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Business and Management (Higher Level) - Internal Assessment

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?

Candidate name: Chan, Leo Benjamin


Candidate number: 002786 - 004

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

Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
merchandising manager of Ann Taylor Loft - for her time and generosity of providing
valuable information that make this report possible.

Table of Contents
Acknowledgment.........................................................................................................P.2
Executive summary..................................................................................................P.4-5
Research proposal....................................................................................................P.6-9

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004

Introduction...............................................................................................................P.10
Methodology..............................................................................................................P.11
Main results & findings........................................................................................P.12-17

Analysis & discussions........................................................................................P.18-22


Conclusions and recommendations......................................................................P.23-24
References.................................................................................................................P.25
Appendices................................................................................................................P.26

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

Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
This report consists of a research proposal and a written report. The research proposal
includes a rationale, the methodology and a theoretical framework. An introduction
provides background information of Ann Taylor Loft relating to the research question.

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

Further research about financial motivational factors

Foster a culture in the team that encourages recognition

Adopt a mindset of recognition

Undertake questionnaires once a year to keep track of the morale of the team

Chung Sin Wa is the General merchandising manager of Ann Taylor Loft.

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004

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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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
data of employees motivation in ATL.
Theoretical Framework:
This report examines the non-financial factors that may motivate workforce based on
the data collected from primary research. The data will also help to highlight which
aspects of job satisfaction techniques should be focused to increase employees
motivation, in reference to motivation theories including Maslows Hierarchy of
needs, Herzbergs Two factor theory, McClellands Theory of needs, Mayos Human
relations, Adams Equity theory, and Adairs Model of teambuilding.

Key Areas of Syllabus:


2.5 Motivation
2.4 Leadership
Methodology:
Primary resources:

Conduct questionnaires on Ann Taylor Lofts employees to establish


information regarding their level of motivation and ways to increase it.

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:

Review Ann Taylor Lofts past associate engagement survey to generate

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
ideas on developing the questionnaire for this research.

Review a range of external secondary sources (hardcopy and electronics


books and online websites) related to motivation theories and motivational
techniques that has adopted by other firms.

Anticipated difficulties:
Possible Problems:

Solutions:

The response rate to my

Persuade the manager to make the

questionnaire may be low.

questionnaires compulsory.

Due to the large size of

Narrow down the scope of investigation

workforce in AnnTaylor, the

to an optimal-sampling size that can be

required in-depth analysis may

managed within the word limit.

not be handled within the word


limit.
Limited perspective about ways

Balance it with external sources including

to increase employees

both theories and real life techniques that

motivation from primary

are adopted by other firms to increase

research.

their staffs motivation.

Biased responses from

Acknowledge in conclusion.

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
questionnaires and interviews.
Interview questions too specific

Ask variety of relevant close and open-

in nature, limiting depth

ended questions.

Dates (2009)

Activities

February

Begin topic selection

March

Begin research proposal

27th April

Research proposal presented to class

Modifications

Research question was slightly


modified.

Early May

Visit Wan Chi Resources Library

1st June

Finalize and present IA company and question

26th July

Design questionnaire & confirm interview time

30th July

Distribute questionnaire & collect data

2th Aug

Write interview questions

10th Aug

Conduct interview with Anna Chung

Asked additional questions


spontaneously.

15th 30th Aug

Begin the write up

31st Aug

Hand in draft

Sept - Dec

Refine draft

Conducted more secondary


research on external sources
Word deletions

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
15th Dec

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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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
Primary and secondary researches were conducted while looking into both internal
and external sources. The purpose of the researches was to establish information about
the working conditions in Ann Taylor Loft. Primary research involved conducting
questionnaires on their employees and an interview with Anna Chung5. The
questionnaire is designed with 5-point scale and close-ended questions and also offers
the employees a list of factors to choose to increase their motivation. The interview
with Ms. Chung, which contains open-ended questions, focuses on her working style,
the working environment, and her teams morale and performance.

Secondary research involves examining examples of how other businesses motivate


their employees through non-financial methods, looking at ATLs previous motivation
survey as a sample to design the questionnaire for this research, and exploring
motivational theories from academic books. The theories include Adairs model of
team building, Mayos human relations, Adams Equity theory, Herzbergs Two Factor
theory, and Maslows Hierarchy of needs.6

Main results and findings

The General Merchandising Manager of Ann Taylor Loft


Hoang, P. (2007). Motivation. International Baccalaureate Business and Management (pp.
270-294). Victoria, Australia: Ibid Press.
6

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
The data collected from primary and secondary research can be summarized in these
aspects: the teams performance and morale, motivational factors that the employees
values and desire, existing motivational factors in the team, the management style.

