This case study focuses on how Kellogg’s motivates its people. It illustrates how the use of motivational techniques helps to develop the business as a ‘great place to work’.
The Kellogg Company is the world’s leading producer of breakfast cereals. Its products are manufactured in 18 countries and sold in more than 180 countries. For more than 100 years, Kellogg’s has been a leader in health and nutrition. It has done this by providing consumers with a wide variety of food products.
Within Kellogg’s, there is a variety of functions and work roles. These include engineering operatives in the manufacturing section. Others work in finance, marketing, sales, information technology or human resources. Keeping everybody motivated no matter what their role is not easy. Kellogg’s was recently placed in the top 100 of the Best Companies to Work For list in The Sunday Times.
Values and motivation
These values influence the behaviour of individuals within the workplace, making Kellogg’s a positive place to work. Employees are encouraged to speak positively about each other when apart, focusing on their strengths. This involves listening to others and accepting their right to their own views regarding the workplace.
The benefits of Kellogg’s investing in people can best be illustrated by looking at the work of some of the theorists who have worked on motivation. The remainder of the case study shows how Kellogg’s commitment to creating a ‘great place to work’ is supported by these theories.
For many people pay is still a prime motivator. For example, within Kellogg’s many employees are motivated by cash alternatives which include the opportunity to buy and sell their holiday days.
Taylor’s theory breaks down jobs into components or specialist tasks through the division of labour. This especially applies to production processes within large companies like Kellogg’s. These rewards can help to increase productivity and profitability. The danger with this is that individuals are simply focused on output to get rewards so quality might suffer as a result of employees rushing to do the job.
Limitations of scientific management
Scientific management is not a process that allows development of people. It limits their ability to take ownership of what they do. Kellogg’s staff are encouraged to be creative and use their imagination to contribute towards change. Consequently, Taylor’s view of monetary reward for output is not appropriate for the motivation required for this type of workplace.
Within Kellogg’s every employee is motivated to work through each of these levels. As they do so, this provides positive effects for each employee and the organisation. For example:
• Physiological needs – Kellogg’s offers competitive salaries. This gives people the means to acquire the basic needs for living. Kellogg’s Cornflex flexible benefits programme allows employees to choose those benefits that suit them. This includes childcare vouchers, cash alternatives to company cars and discounted life assurance schemes. These savings and competitive salaries help workers’ pay go further and so motivate them to be loyal to the company.
• Safety needs – Kellogg’s values the safety of all employees. The company is committed to providing a safe and healthy work environment to prevent accidents. Employees are however accountable – that means they have to take responsibility for observing the health and safety rules and practices. Kellogg’s also offers employees a range of working patterns. Some may want to work part-time, others may want career breaks or undertake homeworking. This helps employees to choose the best option for a healthy work-life balance.
Laura Bryant joined Kellogg’s straight after university in 2002. She joined the Field Sales team initially. This involved visiting five to ten supermarkets a day to develop relationships at a local level. After two years her hard work was rewarded and she was promoted to Customer Marketing Manager at Head Office. This helped to raise her profile as she wanted to move into marketing. With support from her manager, Laura made the transition from Sales to Marketing as Assistant Brand Manager on Rice Krispies and Frosties. In 2009 she was promoted again to manage the marketing plan for Special K and she is now Brand Manager for Kellogg’s Cornflakes. The company has helped motivate her to climb the hierarchy of needs and achieve her career ambitions.
He showed that employees were best motivated if they worked in teams. They were also motivated if managers communicated and consulted with them more and took a greater interest in their views and wellbeing.
Source: CareersHelp


The case study discusses different aspects that lead to motivation and job satisfaction at Kellogg’s. Define both motivation and job satisfaction, and state how the case study is related to both concepts.
Describe the Value-Percept Theory of Job Satisfaction, and discuss five facets of job satisfaction and relate them to the case study.

Answers to Above Questions on Organisational Behaviour

Answer 1: Motivation and job satisfaction are the important concepts of organisational behaviour and the concept of motivation is defined as a certain type of stimulus that drives an individual to initiate an action, whereas the concept of job satisfaction is defined as the overall happiness of an individual from his/her job.


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