All retail jobs are not created equal. Just ask Amanda Shank. At a previous job, a storeowner bluntly told her, “You’re just a number. You can be replaced at any time.” Shank said, “When you’re told something like that, why would you want to put any effort in?” That sort of callous treatment is hardly an incentive. Luckily, after landing a job at Flight 001, Shank started to feel motivated again.

Flight 001 co-founder Brad John frequently visits his New York stores to talk with staff about what’s happening. While visiting Shank’s Brooklyn store, where she had recently been promoted to assistant store manager, John asked if customers were shopping differently after the airlines had added new fees for checked luggage. Shank confirmed John’s suspicions and gave him a full report along with recommendations for how they might make adjustments in inventory and merchandising.

Shank is thrilled to have found a place where she can make a contribution and be challenged. “At this company they make an effort to show you you’re appreciated; you have a say in what goes on. You’re given compliments and feedback about what you could be better at,” she explained. Instead of dooming her to dissatisfaction, Flight 001’s hygiene factors helped set the stage for her to feel motivated on multiple levels. Working in an environment where her ideas are valued and put into action meets her needs for recognition, respect, growth, and self-fulfillment. Shank also benefits from a sense of “task significance,” because the owners genuinely reinforce the perception that her job is important and has a direct impact on customers and Flight 001’s success.

Although opportunities for job enrichment might seem limited in retail, store leader Claire Rainwater involves her crew members in projects that use their strengths. If someone excels at organization and operations, she asks that person to identify and implement an improvement that excites him or her. She gives visually talented associates free reign to create new merchandising displays. Rainwater could easily provide direction on how to approach these tasks, but as a good manager, she allows her crew members the autonomy to determine how they want to approach and execute tasks, which ultimately creates a greater sense of empowerment and engagement. If Rainwater merely gave her crew members more variety (job enlargement), they wouldn’t learn as much or experience the same degree of achievement.

On the debate of intrinsic vs. extrinsic rewards, Rainwater is the first to admit that, in an ideal world, both rewards would be more than satisfactory. She concedes that liking where you work and the people with whom you work engenders a sense of belonging that can offset a less than thrilling paycheck. In general, retail isn’t known for generous entry-level compensation. To show up and make an effort, workers need a sense of equity, which probably comes from feeling they’re paid fairly in the context of retail. Promotions, which usually involve taking on additional management responsibilities, are the answer for those seeking greater financial rewards. High-end retail also tends to pay better because it requires employees with the skills and competence to deliver sophisticated customer service and helpful product information.

A big factor in retail compensation is that, historically, the industry has employed a temporary workforce. Flight 001’s head of crew development, Emily Griffin, confirmed that “retail is temporary for a lot of people.” Most associates just want to make some money while pursuing other interests as students, photographers, musicians, etc. A career in retail interests only a handful. According to Griffin, “There’s room for everybody in retail.” Customers love the variety of people who work at Flight 001. When visiting a store, customers want to talk to someone interesting and, as Griffin put it, “They don’t just want somebody chewing gum behind the register.” Usually Griffin can tell which associates are passing through and who might stick around. What is interesting is that when she started at Flight 001, Griffin thought she was passing through.

Discussion Questions

1. According to Maslow’s hierarchy, which basic needs did Shank’s old boss fail to meet?

2. How might feeling underpaid affect the work of a Flight 001 associate?

3. Speculate the possible reasons Griffin stayed at Flight 001 to pursue a career.