A. The teams performance and morale


According to Figure 1, the employees in ATL are definitely motivated. There are 76%
who claims to be motivated at work, while only 14% are de-motivated and the
remaining 10% chose not to answer the question.
Figure 1:

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

Appendix 2 Questionnaires for employees in Ann Taylor Loft


Appendix 1 Interview with Chung Sin Wa
9
Appendix 1 Interview with Chung Sin Wa
10
Appendix 1 Interview with Chung Sin Wa
8

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
These following graphs show a pattern of non-financial factors that the employees in
ATL desire.11
Figure 2:

12

Figure 3:

13

11

In the questionnaire, question 14 to 16 offers a list of non-financial motivational factors for


the employees to choose and Figure 2, 3, and 5 each represents question 14, 15, and 16
respectively.
12
Appendix 2 Questionnaires for employees in Ann Taylor Loft.
13
Appendix 2 Questionnaires for employees in Ann Taylor Loft

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
Figure 2 shows that the three most valued factors by employee in a workplace are
teamwork (with 35%), recognition (with 13%) and progression (with 10%). Figure
3 indicates the three highest percentage non-financial factors that the employees
believe can raise their motivation are recognition (with 19%), achievement (with
14%) and progression with (11%). Note that remuneration is disregarded, as the main
focus here is on non-financial factors.
C - Existing motivational factors in the team
The employees who undertook the questionnaire were also asked to give a score from
1 (fully disagree) to 5 (fully agree) on statements about the working environment in
Ann Taylor Loft from question 1 to 12, and the results is shown in the graph below.
Figure 4:

Figure 4 indicates that the employees are generally satisfied with ATL as no questions

14

Appendix 2 Questionnaires for employees in Ann Taylor Loft

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
were given with the score of Level 1-3 over 50%, and also helps to identify acceptable
salary (Q2), receiving recognition (Q5), and opportunities to learn and grow (Q6)
are the aspects that should be concerned, as employees are most dissatisfied with
these three items. In addition, Figure 5 shows that most employees in Ann Taylor Loft
are more satisfied with teamwork (26%) and flexibility (15%) in their current job,
followed by achievement, recognition, progression, and pressure, with each sharing
11%.
Figure 5:

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

Appendix 2 Questionnaires for employees in Ann Taylor Loft

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
critical checkpoints of a task and only intervenes if she believes the person and the
situation is at risk, and also because she believes managers [under herself] should
have ownership. Also, she consults with her managers and ask for their opinions
while making a decision.16 It is also important to note that she describes herself as an
outcome-orientated person, who cares more about the overall performance rather
than her employees feelings.17 In addition, Ms. Chung mentioned that she drafts the
teams objectives and discusses it with managers under her. According to Ms. Chung,
the employees work as a team, and each of them has their own responsibilities.18
E. The selected factors for analysis
From Figure 2 to Figure 5, they establish a significant pattern of non-financial factors
that is important to the employees and should be thoroughly analyzed in the latter part
of the report. These factors are teamwork, progression, and recognition. This pattern
of non-financial factors also corresponds to Ms. Chungs perspective as the manager
of this team to a certain extent. She believes 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.19

16

Appendix 1 Interview with Chung Sin Wa


Appendix 1 Interview with Chung Sin Wa
18
Appendix 1 Interview with Chung Sin Wa
19
Appendix 1 Interview with Chung Sin Wa
17

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004

Analysis and discussion


The non-financial factors to be analyzed are progression, teamwork, and recognition.
To answer the research question requires the evaluation of each selected factors
potential influences on the employees motivation and its degree of correspondence to
the working environment.

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

Appendix 1 Interview with Chung Sin Wa


Hoang, P. (2007). Motivation. International Baccalaureate Business and Management (pp.
278). Victoria, Australia: Ibid Press.
21

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
the eagerness to achieve22 in the team may be undermined. Firstly, it is highly
unlikely that all team members can be provided with equal opportunities or
progression, therefore, according to Adams Equity theory, as the workers naturally
Compare their efforts/rewards to those of others in the workplace23, this inequality is
likely to cause dissatisfaction and possibly those disgruntled employees will reduce
their efforts and contributions24. More importantly, the dissatisfaction of equality, as
a value that is shared by the team, can ultimately erodes the teams unity and morale.
In addition, progression is not particularly favorable to the employees. According to
Figure 2 and 3, it is the least valued factor in a workplace and the employees ranked it
last as a factor to increase their motivation, amongst the three selected non-financial
factors for the analysis section.

