Motivation

Locke (as cited by Saari and Judge, 2004, p396) defined motivation as “a pleasurable or
positive emotional state resulting from the appraisal of one’s job experiences”. This definition
draws attention to two aspects, in particular, namely the emotional attachment an employee
has to their job, and the deliberate review of an employee’s work by the employer. According
to David and Anderzej (2010), motivation can be understood as cognitive decision making in
which the intension is to make the behavior that is aimed at achieving a certain goal through
initiation and monitoring. At work places, reviews are done using appraisals and appraisals at
work have predetermined standards, and their outcome may provoke an emotional reaction
in the employee, and this reaction will determine how satisfied or dissatisfied an employee is.
Good marks in reviews may reflect that an employee is satisfied and bad marks may reflect
the opposite. In every employee, motivation maybe because outside factors (extrinsic) such as
rewards or within an individual (intrinsic), desire to do better.

 Importance of Motivation in the Workplace

Motivation can emanate from with an employee with a passion and desire to work and
produce results. This kind of motivation is self-driven by an employee in order to elevate his
feelings to accomplish. However, in extrinsic motivation, an external factor such as a reward
is used to boost the employee’s moral and desire to work. As is a normal case, employees work
in exchange for compensation for their hard labour but how far they go depends on how
motivated they are. According to Perry and Hondeghem (1999), the individuals desire to
perform, and provide services to customers, with the mandate to do good is enough factor to
motivate. Performance at work is related to the employees pay of which the employee may not
have control of that reward as it is external. Apart from rewards, there are other factors that
are external such as promotion at work, security of the job, salary increment that may give
meaning to employees motivation. Therefore, for organizations to continue existing and
retaining its workforce, they must keep on working on strategies that can help in motivating
its employees. Motivated employees have a sense of belonging and loyalty to the organization
and always work hard to be associated with the results of their labour. Motivation have effect
on employees as individuals to achieve and as well as ability to be innovative because they
believe in themselves which will benefit the organization to succeed (Yang Jie, 2010). A
motivated worker is easy to be retained hence saving the organization finances of replacing
workers, also it encourages workers to always achieve more on daily productions as they are
having a sense of security of their work. Management will have time to attend to other
important issues because their motivated workforce can build teams that can help with the
supervision and production of work.

CONSUMER RESEARCH OF H&M IN TERMS OF

MOTIVATION
MASLOW'S HEIRACHY OF NEEDS

Psychologist Abraham Maslow first introduced his concept of a hierarchy

of needs in his 1943 paper A Theory of Human Motivation and his
subsequent book Motivation and Personality. This hierarchy suggests that
people are motivated to fulfill basic needs before moving on to other,
more advanced needs.
This hierarcy is most often displayed as a pyramid. The lowest levels of
the pyramid are made up of the most basic needs, while the more
complex needs are located at the top of the pyramid. Needs at the bottom
of the pyramid are basic physical requirements, including the need for
food, water, sleep, and warmth. Once these lower-level needs have been
met, people can move on to the next level of needs, which are for safety
and security.

According to Maslow (and common sense), the core physiological needs humans
must have met, include:

 air to breathe
 food to eat
 water to drink
 shelter
 warmth
 sleep

H&M provides decent standard of health compliant with this category; namely, clean
air to breathe, clean water via water filtration systems to stay hydrated, people are
actually encouraged to take lunch breaks (which meets both the “food” and “rest”
sub-needs within this category). and rest time between and during shifts to all their
employees.

