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Investigating the strategies restaurant managers use to motivate Millennial and Gen Z employees
Investigating the strategies restaurant managers use to motivate Millennial and Gen Z employees
Proposed Title of the Study
Investigating the strategies restaurant managers use to motivate Millennial and Gen Z employees
#1
| Source | Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire (MLQ). Mind Garden. |
| Summary of article | Research article details the Multifactor Leadership Questionnaire (MLQ) which functions as a tested instrument to measure transformational leadership together with transactional leadership and laissez-faire leadership approaches. Leaders who display transformational characteristics inspire staff to reach heights beyond their predicted potential yet transactional leaders use exchanges to drive goal achievement between leaders and followers. Leader support under laissez-faire leadership practices is minimal with no specific guidance being provided. The Multifactor Leadership Questionnaire offers essential confirmation between different leadership behaviors and their effects on organizational performance together with employee satisfaction and motivational results. The article details the tested psychometric properties of the MLQ which demonstrate reliable and valid results within many different organizational settings. |
| How does this article align with and support your study? | This article supports the study by providing alignment through its assessment methods. The Multiple Leadership Questionnaire remains crucial for the research because it offers a powerful standardized instrument to measure leadership styles during investigations about leadership style effects on employee motivation. The use of MLQ allows research to precisely evaluate and distinguish between three leadership models to effectively understand how specific styles affect worker motivation results. |
#2
| Source | Herzberg, F. (1968). One more time: How do you motivate employees? Harvard Business Review. |
| Summary of article | The Motivation-Hygiene Theory, which is commonly known as Herzberg’s Two-Factor Theory establishes two distinct elements which affect employee motivation. Workers who lack salary guarantees together with secure employment and suitable work environment demonstrate discontentment due to hygiene factors. The absence of hygiene factors does not automatically produce motivation in workers. Employee satisfaction together with motivation emerges from intrinsic motivators which consist of recognition along with achievement opportunities and growth chances. According to Herzberg, leadership excellence requires equal focus on hygiene factors plus motivators, so workers demonstrate elevated levels of dedication and performance. |
| How does this article align with and support your study? | The article supports the research through its alignment with Herzberg’s theory. The concept of Herzberg assists managers as it establishes principles to explain which leader behaviors impact extrinsic hygiene factors and intrinsic motivators. Leaders can achieve excellence in motivation by inspirational employee engagement with transformational leadership whereas transactional leadership focuses on delivering defined rewards within structured systems. The theoretical model explains how various leadership methods influence employee motivation which directly enhances the value of the research study. |
#3
| Source | Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press. |
| Summary of article | The book delivers a comprehensive review of transformational leadership which represents leadership methods that inspire personnel to accomplish extraordinary goals. Critical behaviors among transformational leaders comprise idealized influence in addition to inspirational motivation and intellectual stimulation and individualized consideration. Employees activated by these behaviors realize purpose while generating creativity and personal development through their experience which results in enhanced engagement and satisfaction and motivation. Empirical data shows that transformational leadership generates positive results in organizational performance as well as employee welfare according to the authors. |
| How does this article align with and support your study? | This article accomplishes three key things related to the study. This book presents the complete theoretical base which reveals how transformational leadership increases employee motivation. The article demonstrates how knowing transformational leadership behaviors gives leaders practical tools to develop motivating staff environments. The study investigates how leadership conduct affects staff motivation, especially regarding transformational leadership's capability to generate internal staff drive. |
#4
| Source | Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362. |
| Summary of article | The psychological theory Self-Determination Theory suggests that human motivation consists of three natural instincts including autonomy (self-led action) and competence (effectiveness) and relatedness (connection to people). The satisfaction of intrinsic motivation derives from meeting these needs thus individuals demonstrate better creative ability alongside greater persistence and better well-being. The article explores SDT applications to organizational settings where leaders must establish spaces where employees feel empowered and capable while connecting with their peers. Such motivation suffers harm under rewards that originate from outside sources as well as leadership approaches that seek to control employees |
| How does this article align with and support your study? | |
| SDT offers a useful framework which explains how leadership approaches impact worker motivation since they either supply or block fundamental psychological requirements. The needs of employees improve under transformational leaders through employee empowerment as well as skill development opportunities whereas transactional leaders focus on external rewards lacking holistic need fulfillment. Research examines leadership style effects on motivation because this theory supports the study's purpose. |
#5
| Source | Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768. |
| Summary of article | The analysis evaluates transformational and transactional leadership methods in relation to different workplace results including staff drive and job contentment and service delivery. Employee motivation together with satisfaction rates prove consistently higher with transformational leadership as opposed to transactional leadership. Transactional leadership stays effective particularly when organizations need specific goals alongside structured reward systems. This research shows that evaluation of leadership style's effects requires an understanding of operational variables in specific scenarios. |
