John Harvey Kellogg was an American physician and health pioneer in the late 19th century who developed dry breakfast cereals. This helped create the flaked-cereal industry. He and his brother founded the Kellogg Company in 1906 to manufacture and market their breakfast cereal inventions, most notably corn flakes. Kellogg's became one of the first American companies to mass produce and distribute cereal, helping to shape modern breakfast habits.

3. John Harvey Kellogg, American physician and health-food pioneer
whose development of dry breakfast cereals was largely responsible
for the creation of the flaked-cereal industry.."
SUBTOPICS OF THE REPORT
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MOTIVATION ABOUT
KELLOGG’S
MOTIVATION
THEORY
LEADERSHIP CONCLUSION

4. SUB TOPIC Part 1

5. SUB TOPIC Part 1 Motivation Theory
MOTIVATION
• Motivation is a process that account for an individual’s
intensity, direction and persistence of effort toward
attaining a goal.
• It allows us to change behavior, develop
competencies, be creative, set goals, grow interests,
make plans, develop talents, and boost engagement.

6. SUB TOPIC Part 1 Motivation Theory
Building a better workplace through motivation
• People spend a considerable part of
their lives at work, so it is not surprising
that they expect to be rewarded and
satisfied with the job that they do.
• “Motivated employees are happier at
work”
• “More satisfaction from their work, are
absent less often, tend to be more loyal
and work with more enthusiasm”

7. SUB TOPIC Part 2

8. SUB TOPIC Part 2
• W.K. Kellogg instilled more than 100 years ago
• Now manufactured in 18 countries and sold in 180 countries
across the world including India and South Asia.
• W.K. Kellogg did flake corn back in 1898.
• Later the company was founded as the Sanitas Food
Company in 1900 by the brothers W.K. Kellogg and Dr. John
H. Kellogg, that proved a popular breakfast food among the
patients at Dr. Kellogg’s Battle Creek Sanitarium.
• In 1906 established the Battle Creek Toasted Corn Flake
Company.

9. SUB TOPIC Part 2

10. SUB TOPIC Part 2

11. SUB TOPIC Part 2

12. SUB TOPIC Part 2
Kellogg's values and culture support its role as a good employer.
Encouraging everyone to live by the K-Values throughout the whole business
creates a culture of people that have ownership over their own projects

13. SUB TOPIC Part 3 Motivation Theory

14. SUB TOPIC Part 3
ANALYSING KELLOGG’S IN VIEW OF TAYLOR’S SCIENTIFIC
MANAGEMENT THEORY
• Monetary reward was an important motivating
factor.
within Kellogg’s many employees are motivated
by cash alternatives which include the
opportunity to buy and sell their holiday days.
• Taylor’s view of motivation applies to people who
tend to work within narrow job confines. (piece
work).

15. SUB TOPIC Part 3
• Taylor’s theory breaks down jobs into components or
specialist tasks through the division of labor.
“can be applied to production processes within large
companies like Kellogg's”
• The danger with this is that individuals are simply focused
on output to get rewards so quality might suffer as a
result of employees rushing to do the job.

16. SUB TOPIC Part 3
• Scientific management is not a process that allows
development of people. It limits their ability to take
ownership of what they do.
• It limits their ability to take ownership of what they do.
Kellogg’s staff are encouraged to be creative and use
their imagination to contribute towards change.
Consequently, Taylor’s view of monetary reward for
output is not appropriate for the motivation required for
this type of workplace.

17. SUB TOPIC Part 3
Vroom’s Valence-Expectancy Theory

18. SUB TOPIC Part 3
• A person’s motivation towards an action at any time would be determined by an
individual’s perception that a certain type of action would lead to a specific
outcome and his personal preference for this outcome.
1. Force(compulsion of an individual to behave in a given way)
2. Valence(preference for consequent reward)
3. Expectancy(perceived likelihood that the behavior will result in the intended
outcome)
4. Instrumentality(perception that the intended outcome will lead to the consequent
reward)

19. SUB TOPIC Part 3

20. SUB TOPIC Part 3
Vroom’s Valence-Expectancy Theory at Kellogg’s
• Every year, Kellogg North America Supply
Chain holds the Plant Championship.
• The food production facilities are divided in
two divisions competing for two first-place
prizes of $100,000 and two second-place
prizes of $50,000.
• The competition is based on year over-year
facility improvements in people safety, food
safety, financial performance and customer
service.

