Question
(case study) All retail jobs are not created equal. Just ask Amanda Shank. At a previous, a store owner bluntly told her, You're just a
(case study)
All retail jobs are not created equal. Just ask Amanda Shank. At a previous, a store owner
bluntly told her, "You're just a number. You can be replaced at any time." Shank said. 'When
you're told something like that, why would you want to put any efforts in?' That sort of
callous treatment is hardly an incentive. Luckily, after landing a job at Flight 001, Shank
started to feel motivated again. Flight 001 co-founder Brad John frequently visits his New
York stores to talk with staff about what's happening. While visiting Shank's Brooklyn store,
where she had recently been promoted to assistant store manager, John asked if customers
were shopping differently after the airlines had added new fees for checked luggage. Shank
confirmed John's suspicions and gave him a full report along with recommendations for how
they might make adjustments in inventory and merchandising.
Shank is thrilled to have found a place where she can make a contribution and be challenged.
"At this company they make an effort to show you you're appreciated; you have a say in what
goes on. You're given compliments and feedback about what you could be better at", she
explained. Instead of dooming her to dissatisfaction, Flight 001 's hygiene factors helped set
the stage for her to feel motivated on multiple levels. Working in an environment where her
ideas are valued and put into action meets her needs for recognition, respect, growth, and self
fulfilment.
Shank also benefits from a sense of 'task significance' because the owners
genuinely reinforce the perception that her job is important and has a direct impact on
customers and Flight 001 's success.
Although opportunities for job enrichment might seem limited in retail, store leader Claire
Rainwater involves her crew members in projects that use their strengths. If someone excels at
organization and operations, she asks that person to identify and implement an improvement
that excites him or her. She gives visually talented associates free rein to create new
merchandising displays. Rainwater could easily provide direction on how to approach these
tasks, but as a good manager, she allows her crew members teh autonomy to determine how
they want to approach and execute tasks, which ultimately creates a greater sense of
empowerment and engagement. If Rainwater merely gave her crew members more variety
(job enlargement) they would not learn as much or experience the same degree of
achievement.
On the debate of intrinsic verses extrinsic rewards, Rainwater is the first to admit that, in an
ideal world, both rewards would be more than satisfactory. She concedes that liking where
you work and the people with whom you work engenders a sense of belonging that can offset
a less than thrilling pay cheque. In general, retail isn't known for generous entry-level
compensation. To show up and make an effort, workers need a sense of equity, which
probably comes from feeling they're paid fairly in the context of retail.
Promotions, which usually involve taking on additional management responsibilities, are the
answer for those seeking greater financial rewards. High-end retail also tends to pay better
because it requires employees with the skills and competence to deliver sophisticated
customer service and helpful product information.
A big factor in retail compensation is that, historically, the industry has employed a temporary
workforce. Flight 001 's head of crew development, Emily Griffin, confirmed that 'retail is
temporary for a lot of people". most associates just want to make some money while pursuing
other interests as students, photographers, musicians etc. A career in retail interests only a
handful. According to Griffin, "there is room for everybody in retail". Customers love the
variety of people who work at Flight 001.
When visiting a store, customers want to talk to someone interesting and, as Griffin puts it,
"They don't just want somebody chewing gum behind the register." Usually Griffin can tell
which associates are passing through and who might stick around. What is interesting is that
when she started at Flight 001, Griffin thought she was passing through.
Read the case study and answer this only question
Q:1 Speculate the possible reasons Griffin stayed at Flight 001 to pursue a career?
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