Although teamwork is most valued by employees as shown in Figure 2, it may not be


the most needed non-financial factor for ATL to increase their employees motivation.
Significantly, teamwork is not the top three factors that the employees think can
increase their motivation in Figure 3, which is due to various reasons.
One obvious reason is that teamwork has already been a well-established factor in
ATL. Figure 5 shows that employees are most satisfied with teamwork, as compared
22

Appendix 1 Interview with Chung Sin Wa


Hoang, P. (2007). Motivation. International Baccalaureate Business and Management (pp.
279). Victoria, Australia: Ibid Press.
24
Hoang, P. (2007). Motivation. International Baccalaureate Business and Management (pp.
280). Victoria, Australia: Ibid Press.
23

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
to other factors. According to Ms. Chung, Ann Taylor Loft has been operating in
teams, whereby each employee has their own role and responsibilities.25 Hence, it is
likely that ATL is already benefiting from this factor. In fact, Ms. Chung mentioned in
the interview that the employees decorate their workstation. This indicates a sense of
belonging and also, in the context of Maslows Hierarchy of needs, that the secure and
social needs are achieved. As such, because teamwork has been fostered in ATL
extensively, it does not yield much potential influence, and therefore, is not the most
needed non-financial factor to motivate the employees. It can also be argued that as
76% of the employees claim to be motivated, it is possible that the employees desire
esteem needs or even self-actualization rather than the social and security needs in
Maslows hierarchy of needs. It is also important to note that John Adairs model of
teambuilding speculates that teamwork often focuses on performance and achieving
goals, with little attention being paid to individuals within the team26 and believed
that recognition is vital to effective management of teams.27

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

Appendix 1 Interview with Chung Sin Wa


Hoang, P. (2007). Motivation. International Baccalaureate Business and Management (pp.
287). Victoria, Australia: Ibid Press.
27
Hoang, P. (2007). Motivation. International Baccalaureate Business and Management (pp.
287). Victoria, Australia: Ibid Press.
26

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
Figure 2 and 3. It is important to understand that recognition is not an indication that
you think that person is better than anyone else28 and it is unlikely to make him or
her feel superior29. Therefore, unlike progression, recognition actually suits the value
of equality in ATL. The importance of recognition can be explained by Victor
Vrooms expectancy theory that argues individuals expect something in return for
their effort.30 The primary research also shows that recognition is likely to have the
greatest impact on the employees motivation as compared to teamwork and
progression, because it is likely to be the most lacking factor in this workplace.
According to Figure 4, 41% of the team had graded receiving recognition with level
3 or below out of a 5-point scale. In Figure 5, 11% of the team finds recognition
existing in their job. Also, the fact that Ms. Chung claims that she is a manager who
cares more about the overall performance rather than their feelings31 suggests
employees may seldom receives recognitions. Hence, looking at this great contrast
between the lack of recognition in the workplace and the employees yearn for
recognition, it is likely that this non-financial factor will have the most significant
influence on the employees motivation in ATL, as compared to progression and
teamwork. Recognition has significant contributions to employees motivation. A
28

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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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
notable example of recognition can be found in Mary Kay Inc. The owner states the
heart of Mary Kay is taking note of the person in front of you and a philosophy of
praising is also written at her company.32

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.

Conclusion & recommendations


It is evident that employees in Ann Taylor Loft are already motivated and its working
environment dominantly involves well-established teamwork. To answer the research
question, progression, teamwork, and recognition are thoroughly analyzed regarding
their potential influences on the employees motivation and the degree of
correspondence to the working environment. It is concluded that recognition is highly
compatible with the working environment and is likely to have greater positive
32

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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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
influences on the employees motivation than progression and teamwork, and
therefore, it is the most needed non-financial factor by Ann Taylor to increase its
employees motivation. Significantly, as employees are rather dissatisfied with their
salaries, it is suggested for ATL to consider other financial motivational factors that
needs to be further researched.

As such, my recommendations for the senior management would be:

Further research about financial motivational factors34

Foster a culture in the team that encourages recognition

Adopt a mindset of recognition

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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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004

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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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004

Appendix 1: Interview transcript with Ms. Chung Sin Wa General


Merchandising Manager of Ann Taylor Loft
Leo (Me): Who is in charge of Ann Taylor loft ultimately?
Ms Chung: The loft sourcing director is Teresa Chow, whom I am reporting to.

