B123 Management Practice

Introduction

Cinescape was formed in 1954, which was earlier known as the Kuwait Cinema Company. Cinescape offers 11 sites with 56 digitized theater monitors and 3D features. All the cinemas are placed in different malls, except one independent venue. The capacity limit at all locations is roughly 12,000 (cinescape.com.kw 2021). This paper discusses the employees’ motivation, the rewards system, and the retention of employees to examine the organizing growth or features of the film theaters in Kuwait. It also focuses on the working environment in this area and employee growth chances.

Discussion

Employee Motivation 

Employees are an essential part of the recreational industry's service offering. For managers, it is therefore crucial that personnel are always motivated. In addition, encouraging employees can have a favorable impact on staff performance, which in turn may influence service quality.

• Health benefits are always at the top of the list for employee desire. Give employees the benefits of health insurance to maintain their motivation.
• The acknowledgment and reward come together. Good job recognition has a restricted shelf-life.  Exceptional work is worthwhile and, although acknowledgment in some circumstances is adequate, employees start to lose enthusiasm if additional effort is not recognized (Park and Ham 2016).
• For inspiring employees, development is highly crucial. Employees prefer professional growth and training chances over money.
• Ensuring a proper balance of work-life fosters staff. Motivated staffs are less likely to leave the business and more willing to work longer hours (Conrad, Ghosh and Isaacson 2015).
  
  

Employee Reward System

Employee compensation systems are programs set up to recruit people at individual and/or group levels and to inspire their performance. Normally they are seen as independent from salary but might be monetary, or have an expense to the organization otherwise. A company owner has to separate the pay system and the remuneration system when developing a reward program (McGregor and Doshi 2015).

• Intrinsic rewards are emotional recompenses for the effort and the success of employees.
• It's intrinsic since they're inside the job and it depends heavily on their own effort to achieve it.
• They are important to modify behavior.
• Can be produced, via innovation, problems and improvisation, by empowering people to manage themselves and provide value in their job.
• There is a good emotional response when someone obtains the intrinsic reward.

Extrinsic incentives are often financial or material rewards, such as wages, bonuses and benefits for employees.

• They are alien since they are external to the job and controlled by somebody other than staff.
• First buy-in or engagement by individuals in initial phases of preparedness to change may be vital (pre-contemplation or contemplation).
• They typically have little effects if not increased over time.
• They are a strong way of strengthening and driving behaviors that a culture values most, but wouldn't be the norm without them (Murphy 2015).

Employee Retention

• Recruiting techniques may have a substantial impact on turnover and significant research demonstrates that the retention of these employees has a good effect when offering applicants a realistic job preview in the recruitment process.
• Practices of socialization — supplied via a strategy for onboarding and assimilation — can assist new employees to become involved and remain better.
• If staffs are unable to constantly refresh their abilities, they will be more likely to depart.
• Pay and happiness are only small indicators of the choice of an employee to quit the business, but there are three alternative solutions for an organization: (i) Lead the market for compensation and incentives; (ii) get incentives in a person-structured pay structure to meet individual demands; and (iii) explicitly connect retention rewards.
• Engaged staff are content with their jobs, appreciate their work and their organization; they feel that their work is significant; they are proud of their firm (Cloutier et al. 2015).

Working Environment

• Contact the public at a high level.
• Sometimes deal with disagreeable, wrathful, or unhappy bosses.
• Communicate every day in person with employers and employees. You can also telephone communications.
• Working in a group or as a team.
• Indoor work in theaters usually. Some work in the open air at stadiums and theatres.
• A Special uniform is often worn.
• Work in the vicinity of other people, but normally take a few feet away.
• They are exposed, especially at concerts and movies, to loud sounds or noise levels.
  
  

Work Performance

• Must be exactly at work to appreciate the visit of the employers.
• Replay the same procedures such as ticketing and sending employers to their seats.
• Sometimes you must decide which will influence your employer's image. Without talking to a supervisor, you can make some decisions.
• Can set modest tasks and objectives without talking to the supervisor monthly. 
• Must fulfill stringent deadlines.
  
  

Hours/Travel

• Have a fixed timetable generally every week.
• May work part-time or full-time, though the majority works under 40 hours each week.
• Can work part of the year or for specific events only (Hatane 2015).

Opportunities for Employee Growth

Financial Growth

When people think about professional advancement, this is what most people think about. The promise of more revenues, particularly when linked to their performance, naturally motivates employees.

But don't hesitate to assume that the only method that the workers will keep people pleased is through money. Consider giving alternative types of growth if businesses do not have the finances.

Career Growth

Even if they're not part of a huge business, most determined people nonetheless aspire to climb in their organization's ranks. Offer them other possibilities – more tasks, more impressive work titles, larger bureaus, etc.

Professional Growth

The greatest thing about creating chances for professional development is that it benefits each other – employees get more skilled and employers get more skilled.

Personal Growth

Although personal growth may appear to have little to do with job advancement, many individuals are driven by work-life considerations (White 2016).

Conclusion

The paper shows clearly that the accountability and value of workers are influenced considerably by immaterial incentives and collaboration. Retention of employees is one of the country's major dangers to companies. One strategy for companies to ensure that employees are pleased and dedicated is through developing workers and developing professionals. By proactively addressing employee growth and professional development plans, staff churn may be mitigated and productivity may be increased. Organizations must discover inventive methods to involve people and to promote loyalty to limit staff turnover and reduce productivity. Rewards are favorable results obtained by the performance of an employee. The prizes match the corporate objectives. When an employee helps a company accomplish one of its objectives, there is frequently a reward.

References

cinescape.com.kw, 2021. Cinemas. Cinescape.com.kw. https://www.cinescape.com.kw/Cinemas

Cloutier, O., Felusiak, L., Hill, C. and Pemberton-Jones, E.J., 2015. The Importance of Developing Strategies for Employee Retention. Journal of Leadership, Accountability & Ethics, 12(2).

Conrad, D., Ghosh, A. and Isaacson, M., 2015. Employee motivation factors. International Journal of Public Leadership.

Hatane, S.E., 2015. Employee satisfaction and performance as intervening variables of learning organization on financial performance. Procedia-Social and Behavioral Sciences, 211, pp.619-628.

McGregor, L. and Doshi, N., 2015. How company culture shapes employee motivation. Harvard Business Review, 11, pp.1-13.

Murphy, B., 2015. The impact of reward systems on employee performance (Doctoral dissertation, Dublin Business School).

Park, Y.S. and Ham, S., 2016. Spatial analysis of various multiplex cinema types. Frontiers of Architectural Research, 5(1), pp.63-73.

White, G., 2016. Reward management. Edward Elgar Publishing Limited.

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