Job Satisfaction in Motivating Employees Compared to Organizational Commitment in Starbucks

Organizational commitment refers to the connection between employees and the organization they work for. There are organizations in which employees feel personally attached to the organization and consider themselves as part of that organization (Ziegler, Hagen & Diehl, 2012). In such organizations, there is high organizational commitment. On the contrary, organizations in which employees are detached from the organization are said to lack organizational commitment. It is imperative to note that organizational commitment leads employees to be more productive and motivated since they acknowledge that the success of their organization results into their individual success. 

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On the other hand job satisfaction is a measure of the contentment of employees with their respective jobs and roles (Ziegler, Hagen & Diehl, 2012). There is correlation between job satisfaction and employee motivation. The employees that are highly contented with their jobs tend to be more motivated than those who are not contented. Consequently, the productivity of the employees who are satisfied with their jobs is high compared to those who are not. Moreover, who are less satisfied with their job spend most of their time looking for other jobs hence derailing their productivity in their current roles and responsibilities. Therefore both organizational commitment and job satisfaction play a significant role in motivating employees within an organization and hence optimizing their productivity.

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The Starbucks Company has largely employed Job satisfaction in motivating employees compared to organizational commitment (Fernandez & Pitts, 2011). There are several measures that the management of Starbucks has put in place to enhance the Job satisfaction for their employees. The management of this organization believes that employees who are satisfied with their jobs are happy employees and hence deliver more value to the customers compared to employees who are not satisfied with their jobs. Consequently, the organization has committed to carry along all employees in its growth strategy and ensure highest possible job satisfaction.   

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The first measure that the organization has put in place to enhance job satisfaction is training. For instance, every new employee gets in-store training for at least 24 hours. Moreover, all employees go through continuous training in the course of their job (Fernandez & Pitts, 2011). Such trainings yield two significant results that drive job satisfaction. First, it enhance the ability and efficiency of employees and hence their confidence in undertaking such tasks. Employees that are confident in what they do are more satisfied in doing it than employees that do not have such confidence.  Secondly, such trainings create capability within the existing staff and empower them to take up higher roles within the organization. The prospects and career development within the organization equally creates job satisfaction among employees within that organization.  Therefore, the Starbucks organization has strategically used training to enhance job satisfaction within the organization.

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Secondly, Starbucks Company offers medical insurance cover to all employees (Fernandez & Pitts, 2011). This ensures that the employees are happy with their state of employment and enhances employee satisfaction. Moreover, the organization provides employees with the stock options that enable the enables the employees to buy stock shares. All these initiatives aim at enhancing job satisfaction among employees for the Starbucks organization.

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The Starbucks organization has equally used job satisfaction to enhance employee motivation in line with major motivational theories. For instance, the Maslow’s hierarchy of needs outlines five levels of needs for every individual ranging from basic psychological needs to self-actualization at the highest level. An individual who meets on level of need is motivated to strive for the next level of need. The Starbucks organization has structured its job satisfaction programs in a way that gives employees the prospects of achieving a higher need. For instance, the training and development programs enable employees to see the possibility of getting a higher responsibility within the organization and hence motivate them to work towards the realization of that goal.  Moreover, the prospects of getting a higher compensation for a higher role within the organization is a strong incentive and motivating factor in line with the Carrot and Stick theory of motivation (Fernandez & Pitts, 2011).

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The Starbucks organization has equally put in place proper performance management principles that enhance its performance as an employer of choice in the labor market. The first principle of performance management embraced in this organization is the use of consultative forums with the view of interpreting performance matrixes (Roberts, 2014). 

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The organization holds departmental consultative meetings in which managers interpret performance matrixes to the employees. This helps the employees to be abreast with the expectations of such matrices. The second performance managing principles is the development of well-defined benchmarks (Roberts, 2014). This helps in the comparison of the organizational performance with other industry leaders. Moreover, the organization sets interesting as well as challenging goals that motivate employees. Lastly, the organization recognizes and motivates good performance among employees.

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In summary, organizational commitment involves an evaluation of how employees consider themselves as part of the organization. On the other hand job satisfaction is a measure of how happy employees are with their current jobs. The Starbucks Company has largely used job satisfaction in motivating employs. The structure of job satisfaction in this organization is such that it largely employees Maslow’s hierarchy of needs and motivational theory.  Lastly, the company has employed proven and universally accepted principles of performance management.

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