Leading People in Creative Teams Assignment Sample
Employee management and motivation are known to be the most effective and significant drivers of organisational growth and development in an industry (Davis and Bailey, 2017). The present report highlights a case study analysis of ineffective employee management and reasons for high employee turnover at the G&K Ltd. corporation. It includes the critical evaluation of the presently implemented leadership style, the Command-and-Control style, and its impacts on employee motivation. Other than this, the report also highlights certain problematic aspects of management approaches within the firm. Lastly, it proposes certain techniques or strategies which should be implemented in G&K Ltd. for managing and motivating its workforce.
Command and control leadership and Employee Motivation
The given case study of G&K Limited highlight that its management and leadership is completely based upon the command-and-control style. This for the implies that its leaders or more rigid as well as hierarchical as compare to others. In such a leadership style, the leaders of managers prefer to be viewed as an authoritative figure with the final say within any workplace decision (Joo and Mukherjee, 2021). Moreover, the level of structure and discipline encouraged by such leaders in the G&K Ltd might be beneficial for the teams since the past for meeting precise deadlines and working with certain procedures.
Figure 1 The Command-and-Control leadership style
(Source: McDowell, 2018)
However, the case study highlights that the organisation encounters several issues and challenges due to the adopted control and come on leadership style. This is because, today, the employees no longer prefer to work at corporations where they simply must do as they are commanded or told (Salami and Alavi, 2017). Moreover, G&K Ltd. is an essential example of high labour turnover and employed demotivation as they have no input on the role or the direction of the firm, and are bound to follow orders from their superiors. Therefore, the implemented command and control leadership style results in the leaders and managers finding it difficult to recruit and retain talent. Also, applied leadership approach significantly contribute and damaging employee morale as well as results and inferior corporate results.
Although, the implemented Command-and-Control style of leadership might be effective and highly productive in the G&K Ltd. since the past years, yet, presently, it proves to damage the employee’s morale and demotivate them. The organisation faces serious issues and challenges associated with employee demotivation, high labour turnover, and recruitment complexities (van der Haar et. al. 2017). This further implies that the modern corporate environment demands flexibility and much elasticity for the employees to retain within an organisation. However, G&K Ltd. still applies the traditional Autocratic or Command-and-Control leadership approach, which hinders the growth and career advancement of employees. Such a leadership style may negatively affect employee motivation and productivity levels in G&K Ltd., as:
- Develops a sense of confusion and mistrust between the superior and subordinate.
- Does not foster innovative and creative ideas from the employees.
- Does not empower employees to take ownership over their role and be accountable for their job.
Therefore, each of these traits or attributes of the Command-and-Control leadership approach negatively affect employee motivation and productivity level (Martínez‐Córcoles, 2018). The leadership approach in G&K Ltd. acts as a principal rationale behind employee demotivation, damaged employee morale, issues in employee retention, and high labour turnover.
In addition to this the given case study highlights highly complex and formal hierarchical structure in the G&K Ltd. corporation. Lack of flexibility and effective management may result in employees looking for new jobs where they have more respect, autonomy, as well as a sense of ownership and purpose (Gorod et. al. 2018). The implemented command and control leadership style is highly rigid and inflexible. It primarily emphasises on guarantee that all the members, including the subordinates and superiors, are dedicated towards the same goal, thereby, limiting employee autonomy. In addition to this, applied leadership demands strict adherence to rigid orders, which may further lead to massive mistakes or blunders by the employees.
Other than this, each employee wants to be valued and respected at the workplace. They also demand autonomy for making their own decisions and undertake job in an environment of physical safety (senberg et. al. 2018). However, such an approach of leadership mainly results in disengagement and lack of participation of employees within the key procedures of the firm. This further results in the motivating them, damaging their morale, and creating a sense of being disrespected or in valued at the workplace. Hence, it can be analysed and observed that the implemented Command and Control approach in G&K Ltd. is highly ineffective concerning the growth of the workforce as well as the organisation as a whole. It adversely affects the level of employee motivation, performance, as well as workplace productivity (Gandolfi and Stone, 2017). Therefore, the modern corporations must implement and integrate leadership style which offer significant autonomy as well as flexibility to the employees, thereby, making them responsible and accountable of their own decisions.
