ers have come up with theories best to meet varied retail management strategies and aligning them with varied customers’ needs with time (Tsoukas, 2005). Douglas McGregor in his book “Human side of enterprise” acknowledged an method of making an atmosphere in which employees are encouraged through imposing, direction and control or integration and self-control which he called theory x and theory y. Abraham Maslow on the other hand developed a scientific management approach called Third force psychology.
In retail management, organization of employees is of paramount importance due to their respective roles in running the activities of the retail outlet. They may range from cashiers, sales persons to assistants on technical aspects of the products and services. Customers’ needs on the other hand are varied and keep changing with time, seasons and preference. With McGregor’s theory, retail mangers need to ascertain the optimum transfer of authority and/or power to their employees incorporating Abraham Maslow’s needs and preference principles to help run the retail outlet smoothly. The two theories have similarities and differences of which can be viewed in a business perspective to assist in analysis of their concepts.
In business core values, values like respect, commitment to personal and professional development and focus on friendly environmental practices and unwavering commitment to quality will match well with McGregor’s theory on employees’ motivation and control, and that of Maslow’s self-esteem, confidence, achievements and respect of others and by them. In developing goals, setting results expected of different employees of the outlet, the administration, financial segments and the outlet at large can provide a benchmark of realizing departmental efforts and capabilities and an insight about what requires change. This matches well with Maslow’s self-actualization pillar where molarity, problem solving, lack of prejudice and acceptance