Reinforcement and Employees
Q3. What tools does Walmart use to motivate employees? How might a lack of motivation affect associates and how should managers respond?
Give me a W! Give me an A! Give me an L! Give me a squiggly! Give me an M! Give an A! Give me an R! Give me a T! What’s that spell? Walmart! Whose Walmart is it? It’s my Walmart ! Who’s number one? The customer! Always!
The good times continue at Walmart, and so do hard work and achievement. For many employees, seeing peers rewarded for a job well done proves highly motivational.
Executives at Walmart refer to the company as one big family. There are no grunts or gophers –no employee, no matter how new, is thought of as low person on the totem. According to the company’s “open door” policy, all associates are encouraged to speak freely, share concerns, and express ideas for improving daily operations. In return, they can expect managers to treat all discussions fairly with an open mind. The policy is right out of Walton’s playbook. “Listen to your associates,” Walton urged. “They’re the best idea generators.” The founder’s wisdom is routinely reaffirmed through the oft-repeated quote that “nothing constructive happens in Bentonville” – a reference to Walton headquarters. In Walton’s grass – roots ethic, local employees are the ones most likely to produce fresh ideas. One significant way managers can meet higher motivational needs is to shift power down from the top of organization and share it with employees to enable them to achieve goals. Empowerment is power sharing, the delegation of power or authority to subordinates in an organization. Increasing employee motivation for task accomplishment because people improve their own effectiveness, choosing how to do a task and using their creativity. Empowerment is one way managers promote self- reinforcement and self- efficacy, as defined in the discussion of social learning. Empowering employees involves giving them four elements that enable them to act more freely
Give me a W! Give me an A! Give me an L! Give me a squiggly! Give me an M! Give an A! Give me an R! Give me a T! What’s that spell? Walmart! Whose Walmart is it? It’s my Walmart ! Who’s number one? The customer! Always!
The good times continue at Walmart, and so do hard work and achievement. For many employees, seeing peers rewarded for a job well done proves highly motivational.
Executives at Walmart refer to the company as one big family. There are no grunts or gophers –no employee, no matter how new, is thought of as low person on the totem. According to the company’s “open door” policy, all associates are encouraged to speak freely, share concerns, and express ideas for improving daily operations. In return, they can expect managers to treat all discussions fairly with an open mind. The policy is right out of Walton’s playbook. “Listen to your associates,” Walton urged. “They’re the best idea generators.” The founder’s wisdom is routinely reaffirmed through the oft-repeated quote that “nothing constructive happens in Bentonville” – a reference to Walton headquarters. In Walton’s grass – roots ethic, local employees are the ones most likely to produce fresh ideas. One significant way managers can meet higher motivational needs is to shift power down from the top of organization and share it with employees to enable them to achieve goals. Empowerment is power sharing, the delegation of power or authority to subordinates in an organization. Increasing employee motivation for task accomplishment because people improve their own effectiveness, choosing how to do a task and using their creativity. Empowerment is one way managers promote self- reinforcement and self- efficacy, as defined in the discussion of social learning. Empowering employees involves giving them four elements that enable them to act more freely