Starbucks Corporation stands out in the retailing of coffee beans in addition to tea drinks and various types of coffee. The corporation owns approximately 4000 outlets around the globe ( Tikson, 2018) . The case study will look into motivation in the company.
Liu and Zhang (2019) argue that d ue to increased technological changes and inventions in the recent past, competition within business corporations has grown more forceful. Particular emphasis is on companies producing similar products or services. Corporations and companies have come to appreciate the fact that, it is not only about the quality of products offered in the market or the supply of products and services, but the environment and corporation among employees within the workplace. Thus, it stands out as an essential aspect for companies and businesses to motivate, train, and reward their personnel for deriving the best from their input.
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According to Tikson (2018) Starbucks Corporation remains the most prominent coffee retail shop globally, especially with its high-quality coffee beans and tea drinks, among other types of coffee. The company is proud of over 4000 outlets around the world in its name. At the same time, it is the fastest-growing corporation in the U.S ( Liu and Zhang, 2019) . The company is not only famous for its coffee but its customer service, too, in addition to its excellent and attractive environment. Starbucks provides very comfortable surroundings for its customers not only to find comfort in taking their tea but also to socialize, thus attracting diverse groups of customers. It is also well recognized for its excellent treatment of its personnel. Its employee turnover is approximately 65 percent, with the manager's rates at about 28 percent yearly ( Tikson, 2018) . As compared to other outlets, Starbucks stands out as the most disciplined company in taking a keen interest in its employee's well-fair and well-being. Its turnover is way low as compared to other businesses in the same sector. Thus, it stands out as one of the ideal business representations, especially for employee motivation, establishment teamwork, and customer satisfaction.
History
Starbucks was started in the year 1971 by three partners in Seattle, Washington. The three partners, Gordon Bowker, Zev Siegel, and Jerry Baldwin, were all at the University of San Francisco as students. The high quality of coffee beans motivated them to start the giant company ( Tikson, 2018) . They were further inspired by Alfred Peet, who coached them on how to roast beans. The name Starbucks was derived from the common belief that any word with "st" was strong and would resonate well with the market and targeted customers. They eventually settled on Starbo then Bowker connected the two, and the name Starbucks was born. Other stores opened late in the original Starbucks location from 1971 to 1977 ( Tikson, 2018) . The original café was later relocated to 1912 Pike Place. By then, the corporation only focused only on whole coffee beans. The business started brewing coffee in small quantities and samples. Howard Schultz later joined the trio after he noted the strategic location and environment of the company. He would then open a new shop in Seattle under the name II Giornale. Schultz's successful strategy paid off, and the three original partners sold the entire company to Schultz. He increased input and brought in new investors and later changing the company's name from II Giornale to Starbucks. He would then focus on rapid expansion and opened other branches in Japan in 1987. By 2003, the corporation expanded to over 5,689 stores and has expanded over 400 times in less than a decade ( Tikson, 2018) . The company is ranked highly by Fortune Magazine. Starbucks is an excellent example of an international company that puts great effort into motivating its employees and deriving the best from them.
Motivation
Youssef-Morgan and Noon (2017) maintain that motivation plays a critical factor in the success and growth of any company or corporation. Employees derive their passion for work from ordinary positive relations. According to Youssef-Morgan and Noon (2017) motivation entails direct and indirect initiatives and forces that inspire people to put greater effort. According to the equity theory, people feel inspired to give their best when they are treated well and fairly. They can never perform well under negative conditions or negative passion ( Liu and Zhang, 2019) . The current CEO, Kevin Johnson puts great effort on factors that put the company on a good footing especially on issues on employee well-fair ( Tikson, 2018) . Schultz firmly holds it that the spirit of the company lies among the employees. Over the course of the company's operations, employees are urged to take a central role in the well-fair of the business on a day to day engagement. The company provides attractive and interactive frameworks that make the employees feel positive about the company ( Tikson, 2018) . The CEO and the entire leadership of the corporation has in place strategic measures and practices that are aimed at motivating and inspiring employees to give their best and put the interest of the company at heart.
