Kimbel's Department Store
SPPRIMAN
Kimbel’s Department Store
Problem Statement
Frances Patterson, Kimbel’s CEO a regional chain of upscale department stores based in St. Louis. Kimbel faces the same challenges faced by most deopartment stores these days, how to stop loosing share of overall retail sales from competing discount stores.
Frances was dismayed that it is rare to find a salesperson actively enganged with a customer and even rarer to find them engaged when the customer is willing to buy.
Frances experimented and gave a year long try on putting all salesperson on straight commission for the promise of improving their motivation and making them more customer oriented.
Juan Santore was enthusiastic about the change as he sees this as an oppurtunity to boost his sales and increase his salary as the new system generates more income by giving a higher percentage in sales and/or commission.
However not everyone is enthusiastic specially Glady’s Weinholtz who sells lingerie, as not everyone is interested in buying lingerie everyday, though she became more actively engaged in selling her usual sales lowered as she cannot compete with the new straight commission style salary, others even quit.
Key Objectives
To recognize individual differences, as we know already people are different from one another, contemporary motivation theory recognizes that employees aren’t identical, they have different needs, attitude, personality, and other important individual; variables.
To motivate the salespeople of Kimbel’s Department store by using goals to achieve results, The literature in goal setting theory suggest that managers should ensure that employees have hard, specific goals and feedback on how well they’re doing these goals.
To ensure that goals are perceived as attainable, management must ensure that employees feel confident that increased efforts can lead to achieving higher performance, goals.
Diagnosis/Analysis of causes
To match people to jobs, just
Kimbel’s Department Store
Problem Statement
Frances Patterson, Kimbel’s CEO a regional chain of upscale department stores based in St. Louis. Kimbel faces the same challenges faced by most deopartment stores these days, how to stop loosing share of overall retail sales from competing discount stores.
Frances was dismayed that it is rare to find a salesperson actively enganged with a customer and even rarer to find them engaged when the customer is willing to buy.
Frances experimented and gave a year long try on putting all salesperson on straight commission for the promise of improving their motivation and making them more customer oriented.
Juan Santore was enthusiastic about the change as he sees this as an oppurtunity to boost his sales and increase his salary as the new system generates more income by giving a higher percentage in sales and/or commission.
However not everyone is enthusiastic specially Glady’s Weinholtz who sells lingerie, as not everyone is interested in buying lingerie everyday, though she became more actively engaged in selling her usual sales lowered as she cannot compete with the new straight commission style salary, others even quit.
Key Objectives
To recognize individual differences, as we know already people are different from one another, contemporary motivation theory recognizes that employees aren’t identical, they have different needs, attitude, personality, and other important individual; variables.
To motivate the salespeople of Kimbel’s Department store by using goals to achieve results, The literature in goal setting theory suggest that managers should ensure that employees have hard, specific goals and feedback on how well they’re doing these goals.
To ensure that goals are perceived as attainable, management must ensure that employees feel confident that increased efforts can lead to achieving higher performance, goals.
Diagnosis/Analysis of causes
To match people to jobs, just