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Chapter I

THE PROBLEM AND ITS BACKGROUND

Introduction

The ultimate challenge for today’s organizations is to improve their level of efficiency
and productivity. An increase in productivity and efficiency can be attained not only by making
use of new techniques and familiarizing yourself with the latest technologies, but also needs
motivated and passionate employees. To gain productive and upbeat employee behaviour,
managers should create a positive motivational environment within the whole organization. In
the long run, positive employee motivation will lead a company to be more productive.

Motivation is a major aspect in the workplace; it is an important and necessary factor in


an organization. Motivation serves as a driving force that encourages people to work efficiently.
It also pushes an individual to persistently achieve his goals. Motivation also reflects how
efficient and productive things get done within the workplace. Given that motivation has an
impact on the work performance of an employee, managers need to understand how to motivate
their employees in order to encourage them to fulfil their potential.

Employee motivation is one of the essential roles of the management. Managers need to
understand that it is their task to motivate their employees and direct them to accomplish the
objectives of the organization. Managers should be aware that businesses which lack employee
motivation can possibly decline or be unsuccessful. It is important for managers to put into their
mind that each of their staff is an individual and that all motivational techniques may not work
the same on all employees.

Managers need to be knowledgeable of the motivational techniques that will work best
within their organization. An effective manager must be familiar with the motivational technique
before he implements it. He must also be flexible enough to use different methods according to
the employee’s personality. A great variation of personalities within an organization can be
challenging. But managers must always put into mind that an effective manager is in tune with

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not only the business and consumers, but also the employees on all levels of the business. A
manager who can motivate and communicate effectively is vital to organizational changes.

Employee motivation has already become an essential matter for many managers. It is a
challenging task especially if the right methods are not used properly. Using a motivational
technique in the wrong manner can be destructive, causing fear and intimidation in the employee,
but if it used properly employee motivation can be very helpful in raising the productivity of an
organization.

Background of the Business

Cafe du Marc was founded in 2003. It is located at A.B. Fernandez Avenue corner M.H.
del Pilar Street, Dagupan City. It is a casual dining restaurant that is committed to giving guests
exceptional value in a timely manner while creating a memorable experience for them. Cafe du
Marc offers various dishes. Their mouth-watering Baby Back Ribs, as well as their Kare-Kare
are among the customers favourites in their menu. They are also well known for their Lengua
Juliana, which is named after the Gutierrez matriarch who started it all, Aling Juling Gutierrez.

Cafe du Marc is being managed by Ms. Marilyn Gutierrez, together with his brother Mr.
Alan Gutierrez who serves as her assistant manager. Their family is well experienced in the food
business; they are also the owner of JG’s restaurant. The manager also serves as the head chef of
the restaurant. Their staffs are consisted of two cooks, two cashiers, three waiters, and a
dishwasher.

The task of motivating employees has always been of importance to the manager of Cafe
du Marc. The managers are aware that motivation in the restaurant industry is especially
important, where employee turnover is often high and the hourly jobs are not usually career
destinations. Employee diversity ranges in age, levels of experience, and backgrounds, causing
motivation to become more of a challenge not only to the managers of Cafe du Marc but also to
many managers of today.

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Statement of the Problem


This study aims to be familiar with the motivational techniques which are currently being
used by the management of Cafe du Marc to enhance the work performance of their employees.
The findings of which will serve as the bases in proposing measures that will further enhance the
work performance in the above cited establishment.

Specifically, the researcher aims to answer the following questions:

1. What type of organizational structure does Cafe du Marc have?


2. What are the duties and responsibilities of the employees of Cafe du Marc?
3. What are the motivation techniques which are currently being used by the management of
Cafe du Marc to enhance the work performance of their employees?
4. What measures can be proposed to the management of Cafe du Marc to further improve
the work performance of their employees?

Hypothesis

Motivation has a significant effect on the performance of the employees of Cafe du Marc.

Assumptions of the Study

The researchers took the following assumptions in this study

1. The data which were gathered through an interview are valid and reliable.
2. Motivation has an impact on an employee’s performance.

