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 questions
1.1 What is motivation?
1.2 Analyse the key motivational theories
1.3 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.
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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 theories

One of the earliest theories was Frederic Taylor’s theory of ‘scientific management ‘in the 19 th 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 Recommendations

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