Problematic management approaches in G&K
The given case study associated with management and leadership at G&K Ltd. highlights inefficiencies and ineffectiveness of implemented approaches. In addition to this, it also reflects certain problematic approaches and practices being undertaken in the firm. These practices as well as approaches may hinder the overall management of the workforce as well as may question the firm’s growth and development in the industry (Allen et. al. 2017). The key problematic management approaches have been identified and explained below.
Lack of rewards and employee motivation: The given case study of GNK Ltd highlights certain characteristics of the workforce. It includes that more than 80% of the firms’ employees have worked for at least 15 years. Moreover, high rate of labour turnover in certain stores of the company with an average staff member staying only a few months (Marek, 2018). This further highlight the lack of an appropriate and proper system of reward management and employee motivation at the company. The major reason behind higher rate of employee turnover is lack of reward and motivation to the employees. However, the management and leadership at the G&K Ltd. company lacks motivational programmes and session to its employees who have been working for at least 15 years. Such loyal employees must be rewarded with either financial or non-financial incentives, thereby, appraising their long-term contribution and efforts at the workplace (Kalogiannidis, 2020). Moreover, motivating the employees by encouraging them to participate and actively involved in the key procedures of the firm will result in developing a sense of being valued and respected at the workplace.
Complex organisational structure: it can be analysed and observed that the G&K Limited integrate 10 hierarchical levels between the CEO of the company at the top and the trainee chef stackers at the bottom of the company. This further highlight that the firm integrates a highly complicated chain of command as well as communication, thereby, reflecting the ineffectiveness of the management and leadership in the company (Perkins, 2018). It has been observed that a highly complex and complicated the age structure negatively affects the process of decision making in the firm, thereby, affecting the resolution of issues and problems in the firm. This also results in legs flexibility in adapting as well as reacting to market and environmental pressures, delays in vertical communication through the levels as well as what is only between the teams. This may also result in inconsistencies within the management approaches at different levels, thereby impacting the business operations and activities at the workplace (De Sousa Sabbagha et. al. 2018). Lastly, this also results in disconnecting the employees from the top-level management of the company.
Strict rules and inflexibility: The given case study of GNK Limited also highlights that each minute aspect or operation within the firm is governed by a set of comprehensive rules. Every organisation faces certain situations or circumstances which demand immediate response or solution. However, such a set of comprehensive rules and regulations may hinder effective and proper solution in such situations. It also results in limiting or constraining the overall process of decision-making within the workplace (Matthews, 2018). This may further result in hindering the overall process of resolving the issue or problem being faced by employee, or customer, or the organisation. The case study highlights that the procedure of resolving customer complaints and groom answers is a highly complex and long process. This implies that customers facing certain issues or grievances with the phone or its products are highly dissatisfied. This is a major reason behind deteriorating the relationship between customers and the firm, thereby resulting in loss of market share in the industry.
Ineffective management: The given case study of G&K Ltd highlight that its employees in each store tend to be more concerned with talking to each other, or hiding in the stock rooms, or even texting their friends. This for the highlights that the superiors or the managers at the stores do not exercise their power properly and do not manage the job operations of such employees. This is a serious concern for the firm as it may result in negatively affecting the levels of overall performance and productivity at the stores (Wolff, 2019). In addition to this, managers and supervisors fail to effectively and properly manage or lead the employees. It can be observed that these managers spend majority of the time in their cabinets or offices, completing forms for the head office.
Moreover, the supervisors also view their job as mainly concerned with correcting any behavioural deviations, negotiating shift changes, as well as interviewing the subordinates who arrive late or are absent without any identifiable reason. This further implies that the management and leadership at the stores lacks in controlling and leading the employees towards maximum productivity and performance levels. Search in effective management and leadership may result in questioning the overall growth and development of the organisation (Gechbaia et. al. 2020). This may also question its survival in the industry.
