Introduction
The motivation level of the barristers is generally regarded as the key point of the coffeehouse managerial strategy. The fact is that, independently on the marketing principles, financial performance strategy and other factors, which define the success of the commercial coffeehouses, barristers are regarded as the key driving force of the coffee vending chains. The chain, which will be analyzed is the Starbucks, as this company pays particular attention to the matters of motivation, and supporting the required job satisfaction level.
The issues, which will be regarded in the paper are the motivational factors, how motivation influences the business performance, and how it may be increased Moreover, the necessity o maintain the required motivation level will be regarded from the perspectives of the practical implementation of motivational strategies, and the perspective of particular importance of motivation for barristers.
Importance of Motivation
Motivation itself is not as important as motivation jointly with the real motivational background. Thus, some companies make particular emphasis for the motivational strategies, nevertheless, the background, which entails praise and compensation strategies, as well as the working conditions. Originally, these aspects are closely interconnected, nevertheless, they are often separated, and the ideological part prevails over practical aspects. (Dai, Moon and Feldhusen, 2004)
The necessity to motivate personnel is beyond any doubt, nevertheless, the importance is often not fully understood. In accordance with Alderman (2004, p. 56), there is strong necessity to mention the following statement:
According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding mortality.
Thus, the role of motivation is closely associated with the quality of the performed work. The higher is the wish of an employee to work – the higher will be the quality of the performed assignments. Considering this fact, it should be emphasized that in order to improve the quality of the performed job, employers should constantly motivate their workers. Originally, the best tool is the fine / reward system. Nevertheless, progressive companies often resort to ideological tools of motivating their employees, jointly with the financial tools. (Deci, and Ryan, 2008)
Motivation in Starbucks Assessment
First, it should be emphasized that the motivation strategy in Starbucks is interesting and unique. In general, it exceeds the general theoretical rules, and may fit only the most common motivational theories. Surely, the main part of motivation strategies for barristers is quite logical, nevertheless, some principles and aspects require more detailed review. For better realizing of the motivation atmosphere for barristers, there is strong necessity to emphasize some aspects of the working environment. (Kuhl and Atkinson, 2006) Starbucks is a universal place, where everyone may find everything, required for comfortable enjoying a coffee flavor: it is a place for businessmen, who hurry for a business meeting, for friendly companies, who wish to enjoy some exotic flavor, and chat, for dating couples, for young mommies with children, etc. The list may be prolonged, nevertheless, the main aim of this description is to state that barristers need to satisfy the requirements of the widest ever audience. More then a hundred sorts of coffee are served in Starbucks, and barristers need to know the ways of making all the sorts, and to know where all the components are stored. Thus, experienced and quickly acting barrister is a ruling force of the coffee vending business. Thus, motivation is one of the key aspects for high quality of the barristers’ work. From the theoretical point of view, the motivation strategy is close to personal involvement strategy. Originally, it presupposes the setting of the performance levels by the workers themselves. Thus, they will be aiming to meet their own expectations, and constantly improve the quality of the performed job. Thus, as it was stated in Nuttin (2004, p. 321):
It is important to have the worker make a verbal commitment regarding their anticipated achievement levels. In addition, individuals and groups are most likely to attain goals when they make a public commitment to do so. This may be because such commitments are promises and most people view themselves as persons who keep their word.
