Section 1. This paper seeks to analyse the relevant Motivation theories as they relate to the retail sector and to make recommendations to Tesco. In order to make these recommendations, a few sub-questions have to be answered. Firstly, what is motivation, secondly to identify and analyse the key motivation theories and thirdly to apply these theories to the retail sector. The conclusion will include the recommendations.

Sub questions1.1 What is motivation?1.2 Analyse the key motivational theories1.3 How to apply the theories to the retail department.

The paper will then conclude with an evaluation of the importance of these theories and the three recommendations.------------------------------------------------------------------------------------------------------------------------------ Section 2: What is motivation?

As defined by Naylor (1999) motivation encompasses all the internal processes and external forces that direct employee’s behaviour.

Grossman (1979) defines motivation as functions, like hunger for example, this leads to setting goals that lead to fulfilling these functions, eating in this example. Whereas Bloisi et al (2007) describe motivation as the conscious decision to put more effort into one activity than another for whatever reason.

Cowling et al (1988) suggests that there are four common characteristics in the definition of motivation. These being:

To allow for individual uniqueness For the work to be under a person’s control Knowing what gets that person activated and them having the will to engage in this behaviour The purpose of motivational theories is to predict behaviour

Section 3: Analyse the key motivational theoriesOne of the earliest theories was Frederic Taylor’s theory of ‘scientific management ‘in the 19th century which clearly separated managerial and shop floor workers (Knights & Willmott 2007). It allowed no autonomy to shop floor workers and limited them to performing a specialised single job which could allow them to be replaced relatively easily. It did not allow for personal growth of the employee and tended only to be successful when there was a low employment rate (Pruijt 1997).

In 1943 Maslow developed a hierarchy according to which there are five levels of human needs to be achieved by the employees at work. At the base of it are the physiological needs that once sufficiently gratified would allow another set of ‘needs’ to emerge. Safe, love, esteem and self actualization are positioned above in the hierarchy (Boddy, 2008). However there is no evidence that higher level needs cannot be fulfilled without the lower level needs being satisfied first or that the human needs can be classified into five distinct categories (Bentley, 1991).

Moreover in 1972 another similar approach was adopted by Alderfer who had built his ERG theory (Bloisi et al 2003) this having core needs such as existence, relatedness and growth. Unlike Maslow, Alderfer concluded that if the higher needs are unsatisfied than the desire to satisfy a lower need intensifies even if they have already been satisfied. Furthermore in an employee more than one need may be operative at the same time and also his theory contains the frustration-regression dimension.

Based on the latter theory above, Arnolds and Boshoff (2002) revealed that managers were mainly motivated by growth needs whereas the line staff were stimulated by existence and relatedness needs. Satisfying their growth needs enhanced their self esteem.

Herzberg’s two factor theory compliments what Maslow is saying. It states that employees considered ‘motivators’ to be those which influence satisfaction. These being achievement, recognition, responsibility, personal growth and the nature of the work. The other factors such as pay, security, working conditions, policies, supervision and relations were considered to be ‘hygiene’ factors and did not affect motivation. These would cause dissatisfaction if they were not acceptable but would simply cause a neutral state if they were satisfactory (Herzberg 1987)

Section 4: How to apply the theories to the retail department

Reis (2001) argues that regardless of the approach used, the main aim of an organization is to satisfy their customers and make their shopping experience as enjoyable as possible. Therefore managers must have the skills and knowledge to understand the people they work with and vice versa. Dissatisfaction on one side can not promote satisfaction to the other part.

With regards to the retail sector it is important that managers are trained to carry out appraisal and performance reviews on a regular basis to ensure consistency. The retail business might develop appropriate packages of pay and benefits to suit employee’s qualities, skill and performance. According to Maslow managers should recognize each need of the employee and fulfil it to ensure the progress in the needs hierarchy.

Section 5: Evaluate the relative importance of these theories and synthesise an argument based on the evidence in this case

As Bloisi (2003, pg. 204) states in relation to Herzberg’s theory, managers are highly recommended to provide ‘an adequate job context of working conditions and benefits for their people’ in order to avoid dissatisfaction. The retail jobs are nowadays relatively structured and most of them are implying a routine therefore Herzberg (2002) argued that job enrichment is required for intrinsic motivation and this implies a continuous management process. According to this managers need to have the competence to use the full employee’s abilities and select those with higher potential to be promoted in different levels of responsibility. Furthermore management can choose to allocate a variety of tasks (job enlargement) or delegate more in order to increase a greater sense of achievement (empowerment).

Enos (2007) enhances that the classic theories of Maslow and Herzberg are still an important part of understanding the Achieving Manager’s style.

Section 6: Conclusion and RecommendationsIn conclusion the following are recommended to the training manager at Tesco

The retail management should be familiarised with these theories and should understand the difference between motivation and hygiene factors which are suggesting that once the employee has all of his basic needs covered, he will become ambitious for more growth and responsibility.

Surveys are to be carried out periodically so data can be gathered and analyzed to help assess employee’s and customer’s opinion. This will help to make postive decisions for the good of the employee and the business.

The management should ensure that communication within the company flows both ways. Intellectual capital can be gained from the shop floor upwards. This will ensure that management are open to suggestions which could benefit the company and the shop floor workers will feel valued and therefore self motivated

References.

Arnolds, C. A. and Boshoff, C.(2002) ‘Compensation, esteem valence and job performance: an empirical assessment of Alderfer’s ERG theory’, International Journal of Human Resources Management, vol. 13, no. 4, pp.197-211

Bentley

Bloisi, W., Cook, C.W., Hunsaker, P.L. (2007) Management & Organisational behaviour. 2nd edition. Maidenhead. McGraw Hill

Boddy

Cowling, A.J., Stanworth, M.J.K., Bennett, R.D., Curran, J & Lyons, P (1988). Behavioural Sciences for Managers. 2nd edition. Edward Arnold.

Enos

Grossman S (1979) The Biology of Motivation, Annual Review of Psychology, Vol. 30, p209.

Herzberg, F., Mausner, B. and Snyderman B. B.(2002) The Motivation to Work. 4th edition.New York:Wiley

Herzberg, F. (1987) ‘One more time: how do you motivate employees?’ Harvard Business Review, Classic reprint, Sept-Oct

Knights, D. & Willmott, H. (2007) Introducing Organisational Behaviour and Management. London: Thomson

Naylor (1999)

Prujit, H. (1997) Job design and Technology. Taylorism v anti Taylorism. London: Routledge

Reis, D. & Pena, L. (2001) ‘Reengineering the motivation to work’ Management Decision, vol.39, Iss.8, pp. 666-675

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