Employees Motivation and Organisation’s Performance

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Table of Contents

Abstract
Introduction
A literature review
Chapter 3
Methodology
Data Analysis and Findings
Conclusions & Recommendations
Reference

Abstract

The main aim of this research study is to analyze the effect of the motivation of the workforce and its impact on the growth of the business organization. In this research study, O2- Telefonica SA –the UK, a UK-based company has been involved as a case study to underline the main aim of the study along with Google and ABB also as additional case studies.

This research study attempts to explain the various employee motivational theories in detail and correlates them to real case studies and how the companies are on the developmental path by motivating the employees. For instance, for those employees who have been found extraordinarily skilled and have given a great performance, o2 offers long term incentives. Further, companies like IBM, ARUB Laboratories, Great River Health Systems, and Versant Inc give due weightage to employee satisfaction and motivation as a critical factor for their business success. ( Kinicki 2009:147).

Employee motivation is a key element in accomplishing a company’s objectives like product quality and establishing a quality workplace. Other than financial compensation, other factors like achievements, self-actualization, recognition, accomplishment, relationship with supervisors and co-employees, job interest, the nature and the magnitude of work supervision, the chances for growth and advancement, and the trust and responsibility shall have to take into account for the success of any business. ( Russell and Taylor –lii 2008:311).

When management employs performance appraisal as a punishment or when evaluators do not comprehend its restrictions, it fails. An ineffective performance management system can be a great liability. (Longnecker and Flink 1997:128). Due to liberal fringe benefits offered by Google to its employees had made them more contented, happy, and productive employees as the majority of the Google employees have become millionaires as the company’s stock option scheme has swelled in value in recent years. Fortune magazine has listed Google in its list of 100 best work atmospheres to work in the United States due to Google’s liberal perks to its employees as it knows that its success depends upon the productivity of these employees.

This research study takes into the basic elements of employee motivational processes and the proper initiatives required to implement the findings of this research study. With help of the real case studies, this research study attempts to examine the employee’s attitude towards motivational incentives and the various issues commonly being witnessed by the employees of case study organizations. Finally, the findings section helps to analyze the motivational issues faced by the organizations and how to mitigate the same, and how to stimulate the growth of the organization by resorting to appropriate motivational factors.

Introduction

The word motivation originates from the Latin word movere connoting “to move” In the present context, motivation symbolizes “those psychological procedures that create direction, stimulation, and persistence of voluntary actions that are target directed.” According to Terence Mitchell, motivation directs job performance and behaviors. (Kinicki 2009:147).

Employee’s job satisfaction and motivation significantly impact organizational performance and efficiency. “For an organisation, it is very important to understand the importance of motivation and how it can function and generate positive energy among the employees.” (Kinicki 2009:147). Therefore, these positive energies could lead to better performance of the employees, so the efficiency and effectiveness could be improved.

Both animal and human behaviors will always be determined by their needs, objectives, and desires. In this regard, an investigation is carried out into an individual’s motivations to illustrate that individual’s actions or deeds.

In the case of causation of behavior, various roles have been given to motivational issues. Some researchers believed that motivation can be illustrated as a nonspecific stimulation of all kinds of demeanors. Some Other researchers identify it as directing and recruiting demeanor, choosing which of several likely deeds the organism will carry out. However, the outcome would be that both aspects are present. A more precise deciding factor of a deed may be overlaid on the magnitude of stimulation or activation that impacts an array of deeds nonselectively. The scenario decides how the animal behaves; stimulation’s magnitude impacts the persistence, swiftness, or vigor, with which the animal carries out its actions.

“Motivational demeanour was seen by early drive theorists as an appendage to physiological systems of homeostasis, that is, the process by which the body controls interior inconsistencies such as blood sugar level, body temperature, and the concentration and volume of body liquids.” (Kinicki 2009:147).

“Hence, motivated demeanour shapes the division of a negative-feedback sphere, a deal feature of body regulatory mechanisms.” (Kinicki 2009:147).

Nonetheless, it has been observed that there have been some difficulties observed in the homeostatic model. It is to be remembered that not every “fundamental biological forces” functions in this style. Further, a motivated demeanor can be impacted by internal as well as external elements. As these outside impacts are not combined with the animal’s interior conditions, they may result in a demeanor that does not cherish homeostasis destabilize it.

Further, they may even result in complications, where both external and internal elements are not autonomous and preservative in nature; instead, they mingle with each other. In such scenarios, interior impacts shape demeanor by adjusting the animal’s receptiveness to some external signs. The interface happens in the reverse track as well: exterior signs can impact interior conditions. Lastly, particularly in mankind, persistent and forceful aim-directed demeanor can happen for the want of any physiological requirement. See also Homeostasis.

Furthermore, plain goals can be impacted by much more than the active external and internal scenario. They react to possible or accepted elements, as demonstrated by the cognitive device. “Yet comparatively, simple motivations such as thirst and hunger are receptive to cognitive elements.”

