How Organization Culture Influences Employee Motivation - Google Inc - Case Study Example

How Organization Culture Influences Employee Motivation Name Institution of Affiliation Introduction Google Inc has changed the lives of many people who depend on it for information. Google’s co-founder describes Google as a perfect search engine that knows what you mean and delivers what you want. Google has changed the way search engines work. It was founded in 1998, in a garage by two graduate students from Stanford University, Larry Page and Sergei Brin, and it served more than 10,000 inquiries a day which earned a reputation as a trusted source of information. Google’s audience kept growing with the reputation of reliability, relevance, and speed (Hillis, Petit & Jarrett, 2013). With over 50% share in the search market, Google provides many search engines on the web with search results. Search engines, as well as, search engine optimization experts have benefited from Google as changes are made to give customers the best search engine levels of ranking. Cultural Impact on Employee Motivation Looking into Google’s offices across the world, one sees a comfortable and friendly work environment. The sole responsibility of Google, apart from satisfying the clients, is to keep the employees happy, which translates to higher levels of productivity. This is the culture of Google as a company. By 2013, Google had been at the top of Fortune’s 100 list for the Best Companies to work for (Hillis, Petit & Jarrett, 2013). Google has an amazing organizational culture that ensures that all the employees are satisfied at the workplace and feel good as the working day comes to an end. Google has made the Human Resource Department a science. It uses numbers in the maximization of the employees. The friendlier way of saying Human Resource at Google is The People Operations department. This important department at Google makes the most crucial decisions for the management by using data and analytics. Google once had a problem of having female employees leave the company at a high rate, especially with pregnancy. The female employers were leaving the company at a high rate and reviewed the maternity plan. This department solved the retention challenge it had with female employees who had five months paid maternity leave for new mothers instead of the 12 weeks initially. This made the rates go down by 50% (Hillis, Petit & Jarrett, 2013). Google appreciates all the employees as a way of motivation in order for more risks to be taken. Small and big contributions are appreciated as the company grows. When mistakes are made, Google gives praise because when running a company, it is better to move fast and do much than be cautious and do little. Fresh ideas are needed all the time and that is possible when risks are taken (Hillis, Petit & Jarrett, 2013). Transparency at Google is the company’s office culture. Weekly meetings called TGIF helps the employees and the employers meet to share information establishing a transparency culture in the office. At Google, the environment is one where everything is open for debate. The founders of Google host an event where the employees from all over the world ask and vote on questions online. This is a productive strategy as employees are kept updated about the company’s progress and why it is headed in that direction. This is motivational for the employees as it creates a feeling of being part of the global company. Corporate social responsibility is part of the organization’s culture with an aim to help the community as well as motivate the employees. Relationships are developed while the employees are out in the community. Google hosts events such as Google fest which give opportunities for the employees to be well involved in the activities of the community as training is offered to the community members (Kreitner & Kinicki, 2001). Impact of organizational culture on employee motivation Employee Motivation Employees are motivated by a conducive working environment. An environment they are made to feel they own what they are doing or one in which they have freedom to do their work with little or no supervision at all. An environment in which they are able to develop their skill, and showcase their talent. Such environment also appreciates and recognizes their efforts. Google has been able to create such an environment for its employees. Google offers incentives to its employees. Basic services to its employees are free of charge. Such services include free haircuts, meals both lunch and dinner and an assortment of other meals, prepared by qualified chefs. Maternity leaves are fully paid for up to eighteen weeks. When one adopts a child they are assisted financially. Also, they reimburse legal fees incurred by an individual up to a maximum of five thousand dollars (Kreitner & Kinicki, 2001). At Google the employee has voice and is valued. The employees have a forum on Fridays, and frequently asked questions are addressed. Survey is done on managers, and the employees are the ones who give the feedback about them. This survey is used to acknowledge top managers. Transparency is key at Google. Everything is shared, and every Google employee knows what goes on behind closed doors of executive meetings. Results of annual surveys done are not only made available to employees individual groups, but are seen by all other groups too. Challenging and inspiring work is the order of the day in Google. Work done at Google is fun since there are different challenges from time to time. Employee becomes bored and uninterested when the work is monotonous, such as having to perform same duty, in the same way throughout the year. Thus, at Google, they aim to diversify the work done by their employees, such as allowing them twenty percent of the work they do, to be projects of their own. This motivates employees to be innovative (Kreitner & Kinicki, 2001). Theories Explaining Culture Impact on Employee Motivation Herzberg theory It is a two factor motivational theory. The factors are motivators and hygienic