Proposal For Employee Investment

Proposal

Within the proposal segment of this report I will be explaining in detail the methods in which I believe that Sports Direct should implement to improve team effectiveness and in hand, the overall service quality of the company. ASK IF WE SHOULD ADDRESS A CERTAIN STORE

Employee Investment

The first recommendation we suggest would be to invest time and finances into building upon the cohesion and morale of the team as a whole. The reason why I have proposed this method is because companies that invest in employees often see an increase in productivity, which then acts as a domino effect and translates into service quality. This happens because employees are much happier whilst working because they feel that they are valued by the business.

To further elaborate on how to invest in employees in terms of time would be through holding group activities such as having discussions about the team’s purposes and goals or working through case studies together. (McEwan, D, 2017). The reason why we believe this would prove very effective and beneficial for team performance within sports direct would be because in a busy environment it is imperative to have everyone working in a team to have the same targets and motivational drive to provide the best customer service possible, this in hand would create a more positive environment around the store, not only for the employees but also for the customers. Team building exercises also improves communication between employees, fosters collaboration, ignites new ideas, boosts morale and increases productivity. (Dukes, E, 2018)

Investment in employees can also be carried out through a monetary method. One example would be ‘Profit Sharing’. Profit sharing is a plan that gives employees a share in the profits of a company. (Investopedia, 2018). An example of a company that has adopted this method is a Chinese company known as Huawei. The CEO, Ren Zhengfei holds only 1.4% of the company’s total share capital, with 82,471 employees holding the rest (Cremer, D. Tao, T, 2015). This example is on a very large scale however it shows that this model is very effective as Huawei is currently “China’s largest smartphone seller and it ranks as the world’s third largest, after Apple and Samsung.” (Forbes, 2018). On a smaller scale, Sports direct could adopt the method of setting a sales target for a team of employees and once that target is met, share the profits among the team in various ways which could consist of Staff Bonuses, Vouchers, Gym memberships, Sporting Ticket discounts etc.

Fringe Benefits

The second recommendation that should be implemented would be to review certain fringe benefits that the firm would be comfortable rewarding to employees based on performance. Fringe benefits are property and services whose benefit to employees often outweighs the cost to the employer. (Wolcen Kluwer, 2018)

The reason we suggest this is because fringe benefits are very effective in what they set out to do, which is to motivate employees whilst also rewarding them for their hard work. Fringe benefits can consist of the following;

Discounts on services such as healthcare or gym memberships Travel cards or reimbursement of travel costs Tickets to sporting events Education Assistance Team/Group activities outside of work hours

Adopting the strategy of Fringe benefits would create a path to further team performance within the workplace due to the increase of motivation within the team to continue to produce quality service in order to work towards achieving their next reward.

Team Analysis and Assignment

Sports Direct has a host of stores spotted around various locations within Europe, within these stores there are different staff members that are all good at different tasks. It is imperative that a manager within those stores analyses each individual to collect data on what they are good, what they enjoy doing and using this information to determine which department is the best suited for them. (Venkatasubbaiah, R, 2014). It is very clear in all fields of work that when people are doing things that they are good at or have experience in doing, they are automatically more comfortable because they are confident in their ability to carry out the task. This then naturally passes on to customers because they are receiving the best customer service available to them from that member of staff. An example of how this can be carried out is if the manager of the stores has one-to-one meetings with employees to find out what their personality is like and what they are good at.

If an individual is very outgoing and social (extroverted) they might be best suited for a shop floor or checkout task. However, if an individual is slightly socially inept but has qualities such as efficiency and being hard working, a stockroom task may be best suited for them.

This is a very important step on the path to improving team effectiveness and service quality, the reason for this is because if employees are uncomfortable with the tasks they are given or have never done them before, there is a high chance that they will struggle and provide sub-par customer service, which is why team analysis and assignment is of the upmost importance, especially within a well-known brand such as Sports Direct.

Clearly defining goals and objectives

We recommend that the company finds it urgent to sensitize the workers about the objectives and mission behind the company’s processes, on a periodic basis. The goals ought to be presented in a manner depicting them as specific, achievable, measurable, time-bound and relevant. The different expectations out of every individual stakeholder should be integrated within the wording and formulation of goals. The overall expectations ought to be vividly defined and comprehended by all company partisans, as they will be expected to work towards achieving them. A robust benchmark for measuring teamwork progress against the set targets should be enacted. The findings ought to be discussed openly amongst all team members for accountability and responsibility (Mehta and Mehta, 2018 pp 445-485).