Food becomes the main motivation for a hungry rat. To attain its main goal, the rat will attempt many actions which include subjective learned elements or operations that result from its contact with food. To attain its main goal, a rat can be taught to perform anything else which is essential (within its abilities) to accomplish its main aim. It is this flexibleness of aim-oriented demeanor that rationalizes the notion of motivation. As an animal can take whatever appropriate steps to attain its food, it can be said that even animals have motivation. The impact of hunger is to make food as an aim factor, then it may perform by establishing the goal position of ecological commodities.

Summary Definitions and Base Theory

As per Robbins, motivation is the readiness to put a greater magnitude of initiatives towards the objectives of the organization. (Gunkel 2011:21) Tidd and Bessant, (2009) are of the view that employee motivation is a major tool and hence it is a necessity to offer incentives to promote innovative thinking and uphold higher grade motivation. As per Gilmore et al (2009:184), “administering employee incentives is a decisive factor in promoting competing, leveraging performance and flexibility for ability in tense labour markets” ( Muller 2011 :3).

McGregor’s theory can be regarded as a basic theory of Motivation as he emphasized the significance of comprehending the associations between human behavior and motivation. He pointed out that CEOs motivate the workforce either by a single or two basic strides, which he named “Theory X” and “Theory Y”. (Mohanta & Charnov 2008:250).

A Background of the Host Organisation/Business Sector

This research study is discussing in detail how employee’s motivation is being carried in organizations like Google Inc, “O2 – Telefonica SA – UK” and ABB. which is the fastest-developing and trendiest information technology business in the globe has helped Google to be the world’s very famous internet’s search company. Having its headquarter at Mountain View, California, Google shows off a dynamic, informal, and collaborative culture unlike any other well-known company in Corporate America. “O2 is the drawing card of internet and cellular phone service providers in UK for both business and the consumers.”

“The company can be said to be groundbreaker and the chief groundbreaker in the non-voice services especially games, media messaging, video, text, music and also in data connections in HSDPA, GPRS, WLAN and 3G.” (www.telefonica.com). ABB is the market leader in automation and power technologies. It functions in more than a hundred countries and has offices in eighty-seven countries around the world.

Rationale for the Research Area

It is to be answered how human demeanor can be directed by an event or state (goal accomplishment) that is still absent.

“Heavy reliance has been by modern approaches to this question of cognitive concepts. A nonexistent state of affairs can be symbolized by some insects’ birds, and even mammals” A goal object can be symbolized what is (search images): For instance, if a diverse food is substituted for the customary one, s chimpanzee may exhibit behavioral signals of shock This can be visualized mainly through (cognitive maps): a digger wasp always memorizes the site of its nest about random land markers, and if the landmarks are moved, then it will fly to the wrong place.

If there is a well-accepted notion, a motivated demeanor can be considered as maneuvered by a response control scheme with a goal. A goal demonstrates an objective situation in which the regulation structure aims to materialize. “Demeanour is to regulate, not purely by existing internal or external stimulants alone, but through an evaluation between a desired state of affairs and the existing state of affairs, that is, the goal, or set point specified or registered within the mind.” “Then, the animal proceeds to condense the dissimilarity between the desired and the existing state of affairs.” (Muller 2011:3).

This type of analysis motivation assists to understand the basic difference between complex motives in humans and simple motives in animals. ” To bring about an imagined state of affairs, one has to be motivated to do whatever is required as the human motives are really as intricate and be estimated as remote into the near future, as human imaginations allow.” (Muller 2011 :3).

“Ethology can be said to be one another approach of motivation as it has close relations with cognitive psychology.” (Muller 2011:3). The best example for the above is the broken-wing presentation of the piping plover offers an illustration.” If a marauder comes so near to a nest with eggs, the parent bird will act as if wounded (hence simple victim) and thus misdirect the trespasser away from the bird’s nest.

This type of action is unique trait of the taxonomic category and untaught in its general topography; yet the bird checks the intruder’s demeanour and regulates the demonstration accordingly.” If the intruder is not at first diverted from its path, the bird may approach more intimately and step up the display. “Thus, in ways suggestive of purpose and goal direction, a species-typical action pattern can be employed: to promote the goal of diverting the intruder, the bird modifies it as needed or necessary.” (Gilmore et al 2009:184),

Research Question and Objectives

“The research question is the ways to improve employee’s motivation for enhancing organisation’s performance.” (Gilmore et al 2009:184). The premise is that motivation can help generate positive energy in the organization so that the organization’s performance can be improved. As a result, it is the researcher’s job to investigate the approaches for improving employee motivation. It is the aim of the project, to find out how to help improve motivation.

The objectives of the report are in the following. First of all, it is to analyze the role of motivation in the organization. Second, it is to analyze the relationship between employee motivation and organizational performance. Finally, it is to investigate the ways to improve employee motivation for enhancing the organization’s performance.

Emotion and Motivation are intimately associated. It has been disputed that emotions can be said to be the real motivators and that other features situational, internal, and cognitive take a clutch of demeanor by way of the emotions they stir up. “For centuries, as a general case, both the displeasure and pleasure have been acknowledged as having motivational force.” In intricate instances, the part played by cognitive processes, like how a person believes about an incident, and what is carried about it, can rest more on how a person believes about it.

