Portland based motivation project paper and presentation

Portland based motivation project paper and presentation

Running head: Goal Setting and Extrinsic Motivation

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Increasing Extrinsic Motivation for Seemingly Mundane Tasks:

Applying Goal Setting Theory to Coffee Shop Workers

Amanda Tolmachev

Portland State University

Katherine Werth

Portland State University

Timothy Oxendahl

Portland State University

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Abstract

Saint Simon’s Coffee Company is a local, family-owned business in Northeast Portland. Their

intrinsically-based motivation to provide quality customer service and to produce specialty

coffee drinks is clearly demonstrated by both the managers and staff. To explore the underlying

psychological mechanisms of the dynamics of the organization, three qualitative interviews were

conducted. Based on the data collected from these interviews, it was concluded that the

employees enjoy the social aspects of their jobs (e.g., motivated by relational factors) and

possess an authentic interest in the end product (making drinks, sourcing quality coffee), but

there is inconsistent feedback given to employees along with a low level of extrinsic motivation

to complete the relatively mundane day-to-day tasks. To address these issues, we recommend

that the Saint Simon’s Coffee Company utilizes goal setting theory to develop specific,

measurable, attainable, relevant, and time-bound (SMART) goals. Additionally, we recommend

that they capitalize on the employee’s inherent desire for self-knowledge and social comparison

by allowing them to create their own drinks once they’ve completed the uninteresting tasks,

which will provide extrinsic motivation to complete the mundane tasks while also capitalizing on

their pre-existing intrinsic motivation. Finally, we recommend that the management team

provides feedback on a regular (quarterly) basis. In light of the upcoming business expansion,

these recommendations will create helpful structure for employee development and business

growth.

Keywords: motivation, goal setting, feedback

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Increasing Extrinsic Motivation for Seemingly Mundane Tasks: Applying Goal Setting Theory

to Coffee Shop Workers

Saint Simon’s Coffee Company is a locally owned coffee shop in the heart of Sullivan’s

Gulch in Northeast Portland. It has been open since 2014 and is in the process of opening up a

new location in North Portland. The core values at Saint Simon’s include treating their

employees like family and treating every customer as if they are a friend. These beliefs likely

come from the fact that they are family owned and operated. Two of the three owners came from

working at Dutch Bros, so they try to emulate the friendliness of the large scale chain while

making specialty coffee.

We interviewed three of the employees: Marissa, a barista who is going to become a

manager when the new location opens; Seth, one of the owners who is also a barista; and Darren,

one of the owners who is currently the store manager but will be relocating to the new location

when it opens. All three of these individuals have been with the shop since it opened. In addition

to appreciating the flexibility this job affords, they thoroughly enjoy the art of producing coffee

products and thrive on the social interactions inherent in their work.

Problem diagnosis

The employees we interviewed each expressed a strong sense of relatedness and

affiliation with the company and its objectives, as evidenced by the following quote: “I also

really care about the people I work for…knowing that I’m doing work that represents them well

also motivates me a lot” (Appendix B). This high level of relatedness also shows in their similar

views regarding their favorite and least favorite parts of their jobs. When asked which aspects of

the job they enjoy most, all three mentioned that interacting with customers was a key

contributor to why they enjoy working at Saint Simon’s. Similarly, bad days at work were

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unanimously associated with negative customer interactions brought about by either customers

or the employee being in a negative emotional state. For example, one employee stated, “When I

get frustrated, [I] start working angry, just kind of like slamming things around…trying to try to

get things back on track and get things back on where they should be” (Appendix A). As

demonstrated, relational dynamics with customers and coworkers are a key component to each

employee’s level of motivation.

Since positive client interactions are integral to the work experience, it comes as no

surprise that the employees show a high level of intrinsic motivation when performing client-

facing tasks. For example, one interviewee indicated that, “craft coffee is really fun to make”

(Appendix B). The employee’s drive to perform customer-facing duties in their job role is

something they look forward to each day. In contrast the interviewees also indicated low levels

of extrinsic motivation to perform non-client-facing tasks required to maintain the business.

