You've just been appointed Store Manager of Off The Rails, a small, independent fashion retailer. It's late November. Black Friday just happened. And now four weeks of Christmas chaos stretch ahead of you.
Each week you will get advice from the business founder Maz Lowe. Your team of five is already tired. How you motivate them through December will determine whether Off The Rails thrives ā and whether you're trusted with more responsibility. Dissatisfaction is not an option!
"I've learned that what motivates Aisha isn't what motivates Callum. You've got to understand where each person is coming from. Good luck ā I'll check in from time to time."
Last week of November
The three founders of Off The Rails weren't just random names...
Herzberg said: Hygiene factors (pay, conditions) don't motivate ā they only prevent DISSATISFACTION.
It was hidden in plain sight all along.
"Workers are primarily motivated by money."
Taylor believed workers are rational economic beings. Pay them more, they'll work harder. Financial incentives drive output.
"Money prevents dissatisfaction but doesn't truly motivate."
Herzberg identified two types of factors:
Hygiene Factors (prevent dissatisfaction): Pay, working conditions, job security, company policies
Motivators (create satisfaction): Achievement, recognition, responsibility, growth, the work itself
ā ļø Common exam mistake: Herzberg doesn't say pay doesn't matter. It does ā but only up to the point where dissatisfaction disappears. After that, more money doesn't create motivation.
"People have different needs at different times."
Your five team members each represented a different level of Maslow's hierarchy:
Callum needed money. Aisha needed recognition. Nadia needed autonomy. Dev needed stability. Jade needed belonging.
Clear and tangible, but can be expensive, short-term, and create competitive rather than cooperative culture. Notice how financial rewards mattered most to Callum ā but were less effective for others like Aisha and Jade.
Often low cost, addresses deeper human needs, but requires genuine effort and attention. They don't pay anyone's bills, though ā Callum reminded you of that.
Understanding what each person needs ā and responding appropriately ā is the real skill. That's Maz Lowe's whole philosophy.
Callum's reactions were the most visible throughout ā but not necessarily the most important for long-term performance. Quiet disengagement (Aisha, Dev) can be just as costly as loud complaints.
Using examples from the simulation, evaluate the view that financial rewards are the most effective way to motivate employees. (16 marks)
Consider: Which team members responded well to financial incentives? Which didn't? What does this suggest about Taylor vs Herzberg? How does Maslow's hierarchy help explain the differences?