ASTON UNIVERSITY

FULL-TIME MASTER OF BUSINESS ADMINISTRATION 2012/13

BMM399 ORGANIZATIONAL BEHAVIOUR ASSIGNMENT EXAMINING WAYS TO IMPROVE WORK MOTIVATION: For a Security Guard at the NSA in Alberta, Canada
Prepared for: Dr Joanne Lyubovnikova Date: 15/11/2012
Word Count: 3238

Prepared by: 633712 196606 391190 984698 825018 302023

CONTENTS
LIST OF FIGURES ...................................................................................................................3 LIST OF TABLES .....................................................................................................................4 INTRODUCTION .....................................................................................................................5 JOB PROFILE ...........................................................................................................................6 JOB EVALUATION .................................................................................................................8 Job Characteristics Model ..................................................................................................8 Motivating Potential Score .................................................................................................9 Job Diagnostics Survey ....................................................................................................10 Key Problems Identified ...................................................................................................11 MOTIVATION THEORIES AND APPLICATIONS.............................................................12 Herzbergs Motivation-Hygiene Theory ..........................................................................12 Employee Involvement .....................................................................................................13 Adams Equity Theory .....................................................................................................13 JOB MODIFICATIONS AND IMPROVEMENTS................................................................15 Job Improvement ..............................................................................................................15 Job Improvement after Changes .......................................................................................16 IMPLEMENTATION PLAN ..................................................................................................17 CONCLUSION ........................................................................................................................20 APPENDIX I ...........................................................................................................................21 BIBLIOGRAPHY ....................................................................................................................23

LIST OF FIGURES
Figure 1: Organisational Structure ............................................................................................. 7 Figure 2: Job Characteristics Model (JCM) ............................................................................... 8 Figure 3: Job Diagnostic Survey before Job Redesign ............................................................ 11 Figure 4: Herzberg's Theory of Motivation ............................................................................. 12 Figure 5: Adam's Equity Theory .............................................................................................. 13 Figure 6: Job Diagnostics Survey after Job Redesign ............................................................. 16 Figure 7: Implementation Timeline ......................................................................................... 19

LIST OF TABLES
Table 1: Qualifications of a Security Guard .............................................................................. 6 Table 2: Job Description of a Security Guard Working for NSA .............................................. 6 Table 3: Components of JCM .................................................................................................... 9 Table 4: MPS Formula ............................................................................................................. 10 Table 5: Issues Identified after Job Diagnostics Survey .......................................................... 11 Table 6: Problems and Improvements ..................................................................................... 15

INTRODUCTION
The study of Organizational Behaviour (OB) is very interesting and challenging too. It is related to the behaviour of individuals and group of people working together in teams. One of the most important concepts that have to be studied is Motivation and its impact on the organization. The study becomes more challenging when situational factors interact. No two individuals are likely to behave in the same manner in a particular work situation. It is the human factor that is contributory to the productivity hence the study of human behaviour is important. Our report identifies the various factors that affect the productivity and motivation of Security Guards. The organization we selected to do our research was Northlands Security Agency (NSA). It is an organization belonging to the Northland Group of Companies (NGC) which was established in 1897 in Alberta, Canada. The NGC holds diverse business portfolios namely in the field of entertainment, equestrian events and construction. The lack of productivity and the commitment to the job was clearly evident and had to be resolved on an immediate basis. Hence a study of the factors affecting the productivity and motivation had to be conducted. Our research was aided by a survey conducted among the security guards to identify the key areas of the problem. The key motivation theories that can be applied to improve the productivity and motivation have been identified and listed in this report. Further, a critical evaluation of these theories was conducted and the best possible solution using a combination of these theories was recommended. An implementation plan with a timeline was proposed and the effects of the said changes were evaluated.