| How does this article align with and support your study? | The article demonstrates compatibility and support for the study through its evaluation. The meta-analysis demonstrates through empirical results that transformational leadership generates stronger effects on motivation than transactional leadership does thus supporting the research focus on employee motivation. The effectiveness of leadership styles depends on organizational culture, industry and employee characteristics because such contextual factors shape their results according to this study. The main objective of the study matches its goal to understand how leadership approaches influence motivation levels across different workplace settings. |
#6
| Source | Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717. |
| Summary of article | The article presents Goal-Setting Theory which advances that challenging specific objectives helps employees achieve higher performance outcomes through guided direction and purposeful intent. The model stresses that the three core elements of feedback and goal commitment along with self-efficacy led to successful results. Goal setting's decades of evidenced organizational success receive review in this article which demonstrates its relevant implementations for team motivation by leadership. |
| How does this article align with and support your study? | The research study supports the investigation because it analyzes the correlation between transformational and transactional leadership and worker motivation. The Goal-Setting Theory establishes a system explaining how leaders use specific goal definitions and performance assessments to increase workplace motivation. Transactional leaders achieve excellence by setting performance goals and offering incentives for objectives to meet but transformational leaders use motivation to help employees accomplish intricate significant targets. The research design matches the study because it examines the processes through which different leadership approaches affect motivation levels. |
#7
| Source | House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7(3), 323-352. |
| Summary of article | This article describes how Path-Goal Theory demonstrates that motivated employees result from leaders who simplify goal paths while clearing performance obstacles. Leaders can implement directive supportive participative and achievement-oriented behaviors according to different scenarios and employee needs according to Path-Goal Theory. Through behavior adjustments to align with follower needs leaders enhance both performance levels and satisfaction and motivation of their workforce. |
| How does this article align with and support your study? | This article contributes information relevant to the study by demonstrating how these leadership behaviors affect employee performance. The Path-Goal Theory defines leadership behaviors which directly motivate employees by considering different situational factors along with personal characteristics. The main objective of the research is to study leadership styles, and their motivational impacts and contextual influence matches this analysis. |
#8
| Source | Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268. |
| Summary of article | The article broadens Self-Determination Theory (SDT) discussion to investigate intrinsic motivation together with extrinsic motivation effects on workplace conduct. The author maintains that people who experience autonomous decision-making within competence-driven connected relationships become more creative while also showing better persistence and achieve better well-being. External incentives remain beneficial for specific scenarios, yet their effectiveness diminishes when they appear controlling to the receiver. |
| How does this article align with and support your study? | This article supports the study by showing how leadership behaviors affect employee motivation through various work situations. SDT authorizes the research to examine leadership styles as they relate to intrinsic motivation and extrinsic motivation in workplace behaviors. The patterns of intrinsic motivation differ between transformational leaders who maintain autonomy and competence but transactional leaders who prefer extrinsic rewards that fall short of psychological requirements. |
#9
| Source | Yukl, G. (2012). Leadership in organizations (8th ed.). Pearson. |
| Summary of article | The published book delivers an extensive coverage of leadership models which includes the study of transformational leadership together with transactional leadership and situational leadership theory. The book demonstrates how these theories apply to real organizational settings through a focus on situational and follower needs-based behavior adjustments by leaders. |
| How does this article align with and support your study? | This article serves to support the findings of the study through its alignment with the research. This text presents a detailed theoretical framework for leadership analysis and employee motivational assessment which directly supports the research project. |
#10
| Source | Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. Positive Organizational Scholarship, 241-258. |
| Summary of article | The article examines authentic leadership which demonstrates itself through self-awareness alongside transparency alongside ethical conduct. Leaders who exhibit authenticity establish trusting connections with workers which increases employee organizational dedication together with workplace motivation. |
| How does this article align with and support your study? | This article helps advance the study by establishing how it matches the research content you are pursuing. Authentic leadership as a concept brings new features to leadership research which can affect motivational elements thus expanding the study field. |
Gap in the Literature
Current research lacks comprehensive assessment regarding how distinct leadership styles affect intrinsic and extrinsic motivation dynamics across various organizational environments including corporate, nonprofit and remote work organizations. Research studies typically examine isolated leadership styles or motivational factors independently but the literature lacks integrated cross-theoretical research (like merging SDT and Herzberg’s Theory) to understand their mutual effects with variables of employee personality and industry type.