In total, Starbucks has approximately 291,000 employees spread in over 30,000 units ( Liu & Zhang, 2019) . Despite the large number of employees, the company has in place strategic practices that motivate its employees in all its coffee outlets all over the world. According to ( Ganta, 2014) e mployee motivation entails both extrinsic and intrinsic factors. These are factors that inspire employees to give their best. Extrinsic motivation involves those external factors to lead to employee fulfillment, and they include rewards or punishments. Awards encourage employees to work hard towards receiving compensation while giving their best ( Ganta, 2014) . For example, hourly wage, or payment for extra time worked.
On the other hand, intrinsic motivation is derived from the employee in whom he or she derives inspiration from their work and engagement. Both theories help in instilling good engagement and interaction with the business. At Starbucks, the management puts focus on both intrinsic and extrinsic motivation to get the best out of the employees. Six strategies can be used to set in motion motivational practices among employees ( Tikson, 2018) . They include: Setting meaningful goals, celebrating/acknowledging both big and small achievements, offering useful feedback, and promoting learning and problem-solving ( Ganta, 2014) . Others include experimentation and learning in addition to following through promises. Within Starbucks, employees are motivated because they believe in the company, and they feel well connected with its achievement and practices.
Strategic and Attractive Well-fair measures
Liu and Zhang (2019) states that t he company offers all employees good attractive deals that include medical insurance, discounts on commodities, and vacations. All employees who put in more than twenty hours are entitled to benefits. Starbucks also offers good well-fair policies to both formal and informal employees.
Close relations with employees
Tikson (2018) argues that t he company has a well-designed communication strategy and plan with its employees. It focuses significantly on labor issues that affect their employees. For instance, the HR department strategizes on narrowing down the gap between the employees and managers. They also have a well-organized plan for giving employees time off to help them meet their targets within a scheduled time-frame. Thus, the company is in an excellent position to maintain a good management plan and have a closer relationship with employees. According to Liu and Zhang (2019) c ustomers are highly influenced by the enthusiasm evident in the service area. Employees enjoy working in a place that puts great emphasis on their well-fair and goodness.
Fair and Equal Treatment
All employees are jointly referred to as partners, including the supervisors and managers. The primary purpose is to have a close-knit relation and treatment of the employees to establish a fairground in all management and managerial issues ( Tikson, 2018) . One outstanding factor about Starbucks distinguishing from other companies is that all personnel co-work with one another irrespective of their level or position. In line with equity theory, workers generally have a friendly and enthusiastic environment lacking any sense of status. The overall feeling of belonging among the workers and to the company has often led to high employee satisfaction, thus motivating them to increased efficiency and productivity.
At the same time, Tikson (2018) maintain that S tarbucks management has in place various special needs offered to employees. As noted above, they include insurance covers and discounts. Other exclusive benefits include medical care provided to all employees. Employees putting in more hours are guaranteed extra pay in addition to other benefits such as discounts. Employees dealing directly with customers are provided training on coffee making at no cost ( Tikson, 2018) . They are also trained on how to deal with customers to increase customer satisfaction and fulfillment. According to Youssef-Morgan and Noon (2017) satisfied and fulfilled customers are most likely to come back. It is also evident that employees benefit from extrinsic motivation. As they contribute to the well-being of the company, they get excellent remuneration. Such remuneration includes monetary and intrinsic benefits.
Conclusion
The underlying factor for motivation within Starbucks is that the company's leaders put every effort to inspire and motivate all employees. The low employee turnover is evident that motivation and the move for the company encourage their continued stay and being. Starbucks recognizes that its employees are the most valuable assets they have to achieve their set goals. By identifying their determination, maintaining a close relation, and upholding transparency play a critical role in keeping their enthusiasm high and giving their best to the customers.
References
Ganta, V. C. (2014). Motivation in the workplace to improve the employee performance. International Journal of Engineering Technology, Management and Applied Sciences , 2 (6), 221-230.
Tikson, S. D. S. (2018). Human Resource Policies and Work Culture: A Case of Starbucks. Jurnal Bisnis, Manajemen, dan Informatika , 15 (1), 1-12. http://journal.unhas.ac.id/index.php/jbmi/article/viewFile/1773/1795
Youssef-Morgan, C., & Noon, A. (2017). Industrial/Organizational Psychology (2nd ed.). New York, NY: Russell Sage Foundation
Liu, Y., & Zhang, J. (2019, May). The Influence of Employees’ Motivation Management on Teamwork: Taking Starbucks as an Example. In 2019 International Conference on Management, Education Technology and Economics (ICMETE 2019) . Atlantis Press.