21. SUB TOPIC Part 3
Vroom’s Valence-Expectancy Theory at Kellogg’s

22. SUB TOPIC Part 3
David McClelland's Human Motivation Theory

23. SUB TOPIC Part 3

24. SUB TOPIC Part 3
• People motivated by achievement need challenging, but not
impossible, projects.
• They thrive on overcoming difficult problems or situations,
so make sure you keep them engaged this way
• Eg; Plant Championship
• Desire for friendly and close interpersonal relationship
Example at Kellogg’s
• Achieves’ Coffee Chats feature, which pairs employees at
random with a colleague in another area of the business and
invites them to schedule a virtual coffee chat
• Open plan lobby area with coffee bars
• People get motivated through leadership programmes
• Eg; Laura Bryant, she joined Kellogg's field sales team
customer marketing manager assistant brand manager
brand manager for Kellogg's cornflakes
ACHIEVEMENT
AFFILIATION
POWER

25. SUB TOPIC Part 3
Maslow's Need Of Hierarchy Theory
• Abraham H. Maslow was an eminent US
psychologist.
• He developed a general theory of motivation called
the "Need Hierarchy Theory".
• This theory is based on the needs of the people.
• Human needs have a certain priority. When the basic
needs are satisfied a person seeks to fulfil the higher-
level needs.
• Maslow proposed a hierarchy of five types of needs.

26. SUB TOPIC Part 3

27. SUB TOPIC Part 3
PHYSIOLOGICAL NEEDS
• The Kellogg's Cornflex flexible benefits programme allows employees to
choose those benefits that suit them.
• This includes childcare vouchers, cash alternatives to company cars and
discounted life assurance schemes.
• Kellogg's offers competitive salaries.
• Savings & competitive salaries help workers' further and also motivate them
to be loyal to the company.
APPLICATION OF MASLOW’S THEORY AT KELLOGG’S

28. SUB TOPIC Part 3
PHYSIOLOGICAL NEEDS

29. SUB TOPIC Part 3
SAFETY NEEDS
• Kellogg's values the safety of all
employees.
• Provide a safe and healthy work
environment to prevent accidents.
• Offers employees a range of working
patterns. (work part-time, career
breaks or homeworking)
• This helps employees to choose the
best option for a healthy work-life
balance.

30. SUB TOPIC Part 3
SAFETY NEEDS

31. SUB TOPIC Part 3
SAFETY NEEDS

32. SUB TOPIC Part 3
SAFETY NEEDS

33. SUB TOPIC Part 3
SOCIAL NEEDS
• Kellogg’s operates weekly group
'huddles'.
• This helps strengthen teams and
enhances workers' sense of
belonging.
• Open approach to communication
keeps everybody focused on the
company’s aims.

34. SUB TOPIC Part 3
SOCIAL NEEDS

35. SUB TOPIC Part 3
ESTEEM NEEDS
• Kellogg's positively
recognises and
appreciate staff
achievements.
• Provides Rewards and
Promotions.

36. SUB TOPIC Part 3
SELF ACTUALISATION
• Provides employees the opportunity to take
on challenging and stimulating
responsibilities.
• For eg; the business provides the opportunity
for individuals to take ownership of projects.
• This enables them to develop and improve.

37. SUB TOPIC Part 3
SELF ACTUALISATION

38. SUB TOPIC Part 3
HERZBERGS THEORY

39. SUB TOPIC Part 3
HERZBERGS THEORY
• Herzberg felt that satisfied employees
would be productive employees.
• Herzberg's theory is sometimes called the
two-factor theory.
• These motivators, according to Herzberg,
are intrinsic to the job and lead to job
satisfaction because they satisfy needs for
growth and self-actualization.

40. SUB TOPIC Part 3
HYGIENE FACTORS
INCLUDE
• Company policy and
administration
• Supervision
• Working relationships
• Status and security

41. SUB TOPIC Part 3
MOTIVATORS INCLUDE
[GROWTH FACTORS]
• Achievement
• Recognition
• Responsibility
• Personal growth.

42. SUB TOPIC Part 3
• Herzberg explains that the two sets of factors are separate
and distinct because they are concerned with two different
sets of needs.
• They are not opposites. The theory proposes that most
factors that contribute to job satisfaction are motivators
(achievement, recognition, the satisfaction of the work
itself, responsibility, and opportunities for advancement and
growth).

43. SUB TOPIC Part 3
• Most factors that contribute to job
dissatisfaction are hygiene elements
(company policy, general
management, the individual
relationship with their manager, and
working conditions).