Safety Needs:
This level in the hierarchy means safety that’s both literal (protection from the
elements, absence of violence, and financial security, for instance) and more abstract
(law and order, political stability, etc.).H&M provides a workspace that’s physically
safe and as free from the threat of injury as possible.  But it extends further than
safety and security, covering a worker’s emotional well being, as well. H&M provides
adequate medical and retirement benefits, for instance, that sense of security frees to
all their employees  from stressors that would’ve otherwise competed for mental
space with their job. And when workers feel that they have both job security at
present and a more overarching financial security in the long run, they’re much more
likely to remain loyal to that job, too.
Social Needs:
Where the first two levels of the hierarchy should be a given at any workplace, here’s where
it starts to get a little trickier. Companies can ensure their employees’ Love and
Belongingness Needs — which include friendship, intimacy, trust, and acceptance. H&M
provides a workplace to their employees to spend a little time together off the clock for
promoting a friendly, collaborative culture. H&M provides family-friendly company policies
to their employees that allow employees to better balance their family and job duties,
including by having paid parental leave programs, the possibility of flexible hours, on-
site pumping rooms

Esteem Needs:
Maslow defined this tier’s characteristics as: self-esteem, confidence, achievement, and
enjoying the respect of others. Coincidentally, these are all areas in which an employer can
play a pivotal role, especially in striving to recognize employees for their achievements. The
Esteem Need was further divided by Maslow into two categories, external and internal
motivators, and companies can play crucial parts in each. For external motivators, H&M
provides such things like prizes, awards, and promotions go a long way in making people
feel properly (read: publicly) acknowledged for a job well done. As Internal motivators H&M
allows employees to set their private goals that employees individually set for themselves; as
these personal goals are met, their self-esteem correspondingly rises.

Self-actualization:
Maslow’s Motivation and Personality, he defined this level as the desire to accomplish
everything that one can and to become the most one can be. The phase of self-
actualization is where the company’s initiatives to actuate people and
how the employees motivate themselves should run into. Since the
employees basic demands must be fulfilled. Before coming the phase of
self-actualization. H&M encourages their employees to be self-motivated.
H&M gives a workplace to their employees where they can use their
morality, creativity, problem solving skills for motivate themselves.

Motivation - Pink (Three Elements of

Intrinsic Motivation)
In his motivation theory, Daniel Pink states that businesses and leaders should use a new
approach to motivation which is based on self-determination. ... Pink's terms for these are
autonomy, mastery and purpose.
AUTONOMY –

According to Pink, autonomy is the desire to direct our own lives. Pink argues that
allowing employee’s autonomy runs counter to the traditional view of management
which wants employees to "comply" with what is required of them.

However, if managers want employees to be more engaged in what they are doing
(and they should - as tasks become more complicated) then allowing employees
autonomy (self-direction is better).

Pink provides some examples of what he means by autonomy, summarising them

into four main aspects: time, technique, team and task

TIME – H&M allow employees to have time at the workplace to do whatever they

want. This freedom to spend time doing their own thing leads to many more
innovative ideas and solutions. 

TECHNIQUE- H&M Don't dictate how employees should complete their

tasks. Provide initial guidance and then allow them to tackle the project in
the way they see fit, rather than having to follow a strict procedure.

TEAM – H&M allowing employees some choice over who they work with. By
providing open-source projects and tasks, they have the ability to
assemble their own teams.

TASK – H&M Allow employees to have regular creative days where they
can work on any project or problem that they wish. Evidence shows that
many new initiatives are generated through creative free time.

MASTERY- Pink describes mastery as the desire to continually improve at something that
matters. Pink argues that humans love to "get better at stuff" - they enjoy the satisfaction
from personal achievement and progress. Allowing employees to enjoy a sense of progress
at work contributes to their inner drive. H&M provides opportunity to their employees at work
for self-improvement or personal and professional development. Managers set tasks for
employees that are neither too easy nor excessively challenging. These tasks push
employees out of their comfort zones, and allow them to stretch themselves and develop
their skills and experience further.
PURPOSE - Pink describes purpose as the desire to do things in service of something larger
than ourselves. Pink argues that people intrinsically want to do things that matter.
H&M Organisational and individual goals should focus on purpose as well as
profit. They are now using profit as the catalyst to pursuing purpose, rather than
the objective. H&M ensure that the mission and goals of the organisation are properly
communicated to employees so employees know, understand and appreciate how their work
and role are fit into the organization.