Solving the Motivational Problem

Solvingthe Motivational Problem

Solvingthe Motivational Problem

TheGreens Supermarket was established six years ago. The businessexperienced tremendous growth for the first four years. In fact, theprofit increased over ten times. However, the company seemed to reacha peak on the fourth year. The profits began decreasing steadily. Thefounder of the company replaced the chief executive officers in thecompany twice. The CEOs also reshuffled some of the lower ranksupervisors as well as, attempted to introduce fresh companyoperation approach with little success. The Greens Supermarket’sfounder, Sir John, hired my consultation firm to help him reorganizehis business operation so that it could become profitable.


Afteranalyzing the company’s operation plan, I realized that the problemwas originating from a lack of motivation of the employees. Since theestablishment of the company, the employees have never receivedsalary increment, training or any form of motivation. According toA.H Marlow’s hierarchy of needs theory, human desires arecategorized into five classes. The needs follow each other fromphysiological, safety, social, esteem, and self-actualization. Eachtime one need is accomplished, the other one automatically becomesvaluable (Maslow, 1970).

Sincethe first aim of human beings is acquiring physiological needs suchas sex, food, shelter and drink, the employees in the new GreensSupermarket’s staff was highly motivated to work for the company.The company was offering attractive remuneration compared tocompeting grocery stores in the region. At least the staff could payfor their basic needs using the income they generated from theorganization (Maslow, 1970).

However,I realized that the employees begun a go-slow in the third year afterone of their colleagues working as a cashier was shot and seriouslywounded during a burglary. Employees from all the three differentstores staged three-day protests that ended with a promise ofboosting security in the premises (Maslow, 1970). However, Sir Johndismissed the previous CEO before he could implement the promise.


Afterinterviewing the employees in the organization, I discovered thatthey lack motivation from the management. In fact, the founder of thecompany is too focused on generating profit for the company such thathe does not realize that the staff of the business is working indeplorable conditions. I proposed

Motivatingthe staff is important because many clients were complaining thatthey were receiving poor services. For example, the shelvesattendants were often unwilling to direct them onto locations wherethey could find certain products, the deliveries were occasionallymade later for regular clients while the cashiers addressed clientsrudely (Maslow, 1970). For example, one of the male cashier wassacked a year back after he physically assaulted a customer who triedto inform him that he had given her less money than she deserved.

Iproposed that the company attempts to focus on employee motivationbecause I have used a similar strategy in another freight servicescompany. The manager was worried that he was investing a lot of moneyin advertisements, advanced technology in the industry and training,and yet the company was making huge losses. His company had highemployee’s turnover because he was remunerating them poorly andprevented them from joining workers’ unions. Greens Supermarket hadsimilar issues to the freight services business because the employeeswere complaining of poor compensation and long work hours thatprevented them from exploring their social life. Second, thecustomers complained that the management does not promote themdespite acquiring higher academic qualifications, or even working atthe same level for a long time. Third, over 50% of the employees werecontract and casual laborers in the business. Besides, the managershad a reputation of dismissing the employees without warning (Maslow,1970).


Maslow’stheory asserts that employees require physical safety. Inadequatesecurity personnel in the organization and the unsecure job killstheir morale. I also recommended the manager to improve the securityof the businesses so that it could attract talented employees. Forthe individuals supposed to work at night, he should also providetransport or accommodation space within the facility for securitypurposes (Maslow, 1970).

Third,I recommended that the manager to allow the staff to join staffunions that lobbies for collective employees’ rights. Furthermore,the company should divide the workers into two shifts so thateveryone can have time for engaging in social activities such assports, games, worshipping or just hanging out with friends. I haddiscovered the company’s administration was using theory Xleadership because he believed that the employees are lazy, hate workand are likely to skip responsibilities thus the need to coerce themto work hard. However, I wanted the organization’s management toadopt theory Y administration approach that encourages employees toimplement self-driven objectives that are tailored to suit therequirements of their respective customers (Maslow, 1970).

Finally,I recommended the company to hire employees that have worked in thecompany for some time on a permanent basis. In addition, I proposedthat the company should adopt internal promotion in order toencourage excellent performance among the employees. Permanentemployment, occasional pay rise, and internal promotion strategiesall encourage desire for esteem and self-actualization (Maslow,1970).


Afterimplementing the administration changes proposes, the companyrealized drastic business improve within the first year. The customerratings for the grocery store also improved instantly. Each employeebegan working hard after the CEO announced that they would beginpromoting employees from the company into higher positions. Inaddition, they introduced yearly awards for recognizing the bestperforming employees. Other employees’ ensured to attract customersto the business to acquire additional incentives such as academicscholarships. Presently, the company has successfully managed toregain its previous profit margin. The go-slow is also completelysolved.


Maslow,A. H. (1970). Motivationand personality.New York: Harper &amp Row.