The research field lacks investigation of how particular leadership styles affect employee motivation in distinct organizational environments. Studies today usually study individual leadership approaches together with limited organizational effects instead of exploring the complete range of motivational aspects for employees. Research about transformational leadership's impact on intrinsic motivation has received great attention yet the effects of transactional and laissez-faire leadership on extrinsic motivation and combined intrinsic and extrinsic motivation remain understudied. (House, 1996).
Problem Statement
The problem statement for this study stems from their inability to determine which leadership approaches maximize employee motivation which results in inadequate performance and engagement and retention issues. The substantial research on leadership together with motivation fails to establish standard procedures that explain how various leadership approaches affect employee motivation across real-world practice. Research studies disagree regarding the effectiveness of transformational leadership because evidence shows its motivational impact changes according to organizational culture and industry field as well as employee uniqueness. (Judge & Piccolo 2004).
Leadership motivation combined with goal achievement become difficult since leadership definitions remain unclear. Leaders without clear comprehension of how leadership methods operate in specific circumstances resort to trial-and-error methods or deploy strategies which fail to satisfy their staff requirements. Employee disengagement happens when leaders do not explain motivation styles thus leading to organizational failure through low workplace morale combined with high turnover rates.
Purpose Statement
The purpose of this qualitative multiple case study is to investigate the strategies employed by restaurant managers to motivate their Millennial and Gen Z employees effectively. The study focuses on four business leaders from restaurant establishments in the Fort Pierce, FL area who have successfully managed and inspired a workforce of Millennials and Gen Zer’s. The potential for positive social change includes fostering a better understanding of the traits, values, and preferences of Millennials and Gen Zer’s, which may help dispel any negative perceptions about them.
Theoretical Framework
The research follows two foundational theoretical models as its conceptual basis.
1. According to Self-Determination Theory (Deci & Ryan, 2000) humans experience intrinsic motivation through three natural psychological needs including autonomy and competence and relatedness. Individuals who achieve satisfaction with their psychological needs through self-determination theory show enhanced intrinsic motivation that improves creativity and persistence and generates better well-being. Intrinsic motivation increases when leaders implement transformational leadership by providing autonomy alongside competence and related support to their followers. This leads to reduced motivation when management implements controlling leadership approaches which diminish such psychological needs.
2. According to Herzberg’s Two-Factor Theory (Herzberg 1968) staff members need two different elements for motivation: hygiene factors that include salary, job security and working conditions as well as motivators like recognition, achievement and career advancement possibilities. Hygiene factors stop employees from becoming dissatisfied, but they do not actively motivate them. Employee satisfaction together with motivation results from motivators which represent internal workplace drivers. Emphasizing motivators through transformational leadership will boost employee motivation according to the Two-Factor Theory but transactional leadership solely focused on hygiene factors produces weak results.
Research Questions and Hypotheses
The primary research question of this analysis is as follows: What approaches do restaurant managers employ to inspire millennial and Gen z workers?
Research Questions:
How do you keep Millennial and Gen Z employees engaged daily?
What challenges do you face in motivating younger employees?
What role does communication or feedback play in motivating your team?
What training opportunities or resources does your organization provide to help you Millennial and Gen Z employees?
How did your Millennial and Gen Z employees respond to your various motivation techniques?
