Managing People Global Context-Human Resources Management Essay

Managing People Global Context-Human Resources Management - Essay ExampleIndeed, it seems that in Starbucks the contribution of employees in organizational movement is highly appreciated. The role of intrinsic and extrinsic motivation in Starbucks is analyzed below using appropriate literature. It is proved that emphasizing on employee motivation potful help an organization to increase its competitiveness even when market conditions are quite turbulent, as today.In order to understand the importance of employee motivation for the standardization of business coiffureance, it is necessary to understand the context of usage relationship, as developed in businesses of different size worldwide. According to a description provided by ILO (2005) the employment relationship is a framework in the context of which an individual, called worker provides services to the employer, an individual or an organization, under specific terms (ILO 2005, p.22). The terms of the employment relationship , including the train of payment, the length of days-off and so on, can be differentiated in each country according to the local laws and ethics (ILO 2005, p.22).In the literature, the aspects of employment relationship hire been extensively explored. Most theorists have focused on the importance of employee satisfaction for employee performance, at the level that an employee who is satisfied with his job he is more likely to perform high compared to an employee who is dissatisfied, i.e. an employee who feels that his contribution in the development of daily organizational activities is not appropriately appreciated (Kaufman 2004). Reference can be made, for example, to the motive - Hygiene theory of Herzberg. The specific theory promotes the idea that employee satisfaction and dissatisfaction have two different dimensions (Pride et al. 2011, p.283). In fact, the factors that can influence employee satisfaction are divided into two categories, Motivation factors and Hygiene fact ors.