Whole Foods Human Behavior in Organization Observations
Sunday, September 30, 2007
Whole Foods is successful because of their well-motivated and satisfied employees, producing exemplary customer service. This is attained through empowerment and involvement of the company’s employees. Whole Foods has created a socially responsible image which motivates customers to shop, employees to work, and stockholders to invest, leading in to expectancy (Robbins, 60) and equity (58) theories. However, the possibility of failure exists because of the inevitable increase in competition and possible loss of motivation from both customers and investors.
Motivation and Involvement
Whole Foods’ employees are treated with care, receiving favorable pay and benefits. As supported by Herzberg’s Two-Factor Theory (50-51), favorable pay and other benefits aids in eliminating job dissatisfaction. When employees are not dissatisfied, they feel good about their job. Employees become motivated to work harder and provide excellent customer service. Also, they are given employee empowerment (244) through the idea that they control product and process. For instance, Gelato employees were given the opportunity to create their own flavors. Giving employees a chance to partake in the company’s decision making processes allows for the development of employee involvement (70). Employee involvement causes increased commitment of workers towards the organization’s success. By providing workers with opportunity and control, employees will be more motivated and satisfied.
The powerful image of social responsibility that Whole Foods’ has managed to portray has been instrumental in its success to date. Friendly service, a clean environment, donating profits to the community, equitable compensation schemes, and supporting local suppliers contributes to the ideal image that Whole Foods possesses. Considering expectancy theory, because of these factors a norm is developed where employees believe they must act in a certain manor. Customers and stockholders develop an attraction to the store in part because of an employee’s unconscious positive energy.