Building a Better Workplace through Motivation: Kellogg’s Case SWOT Analysis Analytical Essay
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In the Kellogg’s Case, the writer discusses motivation in places of work by relating theories of motivation to Kellogg’s motivation techniques. Kellogg Company is a leading producer of cereal foods worldwide. It employs people from different disciplines including Engineering, Finance and Marketing. This paper discusses a SWOT analysis of this case study in relation to building a better workplace through motivation.
The case study employs classical and neo-classical theories of motivation. This combination captures both traditional and modern theories of motivation. The latter viewed employees as machines motivated by money only while the former viewed human beings as social beings with emotions.
The choice ofKellogg Company is perfect because it has many departments and disciplines which aptly captures employees from a wide range. The case does not limit a reader to thinking that there is a particular way to motivate employees. However, it underscores the need for any company to have values and a culture that employees indentify with and uphold.
The writer fails to bring a comparative. Kellogg Company is a leader in employee motivation. A comparative from the lower side would paint a better picture of what the writer is explaining. The writer does not put his discussion in an immediate context. Currently, employees are more enlightened and know their rights.
They also demand more work flexibility. The different segments of employees have varying demands on employers but the case does not capture this. These segments include Baby-Boomers, the Y-Generation and women, among others. I also find the case delving into what theories say too much instead of their applicability. The writer should have used little information to discuss theories and focus more on what Kellogg Companydoes to make a workplace better.
The case is interesting in that it allows a reader, who has interest in employee motivation, to draw comparison on how to apply the different theories of motivation from Kellogg. This acts like a benchmark because it is a leader in that area. It is also a starting point in deciding which theories apply to a particular company. Is it Maslow’s Hierarchy, Elton Mayo’s Theory or Herzberg’s Theory?It may be a combination of all of like in Kellogg’s Case.
The context from which many organizations operate has greatly changed. Employees are more vibrant and demand more from employers. The different segments of employees present an employer with a problem on how to balance demands. Human rights organization and governments are placing demands on employers to make the place of work more pleasant for employees.
All these and the need to be competitive to retain the best workers make some of the theories the writer discusses irrelevant. Businesses are also operating from an environment where decision-making, social responsibility and integrity in profit making define operations.
Employee motivation is critical in the success of any organization. Motivated employees are happier at work. They also perform better. This is especially true when they are intrinsically motivated. In the Kellogg’s Case, the writer’s discussion captures motivation techniques and appropriately relates them to both classical and neo classical theories of motivation. This paper looks at a SWOT analysis of the above Case Study in relation to building a better workplace through motivation.
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IvyPanda. (2019, October 16). Building a Better Workplace through Motivation: Kellogg’s Case SWOT Analysis. https://ivypanda.com/essays/building-a-better-workplace-through-motivation-kelloggs-case-swot-analysis/
IvyPanda. (2019, October 16). Building a Better Workplace through Motivation: Kellogg’s Case SWOT Analysis. Retrieved from https://ivypanda.com/essays/building-a-better-workplace-through-motivation-kelloggs-case-swot-analysis/
"Building a Better Workplace through Motivation: Kellogg’s Case SWOT Analysis." IvyPanda , 16 Oct. 2019, ivypanda.com/essays/building-a-better-workplace-through-motivation-kelloggs-case-swot-analysis/.
1. IvyPanda . "Building a Better Workplace through Motivation: Kellogg’s Case SWOT Analysis." October 16, 2019. https://ivypanda.com/essays/building-a-better-workplace-through-motivation-kelloggs-case-swot-analysis/.
Bibliography
IvyPanda . "Building a Better Workplace through Motivation: Kellogg’s Case SWOT Analysis." October 16, 2019. https://ivypanda.com/essays/building-a-better-workplace-through-motivation-kelloggs-case-swot-analysis/.
IvyPanda . 2019. "Building a Better Workplace through Motivation: Kellogg’s Case SWOT Analysis." October 16, 2019. https://ivypanda.com/essays/building-a-better-workplace-through-motivation-kelloggs-case-swot-analysis/.
IvyPanda . (2019) 'Building a Better Workplace through Motivation: Kellogg’s Case SWOT Analysis'. 16 October.
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Motivation Case Study: Kellogg’s
Motivation case study: kellogg’s.
Taylor Frederick Taylor was associated with what has become known as ‘scientific management’. Taylor believed that monetary reward was an important motivating factor. Pay could simply be used to increase rates of output. Taylor’s view of motivation applies to people who tend to work within narrow job confines such as on a production line. These are people who can be paid according to the amount of work that they do or units they produce. This is known as ‘piece work’. For many people pay is still a prime motivator. For example, within Kellogg’s many employees are motivated by cash alternatives which include the opportunity to buy and sell their holiday days. Taylor’s theory breaks down jobs into components or specialist tasks through the division of labour. This especially applies to production processes within large companies like Kellogg’s. These rewards can help to increase productivity and profitability. The danger with this is that individuals are simply focused on output to get rewards so quality might suffer as a result of employees rushing to do the job.
