Motivation 1

Influence of Working Conditions on Workplace Motivation: A case of Zon Consulting Services

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 Motivation 2

Influence of Working Conditions on Workplace Motivation

ABSTRACT

• Workplace motivation remains to be an essential ingredient of organizational

success. Ways on how to effectively ensure workplace motivation continue to be devised

and tried out. The aim of this study was to find out the influence of working conditions

on Workplace motivation a case of Zon Consulting Services (ZCS). The main objective

of the study was to evaluate the impact of working conditions on workplace motivation.

Specific objectives being to evaluate the impact of working hours on motivation, to

determine how compensation and benefits impact workplace motivation and to

investigate how training and continued worker education influences workplace

motivation. The study applied a descriptive cross-sectional design with a target of 63

employees, both top and low level. The sample was 45 employees, 10 top level and the

remaining 35, low level. A self-administered questionnaire was the data collection tool,

and all data analysis conducted on SPSS. A positive and significant relationship between

working hours and workplace motivation was found. A positive correlation was also

found between training and workplace motivation. Further, a positive correlation was

also found between remuneration and benefits and workplace motivation. This study thus

concluded that there was a relationship between working conditions in terms of working

hours, remuneration and benefits, as well as training and workplace motivation. The

study findings inform the recommendation for the improvement of working hours,

increasing training opportunities available and better remuneration and benefits,

especially for low-level employees.

 Motivation 3

INTRODUCTION
Background

The aim of whatever given organization is to succeed. This means to be to achieve its

organizational objectives and further thrive even to surpass them. This can be achieved by

concerted efforts by all stakeholders in the organization. An important and often underlooked

component necessary for this success the employees and the role that their motivation plays.

According to Varma (2017), highly motivated employees lead to faster achievement of

organizational goals. Osabiya (2015) asserts the opposite, blaming, among other factors, lack of

motivation among employees as a cause for corporate failure. The recognition of the role of

motivation is, however not enough, recognizing and crafting methods and ways to motivate

employees is the difficult task. Dobre (2013) owes this phenomenon to the different interpersonal

characteristics among employees. Such that initiatives aimed at motivating workers might only

achieve the desired effect on a handful of workers. The implementation of initiatives aimed at

motivating workers thus ought to be broad and evidence-based.

While general workplace motivation practices can be adopted, an individualized look at

the organization is key. Consideration of the organizational size, type of service, workplace

diversity and organizational aspirations is necessary. Motivation is defined broadly as the desire

to start, continue or achieve a given set goal. Psychologically motivation has been defined in

terms of reward and has been broadly used to understand motivations underlying particular

actions such as drug abuse. Motivation can be divided into intrinsic and extrinsic. Intrinsic is

defined as that which is innate. (Deci and Ryan, 2010). According to them, this is tied to

personal satisfaction and is independent of external influences. On the other hand, extrinsic is

liable to external factors and is derived from outside an individual. Such motivation is sustained

by a reward system that is separate from the action performed itself; for instance, bonuses
 Motivation 4

promised upon achievement of a goal. Based on the aforementioned definitions working

conditions as motivators fall into the realm of extrinsic motivation (Benabou and Tirole, 2003)

Thus need for organizations to consider it occasionally.

Certain actions and strategies have long been devised to maintain workplace motivation.

These include improved monetary incentives, clear objectives and job description, training and

personal growth opportunities as well as team-building opportunities. While research has

increasingly highlighted various ways to increase employee motivation, comparable effort is not

put on generally assessing working conditions as the mainstay of employee motivation.

Problem Statement

In the quest for organizational success, many organizations struggle with workers

motivation. Some organizations' wholesomely neglect the human element only focusing on

machines while others do not institute the necessary measures to make workers motivated and

therefore guarantee success. Unmotivated workers lack the drive to achieve set company goals.

They also do not innovate and generally lead to organizational failure. Small and medium-sized

enterprises are affected by a high attrition rate attributable to low workplace motivation. It is

therefore imperative to comprehend the factors that influence workplace motivation so as to

identify deficits and apply them to ensure organizational success.