Leo (Me): How would you describe your management style?


Ms Chung: What I do is I set up critical checkpoints and after that I dont really look
at the details, unless that person is at risk. I believe managers [under me] should have
their ownership. I also consult with my managers and ask for their opinions while
making a decision. I would say I am rather democratic.

Leo (Me): How do you think your team sees you?


Ms Chung: Demanding, firm. But they are also under the impression that I care about
them, which I do.

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Candidate name: Chan, Leo Benjamin


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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.

Leo (Me): How do team roles function in your team?


Ms Chung: Each one in the department has their own role and responsibilities. There
are routine works that they are doing on their own. I delegate work to them when
there's some top down direction or when I see any potential issues. I am managing the
team and responsible for the whole team performance, I would intervene whenever
needed.

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Candidate name: Chan, Leo Benjamin


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Leo (Me): How motivated do you think you are at work?


Ms Chung: Quite motivated. Well, if I, as a manager is not even motivated, how can I
motivate people under me.

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): Is a sense of belonging fostered in your team?


Ms Chung: Yes, they come back to work even they are sick. In addition, a lot of them
decorate their workstation very well.

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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Candidate name: Chan, Leo Benjamin


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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): Is there any value fostered within your team?


Ms Chung: We value fairness and responsibility, and also the eagerness to achieve.

Leo (Me): In your opinion, what problems exist in your team?


Ms Chung: Although we are doing pretty good and actually better than other teams in
the evaluations, I do believe that we still have communication barriers from the
middle to the junior or the bottom level. That is the most junior staff. Sometimes, the
company's new directions or changes are not communicated effectively as people are
far too busy and would skip some relatively less important emails to them.

Leo (Me): Have you been complained by your subordinates in this team before?
Ms Chung: No. Not that I know of.

Leo (Me): How do you find the performance of your team?


Ms Chung: In general, I feel satisfied with my team as they meet my expectations.

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However, there are always rooms for improvement.

Leo (Me): How well do you think the results and figures reflect the working
environment in Ann Taylor Loft?
Ms Chung: Not unexpected.

Leo (Me): Is there any competition amongst teams in the company?


Ms Chung: We don't create a competitive atmosphere but it is inevitable that each
team would like to perform better if not the same as others. Nobody wants to be the
last performer. To a certain extent, positive competition is good but I always
encourage the managers to work together and to share best practices and failure
experiences so other teams can learn from it. As I am a fair manager, the competition
within the team is minimal and positive.

Appendix 2: Sample questionnaire for employees in Ann Taylor Loft


Employees motivation survey

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
The following questionnaire is designed to identify how motivated the staff is and the
reasons to why are they motivated or dissatisfied at work. One of its other intent is
also to establish information for you to understand the conditions that will tend to
increase your motivation at work

Gender: Male Female


Age group: 20-29 30-39 40-49 50-59 60 or above
How long have you been working in Anntaylor

_____(in years)

In Q01 12, Please score the following statements with a 5-point scale.
(with 1 being fully disagree and 5, fully agree)

Q01. I am satisfied with Ann Taylor as a place to work.


Score: _____

Q02. I find my salary and wages acceptable.


Score: _____

Q03. I know what is expected of me at work.


Score: _____

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Candidate number: 002786-004
Q04. I have the materials and equipment I need to do my work right.
Score: _____

Q05. In the last seven days, I have received recognition/ praise for doing good work.
Score: _____

Q06. At work, I have the opportunity to do what I do best everyday.


Score: _____

Q07. At work, my opinion seems to count.


Score: _____

Q08. I expected to be working at Ann Taylor one year from now.


Score: _____

Q09. My supervisor, or someone at work, seems to care about me as a person.


Score: _____

Q10. There is someone at work who encourages my development.


Score: _____

Q11. This last year, I have had opportunities at work to learn and grow.

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Candidate name: Chan, Leo Benjamin


Candidate number: 002786-004
Score: _____

Q12. In the last six months, someone at work has talked to me about my progress
Score: _____

Please pick the suitable items according to the Q14-16


Competition

Flexibility Remuneration

Achievement Interest
Power

Progression Growth

Recognition
Status

Job security

Pressure

Teamwork

Autonomy
Others: ________________

Q14. Which item(s) do you value the most in a workplace.


_____________________________________________________________________

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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_____________________________________________________________________
_____________________________________________________________________
THANK YOU FOR HELPING!
HAVE A NICE DAY

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