JOB PROFILE
This case study is performed on Security Officers hired by NSA who can be considered as Entry Level security professionals and temporary hires for specific project or events. The qualifications and job description for the position of Security Officer at NSA are summarized in the following Table 1 & Table 2 respectively. Qualifications of a Security Guard Must be 18 years of age (21 in some cases) Must have a reliable means of transportation (private or public) Must have the ability to effectively speak, read and write English. Must have a High School Diploma or GED Must have good communication skills
Table 1: Qualifications of a Security Guard

The job is usually advertised in a local tabloid or newspaper and sometimes even online. Recruitment agencies which deal in providing skilled labour are also contacted and provided with this information. Once the deadline is met the applications are analysed and the desired number of candidates are invited for a personal interview. Interviews are normally conducted in the NSA Head Office located in Edmonton, Alberta. The interview panel, comprising of the prospective supervisors and the Control Manager, conduct a skills based interrogation of the candidates in which even the salaries are discussed and within a fortnight the panel selects the candidates and also provides them with the offer letter. Once the offer is accepted the candidates are then invited to an induction programme. Job Description of a Security Guard for NSA Patrols assigned areas on foot, checking for fires, vandalism, suspicious activity or persons or safety/fire hazards Investigate and/or reports hazards, unusual or suspicious circumstances to campus police unit for correction or follow- up actions; maintain contact with campus police Check doors and windows of buildings to ensure they are tightly closed and locked; note in written log any unlocked doors/windows; submit information to supervisor Observe activity and traffic in assigned area to enforce university rules/regulations; alert visitors of infractions. Assist any persons in building or on grounds needing directions or campus information Escort people/property to desired destination when monies, documents or safety of property or persons are a concern. Unlock buildings/doors after checking identification and compliance with university policies May assist law enforcement officers with crowd control and surveillance at large public events
Table 2: Job Description of a Security Guard Working for NSA DURING THE INDUCTION PROGRAMME, NEW HIRES ARE PROVIDED WITH THE APPROPRIATE TYPE OF TRAINING BASED ON ANY SKILL GAPS THAT BECOME

APPARENT DURING THE INITIAL EVALUATION. ONCE THE TRAINING IS COMPLETED, EACH CADET IS THEN TRANSFERRED TO A UNIT, WHICH COULD BE ONSITE IN CUSTOMER LOCATIONS, WHERE NSA HAS A CONTRACT, OR TO ANY NSA OFFICE LOCATION AROUND THE COUNTRY. THE DECISION TO LOCATE THE CADETS IS TAKEN BY THE MANAGEMENT AND THE CADETS THEMSELVES DO NOT HAVE A SAY IN CHOOSING THE LOCATION THEY ARE ASSIGNED. THE ORGANISATION STRUCTURE OF NSA IS DISPLAYED BELOW IN

Figure 1.

BoardofDirectors Manager Control CadetTeam

Figure 1: Organisational Structure

JOB EVALUATION
Job evaluation is a process in which the employees provide feedback regarding their current job responsibilities, level of satisfaction and the level of freedom that they currently experience. Job Characteristics Model (JCM) is a tool which has been used to evaluate the job satisfaction and motivation levels of the security guards in the NSA. JCM and its related application have been discussed below.

Job Characteristics Model

Hackman and Oldman, in 1976, proposed the notion that the job role itself within a workplace is the key to employee motivation; this can be depicted in JCM. It states that there are five main components viz. skill variety, task identity, task significance, autonomy and feedback (these are explained in detail in Table 3) which play a key role in impacting three major psychological states of mind. These are experienced meaningfulness, experienced responsibility for outcomes and knowledge of the actual results. When these psychological states of mind are at an optimum and positive level, it drives productivity levels and inspires motivation in an ideal direction. All the core job dimensions can be scored on a high-low engagement line, which can then be evaluated in order to identify key areas of a given job that require modifications necessary to achieve satisfaction and motivation. Key aspects of JCM are summarized in Figure 2.