Significance of the Study

This study aims to go through the motivational techniques currently being used by the
managers of Cafe du Marc to enhance the work performance of their employees.

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This study will be of value to the managers and employees of Cafe du Marc, especially in
understanding how motivation affects the job performance and productivity of employees, this
study will also give the management a better picture on how they can further improve their way
of motivating their employees.

This study can also help aspiring entrepreneurs to gain information and knowledge on
how to motivate employees, which they can adopt and modify for future implementation.

Scope and Delimitations of the Study

The study is delimited to the motivational techniques currently being used by the
management of Cafe du Marc to enhance the work performance of their employees.

The motivational techniques used by management to enhance the work performance of


the employees of Cafe du Marc is the main area covered by this study.

The data were limited to those generated during the interview.

Definition of Terms

To provide a frame of reference and to ensure a clearer understanding of this study, the
following terms are operationally defined:

Efficiency- it refers to the ability to produce the desired effect with a minimum effort exerted.
Defined as, being able to perform well within the realm of excellence.

Employee- defined as a person who is hired to provide services to a company on a regular basis in
exchange for compensation and who does not provide these services as part of an independent
business.

Management- refers to the administration of business concerns or public undertakings. It is also


defined as the persons involved in planning, implementing and formulating management
strategies, motivation and systemizing results and approaches.

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Managers- defined as an employee who is charged with making decisions, leading people, and
delegating authority in order to accomplish the goals of the organization.

Motivation- it serves as a driving force that encourages people to work efficiently, and it also
pushes an individual to persistently achieve his goals.

Organizational structure- it is the framework, typically hierarchical, within which an


organization arranges its lines of authority and communications, and allocates rights and duties

Performance- refers to the accomplishment of a given task measured against preset known
standards of accuracy, completeness, cost, and speed.

Productivity- it is the efficiency of a person in converting inputs into useful outputs.

Proposed measures- refer to the measures designed to further improve the motivational
techniques used by the managers of Cafe du Marc.

Techniques- it is a systematic procedure or routine by which a task is accomplished.

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Chapter II

REVIEW OF RELATED LITERATURE

This part presents the summary of related literature that links directly and/or indirectly
about the study. The researchers outlined several conceptual literature which have direct bearing
to the present study.

Organizational Structure

An organizational structure specifies the various job tasks and shows how the same are
formally divided, grouped, and coordinated. It provides an appropriate framework for authority
relationship. It indicates the hierarchy of authority and the reporting relationships. It is a means
to help the management to achieve the organisational objectives (8888888888888)

Lorette (2010) also stated that companies utilize organizational structure to create their
business hierarchies. Each company determines the staffing levels that it needs to operate
efficiently, and these structures play an important role in this determination. In addition to
delineating company levels, organizational structures assign clear roles to departments and
individuals to provide them with a sense of purpose and responsibility.

Types of Organizational Structure

Organizational structures can be unique to different companies; there are also several
distinct and commonly used types of organizational structures. These types of organizational
structure as identified by 88888888888888888888888 include the following:

Line Organizational Structure. It is the simplest form of organisation structure. The line
structure is based on the scalar principle, which states that authority and responsibility should
flow in a direct line vertically from the highest level of the organisation to the lowest level. The
primary emphasis in the line organisation is upon the superior-subordinate relationship. Every
person in the organisation is in direct chain of command.

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Line & Staff Organizational Structure. Most business organisations, except the very small,
have type of structure. As the organisations have grown complex, the problems of line
executives have become sufficiently complicated. The line executives being generalists need the
advice of personnel with specialised knowledge and functions to tackle these problems. For this
purpose, the staff positions are created in the organisation. In line and staff organisation, the line
authority remains the same as it does in the line organisation i.e. the authority flows from top to
bottom; and the line executives perform the major functions; the staff functionaries support and
advise the line executives.

