CASE STUDY

FLIGHT 001: MOTIVATING EMPLOYEES

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.

Source: Samson, D., and Daft, R.L. 2012. Management. 4th ed. Cengage Learning, Australia: 622-623

Questions:

1. According to Maslow's hierarchy of needs, what basic needs did Shank's old boss

fail to meet? Explain with examples

2. Explain how might feeling of being underpaid affect the work of a Flight 001

associate? Use appropriate motivation theories to support your answer.

3. Speculate the possible reasons Griffin stayed at Flight 001 to pursue a career.

Justify your answer.