...output. Motivation, as defined by Professor Herzberg, “occurs when people do something because they want to do it”, and is “the desire to achieve a result” (Marcouse 2011:193). The company mentioned most for its most elaborate rewards for employee motivation is Google, Inc. Google is an American technology company focused on providing internet-related services such as web search and advertising. It was ranked by Fortune magazine as the “Best Company Work For” in 2009 and has becoming the most popular Web site in the world (Datamonitor, 2009). This essay will explore the effectiveness of different methods Google used to motivated employees. After first examining the monetary methods, this essay will than focuses on non-monetary methods. Finally it will suggest other methods that Google could use. Salary is a basic financial reward which refers to “an agreed sum for a year’s work, paid monthly” (Ashwin 2008:220). In 2013, Google is ranked to be the fourth highest-paying company for software engineers with $127,143(Cohen 2013). According to Taylor with his theory of "scientific management", “people were motivated only by the economic motive of self-interest”, that is, the money (Wales 2004: 166). Therefore high salary could be the basic motivation to make workers work and keep their loyalty. However, another theorist, Herzberg, saw pay as a hygiene factor (job dissatisfaction), not a motivator (but the lack of it can be a de-motivator.). He stated that “A feeling of being...
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...Google: one of Australia’s best places to work Employee Motivation and Rewards Table of Contents 1.0 Introduction 3 2.0 Problem Identification 3 3.0 Critical Analysis 4 4.0 Recommendations 7 5.0 Conclusion 8 6.0 Reference List 9 1.0 – Introduction Employee recognition is the timely, informal or formal acknowledgement of a person’s or team’s behaviour, effort or business result that supports the organization’s goals and values (Schermerhorn; Davidson; Poole; Simon; Woods; Chau;, 2010). But are these assumingly non-monetary rewards and motivations enough to keep an employee performing at their full potential? The purpose of this report is to discuss and explore the idea that if the base monetary compensation of an employee is not on-par with what the employee believes they are worth, are non-salary based motivational techniques and rewards both intrinsic and extrinsic, enough to keep that employee from feeling underappreciated and dissatisfied with their working environment (Rodgers, et al., 1992). This report also proposes recommendations, and critically evaluates these proposals, in order to clarify the need of having an effective employee compensation review process in place as well as worthwhile non-monetary based motivational techniques and rewards plans. This report will argue that by incorporating a well-structured salary review program monitored by the use of Key Performance...
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...and incentives,relations,occupational health and safety,employee benefits,career development etc. It basically focuses on maintaining mutual benefits of both the organization and the employees. Why do we need human resources management? Human resources management is important to build up and maintain a healthy working environment that enables the employees to attain the set up goals and objectives. It is required to keep the employees motivated maintaining the work efficiency and interest of the employees.it also contributes to the employee development and therefore attracts the new employees and retaining them. As a team ,we had an opportunity to learn about the top MNC’s and we found Google as one of the leading organizations . We have studied about the following HRM practices about Google: * Recruitment and selection * Performance management * Pay incentives or rewards * Emoployee benefits * Human resources planning Recruitment and Selection Many people misunderstand the terms recruitment and selection, so let’s differentiate between these two terms; Recruitment is the process of searching and attracting qualified job applicants. Selection means is the process of choosing individuals to fill the jobs. According to our group, the image of organization plays vital role in recruitment and selection. New talented candidates are more attracted towards the brand image and brand equity of the organization. Image of the...
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...Google Abstract Google was started by Sergey Brin and Larry Page with a mission to organize the world's information and make it universally accessible and useful. The company with its innovative thinking, minimal competition and it’s brilliant, highly educated founders have built one of the most successful human endeavors in history. In 2001, Eric Schmidt became the Chief executive officer. He added maturity and organization skills to the creative dreams of the founders and since it went public in 2004 it has seen tremendous growth not only in its core business, but it expanded it various businesses from google maps to autonomous cars. This case study analysis shows how Google achieved it success and what strategies and opportunities it needs to take to be successful in the near future. Some analysts say Google is almost at the mature state of its core business but they keep coming up with new products. Introduction In 1996, Google was formed by Sergey Brin and Larry Page, in a friends’ garage in Palo Alto, California. The two intellects dropped out of the Ph. D. program at Stanford to launch a search engine that analyzed and prioritized Web links based on relevance of queries. Within months, Google moved out of the garage into a downtown office where they multiplied their success (Hartley, 2011). In the beginning, Google was founded on an enterprise wanting to make searching for information easier and free to users. This project was well received by users...