Functional Organizational Structure. The functional structure suits best to the small to
medium organisations producing one or a few products, where the goals of the organisation
emphasise functional specialisation, efficiency and quality. Here the tasks are grouped together
on the basis of common functions. So, all production activities or all financial activities are
grouped into a single function which undertakes all the tasks required of that function.

Product / Divisional Organizational Structure. This form of organisation structure is adopted


by large companies producing a wide range of products. Here, the activities are grouped on the
basis of the individual products manufactured by the company. Thus, one finds autonomous
“little companies within the company” adopting this type of organisation structure. As such,
within each of these little independent units, we find all important functions viz. production,
marketing, finance and human resources.

Hybrid Organizational Structure. The hybrid form combines features of both functional and
divisional forms. When an organisation starts to get very large, it establishes some self-contained
units. Functions that are considered important to each product are decentralised to the units;
however, some functions like finance and accounting are centralised at headquarters for practical
reasons.

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Motivation
Pinder (1998) defined work motivation as a set of energetic forces that originate both
within as well as beyond an individual's being, to initiate work related behaviour, and to
determine form, direction, intensity, and duration. Thus, it is important for restaurant managers
to find the particular forces that can maximize the work-related behaviour of their employees.
Employee motivation plays an important role in the overall success of every organization;
specifically in service-oriented organizations. When employees are satisfied and committed, it
means that customers of that organization will be satisfied as well (Pride, et al, 2008).

Types of Motivation

There are two types of motivation, these includes the intrinsic and the extrinsic type of
motivation. Deci & Ryan (1985) distinguished the two different types of motivation based on the
different reasons or goals that give rise to an action. The most basic distinction is between
intrinsic motivation, which refers to doing something because it is inherently interesting or
enjoyable, and extrinsic motivation, which refers to doing something because it leads to a
separable outcome.

Malone and Lepper (1987) have defined intrinsic motivation more simply in terms of
what people will do without external inducement. Intrinsically motivating activities are those in
which people will engage for no reward other than the interest and enjoyment that accompanies
them.

Contrary to intrinsic motivation, extrinsic motivation pertains to a wide variety of


behaviors that are engaged in as a means to an end and not for their own sake (Deci, 1975). It
was originally thought that extrinsic motivation referred to non-self-determined behavior,
behavior that could only be prompted by external contingencies (e.g., rewards).

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Factors that Promote Intrinsic Motivation

Malone and Lepper (1987) have defined the factors that promote intrinsic motivation,
these factors include the following:

Challenge. People are best motivated when they are working toward personally meaningful
goals whose attainment requires activity at a continuously optimal (intermediate) level of
difficulty.

Curiosity. Something in the physical environment attracts a person’s attention or there is an


optimal level of discrepancy between present knowledge or skills and what these could be if that
person engaged in some activity.

Control. People have a basic tendency to want to control what happens to them.

Fantasy. People use mental images of things and situations that are not actually present to
stimulate their behavior.

Competition. People feel satisfaction by comparing their performance favorably to that of


others.

Cooperation. People feel satisfaction by helping others achieve their goals.

Types of Extrinsic Motivation

Extrinsic motivation is a type of motivation that comes from outside of you. For many
people, the satisfaction of a job well done is enough to ensure continued effort. Others, however,
need extrinsic motivation. Depending on the individual, just a few words of praise may be
enough, while others respond only to something substantial, such as money (Vee Enne, 2012)

Scuderi (2012) stated that there are many different forms of extrinsic motivation. Each
one influences behavior in its own unique way. No single type of motivation works for everyone.

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People’s personalities vary and so accordingly does the type of motivation, that is most effective
at inspiring their conduct.

The different forms of extrinsic motivation include the following:

Verbal. Verbal praise, such as telling someone they did a good job, is a simple and often
effective means of extrinsic motivation. Explaining in detail the reasons for the praise increases
the effectiveness of this type of motivation.

Written. A note or letter of thanks is another form of extrinsic motivation. Written feedback can
boost the ego, and is typically remembered longer than verbal praise.