The team goals should clearly define the limit within which the team members should operate their processes and beyond which they should not act. This will provide the team members with the fundamental freedom to explore their potentials for the betterment of organizational goals and yet within a set boundary. Moreover, clearly defined goals will help improve team effectiveness by assisting in the development of acceptable performance parameters which will induce confidence on team members concerning the achievements realized. (Gonzalez-Mulé et al., pp 2018-2033).

Effective Internal Communication Strategy

Internal communication is an essential incentive for team effectiveness. It can be enhanced by reviewing the pre-existing communication structures overlying the company processes. Building a capable team that calls for a clarified way of prioritizing team members’ tasks and feedbacks which will lead to improved outcomes. According to Driedonks, Gevers and van Weele, 2014; effective internal communication refers to “interactions between teammates that result in enhanced team attributes and/or functioning." There is a need for the communication strategy which inspires the development of “task-oriented jobs.” (Zoogah, Noe and Shenkar, 2015 pp 244-270).Effective communication should comprise both nonverbal and verbal indicators. We recommend for indicators which integrate the element of appreciation amongst teammates. We advocate for honest, open and safe communications in all workplace contexts.

Besides, positive conflicts are vital because when handled well can motivate team effectiveness and performances. Positive battles express integrative and constructive mannerisms of dealing with disagreements as opposed to the negative conflict that is characterised by emotional, confrontational and personal contents. The effective intra-communication strategy will inspire motivation for improved team performances. Stimulating communications are deemed motivating during competitions for better outcomes. Internal communication within the company constitutes of not only the message but also the effect it induces on the recipients (Driedonks, Gevers and van Weele, 2014 pp 288-304). We, therefore, recommend the Sport Direct to review the internal communication structures and orient them accordingly, to focus them on motivation and teamwork effectiveness

Employee Empowerment

The teams need a certain degree of power to make decisions on their own to be able to carry out their tasks efficiently. Without empowerment, the employees may seek approval to be able to carry out some functions, whereby they might consequently be disapproved from such undertakings. For creativity and innovation to thrive, teams must be permitted to try out gradually .Threatening environment which impedes trial ought to be eliminated by creating a workplace where individuals are empowered, happy, contributing and productive. The sort of empowerment in Sport Direct should be within a certain limit so as not to compromise on set standards and goals (Jiang et al., pp 62-87).

Employee empowerment can be inspired by demonstrating value for team members, sharing goals, trusting the members’ intentions, making sound decisions, and sharing leadership. The teams should be allowed to apply their creativity with minimal restrictions in the quest to solve problems, which consequently may lead to growth and development of skills. Employee empowerment develops a sense of responsibility and accountability in the working environment; based on the fact that every employee is questionable hence they will tend to act within the profession of office ethics, even as their autonomy dictates them to try new ventures that can solve problems (Jiang et al., pp 62-87).

References

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Driedonks, B.A., Gevers, J.M. and van Weele, A.J., 2014. Success factors for sourcing teams: How to foster sourcing team effectiveness. European Management Journal, 32(2), pp.288-304.
Dukes, E. (2018). Top Ways Businesses Can Invest In Their Employees. Available: in-their-employees/#357171897fbc. Last accessed 21st Oct 2018.
Gonzalez-Mulé, E., Courtright, S.H., DeGeest, D., Seong, J.Y. and Hong, D.S., 2016. Channeled autonomy: The joint effects of autonomy and feedback on team performance through organizational goal clarity. Journal of Management, 42(7), pp.2018-2033.
Investopedia (2015). What are some examples of common fringe benefits? Available: . Last accessed 19th Oct 2018.
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Jiang, X., Flores, H.R., Leelawong, R. and Manz, C.C., 2016. The effect of team empowerment on team performance: A cross-cultural perspective on the mediating roles of knowledge sharing and intra-group conflict. International Journal of Conflict Management, 27(1), pp.62-87.
McEwan, D. et al. (2017). The Effectiveness of Teamwork Training on Teamwork Behaviours and Team Performance: A Systematic Review and Meta-Analysis of Controlled Interventions. Vol. 12 (1), p3.
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Venkatasubbaiah, R. (2014). The importance of proper task assignment. Available: . Last accessed 23rd Oct 2018.
Wolcen Kluwer. (2018). Employee Fringe Benefits Increase Job Satisfaction. Available: Last accessed 19th Oct 2018.
Zoogah, D.B., Noe, R.A. and Shenkar, O., 2015. Shared mental model, team communication and collective self-efficacy: an investigation of strategic alliance team effectiveness. International Journal of Strategic Business Alliances, 4(4), pp.244-270.