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Which non-financial factor is most needed for Ann Taylor Loft (ATL), a division of
the Ann Taylor Sourcing Far East Ltd (H.K) to increase its employees motivation?
Word Count
Main Essay: 1991
Executive Summary: 221
Research Proposal: 498
Acknowledgments
I would like to acknowledge and thank Ms Chung Sin Wa the General
Table of Contents
Acknowledgment.........................................................................................................P.2
Executive summary..................................................................................................P.4-5
Research proposal....................................................................................................P.6-9
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Introduction...............................................................................................................P.10
Methodology..............................................................................................................P.11
Main results & findings........................................................................................P.12-17
Executive Summary
Ann Taylor Loft, a division of the Ann Taylor Sourcing Far East Ltd (H.K), has
expressed its desire to increase its employees motivation. As such, this report focuses
on Which non-financial factor is most needed for Ann Taylor Loft (ATL), a division
of the Ann Taylor Sourcing Far East Ltd to increase its employees motivation?
Page 3 of 34
Analysis and discussion are based on primary and secondary research. Primary
research involves conducting questionnaires on the employees regarding their
motivation and an interview with Anna Chung1. Secondary research looks at
motivation in theory and techniques that were adopted by other businesses.
The report concludes that recognition is the most needed non-financial factor to
increase employees motivation in the division, because it is likely to have the greatest
potential positive influences on the employees motivation in Ann Taylor Loft and is
also the most corresponding factor to the working environment. It is recommended for
the manager to
Undertake questionnaires once a year to keep track of the morale of the team
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Research Proposal
Research Question:
Which non-financial factor is best for Ann Taylor Loft (ATL), a division of the Ann
Taylor Sourcing Far East Ltd (H.K) to increase its employees motivation?
Rationale:
Ann Taylor had expressed their desire to increase its employees motivation. In year
2008 and 2009, they had conducted surveys to identify how motivated their staff is.
They believe that if the staff is motivated, the productivity and the efficiency of the
workforce will be increased. Hence, this report is necessary because it meets the
management teams values and objectives, and also provides references to previous
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Interview the General Merchandising Manager in Ann Taylor Loft about her
management style, the working environment, culture and specifics of the
team, in order to make recommendations.
Secondary resources:
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Anticipated difficulties:
Possible Problems:
Solutions:
questionnaires compulsory.
to increase employees
research.
Acknowledge in conclusion.
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ended questions.
Dates (2009)
Activities
February
March
27th April
Modifications
Early May
1st June
26th July
30th July
2th Aug
10th Aug
31st Aug
Hand in draft
Sept - Dec
Refine draft
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Final submission
Action Plan:
Introduction
Ann Taylor Sourcing Far East Ltd, a subsidiary of Ann Taylor Ltd2 focuses on the
manufacturing of the designed samples sent from the US office.3
In 2007 and 2008, Ann Taylor Ltd had carried out surveys to identify how motivated
its employees were. The main purpose of these surveys was to improve the workplace
culture, hence to create a high-performing team.
As such, this report focuses on this important aspect that is valued by Ann Taylor and
specifically examines:
Which non-financial factor is most needed for Ann Taylor Loft (ATL) 4, a division
of the AnnTaylor Sourcing Far East Ltd (H.K) to increase its employees
motivation?
Methodology
Ann Taylor Ltd. Is an American apparel retailer for professional woman established in 1956.
ANN TAYLOR Women's Apparel: Home Page. (n.d.). ANN TAYLOR Women's Apparel:
Home Page. Retrieved December 14, 2009, from http://www.anntaylor.com/home.jsp
4
Note that this report focuses only on the Ann Taylor Loft division in the Hong Kong office
of Ann Taylor Sourcing Far East Ltd. This division consists of 30 employees and they are
hold accountable to their General Merchandising Manager, Anna Chung Sin Wa.
3
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Aside from the employees perspectives, Ms. Chung also commented the morale of
her team is not too bad.8 On the performance of her team, Ms. Chung is generally
satisfied with her team as they meet her expectations9, but remarked that there are
always rooms for improvement10.
B - Motivational factors that the employees value and desire
7
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12
Figure 3:
13
11
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Figure 4 indicates that the employees are generally satisfied with ATL as no questions
14
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15
D - Management Style
The employees in ATL function as a team and are held accountable to Ms. Chung, the
general merchandising manager in ATL. Thus, it is highly significant to understand
her management style in order to answer the research question. In the interview, Ms.
Chung claims that her management style is rather democratic, because she sets up
15
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16
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Progression involves providing opportunities for the employees to learn and grow. It
is evident in Figure 4 and 5 that the employees are not satisfied with opportunities to
grow in Ann Taylor Loft. In fact, Ms. Chung believes that it is important to let the
employees perceive that they have opportunities to grow.20 Arguably, as progression
involves advancement, it can also fall in the category of need for achievement in
McClellands theory of needs. Hence, as they are more concerned with personal
achievement21 according to McClelland, progression does not seem to be the most
suitable factor to ATLs working environment.