Objectives

Broad objective:

To assess the impact of working conditions on workplace motivation at Zon Consulting

services

Specific objectives:

• To assess the impact of working hours on workplace motivation

 Motivation 5

• To determine how compensation and benefits impact workplace motivation

• To investigate how training and continued worker education influences workplace

motivation

Justification

Several factors have been established to affect workplace motivation, these include

training and continued education, compensation and benefits as well as working hours. This

study, therefore, seeks to find out the relationship of these factors to workplace motivation in a

medium-sized enterprise like ZCS. The results, discussion and conclusions drawn from the study

can thus be used to better workplace motivation in ZCS.The findings can also be adopted by

other firms and workplaces especially mid-sized enterprises faced by similar workforce

challenges.

The findings of this study can also be valuable to trade unions across the country. It will

allow them to gain insight into how best motivation of its members can be achieved and thus

better their demands in the future in line with motivation and their general goal which is to

improve workers conditions.

Further this study can serve as a stepping stone for further studies by future academicians

and researchers on how to improve workplace motivation and consequently improve

organizational success.

Research Question

Do working conditions at Zone Consulting Services affect workplace motivation?

Hypothesis

Ho No association exists between working conditions and workplace motivation at Zone

Consulting
 Motivation 6

H1 There is an association between working conditions and workplace motivation at Zon

Consulting

LITERATURE REVIEW

Impact of Working hours on motivation

Longer working hours depriving employees of personal leisure time has been shown to

lead to demotivated workers. In a study of nurses working hours Dall' ora (2015) found that

shifts longer than eight hours tended to decrease nurse's job satisfaction and consequently, their

motivation to do further work. Besides long working hours, mandatory working hours, and

working on weekends also demotivate workers. On the contrary, flexible, reasonable working

hours lead to motivated workers. Randolph (2016) attributes this to the reenergizing role of

occasional breaks. Further, shorter working hours allow a healthy work balance which not only

creates job satisfaction but also keeps employees motivated. Still on working hours, allowing

working from home as opposed to insisting on all work to be done in the office also motivates

workers.

Effect of Training on Workplace Motivation

On top of working hours, continuous worker training is as an important determinant of

workplace motivation. This is primarily because continued training imparts the necessary job

skills and also creates an avenue for upward mobility in the form of promotion. (Christian et al.,

2013). A study by Thu et al. (2015) succinctly put in perspective the role of training. They found

that dissatisfaction with the available training opportunities among healthcare workers in

Vietnam, irrespective of working hours and remuneration ultimately lead to workers

demotivation. Training opportunities also have a hold on employee retention as well as

recruitment. Robust training opportunities motivate workers and reduce the attrition rate,
 Motivation 7

ensuring organizational success. Training also increases workers confidence in their day to day

activities, a study by Rochette et al. (2017) found that shopping mall workers undergoing

periodic training were more confident in their abilities in comparison to those who did not have

such training. Confidence in their own abilities was found to have a direct relationship to

motivation. With the changing work environment and the new challenges encountered, availing

training opportunities is a sure way to improve workplace motivation.

Impact of Remuneration and Benefits on workplace Motivation

Besides training and working hours, compensation is another key predictor of workplace

motivation. In simple terms, compensation directly affects motivation; according to Rynes et al.

(2004) better-remunerated workers tend to be more motivated compared to poorly remunerated

ones. The positive appraisal and feedback that companies that pay their workers above minimum

wage get also evidence the power of compensation. Besides just keeping the direct motivational

effect, improved compensation also endears workers to the organization. This phenomenon

fosters a sense of belonging, job satisfaction and motivation, which are essential ingredients in

modern company success.

Poorly remunerated workers, on the other hand, are mostly not motivated in the

workplace. Their holding of such positions many times is determined by needs rather than liking

as evidenced by their tendency to quit at an instance better-remunerated job offers come

knocking. Despite the above appraised role of compensation, some argue that compensation is

not such an important workplace motivator. Vlacsekova and Mura, (2017), for instance, negates

the motivating role of compensation, especially in small organizations with tight budgets. In

reality, his view represents the situation of many workplaces, especially the small and medium

enterprises. He argues, therefore, for the precedence of other factors to foster motivation other
 Motivation 8

than remuneration and benefits. Improved compensation cannot be used in isolation, as many

workplaces do. According to Herzer and Pronovost, (2015), money alone cannot be a sufficient

enough motivator to spur achievement of organizational success, and the incorporation of many

other factors is deemed ideal.

