Reflection and Discussion Forum Week 3 Options Forum

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Trine University *

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ORGANIZATI

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Management

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Nov 24, 2024

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I found Chapter 6, Motivating Behavior with Work and Rewards important to discuss. Motivating behavior with work and rewards is essential for the success of any organization. Work provides an opportunity to achieve progress and to receive rewards reinforcing such progress. Rewards provide a source of motivation to help an individual maintain or increase the level of their performance. Rewards increase job satisfaction and encourage employees to do their best work. Employers can use a variety of rewards systems to encourage and motivate their workforce. This could include monetary rewards such as bonuses and raises; non-monetary rewards such as time off or recognition; and intrinsic rewards such as praise or extrinsic rewards such as appreciation or task enrichment. The rewards should be tailored to the individual's interests and preferences to increase motivation as well as incentivize the desired behavior or action. Being able to recognize hard work and reward employees for such work is a powerful tool to keep a motivated and productive workforce. Establishing goals and providing reasonable recognition and rewards to those who meet or exceed them is an effective way to increase employee engagement and help employees reach their full potential. Creating a system of rewards and recognition that meets both business needs and employees' motivation will have a positive impact on productivity, efficiency, and organizational performance (Emmanuel & Nwuzor, 2021). What behaviors would you want from your sales staff? I want my sales staff to be knowledgeable and courteous when serving customers. Having a genuine understanding of the products and services that we offer, and being able to explain

them will give customers the confidence that we are a quality store. Furthermore, being friendly and accommodating to all customers will create a welcoming atmosphere and a positive customer experience (Wu & Gao, 2019). I want my staff to treat each customer like an individual and provide personalized advice and recommendations based on their tastes and needs. I don’t want staff to feel pressure to make a sale but instead focus on establishing a trusting relationship with customers. I want them to be conscious of the customers time and not bombard them when working with them. Secondly, I want my staff to be professional and efficient. I expect clean uniforms and a good posture at all times. I expect employees to be punctual and reliable when it comes to their shifts. I want them to be able to maintain their composure in difficult situations and be able to process transactions accurately and quickly. Lastly, I want my staff to be team players and help their colleagues whenever needed. They should be actively engaged in learning from their peers and try to be problem solvers by utilizing the collective knowledge of the team. Graduate-level response What goals would you set for your sales staff, given your answer to question 1? The goal for my sales staff would be to create a service-oriented atmosphere that result in customer loyalty and sales for the store. Specifically, I would want them to focus on helping each customer find the right products for their individual needs, educating them about the different options available, and building a personalized relationship with the customer to ensure their satisfaction. I also expect them to be knowledgeable about the store’s products, its policies, and the story of the company. The goal is to create an experience that will bring customers back to the store, as well as to help generate referrals to new customers.

In order to measure success and motivate my sales staff, I would create incentive programs that reward employees for increasing sales as well as customer loyalty. The rewards could come in the form of commission, bonuses, or gift cards to our store. Additionally, I would create a recognition program where employees are awarded for exceptional customer service and for outstanding performance. Finally, I would create a performance-based system where employees are evaluated based on their sales numbers, customer surveys, and adherence to store policies. What type of system would you set up to reward these behaviors? My plan for motivating my sales staff is based on customer service-oriented competition. I want to reward individuals who exceed expectations in customer service with bonuses and other incentives. I will also promote teamwork and collaboration among staff members because I believe that a team-oriented environment will foster better customer service and increased sales. At the beginning of the fiscal year, I will map out specific goals for our sales staff and divide them into individual and team goals. I will also create criteria for exceeding expectations in customer service, such as responding positively and effectively to customer inquiries, offering internal services such as delivery options, and offering customers special deals and discounts as appropriate. At the end of each month, I will have a system in place to measure and evaluate how well our staff has achieved these goals. This evaluation system will include both quantitative data (i.e. sales figures and customer reviews) as well as qualitative data (i.e. observations from customer interactions). I will then reward employees based on their performance.

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For individual goals, I plan to offer bonuses in the form of a store credit or gift certificate to the employees who have exceeded performance expectations for the month. For team goals, I plan to offer team activities such as dinners or activities outside of the store. This way I can reward my staff and help build camaraderie while keeping the focus on customer service. In this way, I will be able to foster a competitive yet collaborative environment and offer incentives for staff members who demonstrate excellent customer service while still achieving the organization’s goals. What challenges would you be on the lookout for? How would you proactively address these potential challenges to prevent them from happening? The biggest challenge to motivate staff would be setting achievable goals and objectives. Every employee will have different needs, skills, and passion, and that needs to be taken into account (Toth et al., 2021). It is important to set goals and objectives that are both challenging and achievable. Another challenge is making sure that all employees are being provided with the same opportunities. As a result of setting goals that are achievable, the same opportunities should be available to all employees in order to give them the same chances of succeeding. I would proactively address these issues by developing a clear, concise, and achievable set of goals and objectives for the entire sales staff. This would entail understanding the individual abilities of each employee and defining what success means to them. Additionally, I would include goal-oriented individual incentives that are achievable only when the team meets their individual as well as organizational goals. This would create a strong team environment

while providing individual motivation. To address unequal opportunities, I would also provide access to development opportunities that are available to all staff members. Overall, these strategies could lead to a higher level of motivation and increased performance from the sales staff. Additionally, periodically revisiting these goals and objectives can help ensure that they are still relevant and up-to-date. Finally, I would regularly meet with the sales staff to measure their engagement and satisfaction. Offering feedback and guidance, as well as openly inviting questions or comments, is a crucial part of creating an atmosphere of respect and trust.

References Emmanuel, N., & Nwuzor, J. (2021). Employee and Organisational Performance: Employees Perception of Intrinsic and Extrinsic Rewards System. Applied Journal of Economics, Management and Social Sciences , 2 (1), 26-32. Toth, I., Heinänen, S., & Puumalainen, K. (2021). Passionate and engaged? Passion for inventing and work engagement in different knowledge work contexts. International Journal of Entrepreneurial Behavior & Research , 27 (9), 1-25. Wu, S. H., & Gao, Y. (2019). Understanding emotional customer experience and co-creation behaviours in luxury hotels. International Journal of Contemporary Hospitality Management , 31 (11), 4247-4275.

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Reflection and Discussion Forum Week 3 Options Forum

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