This paper develops an overview of international motivation theories and researches initiatives that the Queensland Government implement to retain employees. Moreover, it comprehensively analyses how motivation can directly influence on the improvement of services; increase of work satisfaction, employee loyalty, commitment and performance and modification of ethical behaviour. Finally, personal views are presented providing a wealth of personal experience emphasising the diverse incentive methodology in Queensland Government. Research has shown that one of the factors of business success depend on the effective management of employment performance through motivation. ...view middle of the document...
The study undertaken focuses on Queensland public entities; especially on the Department of Transport and Main Roads (DTMR). In June 2012, DTMR reported having 8,851 permanent full-time workers and contracting average 40% more on casual and temporary jobs (DTMR, 2012i). Queensland Government (as a whole) being the biggest organisation in Queensland, has the higher accumulation of directors, managers, supervisors and staff in the state. Having such a large number of employees create a unique opportunity for HR managers to fully analyse the issues and produce a vast variety of motivational strategies and incentives so the full spectrum (of staff) can beneficiate from it.
DEPARTMENT OF TRANSPORT AND MAIN ROADS MOTIVATION STRATEGY
This part researches DTMR motivational methodologies and aims to describe, align and classify them within international theories. The below initiatives are categorized by its hierarchical level on the organizational. 1) Whole of the Department initiatives These initiatives address as Maslow describes in ‘Needs Hierarchy Theory” (Bratton, 2010v & McShane, Olekalns, Travaglione, 2013vi) the 5 driving categories: Self-actualisation, Self-Esteem, Social, Safety and Physiological and McClelland’s “Learned Needs Theory” need for Achievement, Power and Affiliation. a) DTMR present very interesting general incentives to staff that increases competitive advantage against the private sector. Some of them are listed below: i) Training and Development Programs. These programs are free conferences, seminars and Learn Zone initiatives. They focus on the personal development and improvement of
DTMR today aims to attract and retain employees that are innately over achievers, self-driven and/or goal-orientated. These characteristics and aptitudes can make great difference in the organisations’ workforce and on the development of business plans and strategies. HR works hard to discover this raw potential and skills on employees, by assessing each employee’s potential, competencies and expectations so it can be developed, increased or maintain using motivation.
ii) iii) iv) v)
capabilities applicable to all kinds of activities (fulfils Social, Self-actualisation and Power) Career development opportunities (Achievement, Power, Self-actualisation and SelfEsteem) Flexible working hours and work/life balance (Physiological) Stable organisation, Accrued time, compressed weeks and flexible Leave arrangements (Safety, Physiological) Comprehensive and strict policies against Harassment and discrimination, Code of Conduct, Work Health and Safety (Zero Harm initiative) and (Social, Safety and Affiliation) DTMR provides more specific recognition through Awards that are presented in different events throughout the year; with two main events, “Australia Day Awards” and “DTMR Excellence Award”. They utilise a single-out approach (Achievement, Power, Self-actualisation and...