The motivational factors driving store managers when implementing new processes in stores
Lehtola, Taru (2023)
2023
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023052212477
https://urn.fi/URN:NBN:fi:amk-2023052212477
Tiivistelmä
Modern day organizations are working in highly competitive environments and are required to adapt quickly to the turbulences of the markets. This also requires the organizations to be able to implement chages quickly in order to make their operations more cost efficient to maximise profits and minimise loss. The importance of individuals, acting as leaders or change agents is highlighted as it has been noted how indivduals characteristics and motivational drivers can affect the new process implementations and changes.
This study focuses on the motivational drivers behind a case organization’s store managers as they work in the fore front of process implementations, whether they are new processes or adaptatins of an old one. The study uses the self-determination theory as the back bone of the study and a interviewes were conducted, where the questions were related to the different self-determination motivationa factors (external, introjected, identified, integrated and intrinsic). In addition the store managers were asked wheter they would prefer more autonomy in the process implementations as well as how they would prefer to receive information of the new processes.
The results suggest that the intrinsic motivation is high among the store managers, which in turn suggest that the storemanagers can motivate themselves by examining the implications of their proccess implementations in practise. It was also noted that the need for external rewards, such as praise, competition rewards and bonuses received the most differentieated answers.
As a result the organization is suggested to utilize both intrinsic and external motivators, by offering well planned competitions based on team effort, rather than individual performance, and support the intrinsic motivation by helping the store managers how they can best see the fruits of their labor. It is also recommended that the store managers should be trained in small group trainings when possible, with the support of printed out material, and when the technological opportunities in the organization develop, the use of online trainings and possibilities to choose the training methods should be provided.
This study focuses on the motivational drivers behind a case organization’s store managers as they work in the fore front of process implementations, whether they are new processes or adaptatins of an old one. The study uses the self-determination theory as the back bone of the study and a interviewes were conducted, where the questions were related to the different self-determination motivationa factors (external, introjected, identified, integrated and intrinsic). In addition the store managers were asked wheter they would prefer more autonomy in the process implementations as well as how they would prefer to receive information of the new processes.
The results suggest that the intrinsic motivation is high among the store managers, which in turn suggest that the storemanagers can motivate themselves by examining the implications of their proccess implementations in practise. It was also noted that the need for external rewards, such as praise, competition rewards and bonuses received the most differentieated answers.
As a result the organization is suggested to utilize both intrinsic and external motivators, by offering well planned competitions based on team effort, rather than individual performance, and support the intrinsic motivation by helping the store managers how they can best see the fruits of their labor. It is also recommended that the store managers should be trained in small group trainings when possible, with the support of printed out material, and when the technological opportunities in the organization develop, the use of online trainings and possibilities to choose the training methods should be provided.