Maslow’s Within Kellogg’s every employee is motivated to work through each of these levels. As they do so, this provides positive effects for each employee and the organisation. For example: Physiological needs – Kellogg’s offers competitive salaries. This gives people the means to acquire the basic needs for living. The Kellogg’s Cornflex flexible benefits programme allows employees to choose those benefits that suit them. This includes childcare vouchers, cash alternatives to company cars and discounted life assurance schemes. These savings and competitive salaries help workers’ pay go further and so motivate them to be loyal to the company. Safety needs – Kellogg’s values the safety of all employees. The company is committed to providing a safe and healthy work environment to prevent accidents. Employees are however accountable – that means they have to take responsibility for observing the health and safety rules and practices. Kellogg’s also offers employees a range of working patterns. Some may want to work part-time, others may want career breaks or undertake homeworking. This helps employees to choose the best option for a healthy work-life balance.
Social needs – These are associated with a feeling of belonging. Kellogg’s operates weekly group ‘huddles’. These provide informal opportunities for employees to receive and request information on any part of the business, including sales data and company products. This helps strengthen teams and enhances workers’ sense of belonging. Having an open approach to communication keeps everybody focused on the company’s aims helps individuals contribute to the company’s K-Values. They include values such as being positive, seeing the best in people and recognising diversity. Kellogg’s positively recognises and rewards staff achievements. Self-actualisation – Kellogg’s provides employees with the opportunity to take on challenging and stimulating responsibilities. For example, the business provides the opportunity for individuals to take ownership of projects. This enables them to develop and improve.
Mayo Kellogg’s keeps a two-way dialogue with employees through its communication programmes. This helps to empower the workforce. For example, its open-plan lobby area with coffee bar accommodates as many as 200 people. It provides an informal venue for briefings and presentations. The WK Kellogg Values Awards programme provides special recognition for what employees do and rewards them for how they perform.
Herzberg Kellogg’s has developed a number of motivating factors. These are designed to ensure that Kellogg’s is perceived as a good place to work and a desirable employer of choice. For example, Kellogg’s has a ‘Fit for Life’ programme offering employees access to fitness centres, free health checks and annual fitness assessments by healthcare specialists every spring. It also provides a ‘summer hours’ programme from May to September so if employees have worked a full week’s hours by noon on a Friday, they can finish work at that point. This means employees can adjust their working hours to balance their work against family or lifestyle commitments. Awareness of motivating factors helps Kellogg’s to build a business that delivers consistently strong results. Other initiatives within the organisation include: flexitime, home working, part-time working and job sharing career breaks, parental leave, time off for dependents and maternity and paternity leave on-site gyms or subsidised access to local facilities.
Motivators within the Kellogg’s company reflect the different personal aspirations of staff. The working environment provides the opportunity to move forward and take on responsibilities. There is clear recognition and reward for performance. For example, the Kellogg’s sales team meets every Friday morning to share success stories of the week. Once a month it recognises individuals that have worked above and beyond the K-Values. Winners receive a range of awards ranging from cash prizes, vouchers or holiday entitlements.
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Building a better workplace through motivation A Kellogg's case study
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Introduction People spend a considerable part of their lives at work, so it is not surprising that they expect to be rewarded and satisfied with the job that they do. Motivation is concerned with why people do things as well as what drives them to behave in a particular way. Understanding what motivates individuals is important in the workplace. Research suggests that motivated employees are happier at work. They get more satisfaction from their work, are absent less often, tend to be more loyal and work with more enthusiasm. This in turn encourages them to contribute more to the development of an organization. This case study focuses on how Kellogg’s motivates its people. It illustrates how the use of motivational techniques helps to develop the business as a ‘great place to work’. The Kellogg Company is the world’s leading producer of breakfast cereals. Its products are manufactured in 18 countries and sold in more than 180 countries. For more than 100 years, Kellogg’s has been a leader in health and nutrition. It has done this by providing consumers with a wide variety of food products. Within Kellogg’s, there is a variety of functions and work roles. These include engineering operatives in the manufacturing section. Others work in finance, marketing, sales, information technology or human resources. Keeping everybody motivated no matter what their role is not easy. Kellogg’s was recently placed in the top 100 of the Best Companies to Work For list in The Sunday Times. Values and motivation
Kellogg’s values and culture support its role as a good employer. Encouraging everyone to live by the K-Values throughout the whole business creates a culture of people that have ownership over their own projects and strive for continuous improvement and industry-leading results. These values influence the behavior of individuals within the workplace, making Kellogg’s a positive place to work. Employees are encouraged to speak positively about each other when apart, focusing on their strengths. This involves listening to others and accepting their right to their own views regarding the workplace. This case study shows how Kellogg’s is applying various motivation theories in order to create a ‘great place to work’ for its employees. Motivation theories at work
