Question 1
On the basis of Maslow’s hierarchy, Patagonia’s culture meets the privacy and position needs. Working in the organization’s office feels like working in a national park lodge. Employees enjoy working in the company. Provision of facilities such as toddler child-care room for employees’ children gives women the security to work in the company. The various celebrations being sponsored by the company boosts the morale, confidence and cooperation of the employees. The organization’s human resource maintenance facilities provide employees a good experience and motivate them to improve their performance (Finney, 2008). Patagonia’s commitment to achieve a motivating work environment is not superficial but embedded of the organization's rubric.
Question 2
Adam’s equity theory calls for a fair balance to be struck between employees’ inputs and outputs. The benefits offered by the company in the form of benefits, intangibles and salary must match their tolerance, hard work and enthusiasm. If employees feel underpaid, they will be demotivated, and their performance will be minimal. They might even consider quitting their job and seek a better remuneration (Finney, 2008). To improve the employee’s job satisfaction, the manager should consider providing better remuneration in terms of recognition, salaries and benefits. Managers must also consider balancing the employees’ inputs and outputs. They should also contemplate treating employees justly and impartially.
Question 3
Patagonia’s major defy in keeping staffs motivated lies in balancing commitment to organizational, community and employee’s needs. Additionally, preserving the diversity, ecological integrity and the beauty of the natural environment is becoming increasingly difficult to maintain. Being a manager, I will give credit when it warrants, encourage them to have fun on the job, communicate habitually, clearly and consistently, and offer fantastic benefits (Finney, 2008). Fulfilling these needs will increase the employees’ motivation, and their production will ultimately upsurge.
References
Finney, M. I. (2008). Building high-performance people and organizations. Westport, Conn: Praeger.
