Introduction
New York Times Magazine featured 500 Apple Inc’s current and former employees. The employees complained of various forms of sexual harassment. These encounters were registered on Appleton. The discontent of employees was witnessed at Apple Inc in September 2021.
Herzberg’s Motivation Theory
This paper applies Herzberg’s motivational theory to Apple Inc. employees’ discontent. Herzberg’s motivational theory aims at motivating employees by adjusting hygiene factors and motivators. Motivators are factors that can compel an employee to work more. Lack of hygiene factors results in demotivation of employees. Apple Inc’s management failed to address motivators and hygiene factors.
Hygiene factors at Apple
Employees perceived the company’s policy of secrecy as “toxic“. Apple restricts employees from discussing their working conditions, or experiences. Employees could not share their harassment experiences. The management ignored accusations of misconduct by the supervisors.
Remuneration and salaries were hygiene factors affecting Apple Inc.’s employees. Apple employees complained of disparities in compensation. The siloed culture prevented employees from discussing their remuneration terms. The human resource manager claimed of evaluating remuneration procedures regularly. The management claimed to close any mishaps when identified.
Motivational Factors
Motivators stem from Maslow’s hierarchy of needs theory. Motivation in Apple Inc. is predicated on an array of job qualities or incentive schemes. Job qualities or incentive schemes lead to employee fulfillment. A different set of job qualities lead to employee dissatisfaction.
Causes of Employee’s Unrest at Apple Inc.
Apple Inc. employees’ unrest was a result of the harassment. The unrest stem from deprived attention to hygiene factors. This causes demotivation in the workplace. Hygiene factors need to be eliminated to create employee satisfaction.
Remedies for solving the problem at Apple Inc.
Apple Inc. should compensate employees adequately for their contribution. The compensation strategies at Apple Inc. should also be transparent. Remuneration transparency will eliminate curiosity in the workplace. Apple Inc. management should disband the soiled culture. The management should foster collaboration between employees and supervisors.
A culture that promotes democracy and encourages interaction would reduce complaints. The employees should not be dismissed for reporting harassment by management. Workplace fulfillment should be promoted. Job unhappiness should be eradicated before setting for employee satisfaction.
Implementing Motivators at Apple Inc.
Employees get satisfied when they share knowledge. Employers should provide incentives, to appeal to motivators. Apple Inc. should devise mechanisms to reward hardworking employees. The management should reward employees who preserve trade secrets.
A Positive Outcome
Apple Inc.’s unrest resulted in lawsuits against the firm. Employees believed to have led the unrest were fired for breaking the secrecy policy. In a positive turn of events, employees got the management’s and public’s attention. Standing up for their rights was more important than working in a distressful environment.
Conclusion
This paper uses Herzberg’s two-factor theory and Apple’s case of employee unrest. Employee motivation results from motivators or hygiene factors. Siloed culture and payment inequities caused dissatisfaction in Apple Inc. Motivators such as incentives and collaboration-based culture should be encouraged. Employee motivation guarantees optimum performance.