Administrative tasks (e.g. payroll, bookkeeping, scheduling, etc.) as well as upkeep tasks (e.g.

cleaning, restocking inventory, etc.) were all mentioned as necessities of the respondents’

respective job roles, but none of the interviews mentioned feeling any sense of enjoyment when

performing these tasks, such as “It’s all checklist, you know? It’s clean this, do this, mop this,

dust this, stock this…” (Appendix C). Without a sense of intrinsic joy felt by performing these

tasks, the employees must rely on extrinsic motivation to ensure that these business upkeep tasks

are performed to company standards.

This dichotomy between the high motivation to perform client-facing duties and the low

motivation to perform business upkeep duties may be an issue as Saint Simon’s plans to open

their second location. Preparing for the new location not only diverts focus from the employee’s

day-to-day responsibilities, but also affects the balance of client-facing vs business tasks.

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Specifically, the tasks unique to the opening of the new store (e.g. hiring, training, and

scheduling new employees, securing additional inventory, etc.) do not necessarily involve client

interactions. In order to successfully handle this shift in priorities without sacrificing quality of

work or morale, the employees of Saint Simon’s must implement some means of increasing

extrinsic motivation to perform the necessary tasks which do not bring them a natural sense of

enjoyment.

Theory and Evidence

Goal setting theory provides a helpful framework for understanding the organizational

and interpersonal dynamics at Saint Simon’s Coffee Company. According to Locke and Latham

(2002), goal setting serves four primary functions: 1) directing energy toward relevant tasks, 2)

increasing effort/energy, 3) increasing persistence, and 4) evoking pre-existing task knowledge

and the discovery of novel strategies. Consequently, goal setting is positively correlated with

productivity and job performance. Further, the relationship between goals and performance may

be moderated by levels of perceived importance, self-efficacy, and feedback. Interestingly, goal

setting appears to be more relevant to simple tasks compared to complex tasks. Therefore,

considering that we are interviewing coffee shop workers whose tasks are relatively cognitively

simple, goal setting is a useful framework to use for our project.

Further, research by Martin, McNally, and Taggar (2016) deepens our understanding of

the dynamic in which the setting of goals positively affects job performance (“goal-performance

effect”) by analyzing two self-evaluative factors (the need for self knowledge and the need for

self-validation) and whether or not external evaluation influences these relationships. In total,

405 participants participated in an idea generation task, wherein half of them were assigned to an

“external evaluation” group (the experimenter recorded their performance and compared it with

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past participants) and the other half were assigned to a non-evaluated group. The participants

were further separated into groups that were given a general goal (“do your best”), a specific

goal with a self-validation manipulation, and a specific goal with a self-knowledge manipulation.

The findings revealed that external evaluation did not have significant effect on performance,

while both self-knowledge and self-evaluation, combined with specific goals, did have an effect

on performance.

This study is relevant to our project in multiple ways. First, the findings indicate that

excessive external regulation is not conducive to improved job performance, which may inform

the suggestions we make to those who manage the employees at this organization. Second, the

significant findings related to the need for self-knowledge (meaningful performance outcomes)

and self-validation (social comparison) present implications for how the organization can foster

greater levels of motivation in their employees. Finally, the finding that specific goals are more

efficacious than general goals suggests that Saint Simon’s Coffee Company may benefit from

developing specific goals, such as those found in the SMART approach (specific, measurable,

achievable, relevant, time-bound).

Therefore, Saint Simon’s Coffee Company will likely benefit from a goal-setting strategy

that uses specific and difficult goals designed by the employees, as this may create a greater level

of dedication to the more uninteresting tasks to ensure that the tasks get completed to proper

standards and in a timely fashion. Further, acknowledging that feedback is a significant

moderator of the relationship between goals and performance, the adoption of a standardized,

company-wide feedback protocol may also be efficacious. Additionally, Saint Simon’s should

consider how the goals created by the organization relate to their employee’s needs for self-

knowledge and social comparison. Implementing these processes, based in scientific theory and

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empirical evidence, will provide a framework for employee development and sustained business

growth.

