1

Assessing the role of work Motivation on Employee Performance

2
ABSTRACT
The main purpose of this study was to assess the role of work motivation on employee
performance. This study in an assessment of this purpose used deductive approach in which
a ualitative survey was carried out among students at of !"# $nstitute %f Managenment
#tudieswho are assumed to &e future employees .The survey was intended to get their
responses on what they feel is 'are( the &est factors that could motivate them as future
employees among a list of ten motivational factors. $n this light the study sets to identify the
most ranked factors among the ten motivational factors.
The analysis from the empirical findings showed that )o& satisfactionwas the most ranked
factor for &oth su& groups that made up the sample survey. *owever a study from previous
researches used in this study showed that different results could &e o&tained from different
groups of already working employees. This study therefore can &e seen as an introduction to a
more detailed study to &e carried &y future researchers on the field of employee+s motivation.
,
TABLE OF CONTENT
Pages
Chapter One - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -1
1.1 $ntroduction-.ackground/ / / / / / / / / / / / / / / / / / / / / / / / / // / / / / / / / / / / / / / / / / /1
1.2 !esearch uestion-pro&lem statement / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / /,
1., %&0ectives-purpose of study / / / / / / / / / / / / / / / / / / / / / / / / // / / / / / / / / / / / / / / / /,
1.1 2imitations and demarcations / / / / / / / / / / / / / / / / / / / / / / / // / / / / / / / / / / / / / / / /,
1.3 4efinitions - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1
1.5 4isposition - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - / 3
1.1 #ample - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - / / /26
1.2 4ata collection - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /26
1., 7hoice of investigating factors - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /28
1.1 7riticism of data - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /29
,.1#cientific method/ / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / /2:
,.2 7hoice of su&0ect / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / /2:
,., Perspective - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 22
,.1 Preconception - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 22
,.3 #cientific ideal - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /2,
,.5 #cientific approach - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /21
,.6 !esearch method/ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /23
2imitations
Chapter II
Review of Literatre
Chapter III- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - !
2.1;hat is motivation - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5
2.2 Motivational theories - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 8
2., *istory and e<planation of Maslow+s *ierarchy of needs / / / / / / / / / / / / / / / / / / / / / 12
2.1 %rganisational-managerial applications of Maslow need theory / / / / / / / / / / / / / / / / /11
2.3 7riticisms of Maslow+s need theory/ / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / /13
2.5 Empirical studies on employees motivation using Maslow+s model/ / / / / / / / / / / / / / /15
Chapter For - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - "#
1
1.3 4ata analysis - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -,:
3
1.5 =uality of research design - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /,:
1.6 4egree of generalisation/ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /,2
Chapter Five fin$ings - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- - - - %%
3.1 >eneral results - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /,,
3.2 >ender 'male-female( / - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -,5
3., Age group - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /,6
Chapter Si& - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -%'
5.1 Analysis of the empirical finding- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - / /,8
5.2 >ender - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - / / / 12
5., Age group - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /1,
Chapter Seven- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ()
6.1 7onclusions - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -13
Chapter Eight - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - (*
8.1 #trengths and weaknesses - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - / 19
8.2 7ontri&utions - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /19
8., !ecommendations / - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3:
!eference list - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - / 31
Appendi< - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - / / / /3,
List of ta+,es
?ig 2.1 The process of employees motivation - - - - - - - - - - - - - - - - - - - - - - - / / / / / / / / 1:
?ig 2., *ierarchy of needs -E!> theory/ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - /1,
List of ta+,es
Ta&le 3.1 4escription of su&/groups and num&er of respondents / / / / / / / / / / / / / / / / / / /,,
Ta&le 3.2 7ollective rank order of motivating factors / / / / / / / / / / / / / / / / / / / / / / / / / / ,1
Ta&le 3., ?actors that influence respondents+ rankings &y su&/groups/ / / / / / / / / / / / / / / /,5
5
C-APTER ONE
INTRO./CTION
This chapter starts by presenting a background discussion of the selected topic of this thesis.
At the end of this discussion the research question is formulated and the main purpose of this
thesis (which is two folds) are established. What this research hopes to contribute and the
delimitations of this study are also discussed.
1011 Intro$2tion 3Ba24gron$
;hen looking at factors that affect 0o& satisfaction@ $ find that Agency theory might &e helpful
as it e<plains the e<tent to which organisations need to think of their human resource
responsi&le in producing the output needed &y organisations to meet shareholders value.
Agency theory is concerned with issues related to the ownership of the firm when that
ownership is separated from the day/to/day running of the organisation. $t assumes that in all
&ut owner/ managed organisations the owner or owners 'known in agency theory as the
Aprincipal( of an organisation must vest authority to an Aagent/corporate management/ to
act on their &ehalf. *arrison ! and Bessels ). '2::1@ Pp 23/25(
The principal recognises the risk@ here and act on the assumption that any agent will look to
serve its own as well as the principal interests as it fulfils it contract with that principal.
*owever@ this is not the situation in real life situation. As all agents are perceived to &e
opportunistic ';illiamson@ 1983C #eth and Thomas@ 1991(. These approaches to e<amining
the pro&lems of human e<change derived from the field of finance and economics &ut they are
often applied to the study of shareholders !isk Management '#*!M( '*arrel/7ook and
?erris@ 1996(.
Agency theory is therefore used to analyse this conflict in interest &etween the principal
'shareholders of organisations( and their agents 'leaders of these organisations(. ;here&y the
AAgents in keeping with the interest of the shareholders and organisational goals turn to use
financial motivational aspects like &onuses@ higher payrolls@ pensions@ sick allowances@ risk
payments@ perks to reward and retained their employees and enhance their performance.
6
There is a strong lo&&y propounding the view that human resources and their management are
the source of competitive advantage for the &usiness@ rather than@ say@ access to capital or use
of technology. $t is therefore logical to suggest that@ attention needs to &e paid to the nature of
this resource and its management as this will impact on human resource &ehaviour and
performance and conseuently the performance of the organisation. $ndeed .o<all and
#teeneveld '1999( argue that there is no need to prove the relationship &etween firm critical
influence on performance and la&our management as it is self evident that the uality of
human resource management is a critical influence on the performance of the firm. 7oncern
for strategic integration@ commitment fle<i&ility and uality@ has called for attention for
employees motivation and retention. >iven this perception@ the principal in an organisation
feels una&le to predict an agent+s &ehaviour in any given situation and so &rings into play
various measures to do with incentives in other to tie employee+s needs to those of their
organisation.
Thus getting employee+s identification with respect to the organisation@ and thus increasing
their commitment level. As an approach to mediate the employment contract@ elements of
human resource strategy 'especially those to do with rewards and retention( can offer a way of
ensuring an efficient transaction process that ena&les &oth parties to get committed towards
the fulfilment of each other needs. The fundamental pro&lem@ dealt with is what drives or
induces people to e<ploit their potential resources in the way they do in organisationsD The
issue of motivation and performance are they positively relatedD .y focusing on the financial
aspect of motivation pro&lem like &onus system@ allowances perks@ salaries@ etc. .y paying
attention to the financial aspect of motivation@ $ intend to pro&e in to the role this aspect has
on enhancing employee+s performance. $ &elieve@ financial motivation has &ecome the most
concern in today+s organisation@ and tying to Mallow+s &asic needs@ non/financial aspect only
comes in when financial motivation has failed. >i&son@ $vancevick@ 4onnelly@ '2::1@ Pp 211(
a space is then set for non/financial measures. Though in some situation@ it is &eing operated
side &y side. .ut as a research topic for my thesis $ will employ the financial aspects of
motivation used &y the agents of organisation in enhancing their employee+s performance and
the e<tent to which non/financial aspects of motivation turn to enhance employee+s
performance. To evaluate the methods of performance motivation in organisation in
organising some motivational factors like satisfies and dissatisfies will &e used to evaluate
how employees motivation is enhanced other than financial aspects of motivation
8
10" Resear2h 5estion3Pro+,e6 State6ents
As a research uestion@ the research seeks to answer what role does motivation play in
enhancing performance in organisation. This will &e possi&le through analysis of information
gathered from students at EmeF Eniversity. *ence this thesis is mainly uantitative.
10% O+7e2tives 3prpose of St$8
$n trying to find an answer's( to the research uestion and on the &asis of the a&ove
&ackground discussion and research uestion@ the main purposes developed for this thesis is to
assess the factors that motivate employees to perform &est at work. This is done &y carrying
out a survey in which respondents responding to a survey@ ranked the least to most important
factor on a list of ten factors un to how these factors influence them.
10( Li6itations an$ .e6ar2ations
The limitation is &eing considered in relation to the natural e<planation to which the
researcher has limited the study and the active choices to limit the study area that is financial
motivation as a determinant of performance. The study is limited to e<isting theories and
models@ and their influence and limitation on performance enhancement. .y considering the
financial and non/financial aspect of motivation on employees+ performance relating to
e<isting theories and models@ $ intend to mark a demarcation for the study. *ere $ have
considered limitation inline with the research o&0ective that is the study is limited. $ &elieve
that with the changing nature of the work force@ recent trends in development@ information
and technology@ the issue of financial motivation &ecomes consent on one of the most
important assets in an organisation. A lot has &een said on the outside forces of an
organisation. This research considers the inside forces as a starting point. $deally@ a study of
all the e<planatory varia&les will &e considered appropriate in order to capture the interactive
influences of other varia&les and thus &e a&le to come up with holistic and generally more
accepta&le results@ of financial motivation and performance.
9
10) .efinitions
Motivation: Motivation &y definition refers to what activates@ directs human &ehaviour and
how this &ehaviour is sustained to achieve a particular goal. Also it can &e defined as the set
of processes that arouse@ direct and maintain human &ehaviour towards attaining some goals.
)ones '1933( argues that Motivation is concerned with how &ehaviour gets started@ is
energised@ is sustained@ is directed@ is stopped and what kind of su&0ective reaction is present
in the organisation while all this is going on.>i&son@ $vancevick@ 4onnelly '%rganisationsG
processes@ structure@ &ehaviour Pp211(
Role of financial motivation: The potential role of money as 'a( conditioned reinforce '2( an
incentive which is capa&le of satisfying needs ',( an an<iety reducer '1( serves to erase
feelings of dissatisfaction %psahl and 4unette@ 'motivation and organisational climate Pp 53/
55(
Employee satisfaction: This refers to the positive or negative aspects of employee+s altitude
towards their 0o&s or some features of the 0o& $vancevich etal 'Pp 118(
Organisational Goals: A concept@ which refers to the focus of attention and decision/making
among employees of a su&/unit.
Organising: This involves the complete understanding of the goals of organisation@ the
necessity of proper co/ordination@ and the environmental factors that influence the gaols and
employees within the organisation.
Employee attitudes: Mental state of readiness for motive arousal.
Performance: the act of performingC of doing something successfullyC using knowledge as
distinguished from merely possessing itC A performance comprises an event in which
generally one group of people 'the performer or performers( &ehave in a particular way for
another group of people.
Efficiency: The ratio of the output to the input of any system. Economic efficiency is a
general term for the value assigned to a situation &y some measure designed to capture the
amount of waste or HfrictionH or other undesira&le and undesira&le economic features present.
1:
$t can also &e looked as a short run criterion of effectiveness that refers to the a&ility of the
organisation to produce outputs with minimum use of inputs.