METHODOLOGY

Study area

This study was conducted at Zon Consulting services offices at Oxford Street, Manchester,

Greater Manchester

Study design

Ranganathan and Aggarwal (2018) define a study design as a set of procedures employed

to collect and analyze data for a given research problem. This study chose a descriptive cross-

sectional study design as the ideal data collection design. Setia (2016) lauds this design as being

responsive and better in instances where the aim is to describe population characteristics as in

this study. The design does not accord the researcher any freedom of manipulating variables but

rather only allows a reporting of the relationship between variables. This descriptive cross-

sectional study was carried out using a guided questionnaire.

Target Population

Population is defined by Eldredge et al. (2014) as the entire pool of respondents that

meets certain inclusion and exclusion criteria set for a given study. A study population is not

confined to persons but can also include organizations, objects or even databases. This study’s

target population was 53 employees. These employees represented the different departments of

the enterprise, including administration, finance and support roles. The said population thus

provided all the responses.

 Motivation 9

Sampling Technique

Sampling is the selection of a representative subset of a population from which inferences about

the population can made for research purposes (Elfil and Nagida, 2017). A sample is thus a

representative subsection of the study population. Various reasons necessitate sampling in

research, one such reason is cost. Time consideration is an important reason for avoiding a

cumbersome population census for research purposes. A sampling frame is the list of all

sampling units in a given target population (Eldredge et al.2014). In this study, the entire

employee list served as the sampling frame. Sampling techniques are the approaches taken by

researchers during the sampling process. This study used the census sampling technique. A

census is defined by Martinez-mesa et al. (2016) as the complete enumeration of the whole

population in lieu of answering relevant research and statistical questions. Considering the small

nature of the entire population, this technique proved more feasible as it avoided sampling errors.

The data acquired could also be used as the sampling frame for future smaller departmental

oriented studies within the organization. The sample population in its entirety was fifty-three.

Data collection tool

The study's data was acquired by the use of a self-administered structured questionnaire given to

all respondents. Boeren (2018) lauds the use of structured questionnaires as economical and

easier to administer. Further Boeren (2018) argued it allowed an easy analysis of data. An ideal

questionnaire is one which allows the researcher to ultimately answer the research question. Such

was the questionnaire used. Questionnaires also besides cost, ease of use and analysis allows the

researcher to explain his research intentions creating rapport with respondents and thus probably

ensure much more honest responses. Questionnaires also allow free expression of views by

respondent as it avoids coercion. The questionnaire had two major parts. Part A sought to get
 Motivation 10

departmental data of the employee interviewed. Part B was designed to acquire specific

responses targeted at answering how working conditions affected workplace motivation. A

Likert scale was adapted and used to gauge respondent answers. 1 denoted strongly disagree and

scaled up to 4 for strongly agree. The respondents were asked to rate their perception of

motivation with certain aspects of working conditions based on the independent variables.

Ethical considerations

Ethics answers the moral question of what's right or wrong; ethical considerations in research

serve to protect respondents and ensure morally acceptable research outcomes. Ethics ensures

research does not harm, doesn't embarrass or intimidate respondents. This study sought to ensure

adherence to set ethical standards. This was achieved by not requiring personal identification

details from the respondents. In addition, the full written consent of all respondents was

acquired. An assurance of confidentiality of the collected data and its use for research purposes

was also made. The study also neither caused any harm nor directly benefited any particular

respondent.

RESULTS

Introduction

This chapter deals with data analysis and presentation. It concerns itself with the demographic

information, the influence of remuneration on workplace motivation, the effect of working hours

on workplace motivation and the effect of continuous education and training on workplace

motivation in small and medium-sized enterprises a case of Zon consulting Services as per the

research objectives. Data analysis of all was conducted on IBM’s Statistical Package for Social

sciences (SPSS). The data was then used to calculate pertinent means, percentages and to plot
 Motivation 11

graphical representation of data all in the hope of answering the research question; the influence

of working conditions on workplace motivation

Questionnaire Return rate

Questionnaire return rate denotes the proportion received back from the target population issued.

In this study, a total of 53 questionnaires were issued; 45 respondents duly returned their

questionnaires representing 85 % response rate. This percentage was deemed sufficient for the

study purposes

Demographics

Demographic information here refers to personal characteristics of concern to the study. It does

not, however, include unique identifiable employee data. The information acquired included the

gender, qualification, and position in the company.

Distribution by Gender

Of the total 45 respondents. Thirty-six representing 65% were female, 19 were male representing

35%. On top-level management, 6 out of 10 were male, representing 60%, while only 4

representing 40% were females. Low-level management was dominated by women who

accounted for 66% being 30 in total, and men accounted for 33% being 15 in total.

