Motivational Theories at McDonald's Report

Executive Summary

The main focus of our conducted research was to find the relationship between employees and management in respect to motivation at McDonalds. From our online study of employee behavior and management interview we found that there was a potential gap in motivation. This gap was a detachment between management and employees. Employees’ point of view was different from that of the manager, in which they often required an instrumentality – a reward or a bonus to improve an individual’s performance. Most employees didn’t take working at McDonalds as their future occupation for various reasons.
Our study found that the motivation of employees of McDonalds were low due to minimum wages, poor relationship with manager, lack of input motivation, terrible job tasks, and deficient quality of overall performance. They eventually led employees to believe working at McDonalds wasn’t worth it. So, three main issues struck as a result; insufficient training supply, high responsibility with low wage increase and too high expectation from senior management. They needed to improve this gap or continue to see lack of effort from their employees. Money was the key motivation that pushed employees to work productively. In order for employees to do their job efficiently they were to be paid adequately or otherwise be held back from doing their job. So Maslow’s theory was used to analyze this aspect in which every individual had to satisfy their physiological needs. Many other theories were used as well, such as the expectancy theory. This was used to study the behavior of what motivated employees. To sum up our study research, a broad clarification was applied to respond to the ways we can improve management and employee motivation and the relationship between them. Introduction: The organization we chose is