Figure 2: Job Characteristics Model (JCM)

Skill Variety

Emphasizes the need to have an assortment of different responsibilities within a job role in order to utilize a number of different skills and talents. Highlights the possibility of viewing the job as a completed and uniquely identifiable piece of work. Essentially, it is to do with whether or not the employee sees a clearly defined beginning, middle and end to a given task. It is required that the employee has a clear idea as to when the task is completed. Shows the meaningfulness of a given job and the extent to which the employee believes that it will have a significant impact within the organization or society in general. The freedom to act or function independently. In regards to employment, it is about the degree of authority an individual has to accomplish given tasks. In order for an employee to stay motivated, it is essential that he/she receive the correct amount of appraisal or information about his/her performance.
Table 3: Components of JCM

Task Identity

Task Significance

Autonomy

Job Feedback

Different researchers studying organizational settings examined JCM critically; providing strong evidence that employees were responding to managerial expectations resulting from change. The cultural, background and the ambitions of individuals are not empirically mapped or considered significant in the usage of the theory although in the end it is the job attributes and not the theory that motivates the employees. Although some aspects of the theory may appear to be working in most cases, it may still be considered weak because the inter-relationships between the dependent variables are occasionally ambiguous or unclear. In the case of the security guards, this theory will find limitations in areas where physical security and the career advancement desire of the guards come into consideration. No explanations or concepts have been presented for factors relating to the lower order needs of individuals and concerns.

Motivating Potential Score

Motivating potential score (MPS) is a figure that is developed by combining all five job dimensions of the JCM to get an initial overview of what an employees potential attitude and behaviour can develop into. The scoring could be based on personal interviews, surveys or electronic worksheets which the employees have to fill out where questions listed revolve around the 5 dimensions of the job listed in the JCM. Each question has levels of satisfaction ranging from 1 to 7 for example and candidates are expected to identify their response which would be later be used to obtain the MPS. The formula is as per Table 4:

MPS

Skill Variety

Task Identity 3

Task Significance

Autonomy

Feedback

This explicitly applies to jobs where motivation is stifled due to the fact that they are very repetitive and monotonous, whereas a job, which challenges you, can provide job enrichment and therefore enhance motivation.
Table 4: MPS Formula

In the case of the employees of NSA, the surveys are listed in APPENDIX I of this document along with the Job Diagnostic Survey Profile. The survey has been performed before and after Job Restructuring in order to demonstrate the effect of the modifications.

Job Diagnostics Survey

The management at the NSA observed lapses in the productivity of the guards in the company. The key metrics taken into consideration for measurement of productivity are as follows: Attendance to duty and punctuality Rewards and awards for exemplary security performance Security breaches incurred on duty or lax in security reported while on duty Commendations and criticisms received from clients Effective and judicious usage of security equipment provided such as Tasers, Night Sticks, etc. Suggestions volunteered for improvements of security Attendance at training and awareness presentations Knowledge of the content of security policies and documents with respect to client organizations There was a high rate of absenteeism and lack of responsibility. Although the guards were admonished on regular intervals, there seemed to be no improvement in their functioning. The motivation among the guards was visibly lacking hence the management immediately decided to conduct a Job Diagnostics Survey to identify the areas in the job that require improvement. A survey with a questionnaire, as per APPENDIX I was conducted within the population of the security guards. We analysed the data and plotted the following graph as per Figure 3. The MPS obtained was 12. Based on this score, it was decided that the job of a security guard in the NSA had a lot of issues which had not been identified by the management and required immediate intervention.

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Before Job Redesign

7 6 5 4 3 2 1 0 Skill Variety Task identity Task Significance Autonomy Feedback
Figure 3: Job Diagnostic Survey before Job Redesign

Profile of a security guard MPS = [(2+4+3)/3] * 2 * 2 = 12

Key Problems Identified

The survey conducted among the employees at NSA revealed the following key issues as shown in Table 5. Category MPS Issues Monotonous job. There is no change of location. Guards are not allowed to develop their skills in any way. They are not given training that can benefit them and bring them up to date with the latest trends in security Guards identify their task and they consider it complete because there are times when there is a single guard securing a site that requires a team Guards are not aware of the importance of their job Locations which the guards secure may not be important in their opinion Decision making is not encouraged on the job Guards report all intrusions and issues to control who take care of the situation themselves Guards cannot decide on the schedule and the time taken for patrolling the secure area Supervisors are currently not keen on meeting their staff on a regular basis Guards do not have any facility to raise any of their concerns to management

Skill Variety

Task Identity

Task Significance

Autonomy

Feedback

Table 5: Issues Identified after Job Diagnostics Survey

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MOTIVATION THEORIES AND APPLICATIONS

The study of motivation and utilizing it in common work environment is the best possible way to raise employee morale and also ensure that the productivity remains optimum. Employees are essentially the most important asset of an organization. Managers strive to motivate their employees so that they are willing to perform at their highest levels. When employees work hard, come to work regularly and continue making positive contributions to the organization, the business will be able to cut costs and yield more profit, both of which are the ultimate goals of any organization.

Herzbergs Motivation-Hygiene Theory

The Two-factor theory (also known as Herzberg's motivation-hygiene theory and Dual-Factor Theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. It was developed by Herzberg, a psychologist, in 1959.

Figure 4: Herzberg's Theory of Motivation Source: http://mathehu.wordpress.com/2010/04/15/a-selection-of-psychological-theories-onmotivation-and-behaviour-change/

The theory states that job satisfaction and job dissatisfaction act independently of each other. The factors affecting work satisfaction are considered the intrinsic factors and the ones causing job dis-satisfaction are considered extrinsic factors. The job can be made Not Dissatisfied by applying the Hygiene factors listed above. From that stage the Motivational Factors need to be applied to make the job Satisfactory and motivating. This is highlighted in Figure 4 above. The key criticisms of this theory are that some individual differences viz. desire for pay may not always be a motivator. Also, not everyone believes in job enrichment. In our case, not all security guards are concerned with quality of the job. The theory also assumes satisfaction (presence of motivators) equals motivation, which may not be true in all cases.

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Employee Involvement
Employee Involvement is a participative process that uses the input of employees to increase their commitment to the organizations success. Employees will be more motivated, more committed to the organization, more productive and more satisfied with their job through the process of involving their decisions that effects them also increase their autonomy over their work lives. Several employee involvement programs have applied by many organizations in order to increase employees performance in many circumstances. To apply the program the organization should be concerned with two major factors which are relevant with employees interest to get them involve and employees must have the competence and knowledge to make useful contribution with the issue.

Adams Equity Theory

Equity theory was introduced by Adams in 1963. This theory of motivation compromises of four major points. These include the fact that when there is an inequitable situation, both parties (the employers and the employees) will be in grief. Secondly, people will try their utmost to increase their outcomes by putting great effort into their inputs. In order to regulate equity, a system can be put in place so that groups of people maximize their outcomes as a whole. Lastly, if someone believes themselves to be in an inequitable situation, they will be highly motivated to rectify the situation and restore the equity in order to maximize their gains to the greatest potential. Another valued area of the Equity Theory of motivation is the fact that an employee will feel that he is being treated fairly and so thus equitably if it appears to them that their inputs are equal to the inputs of their colleagues. The theory can be figuratively explained in Figure 5.

Figure 5: Adam's Equity Theory Source: www.businessballs.com/adamsequitytheory.htm

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The key criticism of this theory is that human perception can be flawed, thus exposing any conceived perception of outcomes and inputs to error as well. The theory lacks scientific consideration or explanation for different values or lack thereof of equity itself within cultures. In the case of the NSA, the guards who have attained certifications required yet do not perform on other metrics; compare themselves with others who are better compensated. However, in their frustration they tend to further under-perform while assuming that they have increased their effort.

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JOB MODIFICATIONS AND IMPROVEMENTS

Once the results from the Job Diagnostic Survey were reviewed, areas of the job which needed improvement were identified. These areas were then improved by utilizing the theories discussed in this document. The justification for the usage of the theories mentioned has been explained below in Table 6. Problem Lack of physical security Diffused sense of team Lack of sufficient training Fair Remunerations Monotonous Job No Company Spirit Applicable Theory Herzbergs Two Factor Theory Employee Involvement Theory Herzbergs Two Factor Theory Adams Equity Theory Herzbergs Two Factor Theory Employee Involvement Theory Ability to Change High High Medium Medium High High Change Opportunity to Organization High High Medium Medium Low High ROI High Medium High Medium Medium High

Table 6: Problems and Improvements

Job Improvement
Once the JCM results were obtained and the problems associated with the job were analysed, the management were recommended to improve the job using the theories mentioned. Herzbergs Two Factor Theory: Security of the guards: There is an increased concern among the security guards about their lack of defensive power in their respective locations. One of the customer locations of NSA is a horse barn in a secluded area on the outskirts of the city. Achievement: Achievement will be an outcome of providing motivating factors those originate within the individual who exhibit a clear desire to excel. Awards: By offering a certification program that involves study, performance, and a certificate from a nationally-recognized agency an individual can be part of an elite force that includes the finest professionals in the security industry. The select few that are able to achieve this honour, should not only receive higher ranking or a customembroidered shoulder patch but an increase in pay, must also be considered. Employee Involvement Theory: Team Spirit: Two pairs of fully tailored uniforms, including the trousers, have to be provided by NSA to each of the guards in order to provide sense of belonging to a team. A representative team of security guards can even design the uniform providing them with a sense of involvement in company perception.

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Feedback: Feedback is an essential activity which has to be implemented at NSA which will provide insight into the mind-set of the security guards. While this mechanism proves useful to the organization it also provides the guards with the opportunity to discuss their problems with their supervisors. The added motivation will improve employee morale and also performance. Monotony: Guards do tend to find their jobs monotonous especially if they are assigned the same location for extended periods of time. It would be ideal to have a rotation of the areas of duty, which can be planned by the panel elected by the guards. Adams Equity Theory: Team Building: A security guard needs many skills including communication skills, observation skills, attention to detail, common sense and good decision making skills. Many security officers are untrained and have never received the proper coaching and the most important aspect of the job is physical presence. Coaching of peers has been identified as the best possible manner in which this can be employed.

Job Improvement after Changes

After the above suggested changes were applied to the job of the security guard, another Job Diagnostics Survey with the same questionnaire as per APPENDIX I was conducted and the effects of the improvements are represented in the following graph in Figure 6.

After Job Redesign

Profile of a security guard MPS = [(5+6+5)/3] * 5 * 7 = 186.67 7 6 5 4 3 2 Skill Variety Task identity Task Significance Autonomy
Figure 6: Job Diagnostics Survey after Job Redesign

Feedback

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IMPLEMENTATION PLAN
Problem 1: Lack of Physical Security Action: Training in personal safety must be provided at an accredited academy along with training in first aid and use of non-lethal defensive gear. Personal safety will include use of batons, Tasers, pepper spray and preliminary martial arts. A security kit that includes these items must be provided by the NSA to the security staff. ROI: A clear and perceivable increase in the confidence level of the security guards and a fewer number of incursions into secure areas by miscreants. Resistors to Change: The management of the NSA are the primary resistors to this change. They can be brought to accept the change by providing statistical data of performance improvement in contemporary companies which have adopted the same motivational procedure. Problem 2: Diffused sense of Team Action: The NSA can provide full uniform kits to each employee who will take pride in wearing them. In addition to the uniforms the NSA can conduct team building exercises and have oneon-one sessions between the guards and their supervisors. ROI: Uniforms portray good company image and sense of belongingness of the security guards. Feedback sessions offer opportunities to continually monitor and improve services. Resistors to Change: The management of NSA would be less inclined to accept this change due to the cost involved. The impact on the organization can however be minimized by building the team spirit which reduces employee attrition and save costs on hiring new staff. Problem 3: Lack of sufficient training Action: Training in communication and interpersonal skills to the security guards working in venues where event are held. In addition awareness of crowd management, first aid, CPR and the like should also be provided. ROI: Opportunity for NSA to expand into provision of security at events that draw enormous crowd can be won. Smart security guards with all-round skills for any emergency would be at hand and thus create a competitive advantage amongst security companies.

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Resistors to Change: The main resistors would be the management of NSA. There would be a significant portion of senior security guards who may also resist this change. The management can be bought by the idea of winning new business and also by the creation of a Unique Selling Perspective. The employees however may require motivation in terms of the establishment of awards. Problem 4: Fair remunerations Action: Salary increments have to be conducted on the basis of the performance on the metrics mentioned before and the feedback of the performance explained during the appraisal process. Salary revision must be done on a regular basis. Incentives and bonuses for good performance provisioned in the company policy. ROI: The results of the changes would create a team of motivated security guards who would be more loyal to the company. Resistors to Change: The main resistors are the management who may be concerned with the costs involved. The improvement in the employee performance based on statistical data in contemporary companies that have implemented similar changes can be used to encourage management to adopt these changes. Problem 5: Monotonous job Action: The schedule for the job rotation on a frequent basis has to be provided to the security team. This schedule has to be decided by the staff representatives. Team of security guards deployed in secluded locations where risk is high. ROI: The changes result in motivated security guards and the representatives who will act as liaison between management and staff. Resistors to Change: The main resistors to change are the security guards who may be not inclined to rotate the jobs due to their existing comfortable locations. The encouragement provided would be in terms of increased team building activities where the guards function as a single unit rather than working as individuals with self-centred benefits. The timeline for the Implementation Plan is given in Figure 7.

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Figure 7: Implementation Timeline

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CONCLUSION
In this Organisational Behaviour report on "Examining Ways to Improve Work Motivation we: Examined and analysed the job of a Security Guard at the NSA in Alberta, Canada Conducted the Job Diagnostics Survey to identify the key areas that required modifications to improve the job Listed and analysed the various shortcomings in the job and de-motivators that were affecting the performance of the security guards Analysed the three theories of motivation that could be applied to provide the improvement to the job Suggested changes and techniques to improve the performance of the security guards Provided an implementation plan to outline the ways to apply the suggested changes and techniques

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APPENDIX I
Questionnaire
1. You enjoy variety of your tasks delegated to you at your current employment?

Strongly Disagree

Moderate

Strongly Agree

2. Your current employer provides a satisfactory level of training for your career development?

Strongly Disagree

Moderate

Strongly Agree

3. You have a clear idea of your job responsibility?

Strongly Disagree

Moderate

Strongly Agree

4. You have a strong understanding of your job process including the descriptions of your work?

Strongly Disagree

Moderate

Strongly Agree

5. The performance of your work will affect other departments of your organization

Strongly Disagree 6

Moderate

Strongly Agree

Your company will not be able to function properly without you completing your tasks effectively

Strongly Disagree 7

Moderate

Strongly Agree

You are encouraged to make decisions with full authority when the situation requires

Strongly Disagree

Moderate

Strongly Agree

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8. You are entitled to choose your own work timetable and colleagues to be on your team

Strongly Disagree

Moderate

Strongly Agree

9. There are interactive sessions between you and your team leader for performance evaluation?

Strongly Disagree

Moderate

Strongly Agree

10. Your comments and concerns are taken to consideration by management for further development

Strongly Disagree

Moderate

Strongly Agree

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