Distribution by academic qualifications

As per the above table majority of top management had university education. 8 out of 10,

representing 80% had university degrees. The other 2 were diploma holders. On low-level

employee's education, the bulk of them were diploma holders. Thirty-five of them representing

77% had diplomas. The remaining ten only possessed high school level education.

Influence of Working hours on workplace Motivation

 Motivation 12

Several questions were asked to determine the influence of working hours on workplace

motivation. These questions included if they liked working at Zon Consulting. If the conditions

allowed family life balance and other questions. The table below represents the responses.

Table 1: Top-level employees responses to the influence of working hours on workplace

motivation

Question Strongly Disagre Agree Strongly

disagree e agree

F % F % F % F %

Do you enjoy working in here 2 20 8 80%

%
Are you satisfied with your work-family 10 100%
balance

Are the present working hours 3 30% 2 20 5 50%

acceptable to you? %

Are you satisfied with the organizational 4 40 6 60%

culture %

From the above data, 8 (80%) of top-level management strongly agreed to enjoying working at

the location. A further 2(20) agreed to the above statement. 5(50%) of top-level management

deemed the current working hours acceptable, 2(20%) agreed, while 3(30%) disagreed. On the

statement seeking to gauge the organizational culture, 6(60%) of top-level management strongly

agreed while the remainder 4(40%) agreed. The table includes all the data in more detail.

Table 2: Low-level employees responses to the influence of working hours on workplace

motivation

Question Strongly Disagree Agree Strongly

disagree agree
 Motivation 13

F % F % F % F %

Do you enjoy working here 5 14% 5 14 20 57 5 14%

% %
Are you satisfied with your work family 6 17% 18 51 7 20 4 11%

balance % %
Are the present working hours 6 17% 22 63 2 6% 5 14%

acceptable to you? %
Are you satisfied with the 3 9% 3 8% 29 82%

organizational culture
From the above data on low-level employees, 20(57%) agreed to enjoying working at the current

location 5 (14%) strongly agreed while another 5(14%) disagreed with another 5(14%) strongly

disagreeing. On the statement, if the work-life balance was acceptable, 18(51%) disagreed,

6(17%) strongly disagreed. 7(20%) agreed, while only a paltry 4(11%) strongly agreed. On the

statement about organizational culture, a majority were satisfied. 29(82%) strongly agreed with a

further 3 (8%) agreeing. Only 3(8%) disagreed. The statement on the acceptability of working

hours also drew varied responses. 22(63%) disagreed with 6(17%) strongly disagreeing. Only 7

representing 20% agreed with the statement that the working hours were acceptable while only a

paltry five representing 14% strongly agreed.

A Pearson correlation analysis revealed a significant and positive relationship between working

hours and workplace motivation r= .758 N= 45.

Effect of Training on Workplace Motivation

Table 3: Top-level employee responses on the effect of training on workplace motivation

Parameter Strongly Disagree Agree Strongly

disagree agree

F % F % F % F %
 Motivation 14

Do you receive adequate training at the 4 40 6 60%

workplace? %

Are opportunities for continuous training 5 50 5 50%

available? %

Is supervisor guidance available? 3 30 7 70%

%
Do other colleagues teach you? 2 20 8 80%
%
Since starting to work here, I have learned a 1 10% 1 10% 1 10 7 70%
lot? %

The above table provides comprehensive data on the effect of training on top-level employees.

For the statement, if they receive adequate training in the workplace, 60% strongly agreed, while

40% agreed. On the statement seeking to gauge supervisor guidance, 80% of the top-level

management strongly agreed. The other 20% agreed. On the question asking about having

learned from the workplace since joining 70% of top-level employees strongly agreed. The other

categories were equally distributed, with 10% each.