HRM Practices to add organisational value
It can be observed through the case study that GNK Ltd faces serious issues and challenges in recruiting and retaining its workforce. Moreover, it can be analysed that its employees are demotivated, thereby, resulting in high rate of labour turnover within some of the company stores. Furthermore, the organisation still implements the command-and-control style of management which has been assessed to be ineffective in managing the modern workforce. Additionally, a highly complicated and complex hierarchical structure further affect the decision-making process at the workplace (Johennesse and Chou, 2017). In addition to this, each minute aspect of operations and activities in the organisation is governed by comprehensive and complex set of rules, which eventually constrained the process of decision making.
Additionally, the organisation lacks proper employee training and development programs associated with handling the feedbacks and grievances of the customers. This further results in loss of market share of the organisation within the industry (Fahim, 2018). In addition to this, it has been analysed through the case study that the managers and superiors at the company’s stores fail to effectively manage and control the employees. The employees talk to each other, hide in stock rooms, and also text their friends at the workplace. Also, a major issue being faced within the G&K Ltd. corporation is associated with disengaged and demotivated workforce. Therefore, the HR at the organisation must focus on implementing techniques and frameworks which significantly contribute in adding value to the organisation. Certain techniques and strategies are explained below.
Employee Training and Reward Management: A leader or a manager motivates the workforce to perform at the highest possible level as well as maintain an organisational culture of high morale (Hee et. al. 2019). The principal way a leader or manager adds value to an organisation is my persuading the company executives for training in developing the employees as well as implementing a strong reward performance system through increased compensation and regular promotions. Therefore, the leader or manager at G&K Ltd should emphasise on training and developing their employees for handling customer grievances and solving their issues immediately and effectively. Moreover, the employees should be appropriately rewarded based on their efforts and behavioural characteristics at the workplace. The leader or the manager should also simplify the organisational culture by breaking down the hair colour levels. This will further enable each employee to directly reach the top management for any issue or challenge being encountered at the workplace.
Increased autonomy: It has been observed that the employees at G&K Ltd should be offered with autonomy in making their own decisions related to the work and operations. Increased freedom and autonomy often result in increasing the level of job satisfaction within the employs. Increased autonomy and flexibility offered to the employees often results in boosting their morale and motivating them to give their best at the workplace (Rabl et. al. 2020). Further, increased level of job satisfaction results in employees being more responsible and accountable for the quality of their work as well as their productivity levels. This significantly results in boosting employee morale and making them feel valued at the workplace. This technique will largely help the managers and leaders at G&K Limited to ensure low rate of employee turnover as well as integrating a highly motivated and engaged workforce.
Figure 2 Pros and Cons of Democratic Leadership style
(Source: Tice, 2020)
Democratic style of leadership: The command-and-control approach of leadership currently implemented in G&K Ltd. highlights several challenges and issues in managing the workforce. It acts as a major rationale behind higher rate of labour turnover as well as employed demotivation at the workplace. Therefore, G&K Ltd should implement the Democratic style of leadership which has been observed to offer a more participative role to the employees in the decision-making process. Under this leadership style, each employee is offered an opportunity to engage, freely exchange their ideas, and discuss about the key organisational topics (Rodriguez and Walters, 2017). Moreover, the Democratic approach of leadership will significantly contribute in building a highly motivated, actively engaged, and highly productive workforce. This will also offer immense flexibility and elasticity to the employees in making their own decisions, thereby, developing a creative and innovative workforce.
Better control: The case study highlights that the employees at certain stores of GNK Ltd lakh proper management and control. They talk to each other, text their friends, as well as hide in the stock rooms instead of performing their jobs at the workplace. This further highlights the urgent need for the leaders and managers to impose a better control on such employees and appropriately punish them for their ignorance towards the work (Malek et. al. 2018). The executives and leader at the G&K Ltd should implement a proper control system over the managers, supervisors, as well as the employees in such stores. This will further ensure that each employees holds the responsibility and accountability for their job operations and activities. It will also result in making each employee aware of what is expected from them at the workplace, thereby, simplifying the overall operational flow within the organisation.