44. SUB TOPIC Part 3
APPLICATION OF HERZBERGS THEORY AT KELLOGS
• Kellogg's has a 'Fit for Life' programme offering employees access to fitness
centres, free health checks and annual fitness assessments by healthcare
specialists every spring.
• 'Summer hours' programme from May to September, So if employees have
worked a full week's hours by noon on a Friday, they can finish work at that
point. This means employees can adjust their working hours to balance their
work against family or lifestyle commitments.

45. SUB TOPIC Part 3
APPLICATION OF HERZBERGS THEORY AT KELLOGS

46. SUB TOPIC Part 3
• Kellogg's sales team meets every Friday morning to share the week’s success
stories. Once a month it recognises individuals that have worked above and
beyond the K-Values. Winners receive a range of awards for flexitime, home
working, part-time working, and job sharing.
• Flexible working at Kellogg's enables employees to travel to events and
provides them with the opportunity to pursue their hobby at a serious level.
This opportunity to adjust working life to accommodate employees’
personal ambitions makes them feel respected and supported.

47. SUB TOPIC Part 3
Other initiatives within the organization include:
• Flexitime, home working, part-time working,
and job sharing
• Career breaks, parental leave, time off for
dependents, and maternity and paternity leave
• On-site gyms or subsidized access to local
facilities.

48. SUB TOPIC Part 3
Elton mayo’S human relations theory
• Elton mayo who was the father of human relations theory showed that
employees were best motivated when they work in teams according to his
experiment conducted in hawthorn plant USA
• Mayo’s management theory promotes the hypothesis that workers are
motivated by social and relational forces more than financial or environmental
conditions

49. SUB TOPIC Part 3
Elton mayo’S human relations theory
• He attempts to explain the informal relations among the employers and the
employees are concerned with moral and psychological rather than legal aspects
of and organization
• His work showed that taking an interest in and caring for the employees can have
positive effect on employee motivation and productivity
• He showed that employees were best motivated if they worked in teams. They
were also motivated if mangers communicated and consulted with them more
and took greater interest in their views and wellbeing

50. SUB TOPIC Part 3
APPLICATION OF MAYO’S THEORY AT KELLOGG’S
Kellogg's keeps a two way communication with employees through
communication programs this helps to empower the work force

51. SUB TOPIC Part 3
APPLICATION OF MAYO’S THEORY AT KELLOGG’S
For example, its open-plan lobby
area with coffee bar
accommodates as many as 200
people. It provides an informal
venue for briefings and
presentations. The WK Kellogg
Values Awards programme
provides special recognition for
what employees do and rewards
them for how they perform.

52. SUB TOPIC Part 3
APPLICATION OF MAYO’S THEORY AT KELLOGG’S
• Sue Platt, HR Director says "Here at Kellogg’s listening is a
central premise of the way we work. We believe that our
employees have some of the best ideas and that a successful
company is one that listens to the grass roots feedback "
• Kellogg’s also provides personal development planning for staff ,this
includes secondments and study leave

53. SUB TOPIC Part 4
• Through integrity, accountability, passion,
humility, simplicity and a focus on success, we
have created a vibrant company culture where
ideas can blossom, people can thrive and
success can flourish.
• They're collaborative and empathetic. They're
not showoffs: They're high-impact and low-
ego.

54. SUB TOPIC Part 4
• Steve Cahillane is the president and
CEO of Coca-Cola Refreshments; Steve
began his career as a sales
representative for E&J Gallo Winery.
• Kellogg's Chairman of the Board & Chief
Executive Officer from 2 Oct 2017–

55. SUB TOPIC Part 4
India & South Asia
1. Prashant- Managing Director
2. Rachit- Director Sales
3. Anahita- Director Legal
4. Padmaparna- Director Regulatory
5. Nimisha- Sr. Director HR
6. Aparajita- Director – IT
7. Vinay Subramanyam- Marketing
head
8. Nandita- Director Finance
9. Swarn- Director Research, Quality,
Nutrition, and Technology
10. Amit- Director – Supply Chain

56. SUB TOPIC Part 5
• Kellogg's shows that having highly motivated staff
can improve efficiency, output and quality.
• Motivating staff helps to make them more committed
to the workplace.
• Kellogg's is able to make working a more exciting and
interesting experience for employees through the
various programmes it offers. At the same time they
become more productive, profitable and help the
business to be more competitive.

57. Fact
Fact ~ Fact ~ Facts
Fact
Fact ~ Fact ~ Facts
Fact
Fact ~ Fact ~ Facts
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58. Review
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• Building a better workplace through motivation: A Kellogg's case study
• https://www.linkedin.com/pulse/20140722081552-40947926-kellogg-s-strategy-k-
values-of-motivation-of-employees/
• https://www.kelloggs.com

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Subject: Organizational Behaviour
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