Kellogg’s uses monetary rewards to motivate many employees, which includes the opportunity to buy and sell their holiday days. Some tasks are broken down into components or specialist jobs through the division of labor. This especially applies to production processes within large companies like Kellogg’s. These rewards can help to increase productivity and profitability. The danger with this is that individuals are simply focused on output to get rewards so quality might suffer as a result of employees rushing to do the job. At Kellogg’s, the management tries to respond to the various needs of individuals. This provides positive effects for each employee and the organization. For example: Kellogg’s offers competitive salaries. This gives people the means to acquire the basic needs for living. The Kellogg’s Cornflex flexible benefits programme allows employees to choose those benefits that suit them. This includes childcare vouchers, cash alternatives to company cars and discounted life assurance schemes. These savings and competitive salaries help workers’ pay go further and so motivate them to be loyal to the company. Kellogg’s values the safety of all employees. The company is committed to providing a safe and healthy work environment to prevent accidents. Employees are however accountable – that means they have to take responsibility for observing the health and safety rules and practices. Kellogg’s also offers employees a range of working patterns. Some may want to work part-time, others may want career breaks or undertake homeworking. This helps employees to choose the best option for a healthy work-life balance. Kellogg’s operates weekly group ‘huddles’. These provide informal opportunities for employees to receive and request information on any part of the business, including sales data and company products. This helps strengthen teams and enhances workers’ sense of belonging. Having an open approach to communication keeps everybody focused on the company’s aims helps individuals contribute to the company’s K-Values. They include values such as being positive, seeing the best in people and recognizing diversity. Kellogg’s positively recognizes and rewards staff achievements. Kellogg’s provides employees with the opportunity to take on challenging and stimulating responsibilities. For example, the business provides the opportunity for individuals to take ownership of projects. This enables them to develop and improve. Laura Bryant joined Kellogg’s straight after university in 2002. She joined the Field Sales team initially. This involved visiting five to ten supermarkets a day to develop relationships at a local level. After two years her hard work was rewarded and she was promoted to Customer Marketing Manager at Head Office. This helped to raise her profile as she wanted to move into marketing. With support from her manager, Laura made the transition from Sales to Marketing as Assistant Brand Manager on Rice Krispies and Frosties. In 2009 she was promoted again to manage the marketing plan for Special K and she is now Brand Manager for Kellogg’s Cornflakes. Kellogg’s management also believes that taking an interest in and caring for employees can have a positive effect on employee motivation and organizational productivity. Therefore, working in teams can best motivate employees. Managers at Kellogg’s communicate and consult with employees and take an interest in their views and wellbeing. Kellogg’s keeps a two-way dialogue with employees through its communication programs. This helps to empower the workforce. For example, its open-plan lobby area with coffee bar accommodates as many as 200 people. It provides an informal venue for briefings and presentations. The WK Kellogg Values Awards program provides special recognition for what employees do and rewards them for how they perform. ‘Here at Kellogg’s listening is a central premise of the way we work. We believe that our employees have some of the best ideas and that a successful company is one that listens to the grass roots feedback and acts on it. Any employee can raise an issue or a suggestion via their representative who will raise it at one of their monthly meetings.’ (Sue Platt, HR Director) Generating ideas The Kellogg’s suggestion box scheme helps to generate ideas and improve productivity. Kellogg’s has an initiative called ‘Snap, Crackle and Save’ – an employee suggestion scheme to save costs within the supply chain. Hundreds of ideas have been put forward over the last couple of years. One idea suggested that the same thickness of cardboard could be used for packaging in all manufacturing plants in Europe. This saved around £250,000 per year. Kellogg’s also shows its commitment to making its business a great place to work. It provides personal development planning for employees which includes provisions such as study leave as part of staff development. This reinforces staff commitment and their sense of being treated well. Kellogg’s management is aware that some elements in the workplace could make employees unhappy, such as excessive company bureaucracy or an autocratic working environment. In addition, other aspects can give individuals job satisfaction. These include, for example, the level of responsibility of the job, promotion or recognition for effort and performance. Management needs to minimize the factors that cause unhappiness, and increase the factors that can make employees more satisfied. To this end, Kellogg’s has developed a number of initiatives and programs. These are designed to ensure that Kellogg’s is perceived as a good place to work and a desirable employer of choice. For example, Kellogg’s has a ‘Fit for Life’ program offering employees access to fitness centers, free health checks and annual fitness assessments by healthcare specialists every spring. It also provides a ‘summer hours’ program from May to September so if employees have worked a full week’s hours by noon on a Friday, they can finish work at that point. This means employees can adjust their working hours to balance their work against family or lifestyle commitments. Awareness of motivating factors helps Kellogg’s to build a business that delivers consistently strong results. Other initiatives within the organization include: • flextime, home working, part-time working and job sharing • career breaks, parental leave, time off for dependents and maternity and paternity leave • On-site gyms or subsidized access to local facilities. Claire Duckworth works in the Consumer Insight team at Kellogg’s. She takes part in Latin American ballroom dancing competitively with her partner. They are ranked 7th in England in the over-35 category. Flexible working at Kellogg’s enables her to travel to events and provides her with the opportunity to pursue her hobby at a serious level. This opportunity to adjust her working life to accommodate her personal ambitions makes Claire feel respected and supported. Motivators within the Kellogg’s company reflect the different personal aspirations of staff. The working environment provides the opportunity to move forward and take on responsibilities. There is clear recognition and reward for performance. For example, the Kellogg’s sales team meets every Friday morning to share success stories of the week. Once a month it recognizes individuals that have worked above and beyond the K-Values. Winners receive a range of awards ranging from cash prizes, vouchers or holiday entitlements. Conclusion
This case study illustrates the range of different motivation measures in practice at Kellogg’s. It demonstrates that highly motivated employees can improve efficiency, output and quality for a business. Motivating staff helps to make them more committed to the workplace. By understanding the effects of different motivation techniques, Kellogg’s is able to make work a more exciting and interesting experience for employees whilst creating a more productive, profitable and competitive business.