Table 4: Low-level employee responses on the effect of training on workplace motivation

Parameter Strongly Disagree Agree Strongly

disagree agree

F % F % F % F %
Do you receive adequate training at the 4 11% 4 11 2 60 6 17%
workplace? % 1 %

Are opportunities for continuous training 2 6% 2 65 5 14 5 14%

available? 3 % %

Is supervisor guidance available? 3 8% 2 82 3 8%

9 %
Do other colleagues teach you? 4 11 3 86 1 2%
% 0 %
Since starting to work here, I have learned 3 8% 2 74 6 17
a lot 6 % %
 Motivation 15

On the question of adequate training in the workplace, 21 representing 60% of the low-level

employees agreed with a further 6 for 17% strongly agreeing. On the statement about

opportunities for continuous training, 65% of low-level employees disagreed, 6% strongly

disagreed, a total of 28% equally distributed agreed and strongly disagreed. A Pearson

correlation analysis between training and workplace motivation showed a positive and

significant relationship r=.792 n=45

Effect of Remuneration on workplace Motivation

Table 5: Top-level employee responses on the effect of remuneration on workplace motivation

Parameter Strongly Disagre Agree Strongly

disagree e agree
F % F % F % F %
Are rewards available for good work 3 30% 7 70%
performance
Are the long term benefits and insurance 1 10% 2 20% 1 10% 6 60%
packages of the workplace acceptable to
you?
Are you able to satisfy your basic and daily 1 10% 2 20% 7 70%
needs?
Do you feel the salary you receive is 1 10% 2 20% 2 20% 5 50%
commensurate with the services you
provide?
Are the opportunities for promotion 1 10% 1 10% 3 30% 6 60%
satisfactory?

Seven representing 70% of top-level management strongly agreed with the availability of

rewards for good work. Another three representing 30% further agreed. Concerning

opportunities for promotion, 60% stated the opportunities were satisfactory while 30%. The table

above provides further details

 Motivation 16

Parameter Strongly Disagree Agree Strongly

disagree agree
F % F % F % F %
Are rewards available for good work 25 71 3 8% 7 20%
performance %
Are the long term benefits and insurance 7 20% 4 11 1 51% 6 17%
package of the workplace acceptable to % 8
you?
Are you able to satisfy your basic and daily 4 11% 9 25 1 42% 7 20%
needs? % 5
Do you feel the salary you receive is 25 71 1 28%
commensurate with the services you % 0
provide?
Are the opportunities for promotion 8 22% 17 48 6 17% 4 11%
satisfactory? %
Table 6: lop level employee responses on the effect of remuneration on workplace motivation

On the statement regarding rewards for good work performance, 71% of low-level employees

disagreed. Only 8 % agreed with a further 20% strongly agreeing. Regarding the question of

whether salaries offered were commensurate with the services offered. 71% of employees

disagreed with 28% agreeing. On the statement querying satisfaction with opportunities for

promotion,48% of low-level employees disagreed,17% agreed with 11$ strongly agreeing.

A Pearson's correlation between remuneration and workplace motivation did show a positive and

significant relationship r= .77 n= 55

DISCUSSION AND CONCLUSION

Impact of Working hours on Workplace Motivation

The study found that the workers at Zon Consulting were not satisfied with their working

hours. The majority of the employees, the low-level ones answered unfavorably to statements

implying their working hours motivated them. For instance, a majority disagreed with the

assertion that working hours motivated them to work. A majority also rejected that their work

allowed a favorable work-family balance. Shorter working hours, as illustrated by Dall'Ora

 Motivation 17

(2015), lead to improved job satisfaction as it increases job satisfaction and, consequently,

motivation. A study by Beckers (2004) further asserts this; it found that longer working hours

among the Dutch fulltime workforce lead to job dissatisfaction and low motivation.

`Impact of Training and Continuous Education on Workplace Motivation

While largely ignored as a vital workplace motivator, continued training and continuous

professional education have proven invaluable. Even in the absence of other measures such as

pay incentives and benefits, Truitt (2011) found that training and professional education was a

key motivating factor in the workplace. The study found that generally, workers were motivated

by the available training and continued education. There was a notable disparity, nonetheless,

with top-level employees being generally more upbeat about these opportunities in comparison

to their lower counterparts. This probably points towards a possible action point by the

organization to improve training opportunities for low-level workers further to keep them

motivated.

Impact of Remuneration and benefits on workplace Motivation

Besides training and working hours, remuneration and benefits is the other known significant

influencer of workplace motivation. The study showed the need for action on matters

compensation to bolster workplace motivation. This is so because a majority of workers, in

particular, low-level employees disagreed with several statements aimed at gauging the impact of

remuneration and benefits on workplace motivation. While many increasingly advocate for

alternative motivators, Rynes (2004) argues that remuneration and benefits still have a role. He

further opines that disregard of this aspect can render all the other motivating factors invalid.

Corley (2011) also supports the critical role of remuneration as a motivator by pointing its

pervasiveness everywhere in society

 Motivation 18

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