Travek, Inc. – incentives for motivation and engagement
Stewart, Lidia (2024)
2024
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2024061823682
https://urn.fi/URN:NBN:fi:amk-2024061823682
Tiivistelmä
This thesis was completed for American home improvement and roofing company TraVek, Inc. The company is located in Phoenix, Arizona and has been operating for 23 years, currently with a small to medium-sized staff. The company wanted to learn more about effective incentives they could incorporate into the business for their three teams of employees (administration, sales, and production) to improve motivation and engagement and, resultingly, productivity.
The author conducted qualitative research to find theories on engagement and motivation to learn how these can be measured and what factors may affect them in different ways. Research on how increased engagement and motivation lead to increased productivity was completed. In addition, non-financial and financial incentives as well as team incentive structures were researched to better understand what incentives can be offered to employees to help increase engagement and motivation. An interview was conducted with the head of HR to learn about what incentives are currently offered at the company.
Quantitative research was completed by creating a survey for all employees that could be used to measure engagement and motivation as well as satisfaction with/preferences for different incentives. Survey results were analysed to understand what incentives are needed by team based on what is causing team members lowered engagement and motivation. Recommendations are given on a short-term, medium-term, and long-term basis in terms of how long/difficult it may be for the company to incorporate them in terms of time and money.
Findings suggest short-term incentives of feedback and supported goal-setting and communication on performance for the sales team; medium-term incentives of promotions for the administration and production teams, career development for the sales team, feedback, participation, supported goal-setting and communication on performance, and role in decision making for the production team (focusing on increasing employee autonomy), and training for the sales team; and long-term incentives of introducing a team goal-based incentives system to the production team.
The author conducted qualitative research to find theories on engagement and motivation to learn how these can be measured and what factors may affect them in different ways. Research on how increased engagement and motivation lead to increased productivity was completed. In addition, non-financial and financial incentives as well as team incentive structures were researched to better understand what incentives can be offered to employees to help increase engagement and motivation. An interview was conducted with the head of HR to learn about what incentives are currently offered at the company.
Quantitative research was completed by creating a survey for all employees that could be used to measure engagement and motivation as well as satisfaction with/preferences for different incentives. Survey results were analysed to understand what incentives are needed by team based on what is causing team members lowered engagement and motivation. Recommendations are given on a short-term, medium-term, and long-term basis in terms of how long/difficult it may be for the company to incorporate them in terms of time and money.
Findings suggest short-term incentives of feedback and supported goal-setting and communication on performance for the sales team; medium-term incentives of promotions for the administration and production teams, career development for the sales team, feedback, participation, supported goal-setting and communication on performance, and role in decision making for the production team (focusing on increasing employee autonomy), and training for the sales team; and long-term incentives of introducing a team goal-based incentives system to the production team.