This paper presents a motivation plan developed in response to rising employee turnover and declining sales at a retail store facing new competition. Drawing on four established motivational frameworks — Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, Alderfer's ERG Theory, and McClelland's Achievement-Power-Affiliation Theory — the paper proposes concrete workplace strategies including career development opportunities, networking programs, goal-setting initiatives, and management engagement. Each theory is briefly explained and then applied to address specific employee complaints such as lack of recognition, limited advancement, and weak workplace belonging.
With the opening of a competitor store across the street, my store began losing both clients and employees due to several compounding issues. Several employees cited a lack of satisfaction and insufficient motivation as reasons for considering leaving. They also noted that they were not given enough opportunities to exploit their potential and that they had been stuck in the same position since they first started working at the store. Employees further complained about a lack of sense of belonging, even after working there for many years, and felt that the working conditions were simply not adequate. Sales were also declining due to the new competitor, which posed a serious concern for the business. It was therefore time to develop a motivational plan that would not only prevent employees from resigning, but also help the store regain its competitive position.
Abraham Maslow contended that people are driven by five fundamental needs. He represented these in a pyramid he called the "hierarchy of needs." At the base of the pyramid are physiological needs — those that prompt individuals to work, such as the need for food and shelter. Once these requirements are met through pay, people seek safety and security through, for instance, good working conditions. Social needs refer to the need for belonging and being part of a group. Self-esteem may arise from advancement and recognition. At the top is self-actualization — the domain of creativity, challenge, and personal fulfillment. Maslow proposed that achieving one level motivates individuals to pursue the next (TESCO, n.d.).
In 1959, Frederick Herzberg developed his Two-Factor Theory of motivation. His research demonstrated that certain factors were genuine motivators or satisfiers, while another set — which he called hygiene factors — would cause dissatisfaction if absent or inadequate, but would not on their own produce motivation even when present. Herzberg showed that to truly motivate an employee, a business must create conditions that make the employee feel fulfilled in the workplace (TESCO, n.d.).
Employee motivation is a critical responsibility for managers. Early motivational theory, such as that of Taylor, suggested that pay alone motivated workers to improve productivity. However, organizations today require employees to have greater investment and a personal stake in the organization for which they work. Maslow and Herzberg demonstrated that employees are motivated by a wide range of factors. Applying these theories, my organization would provide opportunities for managers and staff to take on greater responsibilities and develop a stronger interest in their own career progression. Because each employee is an individual with different needs and expectations, conducting regular surveys and creating personal development plans would allow for recognition of individual abilities, achievements, and potential for advancement. This would benefit employees through career progression and benefit the organization by ensuring it can serve a large volume of customers through a highly skilled workforce (TESCO, n.d.).
"Existence, relatedness, growth needs addressed"
"Achievement, power, affiliation drive goal-setting plan"
Together, these four motivational frameworks provide a comprehensive strategy for addressing the employee dissatisfaction and declining performance triggered by increased competition. By applying Maslow's and Herzberg's insights to career development, using Alderfer's ERG theory to build workplace community, and drawing on McClelland's achievement model to set meaningful goals, the store can rebuild employee engagement, reduce turnover, and restore its competitive standing.
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