Chapter T9O
Literatre review
n this section will describe and e!plain the concepts" models and theories that are rele#ant
in the field of moti#ation and necessary to facilitate a comprehensi#e analysis and
understanding of the research question .t may be useful to conceptualise the term financial
moti#ation and what its concepts are. A broader definition of moti#ation will be introduced.
"01 what is 6otivation:
1
According to >reen&erg and .aron '2::: p19:( this definition could &e divided into three
main parts. The first part looks at arousal that deals with the drive@ or energy &ehind
individual 's( action. People turn to &e guided &y their interest in making a good impression
on others@ doing interesting work and &eing successful in what they do. The second part
referring to the choice people make and the direction their &ehaviour takes. The last part deals
with maintaining &ehaviour clearly defining how long people have to persist at attempting to
meet their goals.
Breitner '1993(@ .uford@ .edeian I2inder '1993(@ *iggins '1991( all cited in 2inder
'1998@p,( defined motivation as Athe psychological process that gives &ehaviour purpose and
direction@ a predisposition to &ehave in a purposive manner to achieve specific unmet needs@
an unsatisfied need@ and the will to achieve@ respectively.
Joung '2:::@ p1( suggest that motivation can &e defined in a variety of ways@ depending on
who you ask .Ask some one on the street@ you may get a response like Aits what drives us or
Aits what make us do the things we do. Therefore motivation is the force within an individual
that account for the level@ direction@ and persistence of effort e<pended at work.
11
*alepota '2::3@ p15( defines motivation as Aa persons active participation and commitment
to achieve the prescri&ed results. *alepota further presents that the concept of motivation is
a&stract &ecause different strategies produce different results at different times and there is no
single strategy that can produce guaranteed favoura&le results all the times.
According to Antomioni '1999@ p29(@ Athe amount of effort people are willing to put in their
work depends on the degree to which they feel their motivational needs will &e satisfied. %n
the other hand@ individuals &ecome de/motivated if they feel something in the organisation
prevents them from attaining good outcomes.
$t can &e o&served from the a&ove definitions that@ motivation in general@ is more or less
&asically concern with factors or events that moves@ leads@ and drives certain human action or
inaction over a given period of time given the prevailing conditions. ?urther more the
definitions suggest that there need to &e an invisi&le force to push people to do something in
return. $t could also &e deduced from the definition that having a motivated work force or
creating an environment in which high levels of motivation are maintained remains a
challenge for today+s management. . This challenge may emanate from the simple fact that
motivation is not a fi<ed trait Kas it could change with changes in personal@ psychological@
financial or social factors.
?or this thesis@ the definition of motivation &y >reen&erg I .aron '2::,( is adopted@ as it is
more realistic and simple as it considers the individual and his performance. >reen&erg
I.aron defines motivation asG
AThe set of processes that arouse" direct" and maintain human beha#iour towards
attaining some goal. '>reen&erg I.aron@ 2::,@ p19:(
.assett/)ones I2loyd '2::3@ p9,1( presents that two views of human nature underlay early
research into employee motivation. The first view focuses on Taylorism@ which viewed
people as &asically laLy and work Kshy@ and thus held that these set of employees can only &e
motivated &y e<ternal stimulation. The second view was &ased on *awthorn findings@ which
held the view that employees are motivated to work well for Aits own sake as well as for the
social and monetary &enefits this type of motivation according to this school was internally
motivated.
12
2.2 Motivational theories
Even though much research &een conducted on the field of financial motivation and many
researchers and writers have proposed theories on the concept of financial motivation@ and its
role in enhancing employee+s performance in every organisation some of these models have
&een widely used and accepted &y today+s organisations leaders. $n this thesis discussion on
some of the motivational theories will include Alders 'E!> theory(@ Maslow 'Meed theory(@
"rooms 'E<pectancy theory(@ Adams '#ocial euity theoty(@ Taylor 'productivity theory(@
*erL&erg 'Two factor theory(@ Mac >regory 'theory N and J(@ >eogopalaus 'path goal
theory( and skinner '!eward theory(. To &etter understand this discussion a summary of the
theories is presented and an inde&t discussion on Maslow and E!> theories on which $ &ase
my thesis overlooked.
Alder asserts in his E<istence relatedness and growth theory commonly known as the E!>
theory that there are three &asic human needsG E<istence@ relatedness and growth@ which must
&e meet &y an employee to ena&le him@ increase performance.
Maslow '191,( suggests that human needs can &e classified into five categories and that
these categories can &e arranged in a hierarchy of importance. These include physiological@
security@ &elongings@ esteem and self/actualisation needs. According to him a person is
motivated first and foremost to satisfy physiological needs. As long as the employees remain
unsatisfied@ they turn to &e motivated only to fulfil them. ;hen physiological needs are
satisfied they cease to act as primary motivational factors and the individual moves Aup the
hierarchy and seek to satisfy security needs. This process continues until finally self/
actualisation needs are satisfied. According to Maslow the rationale is uite simple &ecause
employees who are too hungry or too ill to work will hardly &e a&le to make much a
contri&ution to productivity hence difficulties in meeting organisational gaols.
"room '1951( proposes that people are motivated &y how much they want something and
how likely they think they are to get it he suggest that motivation leads to efforts and the
efforts com&ined with employees a&ility together with environment factors which interplay+s
resulting to performance. This performance interns leads to various outcomes@ each of which
has an associated value called "alence.
1,
Adams '1953( on his part suggests that people are motivated to seek social euity in the
rewards they receive for high performance. According to him the outcome from 0o& includesC
pay@ recognition@ promotion@ social relationship and intrinsic reward .to get these rewards
various inputs needs to &e employed &y the employees to the 0o& as time@ e<perience@ efforts@
education and loyalty. *e suggests that@ people tend to view their outcomes and inputs as a
ratio and then compare these ratios with others and turn to &ecome motivated if this ratio is
high.
Taylor '1911( o&served the soldering &y employees@ which is a situation where&y workers
work less than full capacity. *e argued that soldering occurs due to the fact employee+s fear
that performing high will lead to increasing productivity@ which might cause them to lose their
0o&s. This slow paces of work where promoted &y faulty systems however this situation is not
what prevails with contemporary employees who organisations evaluate them through their
performance.
*erL&erg suggested that there are factors in a 0o&@ which causes satisfaction. These he called
intrinsic factors 'motivators( and other factor he refers to as dissatisfies 'hygiene factors(.
According to him if the motivational factors are met@ the employee &ecomes motivated and
hence performs higher.
Mac >regory suggested that there e<ist two sets of employees 'laLy and am&itious
employees( ;ith laLy employees representing theory N@ hard and am&itious workers
representing J. According to him the laLy employee should &e motivated to increase
performance in an organisation
>eogopalaus path >oal theory of motivation states that@ if a worker sees high productivity as
a path leading to the attainment of one or more of his personal goals@ he will turn to &e a high
producer. .ut if he sees low productivity as the path leading to the attainment of his goal he
will turn to &e a low producer and hence needs to &e motivated.
This discussion on the a&ove motivational theories e<plains the fact that the concept of
employee+s motivation has &een a critical factor addressed &y previous authors as what
determines the core competence of every organisation in achieving a competitive position.
11
#kinner who propounded that any &ehaviour that is rewarded tends to &e repeated supported
this view.
The term motivation has &een used in numerous and often contradictory ways. Presently
there appears to &e some agreements that the crucial thread that distinguishes employee+s
motivated &ehaviours from other &ehaviour is that it is goal directed &ehaviour@ .indra '2:::
P22,( agues that the core of motivating individuals lays in the goal/directed aspect of
&ehaviour.
)ones suggested Amotivation is concern with how &ehaviour gets started@ is energised@ is
sustained@ is directed@ is stopped and what kind of su&0ective re/action is present in the
organisation while this is going on. The )ones statement can &e converted into a diagram
which shows the employee motivational process as it influences performance.
Figre 1010 The pro2ess of e6p,o8ees 6otivation
Tension or drive
To fulfil or need
#earch
?ulfilment and
!e/definition of needs
>oal directed
.ehaviour
The figure illustrates that the process &egins &ecause of tension within drives or needs of an
employee. Me<t there is a search within the company or groups or within employee to fulfil
his desires. ;hen the employee is satisfied with his financial motivation he redefines his
desires and needs and the process is initiated again.
These groups of researchers were over the years divided into what was later la&elled the
content and process theories of motivation. According to steers@ mowday I#hapiro
'2::1@p,82( the process generated during this period@ makes this period referred to as Athe
golden age of work motivation theories.
$%e#er before and" some would argue" ne#er since has so much progress been made in
e!plicating the aetiology of work moti#ation 'steers et al.@ 2::1@ pp,8:/,8,(
.assett/)ones I 2loyd '2::3@p 9,2( suggests that the Acontent theorists led &y *erL&erg@
assumed a more comple< interaction &etween &oth internal and e<ternal factors@ and e<plored
the circumstances in which individuals respond to different internal and e<ternal stimuli. %n
the other hand@ process theory@ where victor "room was the first e<ponent considers how
factors internal to the person result in different &ehaviours.
?rom the focus point of these two groups@ one could o&serve that the process theories attempt
or try to understand the thinking processes an individual might go through in determining how
to &ehave in a workplace. The primary focus was on how and why uestions of motivation@
how a certain &ehaviour starts@ developed and sustained over time.
$t is true that human &ehaviour in general is dynamic and could affect the individual+s
personal altitude as well as factors surrounding that individual. These e<ogenous factors
eminent from the environment in which the individual operates generate stimuli to employees.
$t is my &elief that employees in general are goal seeking and look for challenges and e<pect
positive re/enforcement at all times. *ence it could only &e of &enefit if organisations could
provide these rewards and factors. Though $ have discussed earlier in this thesis that
employees are financially motivated@ motivation could &e seen as a moving target@ as what
motivates differs among different people. And may even change for the same person over a
given period of time@ developments within the modern organisation has pro&a&ly made
motivating employees ever more difficult due to the nature of every individual@ &ehaviour
increasing the comple<ity of what can really motivate employees.
According to .assette/0ones I 2loyd '2::3@p.9,2( Ae<pectancy@ euity@ goal setting and
reinforcement theory have resulted in the development of a simple model of motivational
alignment. The model suggest that once needs of employees are identified@ and organisational
o&0ectives and also satisfy employee needs .$f poorly aligned@ then low motivation will &e the
outcome.
According to ';iley@ 1996@p251( Amodern approaches to motivation may &e organised into
three related clustersG '1( personality/&ased views '2( cognitive choice or decision approaches
and ',( goal or self/regulation perspectiveC where personality/&ased views emphasise the
influence of enduring personal characteristics as they affect goal choice and striving.
;orkplace &ehaviour is posited to &e determined &y persons current need state in certain
universal need category. 7ognitive choice approaches to work motivation emphasise two
determinant of choice and actionC e<pectations@ and su&0ective valuation of the conseuences
associated with each alternative. These e<pectancy value theories are intended to predict an
individual choice or decision. >oal framework to work motivation emphasise the factors that
influence goal striving which focuses on the relationship &etween goals and work &ehaviour.
The assumption is that an employees conscious intentions 'goals( are primary determines of
task/related motivation since goals direct their thoughts and action.
$t is worth noting that an in/depth review of all the different theories mentioned a&ove@ is
&eyond the scope of this thesis. *owever@ the personality/&ased perspective of work
motivation within which Maslow need theory of motivation and Alders E!> theory falls will
provide the main support and serve as a foundation for the research reported in this thesis.