Financial. Employers are likely to provide motivation in the form of a financial reward. For
example, bonuses or pay raises that are given for extra effort can encourage future effort.
Employees that meet or exceed sales goals may also be motivated by paid vacations or other
prizes.

Public Recognition. Awards for quality service boost the esteem of recipients and inspire others.

Peer Recognition. Receiving the support of peers can motivate many people to continue a
course of action.

Scuderi also included achievement, growth and fear as a form of extrinsic motivation.

Achievement. Achievement motivation is also commonly referred to as the drive for


competency. We are driven to achieve goals and tackle new challenges. We desire to improve
and prove our competency both to others and to ourselves.

Growth. A burning desire to increase our knowledge of ourselves and of the outside world can
be a very strong form of motivation. We seek to learn and grow as individuals. Many of us are
wired by our personality or upbringing to constantly seek a change in either our external or
internal environment or knowledge. We view stagnation to be both negative and undesirable.

Fear. Punishment or negative consequences are forms of fear motivation.

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Chapter II

RESEARCH DESIGN

This chapter presents the different aspects of research methodology in the conduct of the
study as research design, the subjects and locale of the study, the instruments and the method
used in gathering data and the statistical tools employed.

Research Method Used

In this study, the researcher made use of the descriptive survey method; a semi
structured interview was used as the main instrument in data gathering. The descriptive-survey
method was used in the present study because this type of research describes and interprets the
gathered data. According to Leedy (1993) a descriptive survey method is “a purposive process of
gathering, analyzing, classifying and tabulating data about the prevailing conditions, procedures,
and operations of a certain phenomenon”.

Subjects of the Study

This study focuses on the motivation techniques used by the managers of Cafe du Marc.
The subject of this study includes the manager, assistant manager and the staffs of Cafe du Marc.

Locale of the Study


Cafe du Marc was established in 2003. It is located at A.B. Fernandez Avenue corner
M.H. del Pilar Street, Dagupan City. A vicinity map showing the exact location of the research
site was provided.

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Fig. 2 Vicinity Map of the Research Site

Data Gathering Instruments

The researcher chose to carry out a semi structured interview as his main instrument in
data gathering. A semi structured interview is a form of interview wherein the researcher
prepares a list of questions relating to a specific topic, but it is not important that question should
be asked in the same pattern as listed. He/she can change the order and phrasing of questions.
During the interview, researchers can ask follow up questions to understand exactly the
information they want to gain (Bryman & Bell, 2007).

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Data Gathering Procedure

The study was conducted at Cafe du Marc, located at Dagupan City, Pangasinan.

Permission from the management of Cafe du Marc was obtained before the actual
interview was conducted.

A list of questions was formed in order to collect the answers for the research problems.

At the time of the interview, I tried to raise follow up questions. The aim of the follow up
questions was to interpret and ensure all information was gained in relation to the research
questions.

The interviews ended with an appropriate close, including thanking the participants for
their time, the researcher also ensured the respondents that their answers will be treated
confidentially.

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Chapter III

PRESENTATION OF DATA

This chapter presents all the data gathered in summarized form.

Organizational Structure

Cafe du Marc uses the functional type of organization structure. This is the most widely
used form of organization structure because of its simple logic and commonsense appeal. The
functional structure suits best to the small to medium organizations producing one or a few
products, where the goals of the organisation emphasize practical specialisation, efficiency and
quality. Below is the organizational chart of Cafe du Marc.

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Duties and Responsibilities of the Employees of Cafe du Marc

Based on data gathered during the interview the duties and responsibilities of the
employees of Cafe du Marc are as follows:

Marilyn Gutierrez (Manager / Head Chef)

• Maintain production or work records.


• Tabulate data regarding bills, total amounts, restaurant expenses in cash registers.
• Plan and price menu items.

