Documentos de Académico
Documentos de Profesional
Documentos de Cultura
PRGRAMME: BABS
Semester: Three
Group Members
Tawfiq Fayed; ID: 0343MHEMHE1015
Submitted to
Mr. Ramendran Nair
Contents
1.0 Introduction ............................................................................................................................... 2
2.0 Analysis..................................................................................................................................... 4
2.4.1 Satisfaction and Dissatisfaction or Motivators and Hygiene Factors at Siemens ............ 10
References ..................................................................................................................................... 14
1
1.0 Introduction
Motivation or employee motivation is a crucial factor for managers and leaders in organisations.
successful performance; on the other hand, an unmotivated workforce could deliver a low quality
unproductive performance that can take the organisation out of the competition in the market.
This study involves Siemens, a multinational organisation, that has been maintaining a successful
performance with its dedicated employees for decades. Therefore, the study reveals how
for Siemens. So, lets get introduced to the organisation Siemens first.
Munich. It is the largest engineering group in Europe. The company was founded in 1847.
The type of products Siemens manufacture is almost endless. Siemens mainly focuses on the
areas of electrification, automation, and digitalization. It is one of the worlds largest producers
and a leader in medical imagining, laboratory diagnostics, and clinical IT. They have further
As of September 2015, Siemens had around 348,000 employees in more than 200 countries. In
2015 fiscal, their orders totaled 82.3 billion and revenue was 75.6 billion. (Anon., 2016)
2
Siemens at A Glance
Founded : 1847
We make real what matters. Thats our aspiration. Thats what we stand for. Thats what sets
us apart. A reflection of our strong brand, its the mission that inspires us to succeed.
Siemens vision is to enable the company to consistently occupy attractive growth elds,
sustainably strengthen companys core business and outpace the competitors in efficiency and
performance.
Siemens organisation culture indicates that the importance of motivation in the company. They
believe in one engine of sustainable business that refers to an ownership culture, in which every
employee takes personal responsibility for the companys success. Always act as if it were your
own Company this maxim applies to everyone at Siemens, from Managing Board member to
3
2.0 Analysis
This part of the study analyses the organisation Siemens to find out the motivational factors
among the employees at organisation. It also examines the practice of motivational theories in
context of Siemens that how the practical presence of these theories influence Siemens business
performance. While analysing we may also find the challenges and obstacles that Siemens has
Motivation is a driving force that works as an inner stimulate for an individual to behave in a
certain way. When it is in case of an employee of an organisation who is well motivated, will be
satisfied with the work and workplace. Moreover, the employee will be more productive than
others and will produce better goods and services. This study shows how employees are
There are various factors that can influence or motivate a person at workplace. Some common
organisation can fulfill these needs of an employee by pay. However, there are some other
motivational factors apart from pay. Working environment can be a motivational factor as well.
At Siemens, a creative problem solving culture and environment is provided for the staffs, where
a staff has the opportunity to enhance his problem solving techniques so that they could make
engineering company really motivates the staffs. The staffs have recognized that the company
has given them the independence to think in their own way. Thus the staffs come to know that
4
the company gives value to their thinking and opinion. As a result, they feel extremely motivated
In an annual report of the company, Siemens mentioned that they are overcoming challenges
with success by continuously breaking new ground and technology. And, this has become
possible only for their outstanding employees. It is a question that how their employees are
outstanding? It is also mentioned in the annual report. It says, at Siemens it provides their
employees
Additional opportunities
And, finally, Siemens accepts and believes the fact that their employees commitment, expertise
and performance are one of their greatest strength. Therefore, to make sure again that the
employees are motivated, surveys are conducted among the employees in a serious manner to
find out whether the employees are satisfied and motivated. (Annual Report, 2012)
From the above we have found some strategic activities by Siemens to motivate their employees
to enhance their organisational performance. Now, in the below we will link these activities to
5
academic theories related to employee motivation to find out which theories are in practice at
Siemens.
Scientific Management Theory is also known as Taylorism by the name of the inventor of the
theory Fredrick Taylor. He is known as the father of management. F. Taylor (1910) proposed,
- Instead of simply assigning workers to any job, match workers to jobs based on their
capability and motivation to that certain jobs where tasks are fragmented; and train them
- Workers performance should be monitored and controlled in order to determine the most
- Works or jobs should be allocated to managers and workers, where the mangers should
spend time on planning and training to let the workers perform their tasks efficiently.
Therefore, principles of this theory suggests a standardization of relationship between work and
workers where works are fragmented into tasks that leads to job specialisation. Therefore,
payments are based on each workers performance. For instance, if a worker fulfills the target or
even exceeds, he will be rewarded with high payments. The loophole of this theory is that
implication of this theory at workplace may decrease a workers general ability of doing work. It
means, the theory makes workers specialised in one certain task or field only in a best way. As a
result, the workers dont have the scope of personal development or develop himself in other
fields so that his working area could be broad. In modern ages, companies as well requires
6
workers with multi skills that contradicts with Taylors theory. Therefore, applying Taylors
theory in practice in a full form is quite impossible for the organisations in modern ages.