#pecifically@ as organisational scholars have paid a great deal of attention to the idea that
people are motivated to use their 0o&s as mechanisms for satisfying their needs. This thesis
intend to use Maslows hierarchy of need theory of motivation as a foundation to identify the
factors that motivate today+s employees@ and in the process determine a ranking order of
factors that motivates these employees@ the original Maslow theory will &e looked at more
detail hereof.
2., *istory and E<planation of Maslows *ierarchy of Meed Theory
The Amotivation to work pu&lished &y Maslow pro&a&ly provided the field of organisational
&ehaviour and management with a new way of looking at employees 0o& altitudes or
&ehaviours in understanding how humans are motivated. Pro&a&ly the &est/known
conceptualisation of human needs in organisations has &een proposed &y this theory. A&raham
Maslow was a clinical psychologist who introduced his theory &ased on personal 0udgement@
which was generally known as the need hierarchy theory. According to him if people grew in
an environment in which their needs are not met@ they will &e unlikely to function as healthy
individuals or well/ad0usted individuals. This idea was later applied to organisations to
emphasise the idea that unless employees get their needs met on the 0o&@ they will not function
as effectively as possi&le.
#pecifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner. This means that these needs are aroused in a specific order
from lowest to highest@ such that the lowest/order need must &e fulfilled &efore the ne<t order
need is triggered and the process continues. $f you look at this in a motivational point of view
Maslow+s theory says that a need can never &e fully met@ &ut a need that is almost fulfilled
does not longer motivate. According to Maslow you need to know where a person is on the
hierarchical pyramid in order to motivate him-her. Then you need to focus on meeting that
person+s needs at that level '!o&&ins 2::1(
According to >reen&erg and .aron '2::,@p192( the five needs identified &y Maslow
corresponds with the three needs of Alderfers E!> theory. ;here as Maslow theory specifies
that the needs &e activated in order from lowest to highest Alder+s theory specifies that the
needs can &e activated in any order. *is approach is much simpler than Maslows. Alder
specifies that there e<ist three main needs as opposed to five postulated &y Maslow. This
human &asic needs include e<istence@ relatedness and growth. These needs according to Alder
need not necessarily activated in any specific order and may &e activated at any time.
According to him E<istence needs corresponds to Maslows physiological needs and safety
needs. !elatedness needs corresponds to Maslows social needs and growth needs corresponds
to esteem and self/actualisation needs &y Maslow
.elow is a summary of these needs that in this thesis are divided into 4eficiency needs
'psychological@ safety@ social needs( and >rowth needs 'esteem@ self/actualisation needs(.
?actors E<planation
O Physiological needs are the need at the &ottom of the triangle and include the lowest
order need and most &asic. This includes the need to satisfy the fundamental &iological
drives such as food@ air@ water and shelter. According to Maslow organisations must
provide employees with a salary that ena&le them to afford adeuate living conditions.
The rationale here is that any hungry employee will hardly &e a&le to make much of any
contri&ution to his organisation.
O #afety needs this occupies the second level of needs. #afety needs are activated after
physiological needs are met. They refer to the need for a secure working environment free
from any threats or harms. %rganisations can provide these need &y providing employees
with safety working euipment e.g. hardhats@ health insurance plans@ fire protection etc.
The rationale is that employees working in an environment free of harm do their 0o&s
without fear of harm.
O #ocial needsG This represents the third level of needs. They are activated after safety
needs
are met. #ocial needs refer to the need to &e affiliated that is 'the needed to &e loved and
accepted &y other people(. To meet these needs organisations encourage employees
participation in social events such as picnics@ organisations &owling etc
O Esteem needs this represents the fourth level of needs. $t includes the need for self/
respect
and approval of others. %rganisations introduce awards &anuets to recognise
distinguished achievements.
O #elf/actualisationG This occupies the last level at the top of the triangle. This refers to
the
need to &ecome all that one is capa&le of &eing to develop ones fullest potential. The
rationale here holds to the point that self/actualised employees represent valua&le assets to
the organisation human resource.
Most research on the application of need theory found that although lower/level managers are
a&le to satisfy only their deficiency needs on the 0o&s@ managers at the top level of
organisations are a&le to satisfy &oth their deficiency and growth needs '>reen&erg I.aron
2::, p.191( this view was supported &y #hipley I Biely '1988@ p.18(
#hiply I Biely '1988@p.18( argue that as A need satisfaction is an attitude@ and that it is
perfectly possi&le for a worker to &e satisfied with his-her need@ &ut not &e motivated the
reverse of which holds eually true. *ence@ need satisfaction and motivation are not
synonymous and &oth need fulfilment and un/ fulfilment can have negative as well as positive
influence on motivation
"0( Organisationa, 36anageria, App,i2ations of ;as,ows Nee$ theor8
The greatest value of Maslows need theory lies in the practical implications it has for every
management of organisations '>reen&erg I .aron 2::, p.193(. The rationale &ehind the
theory lies on the fact that it+s a&le to suggest to managers how they can make their
employees or su&ordinates &ecome self/actualised. This is &ecause self/actualised employees
are likely to work at their ma<imum creative potentials. Therefore it is important to make
employees meet this stage &y helping meet their need organisations can take the following
strategies to attain this stage
!ecognise employee+s accomplishmentsG !ecognising employee+s accomplishments is an
important way to make them satisfy their esteem needs. This could take the form of
awards@ plagues etc.. According to '>reen&erg I .aron 2::,@ p196( research carried out
in >TE 4ata services in Temple Terrace@ ?lorida shows that awards are given to
employees who develop ways of improving customer+s satisfaction or &usiness
performance. .ut it should &e noted that according to >reen&erg I.aron awards are
effective at enhancing esteem only when they are clearly linked to desired &ehaviours.
Awards that are too general fail to meet this specification.
Provide financial securityG ?inancial security is an important type of safety need. #o
organisations to motivate their employees need to make them financially secured &y
involving them in profit sharing of the organisation. $n a research carried out with ATIT
and ;ang showed that 3:P of their employees received financial outplacement services
to assist laid/off employees in securing new 0o&s.
Provide opportunities to socialiseG #ocialisation is one of the factors that keep employees
feel the spirit of working as a team. ;hen employees work as a team they tend to increase
their performance. !esearch conducted on $.M shows that it holds a Afamily day picnic
each spring near its Armonk@ Mew Jork headuarters.
Promote a healthy work forceG 7ompanies can help in keeping their
Employees physiological needs &y providing incentives to keep them healthy &oth in health
and mentally. $n a research carried out at the *ershey ?oods 7orporation and #outhern
7alifornia Edison 7ompany showed that Employees are provided with insurance re&ates with
health lifestyles while e<tra premiums were given to those with risk ha&its like smoking.
2.3 7riticisms of Maslows Meed theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not meet@
they would &e unlikely to function healthy@ well/ad0usted individuals. !esearch testing
Maslow+s theory has supported the distinction &etween the deficiencies and growth needs &ut
showed that not all people are a&le to satisfy their higher/order needs on the 0o&. According
the results of the research managers from higher echelons of organisations are a&le to satisfy
&oth their growth and deficiency needs lower level managers are a&le to satisfy only their
deficiency needs on the 0o&. Maslow+s theory has not received a great deal of support with
respect to specific notion it proposes '>reen&erg I.aron 2::,@ p193(. To them this model is
theorised to &e especially effective in descri&ing the &ehaviour of individuals who are high in
growth need strength &ecause employees who are different to the idea of increasing their
growth will not realise any physiological reaction to their 0o&s.
7enters I .gental '1955@ .19,( in their survey carried out among a cross/section of the
working population in 2os Angeles@ posited A&ackground factors@ altitudes and aspirations
affects workers needs@ e<pectations and situation assessment. According to >raham I
Messner '1998@ p.195( there are generally three ma0or criticisms directed to the need theory
and other content theories of motivation. 'A( There is scant empirical data to support their
conclusions@ '&( they assume employees are &asically alike@ and 'c( they are not theories of
motivation at all@ &ut rather theories of 0o& satisfaction. This was supported &y the views of
Madler I 2awler '1969( in >raham IMessner '2:::@ p 188(.
Madler I 2awler '1969( cited in >raham I Messner '2:::@p.198( where also critical of the
need theory of motivation. They argue that the theory makes the following unrealistic
assumptions a&out employees in general thatG 'a( all employees are alike '&( all situations are
alike and that 'c( there is only one &est way to meet needs. Another critic to this view was
.asset/)ones I 2loyd '2::1@ p 951(.
.asset/)ones I 2loyd '2::1@ p 951( presents that in general@ critics of the need theory argue
that it is as a result of the natural feeling of employees to take credit for needs met and
dissatisfaction on needs not met.
Monetheless and regardless of the heavy criticism levied at the hierarchy of need theory@ $
&elieve that this theory has a made a significant contri&ution in the field of organisational
&ehaviour and management especially in the area of employee motivation and remains
attractive to &oth researchers and managers alike. The incorporation of the need theory into
the work environment today could &e as a result of the contri&utions made so far &y Maslows
*ierarchy of need theory.
"0! E6piri2a, st$ies on e6p,o8ee 6otivation sing the origina, an$
a$apte$ ;as,ows 6o$e,
$f any person has to come up with the uestion that is there any need for employees
motivationD The answer to this type of uestion of/course should &e simple/the &asic survival
of every organisation &e it pu&lic or private limited &efore@ today and in the foreseea&le future
lies in how well its work force is motivated to meet the o&0ectives of the organisation. This
e<plains why the human resource department in today+s organisation is &ecame a focus of its
core functions. $ think that motivated employees are needed in this rapidly .usiness world
where the principal/agent conflict is the issue confronting most managers. Most organisations
now consider their human resources as their most valua&le assets 'a strategic or competitive
advantage(. Therefore@ in order to effectively and efficiently utilise this strategic asset@ $
&elieve managers and the organisation as a whole@ must &e a&le and willing to understand and
hopefully provide the factors that motivate its employees within the conte<t of the roles and
duties they perform. This is &ecause highly motivated employees are the cause of high
productivity levels and hence higher profits for the organisation. *aving noted this rationale
the ne<t uestion one may ask is what factors motivate today+s employeesD
According to ;iley '1996@ p253( at some point during our lives@ virtually every person may
have to work. *e claims that working is such a common phenomenon that the uestion Awhat
motivates people to work is seldom asked. ;iley went on to say that Awe are much more
likely to wonder why people clim& mountains or commit suicide than to uestion the
motivational &asis of their work@. Therefore@ e<ploring the altitudes that employees hold
concerning factors that motivate them to work is important to creating an environment that
encourages employee motivation.
?rom the much amount of literature availa&le on employee motivation@ it is clearly evident
that a lot of surveys regarding employees and what motivates them have &een undertaking.
These employee motivation surveys have &een conducted in many different 0o& situations@
among different categories of employees using different research methods and applications.