• Plan, direct Supervises and participate in cooking and baking and the preparation of foods.
• Recruit and hire staff, including cooks and other kitchen workers.
• Conduct training for personnel.
• Demonstrate new cooking techniques and equipment to staff.
• Instruct cooks and other workers in the preparation, cooking, garnishing, and presentation of
food.
• Monitor worker performance.
• Investigate customer complaints.
• Order or requisition food and other supplies needed to ensure efficient operation.
• Checks all purchased supplies for quality and account for each delivered item.
• Inspect supplies, equipment, and work areas to ensure conformance to established standards.
• Meet with customers to discuss menus for special occasions such as weddings, parties, and
banquets.

Alan Gutierrez (Assistant Manager)

• Recruit staff.

• Conduct training for personnel.

• Demonstrate new equipment to staff.

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• Monitor worker performance.

• Investigate customer complaints.

• Supervise the food preparation and cooking activities.

• Participates in checking of all purchased supplies for quality and account for each delivered
item.

• Inspect supplies, equipment, and work areas to ensure conformance to established standards.
• Meet with customers to discuss menus for special occasions such as weddings, parties, and
others.

Alfred Angeles & Perfecto Mejia (Cooks)

• Prepares all food items according to the recipes, portion controls, and presentation
specifications as set by the restaurant.
• Assists with the cleaning, sanitation, and organization of kitchen, and storage areas.
• Restocks all items as needed throughout shift.
• Performs additional responsibilities, although not detailed, as requested by the manager.

Monaliza Estrabiño & Ruth dela Cruz (Cashiers)

• Responsible in entering the details of bills, total payment amount, and other important details.

• Responsible for counting the money for one shift and delivering the amount before the next
shift.

• Holds responsibility for the amount of money at the counter table; only leaving the table upon
recording and delivering the task to the next shift or with the manager’s approval.

• Answers telephone calls and customers’ inquiries about various things in relation to the
restaurant.

• Other duties as directed.

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Allan Sarasola, Jojo Lumina & Milandro Rivera (Waiters)

• Assists guest to the vacant or reserved table.

• Prepare tables for meals, including setting up items such as linens, silverware, and glassware.

•Handles menu to the customers

•Takes down customer’s orders

• Serve food and/or beverages to customers exactly as requested

• Courteously handle the bill to the customer

• Collect payments from customers.

• Clean tables and/or counters after patrons have finished dining.

• Sweep/mop floors.

• Other duties as directed.

Ofelia Macatbag (Dishwasher)

• Sort and washes dirty dishes, glass, tableware and other cooking utensils

• Sort and stack clean dishes.

• Carries clean dishes to cook’s line and other proper storage areas.

• Remove trash and garbage to dumpster.

• Sweep/mop floors.

• General restaurant and restroom cleaning as directed.

• Other duties as directed.

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Motivation Techniques Currently Used by the Management of Cafe du Marc

The task of motivating employees has always been of importance to the manager of Cafe
du Marc. The managers are aware that motivation in the restaurant industry is especially
important, where employee turnover is often high and the hourly jobs are not usually career
destinations. Employee diversity ranges in age, levels of experience, and backgrounds, causing
motivation to become more of a challenge to many managers nowadays.

The employees of Cafe du Marc are motivated through the different form of extrinsic
motivation given out by the managers of Cafe du Marc. During the interview the researcher was
able to be familiar with the different forms of extrinsic motivation which are currently being
used by the managers of Cafe du Marc, these includes the following:

Verbal

Managers of Cafe du Marc always praise and appreciate a job well done. Although praise
and appreciation are non financial, it can still boost up the efficiency in services and if an
employee received appreciation, then in return he will work well.

Financial.

The salaries are paid to the restaurant's employees as a fixed rate. The management gives
their employees salary increases, 13th month pay, salary incentive, bonus, and centralized tip.

Achievement.

The management also promotes deserving employees. There should be appreciation from
the management side, because if an employee received appreciation, then in return he will work
well.
Growth
It is necessary to bring changes or come up with new ideas, technologies or machines; the
management provides specific training to their employees to have certain skills to handle these
changes.

