Applying Management Theories to Les Mills

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Motivation and Rewards

Herzberg’s motivation theory states that there are two types of factors that cause job satisfaction and dissatisfaction (Shermerhorn, 405). One factor involves ‘job content’ and the intrinsic nature of the job while the other is ‘job context’ and the extrinsic nature of the job. Employees have motivating factors that cause job satisfaction in regards to their job content. This applies to Les Mills employees as they are motivated by the work itself, they achieve personal growth and advancement in their training, and they get recognition of their achievements through awards and annual assessments. Improving these regions increases job satisfaction. While improving hygiene factors decreases job dissatisfaction. The sense of community in Les Mills creates positive co-worker relations. They focus on always improving working conditions, as that is a vulnerable area in the common Les Mills working environment.

Human Resources Management

As this organisation is an employee-orientated management focus the quality and effectiveness of the workforce is a high priority. Their recruitment process involves attracting a quality workforce. They do so firstly through their reputation, and they also display the workers they currently have, ranging from Olympic athletes to Oxford Scholars (Les Mills, 2014). They follow through with job advertisements on their website. They say that becoming part of the Les Mills team involves undergoing a “life-changing event” (Meanger, 2014. P. 6). They focus on development of workers by creating commitment to the brand through “life-changing staff training” which covers range of tools for all staff members. Employees are given a ‘Yellow Book’ upon the beginning of their employment, this book explains the worldwide goals of Les Mills, then the goals of that individual organisation and then how that employee, as an individual, is essential to achieving these goals. Creating a sense of obligation that drives employees. They maintain this workforce through annual assessments of employees that both gives recognition whilst also putting pressure on employees to maintain a high work standard (Meanger, 2014.).

It is evident that the direction Les Mills are taking is the right direction. There employee-orientated managerial approach has moulded this organisation into the thriving business it is today. Phillip Mills has an idea of where the fitness industry is heading and how Les Mills is going to be a part of that. They should continue to be innovative, competitive and relevant. Potentially shifting focus to be more people focused, with both clients and employees. But instead making employees, rather than production, the real top priority.

References:

Les Mills Ltd. (2014). Les Mills Gyms – The Worlds Best Group Fitness Classes. Retrieved from: http://www.lesmills.co.nz

Les Mills. (2014). Les Mills – Taking fitness to the next level. Retrieved from: http://www.lesmills.com

Meanger, Sashi. (2014). Les Mills New Zealand (Les Mills) Case Study. MGMT 101 Introduction to Management Trimester Two 2014, Victoria University of Wellington, Unpublished

Schermerhorn et al, Management: Foundations and Applications, 2nd Asia-Pacific Edition John Wiley & Sons Australia Ltd. 2014.

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