%ne of the very first survey to &e conducted was on industrial workers &y '*ershey I
.lanchard@ 1959( over the years@ similar or different survey employees have &een carried out
see 'Bovach@ 1986@ 199,( ';iley@ 1993(@ '2indner@ 1998@ 1999(
According to a research carried out &y Bovach on industrial employees who were asked to
rank ten A0o& rewards factors &ased on personal preferences where the value 1 represented
most preferred and 1: &eing the least preferred. The results were as follows '1( full
appreciation of work done '2( feeling of &eing ',( sympathetic help with personal pro&lems
'1( 0o& security '3( >ood wages and salaries '5( interesting work '6( promotion I >rowth '8(
employees loyalty '9( >ood working conditions '1:( tactful discipline
4uring the periods of '1915@ 1981 I 1985( when employee surveys were carried out@
supervisors were at the time asked to rank 0o& rewards@ as they taught employees would rank
them. The rankings &y the supervisors were relatively consistent for each of the years. These
rankings were as followsG '1( >ood wages '2( )o& security ',( promotion and >rowth '1(
working conditions '3( interesting work '5( personal loyalty to employees '6( tactful
discipline '8( full appreciation '9( sympathetic help with personal pro&lems '1:( recognition
'Bovach 1986 p.19/31(
The results from the supervisor survey indicated that their ranking had not changed over the
study period with regards their collective perception of factors that motivate employees. This
shows that they had a very inaccurate perception of what motivates employees &ut also that
they did not realise the importance of the need theory
$n a survey &y ;iley '1996@ p.268( in which appro<imately 33: uestionnaires were
administered to person employed at different industries and divided into 3 su&groups@ or
categories namelyG 'occupation@ gender@ income levels@ employment status and age( they were
asked to rank 1: factors according to the level of importance each is in motivating them to
perform &est with the most important factor ranked 1 and the least important ranked 1:
th
. The
survey concluded with the following collective rank order &y respondentsG '1( >ood wages '2(
full appreciation of work done ',( 0o& security '1( promotion '3( interesting work '5(
company loyalty to employees '6( >ood working conditions '8( tactful discipline '9(
recognition '1:( sympathetic help with personal pro&lems.
The results from a representative sample of the la&our force in seven different countries &y
*arpaL '1991 p.63( showed that the two most dominant work goals were Ainteresting work
and >ood wagesC *e further concluded that these two factors were consistent across different
organisational levels@ &etween genders and age groups.
=uinn '1996( also cited in *arpaL '1991 p.,11( concluded@ A;hen the ratings of twenty three
0o& related factors 'including the need factors( were carried out@ the conclusion reached was
that no single factor was pre/eminently important. *e further pointed out that@ AThe most
aspect of the worker 0o& was that of sufficient resources to perform a task. ?rom the a&ove
studies presented so far@ the rankings &y different su&groups have shown semantic differences
in the importance placed on different motivational factors. ?or e<ample 'Bovach@ 1986@
;iley@ 1996 and *arpaL@ 199:( .The discrepancies in these research findings supports
Melsons '2::1@p.2( positional view that Awhat motivates employees differs and may change
for the same employee over time.
$t is appropriate at this level to give a &rief summary of the previous researches in this thesis.
Even though the original need hierarchy theory was presented some 3: years ago@ some of its
if not all factors remain of significant importance to employees today. The large num&er of
earlier and recent studies investigating employee motivation using sometimes the original or
modified version of Maslow+s theory@ may continue the appreciation of this theory and the
issue of employee motivation. The literature also shows that where the original theory was
lacking 'short comings or criticised for(@ has &een greatly taken into consideration.
!esearchers have taken issues such as differences in gender@ age@ income@ culture I countries
etc and how these may affect or influence employee work motivation e<tensively. The
commonality &etween these previous researches is the agreement that certain factors are more
important as motivational factors than others and that these factors may change from one
employee to another. These previous studies have also &een taken using different methods@
from surveys@ uestionnaires@ face/face interviews@ &ut their outcomes have not differed
significantly. A possi&le e<planation could &e due to the fact that even though these studies
were carried out using different methods and target population@ the motivator+s factors remain
same. The literature used in this thesis covers a wide range of time period@ highly relevant and
useful for addressing the purpose of this thesis
C-APTER T-REE
SCIENTIFIC APPROAC-
n this chapter the intended approach to answering the research question and purpose of this
study discussed in the introduction chapter" are mainly discussed. The scientific method is
firstly discussed followed by my preconceptions and perspecti#e of this study. &econdly the
different approaches that are a#ailable for making a scientific research are discussed. 'uring
the discussion of each approach" the approach found to be suitable for this thesis research is
identified and moti#ated
%01 S2ientifi2 6etho$
$n order to form a &ackground and to give the reader an appropriate direction of focus of my
work@ $ have put forward and motivate the choices $ have made when working on this
research. Thus all the issues raised in this chapter should form the &asis for evaluation of the
result in the light of how $ have planned and carried out the work.
%0" Choi2e of S+7e2t
$n a rapidly evolving environment@ where skills and capa&ilities continuously play a vital role
in the creation of shareholders wealth and values@ firms must &e a&le to learn fast and adapt
regularly. #o as to attract@ retain and integrate their workers with respect to new challenges of
glo&alisation and technological advancement. Ensuring that their workers can construct and
share strategically valua&le knowledge. %rganisations must &e a&le to arouse@ directs and
sustained human &ehaviour to achieve organisational goals and meet shareholders value Many
organisations have failed to link employee+s interest to those of the organisations and as such@
employees and employers 0o& contract has &ecome unsta&le@ with higher la&our turn over.
Thus $ have chosen to write on this topic &ecause traditional tangi&le assets 'employees( have
&ecome less important than intangi&le knowledge /&ased assets 'technology(. $ &elieve@ a
study like this one could form the &ases for the evaluation of company motivational strategies@
and thus a uorum for future research and organisational ad0ustments.
The emergence of the knowledge economy is one of the most dramatic shifts to have taken
place in society since the industrial revolution@ with the impact of the ;orld ;ide ;e&
$ address the &elief that@ with the current trend of glo&alisation@ la&our turnover demands
more part times to full time 0o&s@ companies need to continuously measure and evaluate their
motivational strategies with respect to la&our turnover and the num&er of new applicant and
hence think on how to enhance performance
*aving worked &ack home@ with some organisations where $ served as an intern@ $ realised
that some employers were misunderstanding the concept of motivation. The work
environment was not conducive and in most situations@ the environment was tense with little
or no 0o& satisfaction employer+s turn to look upon financial motivation as the only aspect of
motivation@ which can &e used to enhance every employee+s performance. Thus@ $ thought of
the issue of employee+s motivation of a research interest. Thus when the issue of a 7/level
thesis came to my mind $ reflected on my past e<perience with my former employers with
motivation &eing a point of focus. $ &elieve the result and recommendation could serve some
other organisations and open up opportunities for further research. ;e may agree that in
reality most if not all organisations consider their employees to &e the most valua&le resources
since the other factors of production can easily &e o&tained due to glo&alisation. !esearchers
for e<ample Pfeffer '1998(@ cited in ';hittinton and Evans@ 2::3@p.12:( suggested Aperhaps
the only remaining source of sustaina&le competitive advantage is through people. This in
other words suggests that the effective and efficient management of this human resource has
and will continue to &e of increasing importance possi&ly for all organisations.
Thus@ the su&0ect of this thesis was &ased on the increase importance of people within all
kinds of organisations. That is to identify if financial motivation is the sole factor pushing
today+s employees to go the e<tra mile and give their &est at work@ and in so doing provide a
rank of all other factors that can push employees to &est performance. Aspiring as a future
manager@ the findings of this thesis will not only help me understand what motivates
employees in different works of life@ &ut also an advantage for my future managerial a&ilities
and capa&ilities.
%0% Perspe2tive
Perspective in terms of a research study can &e considered as the starting point of the research
study .it more or less clarifies from which direction the researcher's( studies the pro&lem at
hand and how he or she plans to interpret the research findings in reality. The choice of
perspective usually has a strong connection with the purpose of the research and most often
than not influences the choices of methods and theories needed to carry out the research
'!eed@ 2::5@p2(. The general perspective in this thesis is &roadly from E#.E student+s point
of view as employees and future employees. That is to identify what motivates employees to
do &est at work. This perspective is taken with the hope that results of this thesis could act as
guide that would help organisations retain their most valua&le resource and hopefully reap the
rewards of a motivated work force. This thesis will provide a collective rank order of
motivational factors among employees@ taking the perspective of the employees is considered
to &e appropriate for this thesis.
;riting a research like this one reuires every researcher to take a stand and have a view of
knowledge. *ere@ $ have taken my stand or perspective for this research with respect to two
folds. An academician and a &usinessperson can often view pro&lem interpretation differently.
*ere the perspectives $ have taken reflect my interpretation and findings of the pro&lem at
hand. Thus@ my overall o&0ective is A To assess the role of work motivation on employees
performance. Thus my perspective is that of performance enhancement in relation to
financial Motivation and to 0udge if other motivational factors can as well enhance
employees+ performance.
%0( Pre2on2eption
$ndividual+s preconceptions are their ideas that e<ist regarding different phenomenon.
According to the 7am&ridge advanced learners dictionary@ preconception is an idea or opinion
formed &efore enough information is availa&le to form it correct '!eed@ 2::5@ p1(. This
opinion is as a result of a comple< pattern@ which is usually influenced &y a person+s practical
e<perience@ social &ackground education@ etc. Each and everyone decision values and
&ehaviour is affected &y preconceptions for they posses it. $t therefore undermines everyone
complete o&0ectivity especially when making o&servations. !ather than pursuing complete
o&0ectivity@ $ should instead &e aware of such a phenomenon and let them not interfere in my
decisions in an unreasona&le manner. Preconceptions differ from individual to individual
depending on for e<ample e<periences@ education or previous scientific work. Education in its
self forms a strong foundation for understanding@ preconceptions. Preconceptions are socially
founded@ su&0ective opinions on the issues to &e studied. The scientist preconceptions vary
depending upon the parents@ religion conviction@ circle@ and set of acuaintances@ working
places@ social status. #ome are deeply founded than others and as such are harder to change
e.g. faith and politics.
As a &usiness student with previous economic &ackground and work e<perience@ my
preconceptions will not only affect my findings and the conclusions made@ &ut also the whole
scientific process as noted earlier. Thus pure o&0ectivity is very difficult to maintain in
scientific research. To some e<tent@ my findings reflects the values@ my work is inevita&ly
su&0ective and that it is important for me to give the reader knowledge regarding my
&ackground providing the reader with sufficient information against which the work research
can &e evaluated and understood.
Preconceptions are the foundation upon which $ have &ased all my following e<periences and
therefore the following e<periences can &e coloured &y our preconceptions. They are not 0ust
a &uilt in memoryC they affect me while $ search from new knowledge and decide the
approach that $ have on the su&0ect that am a&out to e<plore '#arita M@ and Elrika !Qnnholm
'2::1( 7ulture ;hat are its effects(. My preconceptions came from my previous studies and
practical e<perience within the pu&lic sector in 7ameroon and educational &ackground.
*aving this in mind@ my preconceptions 'especially a&out the motivational importance of
money( and how this might affect the study was uestioned at great lengths Primarily &ecause
the empirical findings or results of this thesis will &e &ased on the responses o&tained from the
uestionnaires administered to the survey participants@ which of course during the study
period are not affected &y my individual preconceptions.
