Casual business apparel addresses many issues in the workplace. This phenomenon is having a strong impact on the corporate world, including employee production and motivation…
Abstract
Casual business apparel addresses many issues in the workplace. This phenomenon is having a strong impact on the corporate world, including employee production and motivation. Employees in many organisations are being permitted to wear apparel items that are considered non‐traditional for the business setting. Research conducted about casual dress has focused on what is appropriate, and perceptions of changes in standard measures of productivity. Limited research exists regarding the relationship of casual apparel in the workplace and the more complex measures of employee motivation, specifically perceptions of organisational climate. The purpose of this research was to identify the employee perceptions of organisational climate which occur with the implementation of a casual apparel policy and to examine the relationship between demographic variables and the employee perceptions of organisational climate. The sample was 125 corporate management personnel of a US manufacturer. Results of the analysis of the self‐administered questionnaire indicated that employees with lower incomes believe that wearing casual apparel in the workplace will improve their relationships, especially with their supervisor, as well as their sense of belonging to the organisation. In addition, women felt less comfortable with wearing casual apparel in the workplace than did men. Results of this study indicate that casual apparel in the workplace does relate to organisational factors of psychological climate. Wearing casual apparel in the workplace is perceived to help eliminate boss/employee lines. This finding suggests that employees have the potential to be better team players. As a result, productivity, creative thinking and contributions by employees may also increase. Future research should further examine the effects of casual dress on other motivational factors and measures of productivity as well as gender differences. A pre‐/post‐casual dress implementation study needs to be done in order to measure actual changes in motivation and productivity.
Details
Keywords
Ginger Woodard, Nancy Cassili and David Herr
With the many challenges facing retailers, continued attention should be given to the effective and efficient performance of retail personnel. It is unknown how various…
Abstract
With the many challenges facing retailers, continued attention should be given to the effective and efficient performance of retail personnel. It is unknown how various organisational strutures which result from reorganisation affect psychological climate beliefs and individual's motivation among retail managers. Among the antecedents of motivation, psychological climate has been regarded as one of the most significant contributors to an individual's motivation. The conceptual framework was the Vroom Expectancy Theory (VIE) of Work Motivation (1964). The purpose of the study was to examine the effect of management group structure and demographic characteristics on psychological climate and work motivation of management personnel within the retail industry as illustrated by the experience of a department store with substantial apparel interests. Results confirmed that three subscales of psychological climate (Job Importance, Leader Goal Emphasis, Organisational Identification) in the presence of management group structure and age were significant in predicting work motivation. Results from ANOVA provided evidence that six of the 13 psychological climate subscales were significantly different across management groups. Contrast statements provided evidence that there was a difference between management groups on the six significant psychological climate subscales. Work motivation did not appear to differ significantly across retail management groups. This suggests that human resource strategies for the retail environment can be developed by analysing the store's work environment, examining the reward structure, and examining each management group structure to determine how retail organisations can encourage employee retention.
Details
Keywords
Ginger Woodard and Jayne Geissler
College graduates need to have effective management skills in order to be successful in the competitive retail environment. Educators in Clothing and Textile programmes develop…
Abstract
College graduates need to have effective management skills in order to be successful in the competitive retail environment. Educators in Clothing and Textile programmes develop and continually update curricula to prepare students. Input from retailers concerning curriculum development is necessary for educators to stay current with industry needs. The purpose of this study was to identify management skill strengths and deficiencies of new managers from a retailer's perspective. The questionnaire consisted of three sections: (a) management skill competencies of individuals entering a management training programme, (b) components of management skills identified in Section A, and (c) demographic information. The sample consisted of three management levels: store managers, division managers and vice‐presidents (upper management) of a men's wear apparel retailer. Upper management reported that new managers have the following management skill competencies: ability to take on responsibilities, ability to work as team, communication skills, goal‐setting abilities, leadership skills, decision‐making skills, problem‐solving abilities, handling job‐related stress/pressure, ability to evaluate job performance, delegating skills and time‐management skills. When asked to identify the most important management skill competencies, upper management rated leadership skills (29 per cent), problem‐solving (11 per cent) and teamwork (10 per cent) as being the most important. Results of ANOVA indicated that three demographic variables had a significant effect on management skill competencies. Management level had a significant effect on delegating and time‐management. Store managers rated new managers' delegating skills and time‐management skills higher than did division managers. Education had a significant effect on employee performance evaluation although no significant differences were found between groups. The number of years as a manager had a significant effect on time‐management with no differences between groups. Educators should consider retailers' assessments of new managers in preparing students for retailing careers. Special attention should be given to strengthening those skills found to be most deficient such as time‐management, delegating and evaluating another's job performance.