Proposed Solution

To properly utilize goal-setting theory to increase extrinsic motivation at Saint Simon’s,

we recommend the implementation of SMART goals. We would suggest that the main owner

collaborates with each employee to set a goal for timely completion of day-to-day tasks and a

skill building goal that employees can pursue during slow times. Coupling these goals with

regular feedback, such as a quarterly check-in, will help employees stay on track with their goals.

Implementing these two different forms of goals should help both the company and the

employees. The task completion goal will promote an increase in extrinsic motivation and ensure

upkeep standards stay intact during this transition period. The managing owner should make sure

he is helping employees set specific, measurable, achievable, relevant, and time-bound goals to

ensure goal acceptance. In addition to a shop upkeep goal, a personal growth goal will also help

the shop maintain standards and possibly improve them. Due to the current change the company

is experiencing, employees should be encouraged to set a personal skill goal, such as learning a

new latte art design every month or creating a new drink for the menu, to help take up some of

the free time the workers experience during the slower periods of the work day. The opportunity

to develop new skills may satisfy the need for self-knowledge and social comparison, thereby

further enhancing levels of intrinsic motivation. This goal, coupled with feedback, can help the

employees feel a sense of personal growth while the company experiences organizational

growth, and will help ensure that the main owner and manager are staying in tune with both

locations.

Conclusion

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The employees of Saint Simon’s Coffee Company are currently going through a

transitional period as they divert attention and resources away from their day-to-day activities to

prepare for the opening of a second location. During this transition, we have identified that

employees are experiencing low levels of motivation to perform the daily tasks which are not

intrinsically interesting, thus indicating a lack of extrinsic motivation. We believe that a

standardized, company-wide goal setting framework may provide a flexible means of increasing

motivation while maintaining an individual employee’s focus. We recommend having each

employee discuss and implement a SMART goal for themselves with the management team.

This goal will provide a source of extrinsic motivation by presenting the employee with a

measurable, time-sensitive deadline for which they themselves (and the management team) can

be held accountable. We also encourage quarterly check-ins to discuss goal progress and how it

is affecting work performance and perceived motivation. Based on the findings of related

research, we believe this strategy will help maintain employee focus during this period of

transition and may even become a long-term practice within the company.

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References

Locke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and

task motivation: A 35 year odyssey. American Psychologist, 57, 705-717.

Martin, B, McNally, J., & Taggar, S. (2016). Determining the importance of self-evaluation on

the goal-performance effect in goal setting: Primary findings. Canadian Journal of

Behavioural Sciences, 48, 91-100.

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Appendix A

Interview 1: Darren

Katie 0:01 So first off, what are your primary responsibilities? Darren: Primary responsibilities as my, my job title? I am the founder/owner/manager of this current location. My, my responsibilities include rent scheduling, doing payroll, doing stop orders for product and anything really involving the overall production of what comes out of this job. Katie 0:35 And what do you enjoy most about your job? Darren: Um, I have to say most, I enjoy the people. I get to interact with tons of people daily, even not only customers, but also other business owners, other people that we collaborate with and that sort of thing, building those relationships and coming up with cool connections and things like that. Katie 0:57 And what do you enjoy least about your job? Darren 1:00 Probably least is the all the behind the scenes stuff as far as you know like bookkeeping, finances that sort of thing pretty much none of the fun stuff where you actually get to make coffee and talk to people and do all that but I mean it’s at the same time it’s necessary but it’s not necessarily my favorite so Katie 1:23 and what motivates you to do your job well? Darren: Um, I guess the motivation is mostly just based on we want to do well here and we want to we want the business to succeed. And I think that’s a major motivation because when when we get all of our employees on board and on the same page, we want us all to do good. And so if everyone’s kind of working towards a common goal that creates a lot of you know, everyone’s pushing each other forward.