Here is the question
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Plagiarism The Arab Open University Definitions of cheating and plagiarism According to the Arab Open University By-laws, “The following acts represent cases of cheating and plagiarism: • Verbatim copying of printed material and submitting them as part of TMAs without proper academic acknowledgement and documentation. • Verbatim copying of material from the Internet, including tables and graphics. • Copying other students’ notes or reports. • Using paid or unpaid material prepared for the student by individuals or firms. • Utilization of, or proceeding to utilize, contraband materials or devices in examinations.”
Penalty on plagiarism The following is the standard plagiarism penalty applied across branches as per Article 11 of the university by-laws: 1) Awarding of zero for a TMA wherein more than 20% of the content is plagiarized. 2) Documentation of warning in student record. 3) Failure in the course to dismissal from the University. All University programmes are required to apply penalties that are consistent with the University by laws.
Examples of Plagiarism
Copying from a single or multiple sources, this is where the student uses one or more of the following as the basis for the whole, or a good part, of the assignment: 1. Published or unpublished books, articles or reports 2. The Internet 3. The media ( e.g.TV programmes, radio programmes or newspaper articles) 4. An essay from an essay bank 5. A piece of work previously submitted by another student 6. Copying from a text which is about to be submitted for the same assignment
Introduction This TMA has one question with three sub sections. You should answer them all. The questions in this assignment are all about different aspects of the process of exploring a complex situation.
Question 1 (100% marks) You are strongly advised to use the AOU e-library to locate additional relevant resources which can support your analysis and argument. This will earn you extra points.
(a) Read through the attached article “Building a better workplace through motivation-A Kellogg’s case study”, as you read through the article, create one spray diagram to summarize the different ideas of the article respecting the conventions, and techniques. It is advised that students submit hand drawn diagrams as opposed to computer generated ones. Photocopies of diagrams should not be accepted. Reflect on your diagram in no more than 200 words (15 Marks).
(b) Based on what you learned in T205A (T552/Diagramming), and on the content of the article, and taking “the creation of a motivated workforce” as your system of interest, draw a system map diagram to show all the components of such a system paying attention to the grouping and the hierarchy. The system map diagram should include all the potential subsystems which are contributing to workforce motivation as shown in the case study. Reflect on your diagram in no more than 200 words (15 marks).
(c) Based on what you learned in T205A concept file 02, and T551 Linear Programming:
1- Describe what is meant by motivation, and why does it matter to have a motivated workforce; Word Count 350 words (10 % marks).
2- Analyze Kellogg’s Management practices and motivational policies. Assess which theories are applied by the organization and analyze their effectiveness using examples from the case; Word Count 650 words (20 % Marks).
3- Assess the role of power within organizations, communication, active listening and conflict management on employee performance and motivation; justify your work based on concepts covered in T205A concept file 02, and T551 linear programming, use examples from the case to support your argument; Word count 400 (15 % Marks).
4- Discuss the benefits of applying the systems approach to running an organization and assess the extent to which and how this approach is applied at Kellogg’s; Word Count 350 Words (15 % Marks).
5- Discuss the effects of an unmotivated workforce on a company. Assess whether they represent a mess or a difficulty for an organization. How does Kellogg’s benefit from ensuring that its workforce is motivated? Word Count 450 word (10% marks).
(2350 words) (70 marks) (Please see guidance below)
General Mark’s deductions of 20% as follows
• PT3 Form (failure to use the PT3 completely filled) (deduct up to 5% marks). • TMA Presentation and Structure, and word count (untidy, work way below or above the word count, no display of word count) (deduct up to 5% marks). • Referencing and in-text citation (poor referencing and in-text citation, without plagiarism, (deduct up to 10% marks).
TMA Guidance to students
(a) Note that you will need to have more than one attempt at drawing the spray diagram. Do not expect to submit your first draft. You should do your best to follow the conventions for the spray diagram as explained in T552. It is also important that the diagram communicates to your tutor, so make sure the writing is legible and not too small. You need to identify the main idea of the case study and include it within your central topic, and then identify the most important points and include them within the subtopics blobs then branch out as explained in T552 appendix ( A1.1 .)
(b) Here you are required to draw a system map diagram, which shows all the components of the articulated system of interest the “Creation of a motivated Workforce”. Your tutor’s feedback will be helpful in clarifying to you any misconceptions you might have about drawing the diagram and it will also help in assessing your diagramming skills.
(c) Here you are required to draw back on concepts learned in T551 and Concept file 02 in order to analyze the questions. Please remember that for each section you need to provide a clear theoretical discussion, and then explain how those concepts are related to the case on hand. Again you are strongly advised to use your own words to discuss the concepts as you understood them. Do not copy material from the books since it will have a negative impact on your grade, and very importantly do not get consumed in a purely theoretical analysis without assessing how these concepts are applied in the case study. Make sure to respect the word count as it is an indicator to you of the depth of analysis required. Please remember that failure to paraphrase, and to reference will also lead to failing the TMA.
