ASSIGNMENT #4

NAME: AT
SUBJECT: POM

CASE APPLICATION 1

“Passion for the Outdoors and for People”

QUESTION-ANSWERS:

QUESTION #1:
According to Maslow's hierarchy, which basic needs does the Patagonia culture meet? What would it be
like to work at Patagonia? (Hint: Go to Patagonia?s website and find the section on jobs.) What?s your
assessment of the company?s work environment?
ANSWER:
Patagonia culture meets three basic needs that are ,the physiological, security, and esteem. These are
known as 3 stages according to Maslow’s Hierarchy. The first stage, the physiological stage is fulfilled by
the requirement of food. That food which is made by company’s cafe and known as “organic food and
drinks”. The second stage, security stage is satisfied by the need for shelter. The fourth stage is called
Esteem which means that there is a sense of esteem because these employees have a sense of
responsibility for their own work, which benefits in environmental protection.

I think Patagonia is very concerned about environmental health because their employees understand that
"what they do every day is contributing toward larger purpose-protecting and conserving the regions", that
they care about the most, which is the environment. So, as Patagonia offers a great work environment
with a strong sense of company cultures plus salaries are also reasonable, and benefits are excellent. So
it’ll be a great feeling to know you're working for a company that cares about the environment.

My assessment of the company’s work environment is that Patagonia's culture encourages ethical
behaviour among staff and the organization as a whole. Patagonia provides to their workers' the basic
needs, which include food, social activities, and shelter. Patagonia also has a solid base objective
of protecting environmental health. Therefore. these members are dedicated to this belief so they do
everything in their potential to adhere to it.
QUESTION #2:
Using what you’ve learned from studying the various motivation theories, what does Patagonia’s
situation tell you about employee motivation?
ANSWER:
The enquity theory in the chapter is the theory which states that “ an employee evaluates her job's
input-output ratio to that of relevant others, then makes any required changes”. So, If an employee was
underpaid at Patagonia, they may begin to see themselves as underpaid. Therefore, when this occurs, the
employee will make an attempt to resolve the issue. The individual will begin to compare themselves to
comparable persons with the same work title and salary which causes issues. The sense of being underpaid
can then have a negative impact on an employee's loyalty to the organization and therefore it’ll lead to
resignation which affects organization. Also managers may encourage people by being clear and honest
about how decisions are made and rules are followed. Employee appreciation programmes and salary
reward systems are additional options. Managers may establish similar goals so that employees feel like
they are a part of the process, which will improve performance. Managers can also seek employee input in
order to help employees "feel appreciated and respected." This is what patagonia’s situation tells about
employee motivation.

QUESTION #3:
What do you think might be Patagonia’s biggest challenge in keeping employees motivated?
ANSWER:
I think that Patagonia's biggest challenge in keeping employees motivated would be keeping the passion
for the outdoors and environment, and changing their perceptions regarding the firm and its values. The
organization encourages work-sharing among its employees and requires them to compare their results to
those of their colleagues. Finding out how they are getting demotivated and how to stop it is also a
struggle for them. Employees become a part of their company, with their own set of requirements and
expectations. Employees differ in their views, attitudes, values, backgrounds, and ways of thinking.
However, all firms are unaware of their workforce's diversity and, as a result, are unaware of and
uninformed about various approaches. The changing workforce is one of the main motives for working in a
challenging job. I know that they have been successful because the firm is doing something that they are
passionate about, but still that same desire can easily be lost.
QUESTION #4
If you were managing a team of Patagonia employees in the retail stores, how would you keep them
motivated?
ANSWER:
If I were in charge of a retail team of Patagonia employees, I would keep them motivated by creating
similar goals, I will have quarterly rewards for workers who meet targets, show up on schedule, and go
beyond and beyond for the company, I might even do an employee of the month with incentives to help
inspire my workers. When running a company, it is critical to keep the staff involved and updated. I will
include my staff in any choices that need to be taken, because they are the ones that deal with products
and clients. I want to treat my workers equally and make them feel at ease working for me. These frequent
goals include making $100 in retail sales for the day or having a friendly competition to see who can make
the most sales in a month. If I were in charge of Patagonia. To inspire my staff, I would provide bonuses as
well as employee prizes or incentives.The shared objectives can encourage staff by improving their sales
performance.