Hence, the above-explained techniques and strategies have been observed to significantly contribute in enhancing the overall management and leadership at G&K Ltd. These strategies will immensely support the leaders and executives of the firm to reduce employee turnover, retain their workforce, motivate and engage employees, and drive the organisation towards growth and development.
Employee Motivation techniques
Employee motivation has been analysed and observed to be the key driver of organisation growth and success in an industry (Krishnaveni and Monica, 2018). It refers to the level of commitment, energy, as well as a drive which company’s workforce brings to their role every day. The case study highlights lack of motivation within the workforce of G&K limited company. It further implies that the company experiences low levels of productivity, reduced output, as well as highlights probabilities of falling short in reaching eight significant goals and objectives. A higher rate of employee turnover as well as in effective management within the firm point towards the implementation of effective strategies and techniques for enhancing the level of employee motivation (Bake, 2019). G&K Limited Corporation identifies an urgent need to motivate and encourage its employees in order to retain them at the workplace. For this purpose, certain techniques and strategies have been mentioned below.
Figure 3 Ways to enhance employee motivation
(Source: Employee Motivation, 2021)
Setting and defining organisational objectives: employees at G&K Ltd should be effectively communicated and made understood about the objectives, vision, and mission of the organisation. Sharing a well-defined vision and mission of an organisation that is workforce significantly results in boosting employee morale and motivating them to be productive at the workplace (Davis and Bailey, 2017). It develops a sense of being respected and valued within the organisation, which further results in increasing the level of employee motivation and reducing the rate of labour turnover.
Provide autonomy and flexibility: Autonomy and flexibility have gained utmost significance in the modern corporate world. The employees at G&K Ltd Corporation are managed or led by the control and command approach. This further implies that the employees lack flexibility and autonomy in making their own decisions concerning their job operations and working conditions (Joo and Mukherjee, 2021). Offering some element of freedom and autonomy in the workplace, like flexible working hours or unlimited time off, thereby, demonstrating trust and loyalty from leaders. Providing autonomy and flexibility to the employees significantly contribute in increasing the level of employee motivation as job satisfaction within the employees comes with the feeling that they are in control and accountable for their actions at the workplace. This eventually results in motivating and encouraging them at the workplace.
Offering impressive rewards and benefits: The employees at G&K Ltd Corporation have been observed to lack proper rewards and incentives for their efforts at the workplace. This further results in the motivating them and resulting in employee turnover. Therefore, the executives and leaders at G&K Ltd. corporation should offer effective employee benefits and perks, like financial or non-financial incentives. Providing appropriate and attractive rewards to the employees results in boosting their morale as well as motivating them to give their best efforts at the workplace (McDowell, 2018). Moreover, it develops a sense of loyalty and trust to the company. Hence, these techniques or strategies will significantly contribute in motivating and encouraging the workforce at G&K Ltd., thereby, retaining them within the firm.
Hence, the above report concludes that the concerned organisation, G&K Ltd. should mainly emphasise on motivating and managing its employees properly. The organisation encounters serious challenges and issues associated with high employee turnover as well as lack of motivating techniques for retaining its employees. Therefore, the above report presented the key strategies and techniques for managing and empowering the employees. The report also highlighted the key problematic issues within the managerial approaches implemented at the G&K Ltd. corporation.
Allen, P., Bonazzi, C. and Gee, D., (2017). From command and control to governance. In Metaphors for Change (pp. 160-163). Routledge.
Davis, C. and Bailey, D., (2017). Police leadership: the challenges for developing contemporary practice. International journal of emergency services.
De Sousa Sabbagha, M., Ledimo, O. and Martins, N., (2018). Predicting staff retention from employee motivation and job satisfaction. Journal of Psychology in Africa, 28(2), pp.136-140.