%0) S2ientifi2 I$ea,
4epending upon the way you choose to perceive the reality@ a scientific research should &e
essential to give the reader knowledge on the research. This view should follow the theoretical
and scientific choices of the study. They are two scientific ideals that emerge from the
interpretation at handC the positivism and the hermeneutic. These ideals are two e<tremes and
the researcher may place him any way along the line. $n my reflections upon the rule of
financial motivation@ $ descri&e myself as an unreconstructed positivist@ guided &y the &elief
that employees are motivated financially to perform &etter. As a result@ conclusions can &e
drawn a&out employees+ attitudes towards financial motivation. This results in the generation
of scientific knowledge &ase on generalised propositions that can &e tasted against facts from
which it is possi&le to Asses the rule of work motivation on employee performance.
%0! S2ientifi2 approa2h
$n this research@ $ will follow the deductive approach. #ince it utilises a wide range of
e<isting theories and tries to find answers from e<isting research and findings a&out
motivation and employees enhancement@ which $ very much &elieve@ will &e use to form the
&asis to compare@ analyse and investigate the findings of the research. The investigation will
start from a sample uestionnaire and various theories on motivation@ and performance
enhancement relating them to previous research. And then conclude &y analysing the results
of the uestionnaire ranking the motivational factors that is welcomed &y employees towards
their performance. !eed '2::5@p1( suggest that@ empirical research generates knowledge
derived from o&servation or e<perimentation as opposed to theory and that empirical research
uses inductive reasoning to draw conclusions a&out the e<perimentation and o&servations . $n
general@ a study can &e carried out using an inductive or deductive approach. !eed goes
further to present that the inductive approach is Awhere specific o&servations or measurements
are made in order to develop &roader conclusions@ generalisation and theories. The deductive
on the other hand@ is Awhere one starts thinking a&out generalisations@ then proceeds towards
specifics on how to prove or implement the generalisations.
%0# Resear2h ;etho$
.asically@ they are two main research methods and each method is employed and used
depending on the research uestion at hand. ?irstly@ the ualitative method is where the goal is
to widen the knowledge and the whole pre/understanding through field o&servations or in
la&oratories. The weakness of this method is the effect from the control of the phenomena@
which will continue to change &ecause of the scientific process. 4uring the oral method@ the
interviewer should guide the conversation as little as possi&le. Through the language@ the
scientist and respondents could take part of each other+s thoughts &y their own valuations and
e<perience@ for it &ecomes easier for the scientist to gather information from the respondents.
=ualitative research is &y no means a new strategy or framework for doing social research
'*amilton@ 1991C "idich and 2yman@ 1991(
2
. Mone/the/less@ there has &een a very
considera&le growth in the use and popularity of ualitative research since the early 195:s@
which can easily convey the impression that it is of more recent origin than is in fact the case.
$t seems to imply any approach@ which does not entail the collection and analysis of
ualitative data. This view is generally regarded as unhelpful though it does have some
currency@ largely &ecause for most writers and practitioners@ it is viewed as &eing more than
the mere a&sence of ualitative data.
=uantitative methods on the other hand are &ased on already decided and well/structured
uestions@ which all the respondents will &e asked. The information is reduced to a certain
area of interest and respondents will &e repeated the same uestions. This can &e com&ined
with open uestions@ which give the respondents the fle<i&ility to answer from different
perspectives. =uantitative and ualitative aspects may also &e com&ined in the same study.
They can compliment each other &y &ringing width and depth into the research. A mi< of
ualitative and uantitative studies gave me the &est ideal to follow as &y focusing on
secondary data@ and previous research $ intend to forge ahead with the research uestion. ;ith
my main o&0ective@ to achieve a deeper understanding of the chosen su&0ect@ this research will
place more emphasis on the ualitative research method and at some level $ have employed
knowledge realised from articles written on the topic conducted in previous research. The
com&ined approaches will &e the most meaningful way to pro&e into the su&0ect and assess
the role of the financial aspect of motivation in enhancing employees+ performance.
The ma0or part of this thesis uses a uantitative method@ as the aim is focus on gathering
information or opinions a&out the many factors in a systematic manner 'in this case a survey(
in order to identify the factor that motivates today+s employees. *owever@ a uantitative
approach is considered most suita&le when analysing the results &etween the different
su&groups of respondents as the results are mainly presented in figures.
%0' Literatre 2o,,e2tion
A search in the EmeF Eniversity li&rary data&ase yields a considera&le amount of literature
'&oth &ooks and scientific articles( concerning work motivation dating as far &acks as the
193:s. To develop a strong theoretical &ackground@ several of these materials were utilised@
which ena&led me to select those that $ considered most suita&le for this thesis. The &ooks and
articles were found using the search engines and data&ases availa&le at EmeF
Eniversitets&iliotek@ and the $nternet. ?rom a review of literature@ a survey uestionnaire was
developed to collect data for the study.
The survey uestionnaire developed included a list of ten factors that were adapted from
previous researchers already mentioned in the previous discussions. 4uring the study period@
2:: surveys were administered to E#.E students who represent the target population of this
study. These typed uestionnaires were all hand/delivered to participants@ which were
dropped in a &o< assigned for collection. My presence was only relevant for e<plaining some
statements in the uestionnaire that the respondents needed further e<planation.
The uestionnaire asked participants to rank the surveys ten uestions according to how
important each is in motivating them as future employees to perform &est at work. The most
important factor was ranked 3 and least important ranked 1. All factors were to &e ranked and
no rank could &e used more than once. The participants were as well asked to indicate theirC
gender@ 7urrent age. The respondents filling the uestionnaire found no ma0or pro&lem in
understanding the uestion as they were asked the only ma0or pro&lem i realised although
from a very small num&er of respondents@ was that of ranking the factors. *owever@ out of the
2:: hundred uestionnaires administered 13: responded uestionnaires usa&le for this thesis
'63P(. The remaining 23P were those that were not refund &y the respondents for various
reasons@ which could not &e@ count for. As one student working in a group said( we could
only fill out the questionnaire after our group discussion .$n general@ collecting data among
E#.E #tudents was very interesting@ as many of the respondents were happy making an
assessment of their future employment situations. Therefore $ consider the 63P response rate
to &e adeuate and a good sample for this thesis.
%0* Criti2is6 of Literatre
The literature used in order to develop a theoretical framework for this thesis can &e classified
as secondary sources@ as it represents data that is already collected &y others. Ma0ority write
of articles used in this thesis@ Thus as a result@ most of the findings are &ased on employees in
America and the cultural and environment perspectives of these researches pro&a&ly influence
these results. *owever@ some literature was found &ased on and European and other parts of
the world.
The chosen literature has a wide variety when it comes to time perspective 'from the 193:s to
present(. Even though some critics may argue that Maslow need theory of motivation was
developed in the 193:s@ it may not &e useful today@ and thus produces mi<ed feelings
depending on what one is interesting. %n and where@ $ &elieve this theory remains highly
influential and important to organisations@ educational institutions@ and perhaps the research
field. ?urther more@ despite the fact that this theory is criticised for &eing too method &ound@
there are o&serva&le connections &etween the different studies using different approaches
reported in this thesis. The different researchers seem to continuously refer to each other+s
work@ and so seem to relate to each other and present more or less similar results. 4ue to this
interline@ $ am of the opinion that the literature used in this thesis could &e considered highly
relevant@ up/to/date and therefore@ correct and useful.
C-APTER (
RESEARC- ;ET-O. AN. .ESI<N
n this chapter" the practical methods used in order to answer the research question and fulfil
the purpose of this thesis are presented. )oti#ating my choice of factors" possible problems
with the data and how the data was analysed follows the first two discussions. *inally" the
quality of the chosen research design is criticised.
(01 Sa6p,e
The purpose of this thesis is to access the role of financial motivation in enhancing
employee+s performance in organisations@ utilising Mallow+s hierarchy of need theory as a
foundation in order to achieve this aim. The process through which this would &e o&tain is &y
allowing individuals to rank a given set of adapted motivational factors according to how
important each is in motivating them as future employees to perform &est at work. $ am of the
view that &y using a general survey method rather than interviews@ it would &e possi&le to
overcome some of the ma0or concerns of Mallow+s critics. That is@ for e<ample the Acritical
incident techniue criticised &y Ewen '1951@ p.152(@ which involved asking respondents to
descri&e e<ceptional events from their history. As a result@ a total of 2:: uestionnaires 'see
appendi< for sample of administered uestionnaire(@ were prepared and randomly
administered among students of E#.E. These uestionnaires were distri&uted randomly in
order to ensure ma<imum representation of all level of students from different works of life
and to avoid any possi&le &iases. To ensure this@ for e<ample@ the sample included students
from different age groups@ regions and studying different field of programmes within the
.usiness school.
(0" Choi2e of investigating fa2tors
7hoosing the investigating factors for a research is of great importance for the outcome of that
study. The factors selected in this study are from a num&er of previous studies@ ena&ling this
thesis to accommodate a &roader view of the e<isting literature. Therefore it is only necessary
at this point to motivate my choice for adopting some factors for this thesis and not others.
?irstly@ the original plan was to undertake a case study of "olvo 7ompany EmeF to assess the
role of financial motivation on the performance of their employees@ taking into consideration
my preconceptions. *owever@ this did not materialise &ecause of some language difficulties@
for e<ample@ when $ contacted through phone calls to carry out my study@ $ was told of the
language difficulties. Therefore with a degree of counselling from my supervisor the decision
was taking to instead carry out a general survey involving students at EmeF .usiness #chool
who comprise the future employees.
#econdly@ only two su&groups are considered in this thesis. These included 'age and gender(
&ecause $ saw them as the most appropriate su&groups to &e used for this thesis since the
respondents to the survey included 0ust students who could only &e su&/divided for easy
analysis of the results. Thus a third factor was to include the &asis on which the selection for
the factors was done to ensure validity in the results o&tained from the analysis of the survey.
Thirdly@ the &asis for selecting the ten factors in this thesis was that each factor must have
&een used &y at least more than one previous research thus making the results and analysis of
this thesis o&0ective. *ence a discussion on what constitutes 4eficiency needs and >rowth
needs was necessary as a fourth reason for the selection of investigating factors.
?ourthly@ it is worth noting that from the ten factors of need used in this study@ three could &e
regarded as 4eficiency needs for every employee '>ood working conditions@ 0o& security@ and
nature of 0o&(. ;hile the other seven could &e considered growth needs for every employee
'promotion and e<pectations@ organisational-management style@ recognition@ satisfying goals@
>ood wages@ team spirit@ working hours(. These factors were considered to &e appropriate for
this study.
?inally@ it is worth nothing that even though most of the target population of previous studies
was specific group of employees@ however most of the factors used were the same@ though
some were different. $n this study@ certain factors such as >ood working conditions@ working
hours were not considered@ as $ did not find them highly relevant in this study@ as their
inclusion will only result in a pull of unnecessary data.
(0% .ata ana,8sis
After data were collected on all the factors@ e<cel computer programme was used to present
the results. The collective rank order was determined &y entering the ranking given to each of
the 1: factors in the survey uestionnaire 'see appendi< 2(. After entering the rankings given
to each factor &y each respondent@ the total or sum of all the rankings for that factor was
totalled. The factor with the least or lowest sum@ was ranked num&er 3 or the last factor and
the factor with the highest sum was ranked 1 or first. The same procedure was used to
analysis the ranking of factors &etween the different su&groups. This system of data analysis
was found to &e more appropriate as different participants gave a different ranking for the
same factor@ and this was the simplest method that $ could use to present the results.
