1. Read the Case Study “The Container Store’s Secret to Success” available in the textbook, Chapter 9 (Ferrell et al., 2020).
2. Using the DeVry Library and only peer-reviewed publications (e.g., periodicals, journals), prepare an APA Report addressing the following:
-A summary of the case
-Describe the Hygiene factors observable in the case.
-Describe the “motivators” that The Container Store uses to motivate its employees.
-Using any of the theories of motivation (other than Herzberg’s Two Factor theory), describe how this organization can use those practices to increase job motivation and share at least two ideas to increase motivation.
-Close this paper with an analysis in which you apply the discussed concepts to appraise critically the importance of the managerial issues addressed in this paper. Use real-life examples to explain the importance of these concepts.
-Include at least three references with your APA report.
-Use the APA Template, located in Course Resources.

ANSWER

Employee Satisfaction

Introduction

            The project’s goal is to summarize and evaluate The Container Store’s employee satisfaction and motivation strategy while recommending the Vroom’s Expectancy motivation theory as an addition to improve employee morale, engagement, and satisfaction. The success of every business is determined by numerous factors, employees forming an integral part. When employees are treated well, they become invaluable assets in businesses, as they define success and drive productivity through their engagement and performance (Badubi, 2017). Hence, companies must prioritize employees’ motivation to keep them actively engaged in boosting their morale to maximize their productivity and performance if they wish to maximize their bottom-line and competitiveness in the industry.

Case Study Summary

The case study evaluates the success intrigue in The Container Store, which seems to be its employee motivation and satisfaction strategy, as this topic is the focal point. For over 10 years, this store remains the best company to work for, as recorded by Forbes, being elected as top 100 company. The secret revolves around the belief employees are the most important among other stakeholders and for this reason the store places employees first followed by customers and shareholders. The store ensures its workforce is adequately trained to perform their duties, well motivated through adequate salaries, perks, employee celebration day, and emergency assistance forums. The management’s motivation to treat their employees as number one is geared to motivate excellent customer service providence, increase productivity, and keep its workforce satisfied and motivated throughout.

Hygiene Factors

According to Herzberg’s Two-factor theory of motivation, hygiene factors are non-motivators but employees cannot be satisfied without. Meaning that even though they are present, they do not motivate employees to work harder but once eliminated, they become dissatisfied. In the case study, observable hygiene factors include benefits, basic salary, excellent and supportive working milieus and conditions, and extensive training given to employees. The Container Store pays its employees 50% more than other retail businesses, this is a basic salary that employees expect but does not necessarily motivate them to work harder, however, once the paycheck delays or is reduced by even a dollar employees discontent may arise. This is similar with benefits, the long 263 hours of training with dedication to provide the best working conditions among employees. Working in good working conditions is something all employees wish, if not granted they become restless, but do not necessarily maximize employees’ satisfaction of motivate them to work extra harder.

Motivators

The Two-factor theory provides hygiene factors and motivators as the primary factors that explain the satisfaction and motivation of employees. Motivators are those factors that inspire, stimulate, and drive employees to put extra effort, increase their participation, and maximize their performance in the workplace. Having identified the hygiene factors, the observable motivators from the case study include employee recognition, employee celebration of their achievements, and the work they do maximizes their satisfaction as they acquire adequate and comprehensive training. Primarily, employees in The Container store are placed at position one in the hierarchy followed by customers and lastly, shareholders. Through the open communication culture integrated, employees’ ideas and opinions are acknowledged, as they are encouraged to participate actively on all issues and engage their mangers without fear, intimidation, or hesitation. This shows how the store minds and recognizes their employee’s opinions. Moreover, employees are recognized and their achievements celebrated every 14 February with the “We Love Our Employees” theme. During this event, employees’ efforts are recognized and appreciated (Wolf, 2019). Finally, employees are motivated to fulfil their duties, as they are adequately equipped through the long dedication in training.

Vroom’s Expectancy Theory

A major lesson learned is that employees must be satisfied and motivated to maximize effectiveness and fecundity in the workplace. According to Vroom’s expectancy theory, employees become motivated and productive when they believe their added efforts would lead to successful outcomes and that the success will be rewarded. This means that employees will only go the extra mile and boost their performance only when the efforts and actions taken will end in successful outcomes and these results will be remunerated. The belief in the success and reward form the expectancy part of the theory (Parijat & Bagga, 2014). Using the case study, the store can attach weekly commissions or bonuses for employees with the highest sold boxes accompanied with high-level recognition such as the “Employee of the Month.” Secondly, the company can ask employees to be stockholders or shareholders where they receive equity. However, reaping high bonuses or maximized equity is determined by their productivity and performance.

Conclusion

            Employees’ motivation and satisfaction require a combination of factors that address their needs and requirements in their work. The Container Store integrates a conclusive and inclusive employee motivation and satisfaction strategy in addition to its dedication to employees by making them invaluable assets. The Two-factor theory is conclusive and inclusive as it covers the two important factors that maximize efficiency and performance among employees; motivation and satisfaction. The hygiene factors ensure increased employee and job satisfaction while the motivators work to stimulate increased productivity. Motivated and satisfied employees are more engaged and likely to perform highly, as enthusiastic, contented, and prolific working environments and cultures are created.

References

Badubi, R. M. (2017). Theories of Motivation and Their Application in Organizations: A Risk Analysis. International Journal of Innovation and Economic Development, Vol 3(3), pp: 44-51.

Parijat, D. P., & Bagga, S. (2014). Victor Vroom’s Expectancy Theory of Motivation – An Evaluation . International Research Journal of Business and Management, Vol VII(9), pp: 1-8.

Wolf, J. (2019). CREATING A CULTURE OF RECOGNITION: TOTAL REWARDS & RECOGNITION INITIATIVE. Retrieved from https://www.wolfmotivation.com/programs/creating-a-culture-of-recognition-total-rewards-recognition-initiative