factors. Motivators are those factors that are directly linked to the job (McShane & Von, 2000). This factors lead to satisfaction of the employee. Herzberg used hygiene in this context to mean factors, if absent, demotivate an employee, but they are not themselves motivating. Examples of motivators include recognition. An employee will feel appreciated when they are recognized for their efforts and being trusted with responsibilities. Advancement and growth at the work place alongside the work itself, among other factors are bound to make the employee feel motivated (McShane & Von, 2000). Hygienic factors would include payment of wages and salaries, the conditions of work at the institution and relationships with peers at the work place. These factors do not in any way motivate an employee, but if any of them is absent, the employee feels demotivate. Maslow theory Maslow observed that human beings are motivated to achieve certain needs. He also believes that when one need is met, an individual purposes to achieve the next need. These needs are arranged in a pyramidal context. It begins with the most basic human needs and advances upwards in an hierarchy (McShane & Von, 2000). The first needs are physiological needs that include food, air and water. Once these are achieved, an individual needs to feel safe. They desire security, both of the environment and of the job alongside their health. They would then need to desire to belong. They now want to feel loved and accepted by friends and family. The next level becomes esteem. They develop a boost in their self-esteem, with a new level of confidence felt and respected. The last stage becomes self-actualization of the individual. At this level their self-potential has been fully realized. They seek personal growth and satisfaction that is self-fulfilling. An individual does not feel that all the levels have been achieved and they have peaked their experiences. McClelland theory It is a learned needs theory. This means that it depends on the experience of individuals that are gained over time. The needs of this theory are divided into three classes. One need is achievement. People seek to excel and monitor their achievement. Another need is affiliation. This is individuals who are team player and good with relationships. They desire recognition from society. The other need is power. Power can be institutional or personal. In personal power, the individual aims to control others, while in institutional power, it aims to organize others to achieve a common goal (Latham, 2007). Alderfer theory Alderfer observed and collapsed Maslow’s need and collapsed them into three levels. These levels include the need of existence. This is met when their physiological needs and the need to feel secure are achieved. The next level is relatedness, it maps onto the belonging level in Maslow’s hierarchy, and the external part of self-esteem. This involves the feeling of being accepted by others. The final stage is growth. It taps into the internal part of self-esteem, and into self-actualization. It however differs from Maslow’s in that there is no fixed order in pursuing the needs. It all depends on the individual and the situation at hand. In the case of Google, Herzberg theory would be the best. This is because as much as the institution aims to motivate their employees, they should also get rid of factors that demotivates the employee. Google should motivate its employees. It should also consider hygienic factors to ensure it maintains its employees. How Culture Engages People in Google The hiring process at Google is for the brightest and the best. During interviews, applicants are asked more mind engaging questions as opposed to the usual boring questions that are asked by other employers. The interviews at Google do not put much emphasis on the academics but on who is the best fit for the job. With over one million applicants annually, it is surprising how meticulously Google assesses a candidate’s intellectual abilities and technical skills, but the creative thinking process of the applicant as well. Questions such as the number of golf balls that can fit into a school bus are asked to engage the candidate’s mind. This process makes it possible for Google to sieve the applicants for great people with the ability to contribute to the growth of the company (Hillis, Petit & Jarrett, 2013). The casual atmosphere at Google ensures that it is not all work and no play at the workplace. Volleyball breaks in the afternoon help the employees relax in between work and is one of the corporate culture at Google. It is of importance to note that one of Google’s organizational culture is the lack of the top-down hierarchy. Here, employees are free to speak out opinions and new ideas freely, providing thoughtful discussions by the company. Employees are motivated because there is no tension between the employer and the employee creating a favourable working environment. Conclusion Positive outcomes out of an employee are a product of appropriate organizational structure. There are several ways through which Google Inc has incorporated the motivation theories in achieving its present employee motivation and engagement. Thus, the paper shows the culture of Google Inc in the spectra of how it affects the employee motivation. Some of the theories include Herzberg theory, Maslow theory, McClelland theory , and Alderfer theory, and explores the option of one theory that suits the company. Explored herein are the positive and negative sides of theory, with recommendations on best theory for Google Inc. References Top of Form McShane, S. L., & Von, G. M. A. Y. (2000). Organizational behavior. Boston: Irwin/McGraw-Hill. Bottom of Form Top of Form Latham, G. P. (2007). Work motivation: History, theory, research, and practice. Thousand Oaks, Calif: Sage Publications. Bottom of Form Top of Form Kreitner, R., & Kinicki, A. (2001). Organizational behavior. Boston: Irwin/McGraw-Hill. Top of Form Hillis, K., Petit, M., & Jarrett, K. (2013). Google and the culture of search. Bottom of Form Read More