(0( 5a,it8 of the resear2h $esign
Validity: !esearch design is often divided into three &road categories@ according to Athe
amount of control the research maintains over the conduct of the research study. These three
&road categories namelyG AE<perimental@ field and o&servational research. They vary on two
important characteristicsG $nternal and E<ternal validity. The E<ternal research concerns the
overall validity of the research study ';att I "an 4en .erg@ 1993@ p.185/191(. $n an
E<perimental research@ the researcher controls the setting in which the research is &een
conducted and may influence the varia&le's(@ while o&serving the changes or no change in the
varia&les. Thus@ due to the a&ility to control and eliminate certain varia&les and conditions
that may have a profound effect on the outcomes of the research@ would likely improve the
validity of the research.
$n a field research@ the researcher retains control over the independent varia&le's(@ &ut
conducts the research in a natural setting without any control over environmental influences.
%n the other hand@ in an o&servational research@ the researcher can neither control the
varia&le's(@ or the research setting. This kind of research usually takes place sometime after
the actual process &eing researched ';att I "an 4en .erg@ 1993@ p.19,/193(
$nternal "alidity descri&es or accounts for all factors@ including those@ which are not directly
specified in the theory &eing tested@ &ut might affect the outcome of the study. $n other words@
it usually concerns the soundness of the research &eing carried out. E<ternal validity
conclusions covers the specific environment in which the research study is conducted to
#imilar real world situations ';att I 4en .erg.1993@ p.198/1999( $n this case a research
which has a generalised conclusion@ could &e more valua&le than one whose conclusions
cannot &e applied outside the research environment.
The research for this thesis could &e considered as a field research as it is carried out among
people who happen to constitute the future work force and whose responses $ cannot influence
in any significant manner. ?urthermore@ to ensure &oth internal and e<ternal validity &elieves
to have used the most accurate and up/to/date literature. The right and relevant uestions
asked in the survey@ the most feasi&le data collection method used@ and the tools used to
analyse the data are also considered to &e accurate and produce valid resultsC the overall
validity of this thesis is considered to &e high. *owever $ would argue that the internal
validity of this thesis is relatively high@ &ut the same cannot &e said for its e<ternal validity.
The reason for this position is therefore discussed under the relia&le headings.
Reliability: The aim of any research $ &elieve is to use a given procedure and reach a
conclusion that will &e applica&le in any given environment. The primary o&0ective should &e
that if a later investigation followed e<actly the same procedures as descri&ed &y an earlier
investigator and conducted the same study all over againC this later investigator should &e a&le
to arrive at the same results and conclusions. Thus the study is considered to &e highly
relia&le. *owever@ due to the very nature of human &eings 1::P relia&ility cannot &e
considered for this study@ as individual perceptions are central in this study. $n other words
&ecause we are different as individuals and that our individual wants and preferences are
different@ future investigations may not produce e<actly the same results as reported in this
thesis. Monetheless@ $ &elieve that the results of this study could &e regarded as highly relia&le.
.egree of genera,isation1 ?or a research to &e a&le to generalise the results o&tained
from the sample surveyed to the total population depends on how well the sample represents
the total population and how accurately data was collected and analysed. This generalised
conclusion would possi&ly make the research work more valua&le and appreciated.
?urthermore@ the larger the num&er of o&servations@ the more trustworthy the generalised the
conclusion might &e. $n this study@ the target population was 2:: E#.E #tudents representing
future employees. $ acknowledge the fact that this sample is not large enough to &e applying
the results to the total population or generalise the result. *owever@ the results of this study
could &e used as a starting point for managers or organisations and other interested parties to
identify and understand what factors motivate employees and there&y ensure an environment
that encourages@ promotes@ and fosters such factors.
?inally the aim of this thesis was to determine factors that motivate today+s employees and in
so doing provide a collective ranking order. Thus this thesis does not make any attempt to
investigate the employee+s level of satisfaction. The reason &eing that previous researches
have shown that Aone can &e motivated and yet not satisfied or motivation may not necessary
lead to increased performance on the 0o&.
C-APTER FI=E
E;PIRICAL FIN.IN<S
n this chapter" the results on how moti#ational factors influence +&,- &tudents are
presented and discussed(
)01 <enera, res,ts
This survey was designed to investigate the factors that influence E#.E students to &e
motivated at work. The respondents were divided into various categories@ something that the
original Maslow study did not do. As there are differences &etween what motivates employees
and what employees want over time@ it is possi&le that there may also &e differences &etween
categories of employees &ased on their gender and age. ?igure 3.1 &elow shows the su&groups
studied in the survey@ the num&er of respondent and percentage of the su&group representing
the total of 122 respondents.
Ta+,e )011.es2ription of s+grops an$ the n6+er of respon$ents
S+grops N6+er of respon$ents Per2entage of tota,
respon$ents >1""?
<en$er
Males
?emales
5:
52
19.2P
3:.8P
Age grops
2: or less
21/23
25/,:
,1 and a&ove
5
68
,1
6
1.9P
5,.9P
23.1P
3.6P
$t can &e o&served from the ta&le that the su&groups were fairly represented in the total
population of 122 respondents. *owever@ the respondents within the age groups 2: or less and
,1 and a&ove warrants further e<planation. 2ower level of respondents constituting the ages
2: or less and ,1 and a&ove could &e e<plained &y the fact that a Ma0ority of the E#.E
students fall out of these age range.
The respondents surveyed in these thesis/represented students in different programmes of
studies at the .usiness school. A survey uestionnaire administered to respondents asked
participants to rank the ten motivational factors according to how each factor would influence
them at work. The most important factor was to &e ranked 3 and the least important factor was
to &e ranked 1.All factors were to &e ranked and no rank could &e used more than once. The
figure &elow presents the collective rank order of the 1: motivational factors according to
how important each is in influencing the respondents.
Ta+,e )0" Co,,e2tive ran4 or$er of 6otivating fa2tors a22or$ing to respon$ents
Ran4 Fa2tor A B C
1 )o& satisfaction 31: 5, 2:.9P
" Promotions-e<pectation 3,: 33 18.2P
% !ecognition 321 2: 1,.5P
( >ood salary 195 26 1,.5P
) %rganisational-management styles 155 15 5.5P
! #atisfying goals 138 16 8.9P
# Team spirit 133 11 3.,P
' >ood working conditions 113 11 3.5P
* ;orking hours 12, 16 3.5P
1@ Possi&ilities of layoffs ,,1 3 1.6P
MotesG 7olumn A/#hows the sum of the ranking given to each factor &y the total respondents@
the smaller the sum of the total rank@ the lower the factor was ranked as a motivational factor.
7olumn .. shows the num&er of times respondents ranked the factors most important
7olumn 7/shows the percentage of respondents who ranked a particular factor as most
important '3(
Co,6n C A
S6 of respon$ents who ran4e$ a fa2tor 6ost i6portant B1@@C
Tota, n6+er of respon$ents who ran4e$ an8 fa2tor 6ost i6portant
*ence it could &e seen from the ta&le that column 7 is a derivation from column . this
e<plains why if we count from the e<cel sheet how many times the num&er 3 appears on each
uestionnaire from the total sample siLe '122( we get the corresponding result for each factor.
;hen we then make a summation of this total and divide the corresponding result a&ove that
summation multiplied &y 1::P gives us the percentages in column 7.
?rom the review of data@ 2:.9P or total of 5, :f the 122 participants@ as shown in column A.
in ta&le 3.2 a&ove@ ranked 0o& satisfaction Aas the most important motivational factor. $n fact@
it was the most popular num&er one motivational factor across all the categories and
su&groups in this survey. The remaining 69.1P was shared among the 9 other factors while
1.6P ranked possi&ilities in layoffs occupying the 1:
th
position as the least important
motivational factor. The second highest ranked factor was Apromotion-e<pectation
representing 18.2P of the total respondents@ followed &y Team spirit 1,.5P@ >ood working
environment 1,.53P respectively.
The figures under column A. in figure 3.2 a&ove represent the E<cel results 'see apedi<1(.
;hen the total ranking of each factor &y each respondent was entered@ the total ranking given
to A0o& satisfaction for e<ample was eual to 31: followed &y followed &y
AE<pectation-promotion with a total ranking of 3,:. The least two factorsG working hours
and threats of layoff were &oth given a total rank of 12, and ,,1 respectively. Mote the lower
the total ranking given to a factor@ the less important it is as a motivational factor and the
lower the total ranking the lower it is as a motivational factor.
$t is interesting to o&serve that all four factors mostly ranked &y E#.E students fall within the
original Maslow study the other motivator factors were ranked 3
th
@ 5th@ and 6
th
respectively in
this thesis. The undisputed ranking of A)o& satisfaction@ as the most important factor '5, of the
total 122 respondents( clearly shows that managers and organisations &y no means should
underestimate its importance.
Ta&le 3.,G &elow shows the categories into which respondents were divided in the factors that
influence them survey carried out for this thesis. The collective rank order of factors &y the
entire group of survey student+s '122( is presented and the figure also makes it possi&le for
the responses of each su&group to &e compared with others and also that of the entire group.
Figre )0%1 The fa2tors that inf,en2e respon$ents ran4ings +8 s+grops
Fa2tors Fe6a,e
s
;a,es "@ an$
+e,ow
"1-") "!-%@ %1 an$
a+ove
>ood working
conditions
, , 1 , , 1
Promotion
-e<pectation
2 2 1 2 2 ,
%rganisation-mana
gement styles
8 8 5 9 5 5
Team spirit 1 1 1 1 1 1
)o& satisfaction 1 1 1 1 1 1
!ecognition 3 9 9 3 5 9
;orking hours 3 6 5 5 5 1
>oals attainment 6 5 5 8 3 5
>ood salary 9 3 3 5 9 5
Threats of layoff 1: 1: 9 1: 1: 9
The most o&vious general o&servation that could &e made from ta&le 3., a&ove is that the
entire group of survey participants and each of the su&groups consistently ranked A0o&
satisfactions the most important motivational factor. ;orking conditions and threats of
layoffs were often than not given the least importance ranking than any of the other factors.
The responses or results from the various su&groups are discussed thereofG
)0101 <en$er >6a,e3fe6a,e(
;hen the responses of men and women are analysed 'ta&le 3., a&ove( no significant
differences were found in the ranking of factors or preferences of the two groups. .oth men
and women 'though placing different rankings( ranked four of the same factors among the top
five most important motivational factors. *owever@ certain factors ranked differently &y the
two group needs a closer look for e<ample women ranked *igh salary and goals attainment
among the five most important motivational factors@ 9
th
and 6
th
@ while men ranked the same
factors outside the top five most important factors@ 3
th
and 5
th
respectively.
Another difference in ranking of factors &etween these two groups was also o&served &etween
!ecognition and working hours. ;hile men ranked these two factors as 9
th
and 6
th
women on
the other hand ranked the same factors at 3
th
and 3
th
respectively. 7onsidering the results of
this survey@ one may safely assume that men are more interested in making money and
clim&ing the organisational hierarchy than do women. 7ompared with the entire group+s
collective ranking order of the top five factors were also included in the top five motivational
factors &y &oth men and women.
)010" Age grop
?our age groups 'see ta&le 3., a&ove( were analysedG 2:years or under@ 21/23@ 25/,:@ ,1and
a&ove. The ranking of the top five motivational factors was #imilar among these su&groups.
?or e<ample all different groups although ranked slightly different &etween the different age
groups@ ranked all high 0o& satisfaction@ e<pectations-promotions@ team spirit@ good working
environment and positive recognition among the top five factors.
