An Amazing Tool for the Employers in the Retail Industry

Table of contents:

Introduction …………………………………………………………………….2

Importance ……………………………………………………………………...3

Factors ………………………………………………………………………….7

Impacts …………………………………………………………………………19

Existing practice for enhancing motivation ……………………………………23

Quality, culture and motivation ………………………………………………...26  

Conclusion ………………………………………………………………………29

Recommendation ……………………………………………………………….29

References ………………………………………………………………………31

Motivation: An Amazing Tool for the Employers in the Retail Industry

1.0 - Introduction 

Employee motivation at the organizations has become a popular area of research since 1930s (Pološki – Vokić et al., 2008). Motivation is defined as the driver that energizes, directs and sustains employee behaviour in the workplace, which stimulates a) initial willingness to exert energy and effort; b) direct this energy in one direction or another; and c) and sustain that effort over time. Moreover, personal believes and values, individual strengths, cognitions, goals and perceived equity, incentives, reinforcement of rewards; and, social norms and believes structures, and also culture may work as motivator in the workplace (Steers and Sanchez-Runde, 2010).

Like other industry, organizations in the retail sector heavily emphasize on the employee motivation. Because, motivation makes the employees more committed and engaged that encourages them to contribute new and innovative ideas, inspire them to put in extra time and turn them into strategic partner (Davenport et al., 2010), by which organizations can achieve maximum productivity and profitability. Thus, it has been revealed that highly motivated employees involve themselves to seek out information actively and draw on more information than less motivated employees (Park et al., 2007). With low involvement, more information consistent to pattern is retained than with high involvement, meaning that consistency of information provided is particularly important with low involvement.