in the discipline of Human Resource Management in job selection process, especially in hiring candidates for specific job descriptions. Getting the right individuals for employment is critical to achievement of an organization’s goals. In fact, comprehensive and unprejudiced details of applicants’ competence and behaviour would be an important value in the testing for selection procedure, especially to employers who provide job description to applicants.

As opined by Maslow, in the hierarchy of needs theory, “primary needs are basic before tertiary needs and must be addressed in that order” (Battilana and Casciaro, 2012, p. 36). The needs include safety, physical needs, love, self esteem, and room for actualisation.

Job satisfaction is as a result of a systematic and continuous environmental and personality interaction that fosters the right attitude as indicated in the objectives of this company. In the case of the Virgin Blue pharmaceutical store, social and highly skilled employees will be allocated the right duties than keeping them in a secluded environment.

When assigning duties, personality checks will be necessary to promote self satisfaction while the same time, improve performance. In addition, periodic self evaluation and interdepartmental rotation will ensure change of environment (Prosci, 2007). Overtime, the results will reliable, effective, and profitable to the pharmaceutical store. The compensation plan is summarized on the table below.

Motivation plan	Departmental costs	Total
Administration department
Number of employees	5
Wage rate per hour	$20
Number of hours work per months by each employee (8hours per day * 20 days per month)	160
Wage earned by each employee per month = 160 * $20	$3,200
Total labour cost for the department = $3,200 * 5		$16,000
Sales department
Number of employees	3
Wage rate per hour	$14
Number of hours work per months by each employee (8hours per day * 20 days per month)	160
Wage earned by each employee per month = 160 * $14	$2,240
Total labour cost for the department = $2,240 * 3		$6,720
Motivational package (5% of total earnings upon meeting the store’s target)
Store department
Number of employees	2
Wage rate per hour	$9.75
Number of hours work per months by each employee (8hours per day * 20 days per month)	160
Wage earned by each employee per month = 160 * $9.75	$1,560
Total labour cost for the department = $1,560 * 2		$3,120
Total labour cost		$25,840

Work breakdown Structure

WBS #:	1	Task:	Improve sales
Est. Level of Effort:	24 hrs	Owner:	HRM
Resources Needed:	HRM expert	Work Products:	Compensation plan
Description of Task:	Development of a comprehensive employee compensation and motivation plan
Input:	Job review Monetary rewards
Dependencies:	Budget approval
Risk:	Market dynamics and change in prices of the pharmaceutical products

(Source: Self generated)

Communication plan

In order to reverse conflict between the human resource policies and employees at Virgin Blue store, the human resource department will consider adopting the 360 degree feedback channel, focused performance management, and transformational-situational-participatory leadership approaches to manage the labour force consisting of the ten employees.

Through the 360 degree feedback, commonly referred to as the multi source assessment, the Virgin Blue store will be in a position to manage its feedback channels when appraising performance to ensure that the employees fully support the appraisals. Basically, the 360 degree feedback is critical in facilitating improvement of performance of employees.

When properly implemented, the 360 degree feedback will substantially improve staff productivity, decrease grievances, increase retention and standardize performance measurement and evaluation (Prosci, 2007).

Basically, the 360 degree feedback system management system may influence positive or negative perception among employees. Thus, in reviewing performance based on feedback received, the human resource management team at the Virgin Blue Company will be in a position to handle any voluntary information with care to boost trust and confidentiality of the employees who form the pinnacle of organizational behaviour.

Therefore, it is critical to balance the feedback with the efficiency goals as a remedy towards inclusiveness and active participation which translates into desirable performance (Modaff, DeWine, and Butler, 2008).

Through focus performance management, the Virgin Blue Company will be in a position to create clear goals on performance appraisal, manage a positive feedback channel, and offer a continuous and systematic coaching to ensure that employees perform at optimal productivity level.

Goals

Improve the efficiency and effectiveness of the current mode of communication between the employees and the organisation through incorporation of multicultural training.
Ensure that the various available methods appeal to the financial health of the organisation is met.

Objectives

For goal i:

To ensure that the organisation improves the standard of services that employees receive.
To increase the number of employee motivation strategies that the organisation handles on a daily basis in a bid to accomplish the organisation’s objectives.
To ensure smooth flow of information within and without the organisation.

For goal ii:

To avoid expenditure that would jeopardise the running of the organisation’s basic activities.
To increase the number of staff available to attend to clients without creating undue pressure on the finances.
To improve accountability towards the involved stakeholders.

Key messages

The plan does not aim to disseminate any particular message, as its core purpose is to improve communication between the store and its employees in the daily running of the organisation’s affairs.

Implementation

The strategies in this plan require the organisation to take a collaborative perspective in dealing with the subject matter. In essence, this aspect means that the plan requires the management of the organisation and the staff to work together at various levels. The main requirement for the creation of such a set-up is an exchange of information and knowledge relevant to the project.

Actualisation of the tactics that this plan proposes requires the management of the organisation to work closely with the staff and allow the staff freedom to associate with clients and form networks with other organisations as they accomplish their duties (Modaff, DeWine, and Butler, 2008). It also enables the staff at the organisation to seek advice and any other forms of aid. Lastly, the organisation will apply the use of service-for-service method.

The method is an innovative way through which the organisation can greatly reduce training costs, provide quality training for the staff, and ensure proper service delivery for clients, all at the same time. It would also eliminate the need to outsource for extra employees during busy days.

References

Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2), 381–398.

Dubrin, A. (2008). Essentials of Management. Alabama, AL: South-Western Cengage Learning.

Modaff, D., DeWine, S., & Butler, J. (2008). Organizational communication: Foundations, challenges, and misunderstandings. Boston: Pearson Education.

Prosci, M. (2007). Change Management Best Practices Benchmarking Report. Retrieved from https://www.qld.gov.au/

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