Week 6 Case study

After looking over the employees’ levels of motivation that are hired and working for Patagonia I am able to determine that Patagonia really strives to make sure that their employees are happy and working well. They believe that a successful worker is happy and well balanced as can be viewed just by walking into their extraordinary outdoor tranquility represented office.
Patagonia is meeting the basic need as described by Maslow hierarchy of needs by allowing their employees to have self-actualization, building their esteem, making them feel a sense of belonging and love, helping them feel safe, and by contributing to their lives by allowing them to make a living in order to satisfy their Physiological needs. I think that it would be awesome to work for a company that allowed me to serf on the beach a block away during my lunch hour. They have a daycare on site for employees to bring their children creating an environment that really speaks to us about how the company feels about not only their employees but also showing that they care about what their employees care about. According to our textbook, “Its combined voluntary and involuntary turnover in its retail stores was around 25 percent, while it was only 7 percent at headquarters. (The industry average for retail is around 44 percent.) Patagonia’s CEO Casey Sheahan says the company’s culture, camaraderie, and way of doing business is very meaningful to employees and they know that “what they do each day is contributing toward a higher purpose—protecting and preserving the areas that most of them love spending time in.” (Pg. 532.) This says to me that the employees are very happy at their jobs when you think that the turnover rate is almost cut in half compared to other retail chains. I would enjoy working at Patagonia.
According to the theory of equity Patagonia is doing a great job in