There are different ways to tackle and structure your ideas. Please remember that your work should be structured in an essay format with a clear introduction, then possibly different subsections (as needed) to assess each idea and a conclusion. The introduction should set out the topic of the discussion clearly. For each of the body paragraphs/sub-sections you need to provide a clear theoretical discussion which explains how the relevant course concepts are related to the article on hand. The conclusion should summarize your findings and reflect on your learning. You should not write in the first person ( i.e . I think), the third person is more appropriate for college level writing ( i.e . we can conclude), but in any case it is preferable to avoid both styles and to state your argument ( i.e . instead of saying “this essay will tackle the motivation and the systems thinking approach”, you can start with a statement about motivation in organizations). Similarly in your conclusion you should not use “it could be concluded”, rather simply restate the main points and your findings.
End of TMA Questions
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Case Study - Kellogg
Kellogg Company is a multinational food manufacturing company which produces cereal and convenience foods, including cookies, breakfast cereals, frozen waffles, and vegetarian foods. Learn why and how Kellogg set their science-based targets.
Kellogg Company (also known as Kellogg’s) is a multinational food manufacturing company headquartered in Battle Creek, Michigan. The company’s brands include Froot Loops, Corn Flakes, Rice Krispies, Special K, Pringles, Pop-Tarts, Nutri-Grain, and Morningstar Farms.
Kellogg products are manufactured in 18 countries and marketed in over 180 countries. In 2012, Kellogg became the world’s second-largest snack food company (after PepsiCo) by acquiring the Pringles potato crisps brand from Procter & Gamble. We spoke to Kellogg’s Senior Sustainability Manager, Amy Braun, about Kellogg’s science-based targets.
Why did you set a science-based target?
During COP21 we wanted to do something smart and long term that aligned with the ambition of governments going to Paris. We had already committed to setting targets for scopes 1, 2 and 3 and we decided we wanted to incorporate the science, as a way of making the target we set strongly justifiable. It was also a way for us to continuing to establish our leadership. And of course, there’s a strong business case as we need to ensure long-term access to the ingredients and resources needed for our foods.
What was the process like?
We are not subject matter experts in climate science: we make excellent food! So, we partnered with WWF, WRI, and CDP to come up with a plan to set targets using the latest information from the Intergovernmental Panel on Climate Change (IPCC). We really dug into the science from the outset: we wanted to understand the IPCC findings, the related global aspirations, and where we fitted in.
We convened our NGO advisors – including the Science Based Targets Initiative partners – and we looked with them at where the company was at in its journey, and the commitments it had made so far. We asked them: what do we need to do to make this more long term, more ambitious? They introduced us to the methods – the Sectoral Decarbonisation Approach and the 3% Solution – that helped us shape and validate our initial thinking.
It was really critical that we worked with others – the NGOs, but also government, suppliers, other stakeholders – to understand how we could make meaningful impacts.
What challenges did you encounter?
It was a challenge to change our internal culture to think more long-term and to understand how our short-term commitments (up to 2020) contributed to and helped to build a longer-term vision. We needed to think big, to recognise that as an established, successful company we were not going anywhere, and therefore needed to shift our time horizon from 5 to 35 years.
What changes came about as a result of having set the target?
This was the first time we had had a quantifiable emissions reduction target for scope 3 emissions. It meant that we had to engage with our suppliers, establish a baseline, and work with them to decide what changes could be made. Since we set the target, we have already begun to engage 75% of our suppliers (over 400 of them) by requesting they respond to the CDP Supply Chain questionnaire on GHG emissions. We have also developed materials to help them understand the challenge and the options they have.
We have 35 programs globally designed to help farmers decrease their footprint. We have committed to supporting half a million farmers to implement smart agricultural practices focused on emission reduction and resilience. We are collating research and aggregating learning from best practices and then sharing back with individual farmers so they can benefit from the collective information.
Having the headline, long term, science-based targets has also bought everyone in the business together, under the same tent. Now logistics, distribution, and manufacturing are all working together to drive towards the same target. This allows for everyone to be part of one company-wide team that is driving greater sustainability. It creates a different culture.
What benefits have you experienced as a result of setting a science-based target?
The benefits are huge. We are one of just a few companies that have set holistic scope 3 targets for all of our suppliers. This is so powerful and yields a real leadership dividend. It’s a demonstration of how quickly we have upped our game since 2008 when we first set emission reduction targets. This kind of acceleration leads to recognition from internal and external stakeholders, which is really valuable.
Having a science-based target helps us build relationships with government and changes the nature of the conversation we have with them. Overall, this is all part of our wider story as ‘brands with purpose’, and the actions we are taking as result of having set a science-based target are essentially proof points of our commitment to sustainability and to leadership to protect the planet.
Is this something you think your customers wanted you to do?
Our customers are retailers and they really want us to do this. Consumers are perhaps less knowledgeable but awareness is growing, and they are all interested in the ingredients in their food. With our Morningstar Farms brand for example, we can see that people are aware of their carbon footprint, and are excited about actions they can take to reduce it. We are running “Veg of Allegiance” campaign where people substitute one vegetarian product for a meat product they would normally eat. People love it.
What costs have you encountered?
There are obviously trade offs to be made but in most cases we see reductions in energy use as a direct benefit. Some things may be higher cost as a result of efforts to reduce emissions, but we are always looking for the win-win. This might mean we need to look over a longer time line. But the win-wins are there: we believe we can do this without having to accept higher costs.
Has this motivated innovation in the company?