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Managers also encourage job rotations which is very beneficial for the employees. Job
rotation is the most important factor, otherwise the employees won't be motivated enough if they
do the same unchallenging tasks over and over again. To manage and balance work pressure it is
essential to do job rotation.

Fear.

The management of Cafe du Marc also uses negative forms of motivation, these includes:
suspension, demotion, termination, wage/salary deduction

Fringe benefits are also used by the managers as their motivational tool to enhance
the work performance of their employees.

Fringe benefits.

Benefits like health care, SSS, uniform allowance are provided to the employees.
Furthermore the management also provides their employees a weekly day off, they also give free
food items to their employees at break time in the restaurant.

Proposed Measures to Further Improve the Performance of the Employees of Cafe du Marc

The measures to be recommended to further improve the work performance of the


employees of Cafe du Marc is through strong management commitment, good employee-
employer relationship, open communication and constant identification of the needs and
expectations of their employees. Constant appreciation from the management side is also
encouraged, because if an employee received appreciation, then in return he will work well.

Increased productivity and much better employee performance cannot be achieved


unless the top management is committed to effectively motivate its employees. The managers of
Cafe du Marc must also be an example to their employees, they must inculcate to them that their
main objective is to really be productive and to be able provide quality service. Employees who
believe the manager of their restaurant is committed to service quality may be motivated to

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provide higher quality service simply because they perceive this to be important to the manager
and workforce may observe management commitment because of actions taken by the manager.

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Chapter IV

CONCLUSIONS AND RECOMMENDATIONS

This chapter presents conclusions and recommendations to further improve the work
performance of the employees of Cafe du Marc. The conclusions herein presented are statement
of judgment inferred from the analysis of data which were collected.

Summary of Findings

After careful consideration of the findings of the study, the following conclusions are
hereby established:

1. Cafe du Marc has a functional type of organizational structure.

2. The employees of Cafe du Marc are motivated through extrinsic type of motivation.

3. The extrinsic forms of motivational techniques which are currently being used by Cafe du
Marc are the following:

Verbal: praise and appreciate a job well done

Financial: salary increase, 13th month pay, wage incentive, bonus, and centralized tip

Achievement: promotion

Growth: introduction to new ideas, technologies or machines, trainings, job rotation

Fear: suspension, demotion, termination, salary deduction

Fringe benefits: health care, SSS, uniform allowance, free meals

Conclusions

After careful consideration of the findings of the study, the following conclusions are
hereby established:

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1. The functional type of organizational structure really suits Cafe du Marc, since a functional
type of organizational structure relies on the talent and knowledge of every workers in their
assigned areas.
2. Managers of Cafe du Marc knows that it is their task to motivate their employees and direct
them to accomplish the objectives of the organization.
3. Managers are aware that employee motivation has an impact on the success of a business.
4. Cafe du Marc have enough motivational techniques to ensure that their employees are
motivated.

Recommendation

In the light of the findings and conclusions drawn, the following suggestion is hereby
proposed to the management of Cafe du Marc to further motivate their employees and improve
their employee’s work performance.

During the interview the researcher learned that the management of Cafe du Marc does
not use recognitions as a form of their motivational tool. That information is the main reason
why the researcher proposed this program.

The Employee-of-the-Month Program

The Employee-of-the-Month program is a form of a non-financial recognition. It is a


method of identifying individual employees for a particular praise or acknowledgement.
Employees do not only respond to material and particularly monetary incentives provided by
their organizations, but that immaterial incentives play an equally important role in determining
their behaviour. For many years, Employee-of-the-Month program has remained as one of the
most popular methods for recognizing performance in organizations through immaterial
incentives. Employee-of-the-Month programs can effectively recognize excellence and improve
employee morale.

It is the act of recognition itself and the esteem it gives to employees that is the heart of
the motivation provided by the Employee-of-the-Month concept, It is also important to be aware

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that the Employee-of-the-Month concept does not necessarily mean that the recognition provided
should have no financial value, it simply means that whatever is given, it should not just be
money. Moreover this method of conveying appreciation is also likely to be considerable more
memorable than cash which is simply subsumed into an employee’s salary. Instead, in non-
financial schemes like the Employee-of-the-Month concept, the organization can offer a gift.