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Katie 1:55 And would you say that you are more driven by the fear of making a mistake? Or by desire to challenge yourself and try new things? Darren: Oh, that’s a good question. Um, I would say the latter it’s always really fun to, to push ourselves to try new things, especially right now with with where we’re going trying to expand the business and stuff because I mean we could just be you know, plenty happy doing this one and making it by and that kind of thing but we want to keep pushing ourselves and keep getting better at our craft and what we do Katie 2:31 and do your personal goals align with your organization’s mission? Darren 2:37 Yes, I’ve at least my for me personally. Yes. I’ve always wanted to always wanted to run a business own a business and be an entrepreneur and this was really this is a really good avenue of making that happen and and pushing that forward. Katie 2:56 Is there anything in particular that you would that would dramatically affect your level of commitment to your job? Darren 3:04 Um, I would say that you never know what’s going to happen in life. And so obviously, if there was something that really required me and I needed to do something, go somewhere and help help somebody else. Or, or for me personally, if I had to, I would, but as far as as far as where it’s at right now, I don’t see anything in the foreseeable future that would take me away from what we’re doing here. Katie: Is there anything that would positively affect your commitment? Darren: Oh, um not that I can think of, actually. Katie 3:38 Um, does your work present sufficient challenges to prevent boredom while also providing opportunities for growth?

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Darren: Um, yeah. I think so. I think just in the nature of a coffee shop it’s never boring just because there’s always so many different things happening and it’s never the same thing every day. So you come into work, you don’t know who you’re going to see you talk to..that sort of thing..What was the second part of that question? Katie 4:06 Providing opportunities for growth. Darren: Oh, yes. Um, well, yeah, I mean, that’s, that’s what we’re trying to do right now, especially growth for our company growth for myself as an individual and and growth for the employees as well. Katie 4:22 And do you feel like you are given adequate support and your role as well as constructive feedback about your performance? Darren: Yeah, I believe so. When when the three of us started this together, we were all very clear on what our lines of authority were and where our areas of expertise were. And so we drew very clear lines of not crossing over into each other’s jurisdiction and that sort of thing and then that also has provided us with ways of giving each other feedback that aren’t you know it’s not personal it’s nothing like that but it’s when the other when the other pieces see one piece not working quite as well or could do something a little better, we can address it and talk about it and make make all of us work as a cohesive unit Katie 5:10 And would you feel comfortable voicing a negative opinion to your coworkers if an issue were to arise? Darren: Well, I’m the manager. So yes, I do that all the time. And it’s basically basically once if, if we get a bad feedback, either from a customer from an experience that someone had, we try and address it immediately and usually try and do it individually one on one with the person as to not, you know, embarrass them or make them feel that they’re being attacked or anything like that. But yeah, I’m comfortable with that. That sort of thing. Yes. Katie:

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And imagine a terrible day at work and what went wrong? Um probably a terrible day at work for me just being on the managerial side is that we run out of product for some reason, our power goes out, some sort of part of the production gets messed up. And so we can’t do our jobs properly. That would probably be the worst day of work. Or it has like vandalism and stuff like that has happened as well. So that kind of makes a crappy day at work. But other than that, I love what I do and got into it for a reason. So it’s, it’s something that I and it’s nothing that would deter me from continuing forward and keeping, keeping going. Katie: And what emotions does a bad day at work usually invoke? Darren: Typically, I mean, for me, it’s typically just frustration and when I get frustrated, like to start working, angry, just kind of like slamming things around and just like oh, but uh, but yeah, so I would say mostly it’s it’s just frustration and anxiety, trying to try to get things back on track and get things back on where they should be. Katie 6:55 And imagine an ideal day at work and what went right? Darren 7:00 An ideal day at work is usually like a sunny morning that is just crazy busy and we have ordered properly staffed, we have everyone in the positions they need to be in and that kind of flow we call it a flow because it’s everyone when people come into the shop to get their coffee and go back out, it should be just one big flow of everyone moving and when everyone’s doing well at their job and and having a good time while doing it. That just amps it up by like 20 times of just having a good flow having a positive energy and really just cranking drinks out Katie: and what emotions would you associate with those days? Darren: Um, I mean, yeah, it would be just like joy and having fun with what we’re doing and being fast and efficient and I would hope that our employees feel you know, a sense of pride and ownership themselves of the of the business. Katie 8:00 Thank you very much.