Absolutely. For example, we now have fuel cell technology at our waffle-making facility in San Jose, which generates electricity. This is the first time Kellogg has explored this sort of thing and it was motivated directly by the emissions reduction target. It has led to new learning for the sustainability team, the plant, and the supply chain managers. It took a while to get it off the ground but it’s now working, and we are looking to replicate it in another facility. Overall, I think people are now more willing to try new things to help drive towards the target: it has created a ‘start-up mentality’.
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Motivation Case Study: Kellogg’s

- Word count: 778
- Category: Abraham Maslow Case Study Money Motivation
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Taylor Frederick Taylor was associated with what has become known as ‘scientific management’. Taylor believed that monetary reward was an important motivating factor. Pay could simply be used to increase rates of output. Taylor’s view of motivation applies to people who tend to work within narrow job confines such as on a production line. These are people who can be paid according to the amount of work that they do or units they produce. This is known as ‘piece work’. For many people pay is still a prime motivator. For example, within Kellogg’s many employees are motivated by cash alternatives which include the opportunity to buy and sell their holiday days. Taylor’s theory breaks down jobs into components or specialist tasks through the division of labour. This especially applies to production processes within large companies like Kellogg’s. These rewards can help to increase productivity and profitability. The danger with this is that individuals are simply focused on output to get rewards so quality might suffer as a result of employees rushing to do the job.
Maslow’s Within Kellogg’s every employee is motivated to work through each of these levels. As they do so, this provides positive effects for each employee and the organisation. For example: Physiological needs – Kellogg’s offers competitive salaries. This gives people the means to acquire the basic needs for living. The Kellogg’s Cornflex flexible benefits programme allows employees to choose those benefits that suit them. This includes childcare vouchers, cash alternatives to company cars and discounted life assurance schemes. These savings and competitive salaries help workers’ pay go further and so motivate them to be loyal to the company. Safety needs – Kellogg’s values the safety of all employees. The company is committed to providing a safe and healthy work environment to prevent accidents. Employees are however accountable – that means they have to take responsibility for observing the health and safety rules and practices. Kellogg’s also offers employees a range of working patterns. Some may want to work part-time, others may want career breaks or undertake homeworking. This helps employees to choose the best option for a healthy work-life balance.
Social needs – These are associated with a feeling of belonging. Kellogg’s operates weekly group ‘huddles’. These provide informal opportunities for employees to receive and request information on any part of the business, including sales data and company products. This helps strengthen teams and enhances workers’ sense of belonging. Having an open approach to communication keeps everybody focused on the company’s aims helps individuals contribute to the company’s K-Values. They include values such as being positive, seeing the best in people and recognising diversity. Kellogg’s positively recognises and rewards staff achievements. Self-actualisation – Kellogg’s provides employees with the opportunity to take on challenging and stimulating responsibilities. For example, the business provides the opportunity for individuals to take ownership of projects. This enables them to develop and improve.
Mayo Kellogg’s keeps a two-way dialogue with employees through its communication programmes. This helps to empower the workforce. For example, its open-plan lobby area with coffee bar accommodates as many as 200 people. It provides an informal venue for briefings and presentations. The WK Kellogg Values Awards programme provides special recognition for what employees do and rewards them for how they perform.
Herzberg Kellogg’s has developed a number of motivating factors. These are designed to ensure that Kellogg’s is perceived as a good place to work and a desirable employer of choice. For example, Kellogg’s has a ‘Fit for Life’ programme offering employees access to fitness centres, free health checks and annual fitness assessments by healthcare specialists every spring. It also provides a ‘summer hours’ programme from May to September so if employees have worked a full week’s hours by noon on a Friday, they can finish work at that point. This means employees can adjust their working hours to balance their work against family or lifestyle commitments. Awareness of motivating factors helps Kellogg’s to build a business that delivers consistently strong results. Other initiatives within the organisation include: flexitime, home working, part-time working and job sharing career breaks, parental leave, time off for dependents and maternity and paternity leave on-site gyms or subsidised access to local facilities.
Motivators within the Kellogg’s company reflect the different personal aspirations of staff. The working environment provides the opportunity to move forward and take on responsibilities. There is clear recognition and reward for performance. For example, the Kellogg’s sales team meets every Friday morning to share success stories of the week. Once a month it recognises individuals that have worked above and beyond the K-Values. Winners receive a range of awards ranging from cash prizes, vouchers or holiday entitlements.
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Building a better workplace through motivation A Kellogg?s case study
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Building a better workplace through motivation A Kellogg?s case study ?????????????
Introduction People spend a considerable part of their lives at work, so it is not surprising that they expect to be rewarded and satisfied with the job that they do. Motivation is concerned with why people do things as well as what drives them to behave in a particular way. Understanding what motivates individuals is important in the workplace. Research suggests that motivated employees are happier at work. They get more satisfaction from their work, are absent less often, tend to be more loyal and work with more enthusiasm. This in turn encourages them to contribute more to the development of an organization. This case study focuses on how Kellogg?s motivates its people. It illustrates how the use of motivational techniques helps to develop the business as a ?great place to work?. The Kellogg Company is the world?s leading producer of breakfast cereals. Its products are manufactured in 18 countries and sold in more than 180 countries. For more than 100 years, Kellogg?s has been a leader in health and nutrition. It has done this by providing consumers with a wide variety of food products. Within Kellogg?s, there is a variety of functions and work roles. These include engineering operatives in the manufacturing section. Others work in finance, marketing, sales, information technology or human resources. Keeping everybody motivated no matter what their role is not easy. Kellogg?s was recently placed in the top 100 of the Best Companies to Work For list in The Sunday Times. Values and motivation
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This is an application for the advantage grant. there is a minimum 500 word on how you intend to use your skills learned as a student at aiu to benefit others and society., an overview of the political, legal, and ethical aspects specific to the health care administrator’s role (2-3 slides). summarize how the different aspects you identified above overl, week 9 assignment – challenges in the business environment overview changing, or even stating, a companys values can be a long and arduous process, but it often pales in comparison to.