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...AN INSIDE LOOK AT GOOGLE An Inside Look at Google People Management 520 June 1, 2014 Abstract Being named the top company to work for, for the last four years is no easy feat. But Google has created a recipe for success in how they recruit, manage, evaluate and motivate their 33,100 employees. By utilizing their data analysis systems and empowering their employees, Google has been able to create a successful workforce that focuses on work/life balance and transparency for all of their employees. An Inside Look at Google Out of thousands of employees surveyed, Google has been named the Best Company to Work For by Fortune Magazine for the last four years (Surwood, 2013). The survey is based upon factors such as work life balance, pay, benefits and additional perks. Their streak of success comes from their creation of the Googleplex at their corporate headquarters, their reputation for their work environment and philosophy on developing their employees that makes it a great place to work. Google was founded by Larry Page and Sergey Brin in 1998. The basis of the company was to create a search engine that would return reputable sources of information, quickly and accurately (Blumenstein, 2002). Through the years the company has used data analysis and strategic positions to help them perfect their people management skills and culture. Google is a very transparent company to all of their employees; they are a very free company that encourages risk taking...
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...Attracting and selecting the right talent is critical to a company’s success. For tech companies, the process is even more critical since it’s the knowledge, skills, and abilities of their employees that determines these companies’ efficiency, innovation, and ultimately, financial achievements. Modis, a global provider of IT staffing and recruiting, has an interesting philosophy about searching for talented tech types. As pressure has mounted on businesses to find qualified employees, the search for the “perfect” candidate has become increasingly competitive. This company calls this “search for perfection the quest for the ‘purple squirrel’”. Sometimes you have to realize that, like the purple squirrel, the “perfect” candidate isn’t available or doesn’t exist. But that doesn’t mean you don’t try to find the best available talent. How do some of the big tech names spot talent? For “mature” tech companies like IBM, Microsoft, and Hewlett-Packard (H-P), the challenge can be especially difficult since they don’t have the allure of start-ups or the younger, “sexier” tech companies. So these businesses have to “pour on the charm.” Take IBM, for instance. After its Watson computer beat two former Jeopardy champions in a televised match, the company hauled the machine to Carnegie Mellon, a top school, where students got a chance to challenge the computer. IMB’s goal: lure some of those students to consider a career at IBM. H-P is using the pizza party/tech talk approach at...
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...Google’s Competitive Advantage and Products For any large complex technology-based company such as Google, one of the most important factors is to stay agile. Agility is more than responding to change, it is accurately predicting the change, creating appropriate responses, implementing the new strategies, and then monitoring the strategies. Google has taken advantage of opportunities in emerging technology by streamlining search engines, changing the way companies advertise, centralizing data and tools, providing open source cell phone operating systems, digitizing books, and changing the way we interact with technology every day. Google currently has 161 active products that range from desktop, mobile, web, and hardware products (Daly, 2010). Not only has Google been able to stay on the forefront of innovations, but they have year after year been on the Forbes top 10 best companies to work for list. Google has also been able to maintain incredibly high rates of retention resulting in the company being able to hold onto some of the brightest minds in the technology industry. For any technology-based company to stay competitive in today’s environment they have to constantly come out with new revolutionary products; and sometimes they have to change their business altogether. It is hard for most consumers to imagine a math formula or algorithm being the sole revenue of a company resulting in billions of dollars. It is also hard to envision a company that does not sell...