Indeed, with the bringing of progression, the values of fairness, responsibility, and
20
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Employees in Ann Taylor Loft voted recognition as the top factor that can motivate
them and the second most essential value in a working environment, as shown in
25
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Baldoni, J. (2004). Great Motivation Secrets of Great Leaders (1 ed.). (pp.150). New York:
McGraw-Hill.
29
Baldoni, J. (2004). Great Motivation Secrets of Great Leaders (1 ed.). (pp.150). New York:
McGraw-Hill.
30
Baldoni, J. (2004). Great Motivation Secrets of Great Leaders (1 ed.). (pp.155). New York:
McGraw-Hill.
31
Appendix 1 Interview with Chung Sin Wa
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On the other hand, it is important to identify that Figure 4 shows 48% of the
employees disagree or disinterested towards the statement I find my salary and
wages acceptable33. This is a significant number that the management team should
consider. However, as financial motivation is outside of the scope of this report, it is
suggested for Ann Taylor Loft to detail further research and consider other financial
motivation factors as well.
Baldoni, J. (2004). Great Motivation Secrets of Great Leaders (1 ed.). (pp.160). New York:
McGraw-Hill.
33
Appendix 2 Questionnaires for employees in Ann Taylor Loft
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Undertake questionnaires once a year to keep track of the morale of the team
This does not necessarily means an increase in salary or any modification on the
payment system. According to John Baldoni, the Southwest airlines established a
second wind team of 20 employees to help alleviate stress. Eventually, a library of
self-help books is set up and seminars about stress are also provided for their
employees.
34
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References
Baldoni, J. (2004). Great Motivation Secrets of Great Leaders (1 ed.). New York: McGrawHill.
Bruce, A., & Pepitone, J. S. (1998). Motivating Employees (1 ed.). New York: McGraw-Hill.
Hoang, P. (2007). Motivation. International Baccalaureate Business and Management (pp.
270-294). Victoria, Australia: Ibid Press.
Spector, P. E. (1997). Job Satisfaction: Application, Assessment, Causes, and Consequences
(Advanced Topics in Organizational Behavior). Thousand Oaks: Sage Publications,
Inc.
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Leo (Me): Besides of yourself, who also have inputs on setting your teams
objectives?
Ms Chung: The team's objectives are set by the sourcing chief in New York and then
the Manager Director of Hong Kong Ann Taylor reset it for the HK team. Afterwards,
our directors set the objectives for our sourcing teams and then I set it for my team.
All the objectives aimed at achieving the ultimate company objectives are set by the
sourcing chief. Each functional team would have their own objectives that are related
to their dept's capacity and function.
I work the draft of the objective for my team and discuss with managers to finalize it.
Usually, I know they would not have many ideas and usually would prefer me to do
that first.
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Leo (Me): How well do you think you motivate your team?
Ms Chung: Not so motivated. I am a person who cares more about the overall
performance rather than their feelings.
Leo (Me): How would you describe the morale in your team?
Ms Chung: Not too bad.
Leo (Me): If possible, what changes would you make to motivate your team more?
Ms Chung: I am planning to restructure my team to leverage my resources I have
right now, which can eventually distribute the workload evenly among my team. Also,
it is important to let them perceive that they have opportunities to grow. Recognition
of their effort and performance is also essential in motivating my team.
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Leo (Me): How would you describe the corporate culture in the company?
Ms Chung: The culture here is pretty good. We are in general discipline, organized,
systematic, structure, reasonable and friendly. Many people in the industry would like
to work in Ann Taylor Hong Kong.
Leo (Me): Have you been complained by your subordinates in this team before?
Ms Chung: No. Not that I know of.
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Leo (Me): How well do you think the results and figures reflect the working
environment in Ann Taylor Loft?
Ms Chung: Not unexpected.
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_____(in years)
In Q01 12, Please score the following statements with a 5-point scale.
(with 1 being fully disagree and 5, fully agree)
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Q05. In the last seven days, I have received recognition/ praise for doing good work.
Score: _____
Q11. This last year, I have had opportunities at work to learn and grow.
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Q12. In the last six months, someone at work has talked to me about my progress
Score: _____
Flexibility Remuneration
Achievement Interest
Power
Progression Growth
Recognition
Status
Job security
Pressure
Teamwork
Autonomy
Others: ________________
Q15. Which item(s) do you need most in order to increase your motivation?
Q16. How far do the items you picked above exist in you current job?
Q17. Do you think you are motivated at work? Why or why not
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