Employees’ expectations are much higher these days, and they want to do things, as well
as have things. In this way, non-financial recognition schemes like the Employee-of-the-Month
program provide employees with something tangible that they can remember. Organization can
also offer a degree of choice for their employees if the scheme allows their participation in the
selection of the recognition item. If the organization do not wish to offer something that has a
monetary value can a trophy or a certificate can be given instead. The Employee-of-the-Month
program may be based on the nomination of fellow employees; the management may allow
employees to nominate one of their colleagues for the recognition. As stated, the winner typically
receives some sort of prize, commonly presented by the head of the organization, either in
private or a special awarding ceremony.

Methods of nominating employees range from completing a ballot card or by presenting


detailed information regarding the performance of the employee. Although it seems the most
common arrangement is nominations by work colleagues, in some organizations nominations
may be received from customers or valued clients.

What Behaviors Should be Recognized?

The behaviours or actions which are reflected in the Employee-of-the-Month program


criteria should be based on those behaviors or actions that the management wishes to emphasize.
This could be the demonstrating organizational values or offering a role model for other
employees. Non-financial recognition schemes usually fall into four categories:

1. delivering excellent customer service


2. exceptional contributions and teamwork

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3. generating ideas for performance improvements and innovations


4. actions above and beyond call of duty

It is common for the criteria in non-financial recognition schemes to center around


outstanding customer service or dedication to the job.

What are the Possible Rewards/Incentives?

Monetary incentives alone. A reward/ incentive will be given to the top contributor in the form
of cash, bonus or salary increase.

Non-monetary incentives alone. In this condition, the employee with the highest contribution
will either receive an award, trophy, certificate, or a simple token of appreciation.

Photo alone. In this condition, instead of giving monetary or non-monetary incentives to the top
contributor, the photo of the highest contributor will be displayed and shown to all the employees
(photographs of each participant will be taken prior to the beginning of the year). In case there
was more than one participant contributing this amount, all of their photos will be displayed.
Thus, all team members will be informed both about the contribution and the identity of the
highest contributor.

Monetary incentives and photo. This condition combined the material and immaterial
outcomes of the “monetary incentives alone” and “photo alone” conditions.

Non-monetary incentives and photo. This condition combined the immaterial outcomes of the
“non- monetary incentives alone” and “photo alone” conditions

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BIBLIOGRAPHY

BRYMAN, A. & E. BELL


2007 Business Research Methods. 2nd Edition: New
York: Oxford University Press.

DECI, E.L. & R.M. RYAN


1985 Intrinsic motivation and self-determination in
humanbehaviour. New York: Plenum.

LEEDY, P. D.
1993 Practical Research Planning and Design.
5th Edition: Macmillan.
LORETTE, K.
2010 Organizational Structure Types in Companies.
http:/www.google.com

MALONE, T.W. & M.R. LEPPER


1987 Making learning fun: A taxonomy of intrinsic
motivations for learning. Ê Hillsdale, New Jersey:
Erlbaum.
PINDER, C. C.

1998 Work Motivation: Theory, Issues, and Applications

Prentice Hall, New Jersey.

PRIDE, W.M., et. al.

2008 Business. 10th Edition: USA: South Western


Cengage Learning.
SCUDERI, R.

2012 Types of Motivation. http://www.lifehack.org

VEE ENNE
2012 Types of Extrinsic Motivation.
http:/www.ehow.com

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Marilyn Gutirrez

MANAGER

Alan Gutirrez

ASISTANT MANAGER

WAITERS CASHIERS COOKS DISHWASHER

Jojo Lumina Monaliza Estrabiño Alfred Angeles Ofelia Macatbag

Allan Sarasola Ruth dela Cruz Perfecto Mejia

Milandro Rivera

Fig. 2 The Organizational Chart of Cafe du Marc

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