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...* REMUNERATION & COMPENSATION * * Upon being hired at Google, Eric Schmidt was paid a salary of $250,000, and an annual performance bonus. He was granted 14,331,703 shares of class B common stock at 30 cents per share, and 426,892 shares of Series C preferred stock at purchase price of $2.34.[34] Schmidt and the Google founders agreed to a base salary of $1 in 2004 (which continued through 2010), with other compensation of $557,465 in 2006,[1] $508,763 in 2008 and $243,661 in 2009. He did not receive any additional stock, or options in 2009 or 2010.[35][36] Most of his compensation was for "personal security" and charters of private aircraft.[36] Schmidt is one of the few people who became billionaires (in United States dollars) based on stock options received as an employee in a corporation of which he was neither the founder nor a relative of the founder.[37] In its 2011 'World's Billionaires' list, Forbes ranked Schmidt as the 136th richest person in the world, with an estimated wealth of $7 billion.[2] Google gave him $100 million in 2011 as a parting gift.[38][ Business Insider earlier reported that Google gave its employees a $1000 tax-free cash holiday bonuses and a minimum of 10% salary increase set to be implemented starting January 1, 2011 accross all Google offices. These so-called merit increases will be gauged on each employee's performance. The news was purely internal but it was leaked to the public There's also been recent signs that Google's...
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...The Happiness Machine How Google became such a great place to work. By Farhad Manjoo A few years ago, Google’s human resources department noticed a problem: A lot of women were leaving the company. Like the majority of Silicon Valley software firms, Google is staffed mostly by men, and executives have long made it a priority to increase the number of female employees. But the fact that women were leaving Google wasn’t just a gender equity problem—it was affecting the bottom line. Unlike in most sectors of the economy, the market for top-notch tech employees is stretched incredibly thin. Google fights for potential workers with Apple, Facebook, Amazon, Microsoft, and hordes of startups, so every employee’s departure triggers a costly, time-consuming recruiting process. Then there was the happiness problem. Google monitors its employees’ well-being to a degree that can seem absurd to those who work outside Mountain View. The attrition rate among women suggested there might be something amiss in the company’s happiness machine. And if there’s any sign that joy among Googlers is on the wane, it’s the Google HR department’s mission to figure out why and how to fix it. Google calls its HR department People Operations, though most people in the firm shorten it to POPS. The group is headed by Laszlo Bock, a trim, soft-spoken 40-year-old who came to Google six years ago. Bock says that when POPS looked into Google’s woman problem, it found it was really a new mother...
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...level of gratification employees feel about their work that may affect performance. Several companies had achieved its triumph in today business world. Those companies not only generate huge revenue, but also creating and retaining happy employees. First of all, Google is considered one of the best companies around the nation. According to Martin (2014), Google often believe that in order to create a happy employee, there must be a productive workplace. Google does not satisfy their employees by giving bonuses or higher salary, instead, they provides facilities such as video games, ping pong, gym and swimming pool as well as free breakfast, lunch and dinner to keep their employees proactive. They believe that such perks able to motivate their employees as well as releasing their deadweight. Next, some company also keeps their employee happy by providing them high-end perks. For instance, Apple Incorporation allows their employee to purchase any products with a large discount. Moreover, Apple also provides health insurance to the employees. The health insurance provided to employees by Apple also includes their family member as well. In addition, Apple Company also treating their employees with a more interesting perks. According to Erica (2012), she...
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...Characteristics in Google: Throughout the film, you are able to see that the employees at Google are constantly being motivated through different ways and methods. Google’s has used motivational concepts in order them to improve on the company and come up with more creativity and innovation within the company. The culture itself explains a lot about how the motivation in Google really works. Many of the motivational concepts and theories can be applied to the company. The reason as to why Google is doing so well is that it is using it’s money right, by motivating people to do better (financialexpress.com). Motivation is the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. How does one motivate people? , Google tries it’s best on making it’s workers enjoy what they are doing in order for them to release the hidden creative they have beneath. It has shown to be one of the worlds most successful Internet companies due to its highly motivating work environment. Google tends to avoid having their employees working in a typical work environment where they are stuck in between a cubicle and florescent lights. Instead they try to create a positive work environment to motivate their employees with extrinsic and intrinsic rewards. The also focus on hiring problem solvers with proactive, do it yourself spirit this is what makes Google the nicest and most pleasant workplace. To develop their extrinsic motivation, Google has provided...
