Case study-1: MOTIVATING EMPLOYEES Case Flight 001 All retail jobs are not created equal. Just ask Amanda Shank. At a previous job, a storeowner bluntly told her, Youre just a number. You can be replaced at any time. Shank said, When youre told something like that, why would you want to put any effort 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 Shanks 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 Johns 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 youre appreciated; you have a say in what goes on. Youre given compliments and feedback about what you could be better at, she explained. Although growth opportunities might seem limited in retail, store leader Claire Rainwater involves 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 reign to create new merchandising displays. Rainwater could easily provide direction on how to approach these tasks, but she allows her crew members the autonomy to determine how they want to approach and execute tasks, which ultimately creates a greater sense of empowerment and engagement. Although retail offers careers, crew development chief Emily Griffin says that the industry is temporary for many people. Most associates just want to make some money while pursuing other interests as students, photographers, musicians, etc. 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.

2. How might feeling underpaid affect the work of a Flight 001 associate?