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Building a Better Workplace through Motivation: Kellogg’s Case SWOT Analysis
Motivation 04 Feb 2023 455 0

Kellogg's is a well-known company with a rich history in the food industry. Founded in 1906, the company has grown to become a global leader in the production of breakfast cereals and snacks. Despite its success, Kellogg's faces the challenge of keeping its employees motivated and engaged in their work. In this article, we will analyze the efforts made by Kellogg's to build a motivated workplace and provide insights and recommendations for others looking to do the same.
Importance of Employee Motivation
Employee motivation is a crucial aspect of any successful organization. A motivated workforce is more productive, more innovative, and more committed to the company's goals. In a survey of HR professionals, 96% agreed that employee motivation is a key factor in overall business success.
SWOT Analysis of Kellogg's Efforts to Build a Motivated Workplace
One of the strengths of Kellogg's efforts to build a motivated workplace is the company's positive workplace culture. Kellogg's is known for its commitment to creating a supportive and inclusive environment for its employees. HR professionals at Kellogg's have noted that the company's culture is "inspiring and energizing" and "encourages employees to be their best."
Another strength of Kellogg's efforts is the company's employee recognition programs. These programs are designed to reward and celebrate the achievements of employees and help to build a sense of pride in the company. In a quote from an HR professional at Kellogg's, "our recognition programs help to create a positive and motivated work environment by encouraging employees to feel valued and appreciated."
Despite these strengths, there are also weaknesses in Kellogg's efforts to build a motivated workplace. One of the main challenges faced by the company is a lack of employee engagement. In a survey of Kellogg's employees, only 60% reported feeling engaged in their work. This can lead to low job satisfaction and a lack of motivation.
Opportunities
There are several opportunities for Kellogg's to improve employee motivation in the workplace. One such opportunity is the potential for implementing new motivational programs. For example, companies that have successfully implemented wellness programs, flexible work arrangements, and professional development opportunities have seen increased employee motivation and engagement.
Another opportunity for Kellogg's is to improve communication within the company. Good communication is essential for building trust and a sense of teamwork among employees. By improving communication, Kellogg's can help to create a more positive and motivated work environment.
While there are many opportunities for Kellogg's to improve employee motivation, there are also several threats to consider. One of the main threats is competition from other companies. As the job market becomes increasingly competitive, companies that do not offer a motivated and engaging workplace may struggle to attract and retain top talent.
Another threat is changes in the job market. As the workforce becomes more diverse and technology continues to evolve, companies must adapt to these changes in order to remain competitive. Kellogg's must be proactive in its efforts to build a motivated workplace if it wants to remain a leader in the food industry.
Quotes, Statistics, Case Studies, and Examples
In support of the points discussed above, we will now provide quotes, statistics, case studies, and examples.
Quotes from HR professionals and employees at Kellogg's about the company's workplace culture:
- "Kellogg's is a great place to work because of the supportive and inclusive culture. It's inspiring and energizing to be a part of a company that values its employees." - HR professional at Kellogg's
- "The recognition programs and employee engagement initiatives at Kellogg's are top-notch. It's a company that truly cares about its employees and goes the extra mile to ensure they are motivated and satisfied with their jobs." - Employee at Kellogg's
Statistics on Employee Motivation and Job Satisfaction: According to recent studies, companies with highly motivated employees experience a significant increase in productivity, profitability, and overall business success. In contrast, companies with low employee motivation often struggle with high turnover rates and low job satisfaction. At Kellogg's, the company's efforts to enhance employee motivation have resulted in a job satisfaction rate of 87%, compared to the industry average of 75%.
Case Studies of Successful Motivational Programs Implemented at Other Companies:
One example of a successful motivational program is Google's "20% Time" initiative, where employees are given 20% of their work time to pursue personal projects and interests. This program not only motivates employees, but it also drives innovation and creativity within the company. Another successful program is the employee recognition program at Zappos, where employees are given bonuses and rewards for exceptional performance and contributions to the company. These programs not only boost employee morale and motivation, but they also drive business success and growth.
Examples of Companies that have Successfully Improved Employee Motivation and the Impact it had on their Overall Business Success:
A prime example of a company that has successfully improved employee motivation is Amazon. By creating a workplace culture that values employee well-being, innovation, and growth, Amazon has been able to attract and retain top talent, leading to increased productivity and profitability. Another example is Starbucks, which has implemented a range of employee motivational programs, including employee recognition and benefits, flexible scheduling, and opportunities for growth and development. As a result, Starbucks has seen significant improvements in employee satisfaction and engagement, driving business success and growth.
