1 (a) Explain goal setting theory of motivation (word limit 300) (b) Describe Brads motivation in terms...

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1 (a) Explain goal setting theory of motivation (word limit 300)
(b) Describe Brad’s motivation in terms of the goal setting motivation theory? (word limit 300)

References as well please

Flight 001
Summary: Until the late 1990s, Brad John and John Sencion worked in different areas of New York’s fashion industry. During a flight from New York to Paris in 1998, the weary travelers came up with an idea for a one-stop travel shop targeted at fashion-forward globetrotters like themselves. They called it Flight 001 and began selling guidebooks, cosmetics, laptop bags, luggage, electronic gadgets, passport covers, and other consumer products. Now, Flight 001 is one of the most exciting businesses in the industry.
In addition to selling useful travel merchandise, the New York-based retailer offers a unique shopping experience: Flight 001 stores resemble airplane fuselages tricked out with retro airport décor and accessories. In the years to come, the founders expect to be in every major city in the United States, Europe, and Asia.
Cofounder Brad John is determined to make Flight 001 the international authority on travel, but ambitious plans will require changes to the company’s staffing, merchandising, and financial planning. With all the talk about expansion and new product lines, it will be increasingly important that Flight 001 not become distracted from what makes it special in the first place: location, design, and an impeccable product line.
Task: Read the “Flight 001” case below and then consider the following questions.
>> With all the changes in the airline policies charging for check-in now, are you seeing a difference with customers looking for carryon?
>> Yeah. We get a lot more requests now for the carryon luggage. They want something they can take with them. They don\'t want to deal with the headache of checking a bag. They just want something light that\'s easy to carry on with them. Something around this size, a 21 --
>> I think that one of the big reasons we\'re successful in keeping people at a very high level of dedication and motivation in our stores is that they really feel a personal connection with people at the corporate level. My name is Emily Griffin and I manage Crew Development for Flight One. They can call one of the owners on the phone if they want and that person will, you know, John or Brad, will answer their questions. There\'s really an open door with every single person here. So I think that they both feel then a personal connection to the company and personal loyalty, which I think goes a long way. But they also feel like they\'re plugged into the bigger picture. They don't feel like they\'re just given a list of tasks to do, a list of numbers to hit. They feel like they are part of the broader, the broader growth of our company, which they are. We\'re depending on them.
>> I think it is very important for me that the owners are involved with the store. Hi, my name is Amanda. I'm an Assistant Store Leader here at Flight One. Having worked for companies where the people who owned the company are the CEO is just some unknown person you might not even know their name that is on an office halfway across the country. It's like here they actually visit their stores are involved in it, and it makes you feel like, look, it\'s important to them, it's important to me too. Do you know? I definitely worked places where I felt like the owners just didn't care and so it sort of, "if they don't care, why should I?" But I feel like they really value their store and it's -- it's contagious. If theyre excited about what they're doing, then everyone else is as well. Sometimes I just have to pinch myself at how lucky I am to have grown in a small company where the owners are really tolerant of error. They're not tolerant of poor work ethic or if you're really not dedicated. But if there and you're really trying, it's really OK. They've been really patient with me with the learning process. And I think they recognize that I am bringing talent to it that they -- that they aren't equipped to bring to it because of what they have to focus on. So -- it's not that it's better than nothing, but they do still recognize the contribution even if I'm not quite getting it right.
>> I think in an ideal world, in the ideal job setting, you would have both the dream salary and a ton of encouragement every single day. Hi. I'm Claire and I'm Store Leader here at Flight One. It's really important that you make enough to where you can pay the rent and get by, but, at the same time, you're quality of life really does suffer if you don't feel a connection with where you're spending your hours every single day. And if you don't feel like you're supported and like you're valued. And so I think it really is a combination of both. You need both.
>> We're still doing the Mr. and Mrs. Smith drawing.
>> Mm-hmm. I have struggled with motivation. You know, I\'ve worked for companies where they\'ve flat out said, you know, you are just a number. You can be replaced at any time. And when you're told something like that, why do you want to put any effort in? But, you know, what is in it for you? But in this company, I think they make an effort to show you that you're appreciated, you have a say in what goes on. You're given compliments. You know, or you're told, you know, what you could be better at. You're given feedback.
>> I think the biggest thing that I try to think about is paying attention to what peoples\' natural strengths are and really trying to use those in the store. Someone's really talented visually, definitely encouraging them to work with merchandising and placing the product in a way that's attractive. Someone's really great in terms of organization, operations, kind of delegating to them, letting them take on specific projects in that area.
>> Being respected and being taken seriously, having somebody listen to your ideas, that\'s something I take very seriously. If I don't feel that I\'m being given a chance to express myself, if I don't feel that I'm being valued as an employee, I'm just less likely to stick around that place of employment. You know, I want to go somewhere where my skills and my hard work are valued. I don't want to go to a job where I just feel like I'm completely disrespected and taken for granted.
>> It really makes a difference to have people who are here in the store with who you also have kind of built that positive rapport. And it doesn't necessarily have to be something really personal where you share intimate details about your life. It can be something that's just a way of -- a pleasant way of working together, a way of interacting and bringing fun and humor into the setting. So it really makes a difference.
>> And how did the training go yesterday?
>> It went really really well.
>> Good.
>> I think he's going to be a really great fit here.
>> Good.
>> He'll be in again today at two.
>> OK.
>> To start.
>> we're very careful in hiring people to make sure that it's going to be a good fit for the company, that everybody will be able to work together really well. The store is such a small environment that you really have to get along with everyone. Everyone has to mesh really well.
>> One of the things I love about retail is that there's room for everybody in retail. Everybody who works at corporate and everybody who works in our stores is such an unbelievable variety of backgrounds and interests and that's what makes it interesting. And that\'s what our customers want quite frankly. They want to walk into a store and have people that are interesting that they can talk to. You know, they don\'t just want somebody chewing gum behind a register.
>> So, Emily, tell me what's going on with store number six, with the store leader leaving and --?
>> Well, we have good news. We talked to the store leader in the Berkeley store and, as we thought, she's really open to relocating.
>> Terrific!
>> Yeah. We think we can probably get her to be here as of August 1st even. And the double edge sword is a lot of times those interests come to the forefront in their lives and they need to make a life change and they end up, you know, leaving retail. Retail is temporary for a lot of people. I thought retail would be temporary for me. I'm completely shocked that I\'m actually building a career in retail. I -- it was a total accident. I had no idea how much there could be to do. And there are some people in our stores, and I see that in them, and I know that you know, they can really grow with us. And then there are other people that I\'m always kind of watching like, OK, you know, maybe it\'s just temporary and that's OK. But I have to plan for some of them, you know, leaving.