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Appendix B

Interview 2: Marissa

Katie: Alright. Um, so what are your primary responsibilities? Marissa 0:09 Um, I am a barista so making drinks, um greeting customers, educating customers on coffee, taking orders, restocking, cleaning, um yeah, so just pretty simple tasks that have to do with like cafe service, food service, customer service. Katie 0:34 And what do you enjoy the most about your job? Marissa: Um free coffee, maybe not the most, but that’s up there. Um, interactions with my co workers. I work with really great people and spending time with them is really fun, honestly. And then also just craft coffee is really fun to make, so just making coffee on a regular basis Katie 1:06 What do you enjoy least about your job? Marissa 1:13 Um, I think the most challenging part is some days when I don’t feel like talking to people and having to talk to people, it’s really hard just because you are in service. So there’s a lot of public interaction. And so like, if you’re just having a day, where you don’t really feel like interacting with people that can be really hard. That can be probably the hardest part. Katie 1:33 and what motivates you to do your job well? Marissa 1:38 Um, I think I hold myself to a pretty high standard. So, just like knowing that I came, did my job, did it well, I then can go home and not have to think about it, and I also really care about the people I work for and so knowing that I’m doing work that represents them well, also motivates me a lot to like do, to do well Katie 2:02 and would you say that you are more driven by the fear of making a mistake or by the desire to challenge yourself and try new things?

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Marissa 2:16 I think the latter, now. I think when I was younger, I was more driven by fear of making mistakes but I think now is as I’ve gotten older and I’m very well versed in like cafe service, the idea of like doing something a little bit more challenging or just like being, trying to be resourceful in challenging situations is like probably yeah, what I would lean towards. Katie: do your personal goals align with this organization’s mission? Marissa 2:52 um, I would say yes, although I’m not, I don’t foresee myself personally being in coffee for like a very long time. But, I think what Jared really wants to promote in his business, is something that I would promote in any kind of venture that I have, just like treating people well, respectfully, and giving them really good service and coffee. Katie 3:25 Is there anything in particular that would dramatically affect your level of commitment to this job both negatively and positively? Marissa 3:38 Um, probably not something that would be within the job. It would have to be something like in my life that’s happening that I would, that would change my commitment to it. Um, but uh, I can’t think of anything specifically, but I think that would probably be one factor that would just change how I would, change my focus on being here. But, I don’t think it would necessarily be like a, my work would suffer I think it would just be a matter of me like taking a step away for like, you know, trimming down hours or days so that I can be able to maybe pursue something else, but.. Katie 4:28 And does your work present sufficient challenges to prevent boredom while also providing opportunities for growth? Marissa 4:44 Um, I think in this position, there’s always opportunity for us to be doing something, so the boredom doesn’t necessarily lie in the activities it just kind of like it’s just the repetitiveness of them I think is where the boredom would come in. Um, and what was the second part of your question? Katie:

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Um, and do they provide opportunities for growth? Marissa: Yes. Yeah, Jared’s been pretty…um, for the most part, like it has been saying, like we can, there’s always an opportunity to move up. And I think hopefully when they open the second shop, maybe that will like, having more positions, or like, having more people with larger amounts of responsibilities, but for the most part, like, I kind of feel like I view the position in a way that’s it’s more of like functioning as a way to like, I don’t know, it serves my lifestyle at the moment. So it’s like I’m not really looking like, I’m not really seeking to pursue that but if I were ever to like approach Jared and be like, hey, I want to like participate in more of this, that or whatever and I want more responsibility he would be really open to, to working something out. Katie 6:07 Do you feel like you are given adequate support in your role as well as constructive feedback? Marissa 6:15 Umm, I’d say yes to the first one. Um, I think sometimes, I wish we had a little bit more feedback. But, when we do, when I do receive feedback, it’s mostly positive so I take that as a good sign but I think sometimes, I wish there was more, like, I guess, constructive criticism not necessarily like, I don’t know if that makes sense, like, because I’m someone who, like, wants to do well and wants to be better and, like, challenge myself and so, like, hearing um, yeah. Hearing a little bit more, like, maybe constructive criticism would be beneficial for me. But yeah, feedback in general, we typically do receive, like, a regular amount of feedback on our, just on our performance or on what we’re doing. Katie 7:13 And would you feel comfortable voicing a negative opinion to your co workers if there was an issue? Marissa 7:22 Uuum, like, with the, with my job? Or just like the position or anything? Katie: Yeah, an issue at work. Marissa: Um, it would depend on what it was. I think there’s a level of like appropriateness when it comes to, like, sharing things with my coworkers, like, there’s some, like, little daily, like, day to day things that I don’t mind sharing with them on, like, the regular basis, but if it was like a larger issue, like, I trust my coworkers and I, like, wouldn’t mind sharing things with them, but I would

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also want to make sure I went through the right, like, avenues of, like, protocol. Like, if it was a big issue, I’d just go straight to Jared and just be like, “Hey, this is like what’s up.” But if it’s something like a little bit smaller, I could, I definitely feel comfortable approaching my co workers with, with that, but I wouldn’t, it would just depend on what it was. Yeah. Katie 8:23 and imagine a terrible day at work. Marissa: Mhmm. Katie: What went wrong and what emotions does it evoke? Marissa 8:31 Um, I think some things that come to mind are probably just customer interactions that don’t go so well. Um, those can be really challenging for me because they always say don’t take things personally. But like, you know, I just do sometimes and so, um, emotion wise I usually just like kind of feel, I feel anxious, I feel stressed, I feel like I…But I try to channel that into doing like a task or something to get my mind off of the interaction that was maybe negative. And so, yeah. Katie 9:17 and then imagine an ideal day at work. Marissa: Mhmm. Katie: and what went right and what emotions does that evoke? Marissa: Yeah. Um, I’d probably say like good customer interactions, making really good drinks. Just having like, a really good flow of people and getting tasks done. Um, that would just be like ideal, having really good interaction, like, also, like, a good, like, workflow with whoever I’m working with, that’d be ideal. And that just, like, those kind of days, they just feel like smooth, I feel relaxed, I feel I just feel really positive and more upbeat, more willing to like engage with people and um, yeah. Katie 10:02 Thank you very much.

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Appendix C

Interview 3: Seth

Seth 0:00 Alright, fair enough. My name is Seth Brock. It is 6:35 on February 13, and the year of our Lord 2019. I’m here with Katie. And she’s gonna ask me some questions. Katie 0:12 All right, so what are your primary responsibilities? Seth: In my occupation at the shop? At the store? My primary responsibilities are making coffee and ensuring customers have a pleasant experience. Pretty standard stuff as far as baristaing goes. Kaite 0:31 and what do you enjoy the most amount of your job? Seth 0:38 getting to work with people I genuinely enjoy because that seems to be something that I have been really fortunate with and past occupations. So always be working with surrounding yourself with people that you get along with and that kind of challenge you and push you and inspire you and very lucky to be around a lot of beautiful people over there so I can honestly say the best part of that job is is the people I mean I enjoy coffee but coffee is coffee. Katie 1:07 and what do you enjoy the least about your job? Seth 1:19 Um, that’s tricky. least enjoyable part, I’d say would be probably the shortness of the shifts because sometimes when you’re when you’re trying to hold down a part time minimum wage job you want to make sure that the times you are there are worth it like a good long shift. shifts over there pretty short, so I’ve noticed that like and this is coming strictly from a place of being like kind of financially tight right now I’m like, Oh, I wish these shifts were longer so that answer will change according to how financially secure I’m feeling. You know Katie 1:52 what motivates you to do your job well? Seth 2:04

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honestly just I take a lot of pride in that shop. And so you kind of feel like in a way it represents you, in a personal way. And so you want to put your best foot forward. Katie 2:25 would you say that you are more driven by the fear of making a mistake or by the desire to challenge yourself and try new things? Unknown 2:40 I pick C a potential for gain. Katie: Can you explain that? Seth 2:44 Yes, I will elaborate. See, I think that most people have two things that serve as primary motivators, one of them being the fear of loss. The other thing the potential for gain. Um, I try to stay worry free. Because I’m someone who already runs a little anxious so I try to not sweat the small stuff and small stuff being things out of my control the things I am in control of to do well then I feel like I inherently have the responsibility to do them well because I can you know what I mean Katie 3:19 Do your personal goals align with your organization’s mission? Seth 3:25 My personal goals. In a word yes. This occupation serves wonderfully, the way most occupations do, in a manner of enabling the employee to do the other things that really make them tick outside of work, you know. So this is one of those things a lot of people go to shop they don’t even like in order to pay for the things that they do like, the vacations, and the fun time, the downtime, the good times. Um, for me I actually really enjoy what I do over there. And so that is just an extra bonus. That’s a little like, you know, just cherry on top of the Sunday that I happen to… the job allows me the free time and the money to get my things paid and also be able to do the things that are personal to me, that motivate me as a human. So yeah, I think it serves its job well. Katie 4:28 Is there anything in particular that would dramatically affect your level of commitment to your job either positive or negative? Katie 5:00

