traditionally or online. In this case prices will reflect branding but will be lower than for high street shops selling the same products (thanks to lower overheads). As part of the price mix the firm may offer online discounts for customer repeat purchases or bulk purchases. In common with other online operations, payment will be made by debit or credit card at the time when products are ordered meaning that payment terms and considerations of credit will not apply.
Requirement (e) A number of internal possibilities exist for recruitment, shortlisting and selection without the need to involve a third party, including: •
Advertising the vacancy internally using (physical) notice boards, or through other organisational communication methods such as email, the intranet, or organisational newsletters, etc. Based on expressions of interest, this may lead to internal promotion of someone or an existing employee moving sideways into the vacant role.
•
Advertising the vacancy externally using the organisational website or by placing posters outside the organisation’s buildings. This may lead to someone outside the organisation filling the vacancy.
•
(Where industry regulations and local conventions do not prohibit it) appointing to the job without advertising. This may involve promotion of another employee to the role (either permanently or on a temporary basis). Alternatively, it may mean transferring a member of the workforce from another part of the organisation, generally because of a corporate career development policy, redeployment and ‘rebalancing’ of the organisation or based on recommendations of organisational managers.
•
Contacting potential candidates by reference to a locally maintained register of those who have in the past submitted a CV, or who have worked for the organisation before and have taken a career break or maternity leave, etc.
•
Contacting previously unsuccessful candidates who have applied for similar posts in the past (assuming that they would be suitable for the position that is vacant).
•
Encouraging workforce recommendations of friends and family who may be interested in considering the vacancy.
Generally use of internal sources will be less costly, but the danger is that an inappropriate selection may result.
Requirement (f) There are many, often competing, theories of motivation. These might be understood in terms of Mullins’ (2007) classifications of: •
economic rewards (e.g. pay, security, perks of the job, etc.),
•
intrinsic satisfaction, (from the nature of work, job interest, self development, etc.) and
•
social relationships (e.g. friendships, being part of a team, etc.).
Certain aspects of these not involving financial incentives are discussed here. Encourage social relationships Organisations can develop teams and good worker/manager relationships. The potential impact of work groups on individual motivation and productivity was best illustrated by the Hawthorne Studies. Social relationships between workers within a team and between workers and their managers can prove a more powerful source of motivation than financial incentives. Structure the organisation positively Structuring the organisation to emphasise self-directed work teams which stress employee involvement can build on this social relationships thinking to motivate the workforce. Develop a positive culture/celebrate success The organisation could develop a stimulating organisational culture whereby employees feel valued and are motivated to contribute positively. Such cultures take time to develop and
Enterprise Operations
5
May 2010