*owever certain other factors &etween the different age groups were ranked differently. >ood
wages was given higher importance 'ranked 3
th
( &y the age group 21 and &elow 5
th
&y 21/23
9
th
&y 25/,: and 5
th
&y ,1 and a&ove. Another interesting o&servation was the difference in
ranking of good working conditions &y the age groups 2: and &elow and ,1 and a&ove. This
factor was ranked first &y &oth groups while it was a given a low importance &y the age group
21/23 and 25/,:. %ne possi&le e<planation could &e the fact that@ the age group 2: and &elow
are still new in the la&our market and still have a huge appetite for materials things like cars.
;hile the age group ,1 and a&ove are already in to the responsi&le age and will prefer a
secured and working environment.
$rrespective of gender@ and age the level to which the respondents participated in the survey
had no significant difference in the ranking of motivational factors among the different
students in the EmeF .usiness #chool. This high level of similarities could &e e<plained &y
the fact that ma0ority 'if not all( of the respondents are constitutes the future la&our force
C-APTER SID
ANALESIS
n this chapter the" the empirical findings or results of this study presented in chapter . are
connected to the theoretical framework. The results are compared to other pre#ious studies to
see if they compliment/support each other or contradict /differ from each other. 0owe#er" it is
worth noting that the top fi#e moti#ational factors are gi#en more emphasis than the last fi#e.
!01 Ana,8sis of e6piri2a, fin$ings
$n an attempt to possi&ly contri&ute to@ without dou&t@ one of the most important issues facing
organisations and their employees &efore today and possi&ly in the foreseea&le future this
thesis undertook the Afactors that motivate me survey among 122 students of the EmeF
.usiness #chool. 7onsidered &eing a team of the future la&our force. The results indicate that
the paramount and most popular motivating factor &y a low margin '2:.9P( among all the
survey participants was that of )o& satisfaction.
$t is necessary to make the reader aware at this point that in discussing the responses or results
of this survey@ ma0or emphasis will &e placed on the top five motivational factors ranked &y
the entire and different su&groups. *owever@ were appropriate the other factors not ranked
among the top five will also &e discussed. ?urthermore it is worth noting once more that@ even
though most of target population of previous studies 'involving the use of Maslow need
theory and it factors( were carried out among specific groups of employees or industries@
nonetheless@ most of the factors remain the same. %r in some cases factors were adopted to
suit particular study.
The collective rank order of motivational factors &y the entire group of 122 respondents for
this thesis indicate thatG '1( )o& satisfaction@ '2( promotions and e<pectation@ ',(
!ecognition@ '1( >ood salary@ '3( organisation-management styles were considered to &e the
top five most important factors. '!anked first to fifth respectively(. Although these factors
used in this study are the same or #imilar to those used in previous studies@ the ranking of
these factors however@ differs significantly in some cases from those reported &y previous
studies.
A comparism of some primary motivational factors 'top five motivational factors( identified
&y this thesis to those five other previous findings. $t can &e o&served from the ta&le that three
factors namely 0o& satisfactionC promotions-e<pectation and !ecognition were almost
consistently ranked among the primary motivator factors in this thesis and all the other
previous studies. This ta&le is further used in analysing the results of this thesis with other
previous findings there&y fulfilling the first purpose of this thesis@ which was to assess the
role motivation on employee+s performance.
Co6parison of the ran4ing of pri6ar8 fa2tors
*ersey I.lanchard '1959(@ study of industrial employees@ rankedG '1( full appreciation of
work done@ '2( feeling of &eing ',( sympathetic help with personal pro&lems@ '1( 0o& security
'3( >ood wages-salaries as the five top motivational factors out of ten factors.
Bovach '1986( carried out a similar study of industrial employees in 1981 and again in 1985
and concluded that &y 1981 what workers wanted had changed interesting work was in first
position and sympathetic help with personal pro&lems had dropped to the ninth position.
Bovach further reported that &y 1985 the ranking had changed further and the top five ranked
motivational factors were '1( interesting work '2( full appreciation of work done ',( feeling of
&eing 'recognition( '1( 0o& security '3( good wages-salary.
$n a survey &y ;iley '1996( in which appro<imately 33: uestionnaires were administered to
persons employed in different industries and divided into 3 su&groups namely 'employment
status@ gender@ age@ income levels and occupation(. The survey concluded the following
collective rank &y respondent+s '1( >ood wages '2( full appreciation of work ',( 0o& security
'1( promotions-e<pectations and '3( $nteresting work.
The ranked order of motivational factors according to a survey of e<tension workers &y
2indner '1998( found the following ranking of five out off the ten motivational factors.'1(
$nteresting work '2( good wages-salary ',( recognition '1( 0o& security '3( good working
conditions.
$t is only appropriate at this point to discuss the findings of this study compared with the other
previous studies mentioned a&ove. $t can &e o&served that *ampaL '199:( ranked )o&
satisfaction as the most important motivational factor at that time among industrial workers.
#eventeen years later@ the results of this study also indicate that the most paramount
motivational factor &y a wide margin among future employees today is that of )o&
satisfaction. This finding is further supported &y the 1985 study carried out &y Bovach '1986(@
and 2indner '1998(.
?urthermore@ the importance of interesting work is also supported &y *erL&erg+s '1958(
motivation/hygiene theory. This theory posits that employees are motivated &y their own
inherent need to succeed at a challenging task. The manager+s 0o& is then to provide
opportunities for people to &e motivated to achieve '*er&erg 1986@Pp29/,1(. $nteresting work
was also ranked 3
th
&y one of the earliest employee surveys '*ersey I.lanchard 959( as well
as the 1915@ 1996 results in ;iley '1996(. Although in this study 0o& satisfaction was not
ranked first &ut it was considered among the top five motivational factors. .ased on the
results of this thesis $ &elieve that 'at least in the developed world situation( this factor will
only grow in importance for employees. $ do not dou&t the fact that no employee will prefer a
&oring and monotonous 0o& that lives him unsatisfied. Therefore@ organisations are faced with
the task of making work interesting for their employees else run the possi&le risk of high
la&our turnover. ?or e<ample@ $ have always seen money as the main and primary reason why
people work. This has however &een proven otherwise.
%rganisational-management styles were ranked as the 1
th
most important motivation factor.
;hat $ discovered was the fact that this factor had never &een emphasised &y the previous
studies. Melson '2::1@ p.15( however@ presented that today+s employees e<pect to have more
&alance in their working and personal relation with their &oss. This factor was included in the
survey as a motivational factor@ due to my conviction that employees especially in the western
world wants to spend as much time with their .oss as much as possi&le. The result evidently
indicates that respondents of the survey consider indeed this factor as an important
motivational factor.
*er&erg '1958@pp86( suggested that Ayes@ having spiralling wages motivates people@ &ut only
to seek the ne<t wage increase@ therefore as an affecter of 0o& altitudes@ salary has more
potency as a 0o& dissatisfies than a 0o& satisfies. *ence@ *erL&erg as a hygiene factor
originally considered wages-salaries. *owever over the year+s research have shown that it is
dissatisfaction on the 0o&. Even '1951(@ #hipley I Biley '1988( concluded that some 0o&
characteristics did not group according to the hygiene/motivator dichotomy since varia&les
led to &oth satisfaction and dissatisfaction and that certain factors were identified to &e &oth
motivators and dissatisfies respectively.
;iley'1996(@ the results of the 1992 study reported in ;iley '1996( and Analoni '2:::( all
ranked good wages as the most important motivational factor@ while it was ranked second &y
2indner '1998( and *ampaL'199:(. $n this study good wages was ranked 1
th
as the most
important factor among respondents. $n a study &y ;iley '1996( good wages was ranked the
3
th
most important factor. This consistent average importance given to wages &y employees
may suggest that this factor have never and perhaps will never &e regarded as the most
important motivational factor. *owever@ ma0ority of these studies have &een undertaken in the
developed word the importance that might not &e thesame in the developing world.
*ersey and .lanchard '1959( ranked promotions-e<pectations in 6
th
place. ;hile Bovach
'1986(@ ;iley '1996(@ 2indner '1998(@ all ranked this same factor in the 5
th
@ 1thand 3
th
places
respectively. %n average@ this factor was ranked 5
th
&etween 1915 and 1992 as reported in
;iley '1996(. $n this study this factor was ranked 2
nd
. The almost average ranks of this factor
&oth in this study and previous studies are closely linked to the rank position given to this
factor since 1915. The irony with this factor is that@ originally *erL&erg considered it as a
motivator thus one would e<pect it to &e highly rated among employees as top motivational
factor. The result of this study and those of similar studies mentioned a&ove@ do not seem to
support the original *erL&erg theory of this factor &eing a motivator.
!ecognition or full appreciation of work done in the study &y *erL&erg '1986( and ;iley
'199:( was not ranked 2nd@ &y *ersey I .lanchard '1959( as one of the most important
motivational factor with a rank of 1
st
and ,
rd
&y 2indner '1998(. ?urther more@ the results
reported in ;iley '1996( indicated that this factor was ranked 1
st
in 1915 and consistently
ranked 2
nd
&etween 198: and 1922. $n this study this factor occupied the ,
rd
position. Perhaps
the high levels of importance given to this factor in these earlier studies was &ecause
*erL&ergs two factor theory was new as a motivational tool for organisations. That may
cause employees at that time who feel their work is not &eing appreciated and recognised may
work less or undermine the work of other employees. A lesser importance position for this
factor ',
rd
( in this study could &e &ecause in recent years team work rather than individual
work is encouraged and promoted &y most organisations.
#ome studies for e<ample 'Bovach@ 1986@;iley@ 1996@*arpaL@ 199:@2indner1998@ etc( and
including this one@ comparing what could influence employees in general and different
su&groups of employees@ have shown systematic difference in the importance placed on the
different motivational factors &y different groups of employees 'E#.E students(.
?urthermore@ common conclusions or agreements among diversified employee groups and
countries have also &een found@ for e<ample '*arpaL@ 199:@*uang I "an 4evliert@ 2::,(.
This o&serva&le difference especially in the motivational importance placed on certain 0o&
factors highly support the idea that@ what motivates employees differs and may even change
for the same employee over time.
The results of this study suggest otherwise and therefore do not lend support to the general
conclusion reached &y these authors. The results of this thesis indicate in general that lower
order needs appeared more important in ranking as motivational factors than higher order
needs. #o far $ have looked at the collective ranking of motivational factors &y respondents in
this study. $t is important also to answer the second purpose of this thesisG that is analysing the
responses &y su&groups in the different categories 'gender and age(. To determine if there
e<ist any significant difference or similarities &etween the su&groups as supported &y ;iley
'1996 p26,( Anot all demographic groups of people place thesame importance on each factor
hence what might influence individuals at one level of the organisation may not motivate
those at the other level's(. The different su&groups are analysed thereof
!01 <en$er
;iley '1996( concluded that@ women placed greater importance on appreciation of work
done@ interesting work and more importance on good working conditions@ whereas@ males on
the other hand placed more emphasis on interesting work. ;hen responses of men and
women was analysed in this study the results showed that no significant differences were
found in the ranking of factors or preferences of the two groups. ?or e<ample &oth men and
women ranked 0o& satisfaction@ good working conditions@ and promotions-e<pectations as the
three top motivational factors. This could &e e<plained &y an eual opportunity for &oth men
and women in #weden
Bovach '1986( also found no significant differences &etween men and women@ &ut however
reported that@ women placed full appreciation of work done in first place@ while men put it in
second place. Although men and women ranked )o& satisfaction the same@ nonetheless $
&elieve women placed more emphasis on it than men. >ood salary was also ranked more &y
women than men@ a conclusion also reached &y Bovach '1986( the reason's( for such
difference is open to speculations and could &e e<plained &y the fact that #weden &eing a
feminist state women will always strive for higher wages.