Eisenberg, D.A., Alderson, D.L., Kitsak, M., Ganin, A. and Linkov, I., (2018). Network foundation for command and control (C2) systems: literature review. IEEE Access, 6, pp.68782-68794.
Fahim, M.G.A., (2018). Strategic human resource management and public employee retention. Review of Economics and Political Science.
Gandolfi, F. and Stone, S., (2017). The emergence of leadership styles: A clarified categorization. Revista De Management Comparat International, 18(1), p.18.
Gechbaia, B., Tchilaia, N., Goletiani, K. and Muskudiani, Z., (2020). Ways and characteristics of employee motivation in modern conditions.
Gorod, A., Hallo, L. and Nguyen, T., (2018). A systemic approach to complex project management: Integration of command‐and‐control and network governance. Systems Research and Behavioral Science, 35(6), pp.811-837.
Hee, O.C., Qin, D.A.H., Kowang, T.O., Husin, M.M. and Ping, L.L., (2019). Exploring the impact of communication on employee performance. International Journal of Recent Technology and Engineering, 8(3), pp.654-658.
Johennesse, L.A.C. and Chou, T.K., (2017). Employee Perceptions of Talent Management Effectiveness on Retention. Global Business & Management Research, 9(3).
Joo, M.M. and Mukherjee, B., (2021). Rebel command and control, time, and rebel group splits. International Interactions, 47(2), pp.318-345.
Kalogiannidis, S., (2020). Impact of Effective Business Communication on Employee Performance. European Journal of Business and Management Research, 5(6).
Krishnaveni, R. and Monica, R., (2018). Factors influencing employee performance: The role of human resource management practices and work engagement. International Journal of Business Performance Management, 19(4), pp.450-475.
Li, T., (2017). Analysis and Inspiration to Intelligent Command and Control. In Advances in Computer Science and Ubiquitous Computing (pp. 579-585). Springer, Singapore.
Malek, K., Kline, S.F. and DiPietro, R., (2018). The impact of manager training on employee turnover intentions. Journal of Hospitality and Tourism Insights.
Marek, A., (2018). Adjusting the employee management process to key organisational values. The Central European Review of Economics and Management, 2(4), pp.111-126.
Martínez‐Córcoles, M., (2018). High reliability leadership: A conceptual framework. Journal of Contingencies and Crisis Management, 26(2), pp.237-246.
Matthews, G., (2018). Employee engagement: what’s your strategy?. Strategic HR Review.
Perkins, M.J., (2018). Organizational leadership activities that positively influence virtual employee engagement (Doctoral dissertation, Walden University).
Rabl, T., del Carmen Triana, M., Byun, S.Y. and Bosch, L., (2020). Diversity management efforts as an ethical responsibility: How employees’ perceptions of an organizational integration and learning approach to diversity affect employee behavior. Journal of Business Ethics, 161(3), pp.531-550.
Rodriguez, J. and Walters, K., (2017). The importance of training and development in employee performance and evaluation. World Wide Journal of Multidisciplinary Research and Development, 3(10), pp.206-212.
Salami, H. and Alavi, A., (2017). Identify and determine effective factors establishing a military command and control information and communication system network-based with knowledge management approach. Strategic Defense Studies, 15(70), pp.101-124.
van der Haar, S., Koeslag-Kreunen, M., Euwe, E. and Segers, M., (2017). Team leader structuring for team effectiveness and team learning in command-and-control teams. Small Group Research, 48(2), pp.215-248.
Wolff, B., (2019). The truth about employee disengagement. Professional Safety, 64(2), p.24.
Online: McDowell, 2018. Leadership: Barriers & Styles. [Online:]. Accessed through:< https://slideplayer.com/slide/13995635/ >
Tice, 2020. Democratic leadership. [Online:]. Accessed through:< https://www.successfulworld.com/democratic-leadership/ >
Employee Motivation, 2021. [Online:]. Accessed through:< https://careerstroke.net/article/employee-motivation/ >
Know more about UniqueSubmission’s other writing services: