Motivation – Daft (1997) states that motivation generally comes from internal or

external forces that either awaken or increase a person’s enthusiasm to pursue a

particular action, whether it may be related to his academics, employment or personal
life. Similarly, motivation is also defined as an individual’s ability to change his
behaviours and attain a specific life goal.

In all these activities human involvement is compulsory so motivation is all about

human behavior. Motivating to anyone in a desired way is intellectual work and in
this regard following techniques can be useful;
Performance Review: Discussion between the employee with the line manager with
the purpose of performance improvement and their chance of promotion should be
there in order to get maximum results.
Interviews: Open ended questions with qualitative data ascertain one’s productivity.
During this interview with the team member barriers to good performance can be
discussed.
Customer Feedback: Regular/permanent customers are the great source of Pizza Hut
success. Champs checks allow the company to find about their work force.
Audits: Pizza Hut own code of conducts can be analyzed and employees can be
checked against it.

Once the skills gap has been identified, strategies for closing the gaps can be
determined. Strategies include training (if a lack of knowledge is apparent), job role
reassignment (transfers, portfolio changes), allocation of new resources, improvement
of rewards and incentives, goal setting, or termination (if the fit can not be corrected
by other means).

Goal Setting Theory

By setting goals, we’re able to persist with the list of tasks and are compelled to
develop strategies in order to reach our objective. Therefore, goal setting is a powerful
way of motivating people. The value of goal setting is so well recognized that entire
management systems, like Management by Objectives (MBO), have goal setting
basics incorporated within them. In fact, goal setting theory is generally accepted as
among the most valid and useful motivation theories in industrial and organizational
psychology, human resource management, and organizational behaviour. It seems
natural to assume that by setting a goal that's (SMART) Specific, Measurable,
Attainable, Relevant, and Time-bound, we will be well on our way to accomplishing
it. It's important to strike an appropriate balance between a challenging goal and a
realistic goal. Setting a goal that seems impossible is more de-motivating than setting
a goal that's too easy. Therefore people are best motivated by challenging, but
realistic, goals. Ensuring that goals are Achievable or Attainable is one of the
elements of SMART.

Likewise, having a goal that's too easy is not a motivating force. Hard goals are more
motivating than easy goals, because it's much more of an accomplishment to achieve
something that you have to work for.

Five Principles of Goal Setting

To motivate, goals must take into consideration the degree to which each of the
following exists:
 1. Clarity.
2. Challenge.
3. Commitment.
4. Feedback.
5. Task complexity.

Frederick Herzberg

Frederick Herzberg (1923) had close links with Maslow and believed in a two-factor
theory of motivation. He argued that there were certain factors that a business could
introduce that would directly motivate employees to work harder (Motivators).
According to him motivators are more concerned with the actual job itself. For
instance how interesting the work is and how much opportunity it gives for extra
responsibility, recognition and promotion. Herzberg viewed pay is not very important
factor which is in direct disparity to Taylor who actually viewed pay and piece-rate in
particular to the direct output and efficiency of a person.

Herzberg believed that businesses should motivate employees by adopting a

democratic approach to management and by improving the nature and content of the
actual job through certain methods. Some of the methods managers could use to
achieve this are:

Job enlargement – workers being given a greater variety of tasks to perform (not
necessarily more challenging) which should make the work more interesting.

Job enrichment - involves workers being given a wider range of more complex,
interesting and challenging tasks surrounding a complete unit of work. This should
give a greater sense of achievement.

Empowerment means delegating more power to employees to make their own

decisions over areas of their working life.

Positive Motivation : It is a response which includes enjoyment and optimism about

the tasks that you are involved in. For example in Pizza Hut when a team member
provide with good results to the management then he/she is likely to be appreciated
and announce in intranet news within the company.
Negative Motivation : It involves undertaking tasks for fear that there should be
undesirable outcome failing subject if tasks are not completed. If a team member is
given any special assignment or task which could not be done by him/her so will
likely to be reluctant to show it to others.

Motivation is such an important factor of improving productivity in Pizza Hut, every

other business whether food or non-food need to have a firm understanding of how it
relates employee job satisfaction and rewards system. So understanding job
satisfaction and work motivation can be the key element to improve Pizza Hut
productivity. Motivation is actually an internal force that energizes for action and also
determines the direction of action (Russell 1971, 5).

Tangible and intangible rewards

“The traditional forms of motivation are compensation and benefits. The problem
with these tangible rewards is that they are short-term motivators. The more people
get, the more they develop an entitlement mindset. Adding more and more tangible
rewards does not necessarily increase motivation or engagement. However, taking
away tangible benefits or entitlements really de-motivates or disengages people.

“On the other hand, intangible rewards, such as a “thank you,” “good job,” or
effective coaching let people know their managers care about them and value their
contributions. The more intangible forms of motivation the better—they raise
engagement levels by helping people feel connected.

“The additional advantage of using intangible rewards is that while offering them
greatly increases levels of engagement and motivation, withholding them tends not to
have a significant long-term de-motivating impact. Additionally, intangible forms of
motivation are not costly to provide. So for a small investment of time in showing
appreciation, the resulting improvement in engagement and connectivity can be huge.
The key is in giving credible, sincere, and respectful appreciation.”

Koestner & McClelland (1990) describe, “Research on intrinsic motivation has led
to the conclusion that intrinsic motivation will be greatest under conditions that foster
feelings of challenge, competence, and self-determination”. They further explain that
“if external events enhance feelings of competence, as when someone is told he or she
has done a task very well, intrinsic motivation is likely to increase”.