At Siemens Taylors theory is practiced to a certain extent. Employees here can decide by
themselves to find a best way to do certain job or task. But it doesnt mean that they are limited
to only one-way approach to do that job or task. Actually, the open culture at Siemens let
employees participate in work in a more dynamic and energetic way with suggesting and
implementing improvements. Siemens observes employees while work whether the process is on
right track it is not the only form of control because it could limit the growth and enthusiasm of
employees. Siemens believes pay cannot be enough to motivate the employees rather rewards
and benefits can motivate and retain them. And, thus it will lead to job satisfaction.
Abraham Maslow (1954) developed a theory known as Maslows hierarchy of needs tells us of
five stages of needs in human life. At bottom theres basic needs and at top theres needs of self-
fulfillment. People are driven to work only to fulfill these different five layers of needs. Once
one need is achieved, human moves to another layer to fulfill that need. Once basic need is
achieved, human looks for safety, then he seeks for love and belongings. When human met these
three stages of needs, he wants self-respect, and at top he realizes his actual potential that
7
Figure 1.1: Maslows Hierarchy of Needs
When Maslows hierarchy of needs is applied to work situations, firstly, it is the managers who
are responsible to make sure all the deficiency needs are met. Therefore, we can guess, in case of
organisations, this deficiency refers to safe environment and proper wages. Secondly, the theory
suggests to create such environment in the organisation that helps employees to develop their full
potential.
Consequences: If an organisation can fulfill the above needs implying Maslows theory, it may
experience
And, if an organisation fails to provide the workers with above factors, it may face
8
- Increased employee turnover
Lets check out Siemens activities to fulfill employees needs to motivate them
1. At Siemens, it provides opportunities to its employees to think creatively and show their
potential by providing them a creative working environment that fulfills Maslows semi
top order needs. Siemens accepts their employees thinking and ideas, values their opinion
that help its employees to achieve their internal desires which ultimately helps them
employees achievement.
their own work. Therefore, the employees have the freedom to take decisions and make
are fulfilling higher level of needs or self-actualization. Moreover, staff training and
Fredrick Herzberg (1959) developed a theory which is known to us Herzbergs two factor theory
or motivation-hygiene theory where instead of traditional view, he generates a new idea about
9
satisfaction and dissatisfaction at workplace. In the theory the term motivation refers to
satisfaction and the term hygiene refers to dissatisfaction. He explains in his research that there
are two factors which impact workers at workplace. One is hygiene factors and the other is
motivators. Hygiene factors are generally extrinsic or environmental; it will reduce the
dissatisfaction when managers provide employees with hygiene factors like good working
condition, adequate salary etc. but it will not necessarily lead to absolute satisfaction. To satisfy
the employees, there has to be motivators like recognition, responsibility, personal growth etc.
- Freedom of thinking
10
We already know that at Siemens, employees opinions are welcome and company values it. As
it is an engineering company, Siemens welcome creative ideas and knowledge from culturally
diverse employees. To promote creative environment, it lets employees thing on their own and
also let them responsibility at a challenging situation. Through training and grooming employees
can develop their personal capabilities so that they can advance their career further.
- A different creative working environment which suits best for the employees
Both the theories we discussed in this study have some common features or factors. These are
Achievement
Recognition
Promotion
Levels of responsibility
And these are the things those satisfy people in the workplace. There are some individuals who
love freedom and like to do what they like. Therefore, the Siemens managers need to be careful
while selecting the employees. They have to choose the right people for the right place.
Again, in Herzbergs two factor theory we have discussed about the hygiene factors. Sometimes,
these factors can be upsetting to some employees at Siemens. These factors could be
11
- Organisational policy of Siemens may frustrate some employees and be viewed to some
as a hindrance.
- Sometimes some employees may think that working conditions are not suitable for them
- Although we know Siemens value their employees, a certain individual working there
This study mainly shows the use of three known theories of motivation in practice in context of
Siemens. Mostly, Siemens have been implementing the key principles of the theories effectively.
environment. Siemens have been successfully out competing their competitors by managing their
human capital in an effective way; thus they have mange to enhance their organisation
performance.
Apart from this, Siemens has to be careful about future challenges in managing and motivating
While implementing Herzbergs two factor theory in practice, Siemens managers have to
be very careful to make sure that the hygiene factors are managed properly in order to
avoid dissatisfaction in the workplace. Moreover, they have to attentive to the issues like
personal development of the employees so that the employees can improve their
performance.
12
Siemens managers have to make sure that the dissatisfies and motivators are well
To reduce the dissatisfaction Siemens has to be cautious about their company policy.
Managers have to give the employees a feeling that the employees believe that they are
Moreover, it is important to determine both the intrinsic and extrinsic motivation for the
employees as it is important for employee productivity. You may find some employees will who
will be motivated by internal motivating factors like challenging tasks, recognition etc. Again
you will find some employees who will be motivated by external motivators like incentives, pay,
bonuses. Therefore, managers have to note and take after the employees to understand each
13
References
https://www.siemens.com/annual/12/en/company-report/employees-and-management-
14
15