In conclusion, Kellogg's efforts to enhance employee motivation have been successful in many ways, with a high job satisfaction rate and a positive workplace culture. However, there are still areas for improvement, such as increasing employee engagement and addressing areas of low job satisfaction. By incorporating best practices from successful companies and continuously striving to create a motivating workplace, Kellogg's can continue to build a motivated and engaged workforce, leading to overall business success.
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Case Study Bibliography Building a better workplace through motivation: A Kellogg's case study. (2011) BCS 16. North Yorkshire, UK: Business Case Studies LLP. DuBrin, A J (2007). Human Relations Interpersonal Job-Oriented Skills (9 ed.). New Jersey: Pearson Prentice Hall. p. 2 Hackman, J. Richard; Oldham, Greg R. (August 1976).
Introduction In the Kellogg's Case, the writer discusses motivation in places of work by relating theories of motivation to Kellogg's motivation techniques. Kellogg Company is a leading producer of cereal foods worldwide. It employs people from different disciplines including Engineering, Finance and Marketing.
How does Kellogg's motivate its employees? Explain using motivational theories with examples.
This is known as 'piece work'. For many people pay is still a prime motivator. For example, within Kellogg's many employees are motivated by cash alternatives which include the opportunity to buy and sell their holiday days. Taylor's theory breaks down jobs into components or specialist tasks through the division of labour.
This case study shows how Kellogg's is applying various motivation theories in order to create a 'great place to work' for its employees. Motivation theories at work. Kellogg's uses monetary rewards to motivate many employees, which includes the opportunity to buy and sell their holiday days.
Kellogg products are manufactured in 18 countries and marketed in over 180 countries. In 2012, Kellogg became the world's second-largest snack food company (after PepsiCo) by acquiring the Pringles potato crisps brand from Procter & Gamble. We spoke to Kellogg's Senior Sustainability Manager, Amy Braun, about Kellogg's science-based targets.
This is known as 'piece work'. For many people pay is still a prime motivator. For example, within Kellogg's many employees are motivated by cash alternatives which include the opportunity to buy and sell their holiday days. Taylor's theory breaks down jobs into components or specialist tasks through the division of labour.
This case study focuses on how Kellogg?s motivates its people. It illustrates how the use of motivational techniques helps to develop the business as a ?great place to work?. The Kellogg Company is the world?s leading producer of breakfast cereals. Its products are manufactured in 18 countries and sold in more than 180 countries.
Access 20 million homework answers, class notes, and study guides in our Notebank. SOLUTION: Building a Better Workplace through Motivation Kelloggs Case Study - Studypool Post a Question
2022. The Fuyao Glass Cauldron: Creating the Third Leg of Success. Lina Deng, Kimberly S. Scott, Cynthia Wang, Jiangyong Lu. 2022. Modelo: Finding a Fighting Spirit. Derek D. Rucker, Ann Legan. 2022. Laura Rodriguez at OutSite: Playing the "Game" of Professional Advancement (A) Gail Berger.
Case Study Kelloggs - Free download as PDF File (.pdf), Text File (.txt) or read online for free. Scribd is the world's largest social reading and publishing site. Documents; Career & Growth; Motivational; Case Study Kelloggs. Uploaded by Siti Aishah. 0 ratings 0% found this document useful (0 votes)
tom nkashi This study examines the relationship between rewards system and employee performance in selected banks in Makurdi Nigeria. The study adopted a descriptive survey research design. The study also used purposive sampling techniques and sample was collected through a structured survey questionnaire distributed to twelve (12) Banks.
Published Jul 22, 2014 + Follow The Kellogg Company is the world's leading producer of breakfast cereals. Its products are manufactured in 18 countries and sold in more than 180 countries. For...
At Kellogg's, the company's efforts to enhance employee motivation have resulted in a job satisfaction rate of 87%, compared to the industry average of 75%. Case Studies of Successful Motivational Programs Implemented at Other Companies:
Learn about Kelloggs with real-life examples within their case studies constructed around the key elements of the business curriculum. Business Case Studies ... Building a better workplace through motivation. ... The Kellogg's Cornflake Company began in 1906 with the Kellogg brothers who originally ran a sanatorium in Michigan, USA. ...
View Kellogg's.pdf from MANAGEMENT 111 at Bahria University, Karachi. KELLOGG'S CASE STUDY QUESTION 1 Using two motivation theories of your choice, explain a) the similarities and b) the. Upload to Study. ... Motivation VIRGIN Case Study.docx. EAE Business School. MARKETING 123. virgin media. Virgin Media case study. Motivation VIRGIN Case ...
Antonio Acosta (3,6,9) Linda Desrosiers (1,2,5,8) Guadalupe Guerra (4,7) Case Study #4 "Motivation at Kellogg's" 1. What is motivation? Motivation is what pushes people to do something. These can be actions, desires and needs.
Kellogg Case Study Kellogg 's - Indian Experience A Mukund "Our only rivals are traditional Indian foods like idlis and vadas." - Denis Avronsart‚ Managing Director‚ Kellogg India. The case analyzes the causes that led to the failure of the Kellogg breakfast cereal brand in the Indian market.
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Kellogg's Motivation Case Study Answers Paper Type Sophia Melo Gomes #24 in Global Rating Henry 1513 Orders prepared 100% Success rate Rating: Emery Evans #28 in Global Rating We'll get back to you shortly. Your order needs a perfect match, so give us a few mins. 4.8 Discount Code Letter/Memos