Nevertheless, in spite of the apparent simplicity, the main problem arises when the workers have low self-estimation image. Thus, managers are facing the problem to motivate workers to think positively for achieving the high performance. Originally, this solution is effective, nevertheless, the duration of the motivational effect may be essentially decreases, if managers resort to primitive and banal tools. As for Starbucks, they have resorted to the original idea, and added some mystery and romanticism to the process of coffee making. Thus, there are representatives in the barristers team, who consider the coffee making process as a kind of magic, art and mystery. For example, the process off latte preparation entails some actions, which remind more the magical rituals. Heating of a milk pot with a steam (instead of simple heating on fire), then, heating of the milk, listening to the tone of the sound, it makes. When the tone lowers, it means that milk is ready for further latte preparation. Finally, some barristers pour hot espresso into this hot milk, watching how coffee is mixed with milk, and enjoying the symphony of color. On the one hand, this all sounds insane; nevertheless, these barristers appeared to be the most motivated. Originally, the motivating potential score of the masters is the highest, as they adore the very process of coffee making, and enjoying the world of colors and flavors of coffee. The motivating potential score of other workers is lower, nevertheless, it is essential for the professional growth and high quality service performance. (O’Neil, Drillings, 2001)
Theoretical Background
It has been already emphasized, that motivation strategy of the Starbucks exceeds all the formal theoretical frames, nevertheless, some principles and backgrounds may be outlined. Originally, the described romance may be explained by the means of reinforcement theory. Thus, in accordance with the basics of this approach, employer needs to emphasize the means through which the process of controlling an individual’s behavior by manipulating its consequences takes place.
As for the essences of theoretic background of reinforcement, Maddock and Fulton (2002, p. 128) emphasize that it originates from the principles of extrinsic motivation, which comes from the performer:
While competing, the people may cheer on the performer, which may motivate him or her to do well. Trophies are also regarded as extrinsic incentives. Competition is in originally extrinsic as it encourages an employee to be the best, and not only to enjoy the intrinsic rewards of the activity.
Nevertheless, the extrinsic motivation principles are transformed through the prism of competition, and barristers have created something like a workshop, where masters share their own skills and knowledge with less experienced workers. Thus, something like guilds is created, and managers have an opportunity to motivate the entire guild by motivating everyone to become a master. Surely, not everyone will become a professional barrister, thus, the motivating potential stays immense. Originally, it may be supported by the claim, stated in Husman (2004, p. 67):
Extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation. In accordance with the researches, revealing this effect, children who expected to be rewarded with a ribbon and a gold star for drawing pictures spent less time playing with the drawing materials than children who were assigned to an unexpected reward.
Thus, ribbon and the golden star for the barristers are expressed in respect of the team, the managers (CEO in particular), and customers, as some visitors have their favorite barristers. The internal system of financial awards is unknown, nevertheless, considering the fact that the quality of the services is constantly increasing, rating system is implemented, and the leaders are awarded additionally.
Recommendations
The only recommendation, which should be made for Starbucks motivation strategy, is the implementation of the possibility for visitors to assess the barristers, and the service quality in particular. Originally, the voting system causes the invention of additional means and tools of mastership.
Conclusion
Finally, there is strong necessity to emphasize that the motivation level in Starbucks, one of the leading coffeehouse chains in London, is closely associated with the implementation of the traditional principles and innovative tools for maintaining the required motivation level. Originally, the importance of motivation is clearly understood, and managers aim to implement new tools and strategies for motivating not only master-barristers, but also beginners. The very idea to make the coffee making process spectacular, and interesting both for visitors and personnel may be regarded as one of the most effective and inventive motivation strategies.
Reference
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Dai, D. Y., Moon, S. M., & Feldhusen, J. F. 2004. Achievement Motivation: a Social Cognitive Perspective. Educational Psychologist, 33(2/3), 45-63.
Deci, E. L., & Ryan, R. M. 2008. Facilitating Optimal Motivation and Psychological Well-being across Life’s Domains. Canadian Psychology, 49(1), 14
Husman, J. 2004. The Role of the Future in Business Motivation. Educational Psychologist, 34(2), 113-125.
Kuhl, J., & Atkinson, J. W. 2006. Motivation, Thought, and Action. New York: Praeger Publishers.
Maddock, R. C., & Fulton, R. L. 2002. Motivation, Emotions, and Leadership: The Silent Side of Management. Westport, CT: Quorum Books.
Nuttin, J. 2004. Motivation, Planning, and Action: A Relational Theory of Behavior Dynamics (Lorion, R. P. & Dumas, J. E., Trans.). Leuven, Belgium: Leuven University Press; Lawrence Erlbaum Associates.
O’Neil, H. F. & Drillings, M. (Eds.). 2001. Motivation: Theory and Research. Hillsdale, NJ: Lawrence Erlbaum Associates.