What challenges did you face in motivating your Millennial and Gen Z workforce?
How were you able to overcome those challenges?
Application to your Field of Study
This investigation enhances organizational leadership research through validated leader guidance on selecting motivational approaches that achieve workforce engagement. This research will benefit both leadership training mechanisms and organizational framework modifications dedicated to employee motivation improvement. The study helps leaders develop optimal workspaces through identification of specific leadership styles thus creating environments that drive employee motivation and satisfaction and prevent employee turnover.
The research results will guide leadership development programs to train their participants in using motivational styles that activate both internal and external incentives. Such contributions will advance the field by filling the theoretical-practical divide. (Luthans & Avolio 2003).
Significance of the Study
The objective of this proposed qualitative research is to add value to companies by addressing concerns and frustrations related to millennial and Gen Z employees, because it fills an essential missing link in research by uniting leadership styles with employee motivation. This study integrates Self-Determination Theory and Herzberg’s Two-Factor Theory to provide complete knowledge about the leadership style effects on motivation. The research outcomes May provide practical leadership strategies for organizations that want to increase employee motivation levels together with workplace engagement and staff retention. Talking about effective leadership approaches in particular settings will lead to this study helping organizations build environments that boost both worker motivation and performance levels. Organizational success will increase when employees become more satisfied while turnover decreases and productivity advances. (Yukl, 2012).
Methodology, Research Design, and Population
Methodology:
The research methodology consists of using qualitative interviews to gather data. The qualitative study will conduct semi-structured interviews with restaurant managers which will provide valuable insights into their perceptions and experiences.
Qualitative Phase
Using purposive sampling methods, the second phase collects semi-structured interview data from thirty participants consisting of fifteen employees and fifteen leaders. Participating in interviewees will consist of survey respondents who demonstrate exceptionally high or low motivation scores so researchers can understand the reasons behind the statistical findings. The research will strive for balanced involvement of leaders with transformational and transactional and laissez-faire styles along with various industrial backgrounds. The interview process consists of forty-five to thirty-minute online or phone sessions to explore leadership behaviors that shape motivation together with organizational cultural elements and personal traits. The qualitative data will enhance the statistical findings by showing why and how leaders establish motivational outcomes between actors within their organizations.
Research Design Rationale
A research approach using explanatory sequential design suits this project because it measures broad patterns with quantitative instruments before using qualitative methods for interpretation. The study creates empirical relationships between variables through its initial application of the MLQ and motivation scale. The exploratory interviews offer context to qualitative results by revealing the components and environmental factors which quantitative data lacks in its explanation. The two-phase methodology eliminates the divide between quantitative patterns and human behavioral insights by creating an entire picture of leadership effects on motivational dynamics.
Population Characteristics
The research population consists of restaurants managers employed in chain restaurants. The research design includes organizations with different sizes and sectors to avoid cultural effects that could affect multinational studies. The study will include participants with employment spans from one year to twenty or more years. This research includes various industries and workplace roles to generate findings that all managers can use for motivating their employees in their respective sectors.
Data Collection:
The primary way I will be collecting data will be by using semi-structured interviews to gather data for my research. I intend to request 30 to 45 minutes from each restaurant manager to conduct a semi-structured interview that will cover my seven open-ended questions, along with a review of some of their records, including the training materials and curriculum related to motivating millennial employees, performance improvement plans, coaching and mentoring methods, and turnover logs. I plan to document my interviews through detailed notes and may use a voice recorder if granted permission.
References
Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire (MLQ). Mind Garden.
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268. https://doi.org/10.1207/S15327965PLI1104_01
Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331–362. https://doi.org/10.1002/job.322
Herzberg, F. (1968). One more time: How do you motivate employees? Harvard Business Review, 46(1), 53–62.
House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7(3), 323–352. https://doi.org/10.1016/S1048-9843(96)90024-7
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768. https://doi.org/10.1037/0021-9010.89.5.755
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705–717. https://doi.org/10.1037/0003-066X.57.9.705
Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline (pp. 241–258). Berrett-Koehler.
Yukl, G. (2012). Leadership in organizations (8th ed.). Pearson.