*arpaL '199:( with regards to gender differences reported that@ )o& satisfaction emerged as
the leading work goal@ irrespective of the gender and at all organisational levels. !ecognition
on the other hand realised a higher overall rank for men over men &ecause of the rationale that
men are always seen heading higher managerial positions that lead to heavy recognition.
!0" Age <rop
*arpaL '199:( comparison of the different age groups ',:years and under@ ,1/3:@ and over
3:( showed that )o& satisfaction was the most salient goals across all age groups@ followed &y
good pay. *owever@ good pay was generally less important for manager &ut more important
for employees of all ages.
The ranking of the top five motivational factors was almost similar among the different age
groups in this study. ?or e<ample )o& satisfaction was ranked first &y all the various age
groups and good working conditions@ promotions-e<pectations@ team spirit and recognition
though ranked slightly different were all ranked among the top five motivational factors.
;iley '1996( concluded that the ranking of motivational factors were very #imilar among this
su&group. The ages 2: and &elow and ,1 and a&ove@ ranked threats of layoffs uite lower
than the other ages. Perhaps &ecause at the age at the age 2: and &elow constitutes the
dependency population and ,1 and a&ove could &e considered e<plained &y the fact most of
this group have &een working for long and must have invested that any layoff is not a &ig
pro&lem. *ence this e<plains why the ages 21/,: have a high tendency to secure their 0o&s.
Bovach '1996( considering four ages ',: and under@ ,1/1:@ 11/3: and 3: and a&ove(
concluded that the ,: and under group choose good wages@ 0o& security@
promotion-e<pectation as their first three choices. $n this study 0o& satisfaction@
promotions-e<pectation and good working conditions were ranked as the first three choices &y
the ,:years and under age group. This results therefore@ does not fully support those reached
&y Bovach '1986(
C-APTER SE=EN
CONCL/SION
n this chapter" the o#erall conclusion of the research is presented.
#01 Con2,sion
The primary o&0ective of this thesis was to assess the role of work motivation on employees
performance. .y using Maslow need theory of motivation as a foundation or &asis@ the
original need factors@ which have over the years &een modified &y other researchers@ were also
adapted for use in this thesis. To &e a&le to answer the research uestion two purposes were
developed for this thesis. ?irstly using the adapted factors@ to determine a collective ranking
order of 1o motivational factors and secondly@ determine if there are any similarities or
significant differences from the results of the survey and my preconception.
A survey uestionnaire was prepared and administered among 2:: E#.E #tudents in EmeF
of which only 13: were usa&le. ?inancial motivation we may all agree@ remains one of the
pro&lems and ma0or concerns facing organisations &efore@ today and even in the foreseea&le
future. ?urthermore@ organisations and those who work in them have over the years changed
in what motivates them as employees. Availa&le and numerous studies carried out shows that
since the 193:s employee+s motivation have &een the focal point of much management of
organisations. >iven the difficult nature of identifying how and what really motivates these
employees it is paramount that these organisations find all means and ways possi&le to
understand the motivational factors and to sustain them overtime for their general survival.
#uch an understanding is the cause of low level of la&our turnover@ high productivity@ and
high profita&ility. $n order for them to gain an understanding of what really motivates their
employees an employee survey such as this one may &e used to gain insight to employees 0o&
motivation preferences.
The respondents in this survey ranked as top five factors that motivate them as future
employees as followsG )o& #atisfaction@ promotions-e<pectations@ !ecognition@ >ood salary@
and organisational-management styles. This thesis concludes that@ these factors reflect the
current state of affairs in terms of employees needs and implies that especially 0o& redesign
strategies may &e used to reinforce and to motivate employees today.
The most o&vious and ma0or findings emerging from this study is the clear indication of )o&
#atisfaction as a top motivator among today+s future employees. #trikingly@ however is the
ranking of a num&er of lower orders need factors rather than the growth 'higher order need
factors( among the primary and top five most important motivational factors.
!egardless of age and gender@ respondents in this survey seem to have a common interest or
goal. This $ &elieve may have some practical implications for organisations@ &ut perhaps its
provision and implications may not &e as difficult &ecause employees seem to have similar
preferences and wants. That is@ they want their work to &e as satisfying as it could &e. $n
general respondents in this thesis place high emphasis on )o& #atisfaction and other factors@
which that are largely of &asic in nature. Therefore organisations that may provide such
ena&ling environments@ facilitate and tirelessly promote these &asic need factors could attract
and retain high cali&re employees.
*arpaL '199:@p.81( argues that when work is Ainteresting and challenging@ people are inspired
to perform more than is o&ligated to warrant their instrumental attainments@ $n order words@
employees may put additional effort with the hope of reaching their potential and
accomplishing worthwhile ends. Therefore the availa&ility of unavaila&ility of such 0o&
factors may affect the worker and may influence the way the worker reacts towards the 0o&.
This may also in the long run ultimately affect the workers motivational level and
conseuently the workers performance or output on the 0o&. *ence making 0o&s more
interesting and challenging and ensuring the availa&ility of the primary motivational factors
identified &y this thesis@ is not only crucial for satisfying workers needs@ &ut also it is reuisite
for maintaining productivity and ensuring the long term survival of the organisation.
The results of this study evidently show that it was mainly the growth factors 'lower order
needs(@ which were highly valued and given higher motivational importance than the
traditional higher order need factors &y the respondents. Maslow originally considered need
factors such as recognition@ promotion and responsi&ilities to &e very important motivators.
;iley '1996@ p.269( suggest that Athese factors are longstanding motivators to employees
performance and that the most successful method of motivating is to &uild challenge and
opportunity for achievement into the 0o& itself.
;hen it comes to the issue of money@ which for me though was the foremost reason why
people work or are motivated to work. *arpaL '199:@ p.8:( argues that the role money plays
in people lives cannot &e overlooked@ since the main reason why people work is to secure
income@ which gives them &uying powers and surpluses for savings. According to '>reen&erg
). I .aron ! .ehaviour in %rganisations 8
th
edition Prentice *all p.191( A;hen it comes to
motivation money isn+t everything he argues that perks@ although important ultimately
motivate people less than doing interesting and important work. $n this study@ all the
respondents irrespective of age and gender considered wages to &e of motivational
importance. Availa&le literature as well as the findings of this study@ show that good wages
has &een consistently ranked among the top five factors that motivate every employee to do
his 0o& &est.
Although an important motivational factor has &een identified as wages &y previous studies.
Monetheless my general conclusion regarding wages is that@ good wages should not &e
regarded as purely a &asic need factor as in Maslows theory of motivation@ &ut a factor that
can lead to motivation and may have the potential to de/motivate employees. Put differently
money can perform a dual role in motivating employees.
This thesis also concludes that the ranking of work/related factors that motivate employees
may change over time and may differ significantly from one person to another and also across
different groups of employees. ?urthermore@ this thesis concludes that the important
motivational valve placed on each factor may vary according to age and gender.
$t is my &elieve that since the things or factors that motivate people to do perform &est are
distinct and different@ learning a&out what workers want from their 0o&s@ or what is more
important for them@ may generate essential information for effective human/resource
management. There&y guarantying the long/term profita&ility and survival of the
organisation. ?urthermore@ such learning may help organisations to find answers to uestions
such as Awhy do some people invest greater effort in their 0o&s and why some people are more
efficacious in their 0o&s than othersD
The overall conclusion of this thesis is that in general@ >rowth factors appeared more in
ranking as motivational factors 4eficient factors. ?urthermore@ this study also concludes that
the motivational value placed on each factor may vary according to age and gender. This
conclusion is highly supported &y Melson '2::1@ p.2( who presented that Awhat motivates
people may vary from one person to another and may even vary over time with the same
person
$n sum@ i would argue that the long/term survival of any organisation depends largely on the
motivation of its employees &e it financial or non/financial. Therefore organisations should &e
willing to continuously and on regular &asis@ undertake employees surveys such as this one in
order to understand what their employees e<pects from their current 0o&. The result of such
e<ercises could prove useful for the organisation@ &ecause knowing what their employees
wants and efforts in meeting these needs facilitate a mutual working environment for &oth the
employees and its management. ?inally $ &elieve the results of this study and those presented
and discussed in this thesis could &e useful in helping organisations determine what motivates
employees or 0o&/related motivational preferences of their employees today and in the
foreseea&le future.
C-APTER EI<-T
FINAL CO;;ENTS
$n this final chapter@ the possi&le strengths and weaknesses and contri&utions of this thesis in
the area of employee motivation and the &road field of organisational &ehaviour and
management are discussed. This is followed &y some suggestions for further research
'01 Strength an$ wea4nesses
As a primary strength@ this thesis uses a sound and solid theoretical &ase as presented in the
literature review. The use of scientifically accepted methods of data collection and analysis
further strengthens this thesis. The results from the analysis are clearly presented and
contradict e<isting studies or are supported &y the results of other studies. Therefore $ &elieve
the findings of this thesis can &e applied generally@ and could &e used as a starting point &y
organisations@ to make availa&le what their employees prefer in their 0o&.
The sample siLe@ the short study period@ the 0udgement ranking of factors &y respondents and
the generality of the results &ased on only E#.E students could represent a weakness of this
study. Monetheless $ strongly &elieve that the strengths of this study in general far outweigh
the possi&le weaknesses.
'0" Contri+tion
.y surveying E#.E #tudents whom constitutes the future work force@ this thesis was a&le to
gather first hand data and presents a realistic result. The study found )o& #atisfaction to &e
the foremost important motivational factor and that the motivational value placed on a factor
may vary from one person to another. #uch findings enhances our understanding of employee
motivation and provides a starting point for organisations that may see it fit to design or re/
design the employees work or even the organisation as a whole. ;e may acknowledge that
making work interesting is not an easy task for any organisation@ &ut using survey results like
this one may guide the organisation in the right direction@ which could make a whole lot of
difference for &oth the employer and employee.
'0% Re2o66en$ations for frther resear2h
Additional research should &e carried out to gain a continuous view@ insight and knowledge of
what motivates employees to perform &est on their 0o&. Employee motivation evens after
some 3:years of research continue to &e one of the pro&lems and challenges facing
organisations today. ?urthermore factors such as technological advances@ glo&alisation@
retrenchments etc leave employees with an uncertain future this is &ecause most organisations
today do not guarantee life employment+s for their employees as it was the case &efore.
Therefore there is the need for researchers to continue carrying out employee surveys so as to
determine what motivates employees to go e<tra miles and thus put in 11:P in their work.
The outcomes of such surveys will help organisations &e at par with changes in employee+s
preferences. The outcome of this research shows that >rowth rather than 4eficient factors are
valued more &y today+s employees. Therefore it would &e interesting if further research with a
much larger sample siLe could &e undertaken to confirm either fully or partly the findings of
this study. ?urther research could also consider other factors such as location of the
organisation@ other demographic factors and regional tendencies 'for e.g. developed and
developing countries(
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