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Is there anything in particular that would dramatically affect your level of commitment to your job? And it can be either positive or negative or both. Seth: Something that would happen that would affect my commitment? No. Um, well, obviously if I was to get shitcanned I wouldn’t be as committed to the job. But as long as I’m there i think, i think something that might affect my commitment is if maybe other leadership somehow took the reins like if I’m on the minute percentile chance that Jared would just happen to sell the company you know and suddenly have new bosses to new boss, new manager that might affect it because I’d be like, well, it’s hard to work under someone when you’ve been there for six years, you know what I mean? So that might that might affect it, but no, nothing really else other than a change of leadership would really affect my commitment. Katie 5:57 and does your work present sufficient challenges to prevent boredom while also providing opportunities for growth? Seth 6:06 Yes. Given that I work a lot of afternoon shifts that are inherently not as busy as a morning shift. It’s gonna be a little slower. But I don’t think boredom ever really settles in. Because when you got downtime over there, there’s things to clean, there’s things to do. And so yeah, that would be my answer that. Katie 6:28 and do you feel like you are given adequate support in your role as well as constructive feedback about your performance? Seth 6:39 constructive feedback? There’s plenty of that. Jared won’t hesitate to tell me if he wants something done differently. So yeah, I feel like I’m properly enabled to do my job. I don’t feel like anyone’s really like slacking off on direction or anything. In fact, quite the opposite. This job, it’s very spelled out, what you have to do. It’s all checklist, you know. It’s clean this, do this, mop this, dust this, stock this, and so I mean, no you never really, never really get bored. But I think that’s a personal choice anyway. Katie 7:18 Would you feel comfortable voicing a negative opinion to your co workers if an issue were to arise? Seth:

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I did today. Katie 7:32 You want to maybe talk about it? Seth 7:36 Yeah, no, I have no..I’m just an outspoken person, so if something’s not up to snuff, I’ll be like why is it this way and not that way? You know, so that I don’t have a problem with that. I worked the afternoon with Tess today, she’s wonderful. And yeah, we..let’s see, what do we.. what are we talking about today?.. Oh, I guess the only things that really ever come up are either scheduling conflicts, maybe a last minute adjustment to the schedule that nobody knew about, or something, that kind of thing. There’s constantly little inconveniences around the shop. But a lot of it is just, what I would consider an inconvenience is something that inhibits the workflow. And so that’s really just a matter of like a why are we doing it this way and not that way, which is like there’s always a time and a place to bring those things up. So, so yeah, I don’t, I don’t feel at all. I don’t feel any level of discomfort, voicing my concerns, if that helps. Katie: And imagine a terrible day at work. What went wrong? Seth 8:45 I was late. I was probably late and it set me off, a terrible mood. So I’m like, shoot, I’m not putting my best foot forward. That’s all. Katie: and what emotions does that evoke? Seth: Oh, just uh, self loathing. Katie 9:07 and then imagine an ideal day at work. and what went right? Seth 9:12 What went right? Oh shoot. Usually I had great conversations with my co workers, great interactions with customers. Nobody tried to break a window or coming in and start you know, try to steal anything or lock themselves in the bathroom to take a sponge bath or you know, it’s a good day at work if things go on without a hitch playing good music everyone’s having a good time.

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Katie: and what emotions do good days evoke? Seth 9:40 Gratisfaction. That’s a word. Gratitude, satisfaction of general sense of well being, you know, when you’re having a good day, you walk a little taller, people treat you nice, chins a little higher, you know when you’re feeling on top of the world or not. And a good day at work makes you feel just a little better than when you when you got there. Katie 10:05 Thank you very much.

 
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