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...Business and Economics Google: searching for value Ronald Kuntze The University of Tampa Erika Matulich The University of Tampa ABSTRACT Google is a company well known for providing a unique work environment for employees that provides plenty of benefits. However, these benefits come at a significantly higher cost structure. Are these costs worth it? How does providing value to the employee also provide value to the firm and to the customer? Can employee value be sustained during recessionary times? Keywords: Google, value, employee benefits, human resources Google: Searching for Value, Page 1 Journal of Case Research in Business and Economics Introduction The Google search engine has become so popular that it is now listed as a verb in the dictionary (Merriam-Webster 2009). The American Dialect Society members voted “Google” as the most used word of the year 2002 (Google, Google Milestones, 2009). Co-founded by Larry Page and Sergey Brin while students at Stanford University, Google was incorporated as a privately held company in 1998 (Google, Google Milestones, 2009) and is a textbook example of modern ‘employee-centric’ policies and benefits. Google has come a long way from its modest beginnings as a university project called the Backrub (Google, Google Milestones, 2009) to a billion-dollar company; but they have retained the collegiate vision of creative campus-like corporate environs and unparalleled employee perks and benefits throughout this...
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...Research in Business and Economics Google: searching for value Ronald Kuntze The University of Tampa Erika Matulich The University of Tampa ABSTRACT Google is a company well known for providing a unique work environment for employees that provides plenty of benefits. However, these benefits come at a significantly higher cost structure. Are these costs worth it? How does providing value to the employee also provide value to the firm and to the customer? Can employee value be sustained during recessionary times? Keywords: Google, value, employee benefits, human resources Google: Searching for Value, Page 1 Journal of Case Research in Business and Economics Introduction The Google search engine has become so popular that it is now listed as a verb in the dictionary (Merriam-Webster 2009). The American Dialect Society members voted “Google” as the most used word of the year 2002 (Google, Google Milestones, 2009). Co-founded by Larry Page and Sergey Brin while students at Stanford University, Google was incorporated as a privately held company in 1998 (Google, Google Milestones, 2009) and is a textbook example of modern ‘employee-centric’ policies and benefits. Google has come a long way from its modest beginnings as a university project called the Backrub (Google, Google Milestones, 2009) to a billion-dollar company; but they have retained the collegiate vision of creative campus-like corporate environs and unparalleled employee perks and benefits throughout this phenomenal...
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...ever own my business I will make sure to first read Laszlo Bock’s book “WORK RULES! INSIGHTS FROM INSIDE GOOGLE THAT WILL TRANSFORM HOW YOU LIVE AND LEAD” I believe this book can help transform the way we conduct our businesses and how we treat our employees. It’s the new way of looking at the workforce, the old view was to invest in your business and not employees but new view is when you invest in your employees the rest will follow. Google’s HR along with owners has proven this by providing the great perks like free food, free rides, dry cleaning services, great maternity leave and much more that happier employees leads to a productive workforce. Google’s business model is stated on their website as follows; “We strive to maintain the open culture often associated with startups, in which everyone is a hands-on contributor and feels comfortable sharing ideas and opinions. In our weekly all-hands (“TGIF”) meetings—not to mention over email or in the cafe—Googlers ask questions directly to Larry, Sergey and other execs about any number of company issues. Our offices and cafes are designed to encourage interactions between Googlers within and across teams, and to spark conversation about work as well as play.” (Google, culture) I have to say the startup like culture would explain their continuous growth throughout the years and it just keeps happening. Human resources at google is treated as a science rather than a department. They experiment with new ideas and are not afraid to...
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...its personnel realm and the business realm. It has become common knowledge that Google’s employees love working at Google. They don’t simply like it, they love it. Many of Google’s employees are computer programmers and coders, and it takes more than money to both motivate them and keep them content. Google’s original “campus” in Mountain View, California, otherwise known as GooglePlex, offers employees everything they may need or want – and more – leaving them with little reason to go home at all. It is abundantly clear that this costly approach has paid huge dividends to Google. Google’s very public relationship with its employees has been a point of fascination for me for quite some time. Google’s bold approach in creating the campuses, and the fashion in which they buck the trend in the traditional work environment is admirable at the least. Other than the physical structure of their offices, Google has implemented another tool in working with their employees – they have implemented the 20% rule, first formulated by 3M. This rule basically requires employees to spend 20% of their time on projects of their own choosing – whatever it may be – as long as Google might benefit from it. This rule has had two effects on Google: (a) its employees are happier because they can spend 1/5 of their time on something they are personally very passionate about, and (b) Google has included many of the concepts developed during the 20% time in their product offering. As the book explains...
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