Gintong Hiyas Case Study

The Santos family initially owned and managed a company that offered a line of handmade gold and
other jewelry in Quezon City in 1968. As the years go by, the company decided to expand their business
by opening four new outlets that were located in different parts of the city. The increase in the number
of stores also demanded the expansion of the store staff and division of work among the owners in
managing the sales outlets. This expansion was said to have created an array of new problems in the
operations and supervision of all the five company outlets that have led them to the decision of closing
the original store in Quezon City in 1989.

Elizabeth Santos eventually joined her family in the management of Gintong Hiyas, and was responsible
for introducing some innovations such as a system for stock inventory taking and reconciliation, as well
as a better bookkeeping and accounting system for each store and firm as a whole. She was also given
the responsibility of managing two of the Hiyas stores, wherein she was able to implement a bonus
incentive system that would motivate her employees to increase their sales that in return would
improve the store profitability. The incentive system was said to have increased the employees’
responsiveness towards their customers which was followed by a significant increase in the store sales.
The employees’ morale has also improved remarkably as they exceed their sales quota and earn their
bonuses more often.

Armour Garment Case Study

Armour Garments Company (AGC) was a manufacturer of high quality undershirts in the Philippines
established on 1954. For ten years, it has been a flourishing enterprise having only 25 workers at its
onset and accumulating up to 250 workers by the year 1967. The bulk of its products were sold to
wholesalers in Divisoria and in turn are distributed all over the country. In the mid 60’s, more undershirt
factories opened and threatened the market share of AGC but the company was quite confident with its
reputation as a high quality manufacturer of undershirts. Then in 1970, the fashion trend of the country
change as it is wont to do. It became “unfashionable” to wear undershirts and this furthered the
declining sales of AGC.

The company decided to introduce a new brand, “Blossom”, which was of the same quality with its
“Armor” and “Marca Troca” brands but are cheaper. Unfortunately “Blossom” was undermining the
sales of its sister brands so the company decided to discontinue its production. With the failure of the
marketability of its traditional products, AGC decided to venture into ready-to-wear business. They
introduced a polo shirt line, jeans and printed shirts but the results were unfavorable.
Impact of Motivation on Employee Performances: A Case Study of Karmasangsthan Bank Limited,
Bangladesh

Md. Nurun Nabi, Md. Monirul Islam, Tanvir Mahady Dip, and Md. Abdullah Al Hossain

March 12, 2017