Employee satisfaction and motivation of retail store employees

Abstract

In the 21st century, the rapid technological development in different innovations has not reduced the value of human capital. It is considered to be the most valuable capital of businesses and acts as a driving force of business activity. The perception of human capital should be essential since it has a real impact on the business's success. In human resources management, it is necessary to keep in mind one of the basic functions of management: motivation, planning, and organizing. The main goal of this article is to identify the critical determinants of motivation factors of the human resources capital in the retail sector. An adequately motivated employee is a key to achieving the company goals since employee motivation maintains customer satisfaction and loyalty. Based on the results, the most popular motivation tools proved to be the financial incentives in the form of salary increases or bonuses. In the case of generational differences, there is no difference in the degree of satisfaction with the salary. The employees expressed to be less satisfied with their workplace's communication and leadership style. They have no decision-making power at all. Besides, they do not really feel a sense of belonging somewhere. The members of Generation Z are less satisfied with job security than the representatives of older generations. Most of the retail employees do not find their work interesting or diverse. On the other hand, they think the pace of the work is too fast, but they are well prepared for the work they are doing. Based on the answers, most of the respondents disagree with the inappropriate style of feedback they receive from the managers. The members of Generation Z feel that they cannot adequately utilize their knowledge and skills at their workplaces. They get more criticism than praise than the representatives of older generations.

Job Satisfaction and Labor Fluctuation: A Case Study in the Logistics Sector in Serbia

“…The practical contribution of this paper is reflected in the fact that managers can increase employees' motivation and decrease labor fluctuation which is in accordance with previous researches [49,55,56].…”

“…These results are similar to the results of the Machová [49] where authors concluded that the most popular motivation tools proved to be the financial incentives in the form of salary increases or bonuses. Poor interpersonal relationships and stressful work greatly affect job change in freight forwarding and logistics companies, which is similar to the results of the Machová [49]. It is very important that the HR service and other sectors pay more attention to this serious problem.…”

“…Companies in this sector need to pay more attention to additional forms of training and employee motivation [48]. These results are similar to the results of the Machová [49] where authors concluded that the most popular motivation tools proved to be the financial incentives in the form of salary increases or bonuses. Poor interpersonal relationships and stressful work greatly affect job change in freight forwarding and logistics companies, which is similar to the results of the Machová [49].…”

Impact of COVID-19 on the Environments of Professional Nursing Practice and Nurses’ Job Satisfaction

“…In people management, it is necessary for nurse managers to keep in mind the basic functions of management: motivation, planning, and organisation. With regard to motivation, it should be noted that an adequately motivated professional is key in achieving the organisation’s objectives, since motivation promotes satisfaction, involvement, loyalty and the willingness to do more and do it better [ 30 ]. Thus, it is essential to invest in nurses’ motivation.…”

Employee motivation during the time of the crisis in agricultural and forestry organizations: Case study

“…safety at work, fair remuneration, social security, and benefits, work climate, basic rights and freedoms, corporate image, and equal opportunity. Based on the results of Machova et al (2022), the most popular motivational tools proved to be financial incentives in the form of salary increases or bonuses. According to Bajrami et al (2021), there is a lack of job security.…”