“The culture in which an individual is raised has a powerful effect on how the individual behaves. “(Gilmore et al 2009:184). It has been argued that culture teaches its members what to believe are the consequences of a specific action (cognitive), and how the individuals should feel about those consequences or the actions themselves (emotional/motivational).”

Optional Outline Methodology

The methodology is the process to instruct the ways to do the research mainly for researching the research question. The process of methodology insists that the care is to give to the kinds and nature of procedures to be adhered to in accomplishing a given procedure or an objective. The methodology does not describe specific methods despite When it is sound to examine the methodology, such procedures represent a creative generic structure; thus their order may be rearranged, or they may be combined, or broken down in sub-processes.

Optional Plan of the Dissertation

Title

The ways to improve employee’s motivation for enhancing an organization’s performance

Hypothesis, Research Questions

The hypothesis for this research is whether there is any connection between employee motivation and an organization’s growth. The main research question of this research essay will be ” How can we improve the employee’s motivation for enhancing organisation’s performance?”

Background and Significance

This section will try to illustrate the background and the significance of the hypothesis and research question in an exhaustive manner.

Findings

This research study will endeavor to find out how the motivation of employees has helped to attain business growth through past empirical studies, past research findings, and case studies. (1846 words)

A literature review

Introduction

The job of a manager is to finish the work with efficiency and great performance through the employees. To accomplish this goal, the manager requires to stimulate workforces. Motivation can be defined as the driving force for employees to accomplish the objectives. The understanding of human nature is regarded as significant for comprehending motivation. There exist many motivational theories as regards human nature in common and motivation in specific. The researcher would discuss them in the following.

The Meaning of Motivation

Employees who have indulged in more productivity and more involved in organizational growth are known as motivated employees. Motivation can be described as the inclination of an individual to exert a high magnitude of effort. Employees are able and willing to exert a high magnitude of effort when the employee’s capability and the job match is in balance, when due recognition is made for their attainments and achievements and when the prospect for growth is available for those employees who desire for that. (Wentland 2009:40).

Low morale among employees is a sign of organizational disease as a lack of motivation, which demands high attentive treatment and cure. Hence, for any business organization ¸ to accomplish its objectives and goals, high-spirited employees are the need of the hour. To make the employees give their best, motivation has become an ingredient fact. For any business organization, to accomplish its business objectives and goals, a high motivational incentive is necessary and the employees must be motivated to render their best. For any business organization to make sure of the effective execution of its programs and policies, the management should be in a bid to attract and employ the needed type of highly motivated employees.

As per Vroom (1964), motivation is a procedure concerning preferences made by individuals or subordinate organisms among substitute forms of deliberate activity. As per Atkinson (1964), the present and immediate influence on the vigor, direction, and persistence of action can be termed as motivation.

As per Campbell and Pritchard (1976), motivation correlates with the dependent variable and independent variable association that illustrates the amplitude, track, and perseverance of an individual’s demeanor.

As per Knotz et al (1980), business managers are striving to establish and maintain an atmosphere that is more favorable to the performance of individual employees who are striving together in groups towards attaining pre-determined goals.

In contrast, as per Strauss and Sayles, motivation can be offered to workers as per the following methodologies:

The customary or traditional approach.
Implicit Bargaining.
Human Relations Approach.
Internalized Motivation.
Competition (Robinson 2004:46).

Employee Empowerment

Many business organizations are increasingly applying employee satisfaction and motivation through the employment of the technique of empowerment. Empowerment connotes facilitating employees more associated with their employment and the business operations of the organization by enhancing their participation in the decision-making process. By introducing empowerment, there will be no flow of control from the top echelons of the business to the downwards.

Empowered employees will make their decision making, do have their voice in what to do when to do it, and how to do it. For instance, in W.L.Gore & Associates, a product –manufacturing company, workers are never being referred to as “workers or employees “but they are referred to as “associates.” At Gore, no authority has been assigned to each of the employee and people have turned to be a leader by gaining the reverence of their gurus.

Further, at Gore, a distinctive lattice management setup establishes a non-hierarchical setup that is free from customary managers or bosses. Through the corporate stock option plan, at Gore, every employee owns a part of the company. It is to be noted that no assignment or any work is given to any “associate” at Gore but instead, every associate is encouraged to carry out their projects, to build up innovative brand new technologies and products. Thus, this unique type of corporate culture at Gore that motivates their associates to discover, explore, and to invent. (Pride et al 2011:295).

Motivation theories

One of the earliest writers to write about employee motivation who wrote over a hundred years ago was Frederick Taylor. Taylor developed a new concept of motivating employees and he named it “scientific management.” Taylor’s doctrine footed on the concept that employees are economically encouraged and to be allowed to work to earn as many wages as they can. Taylor’s main assumption was that economic gain was the chief motivator that encouraged employees to perform well in their duty.

The other assumption of Taylor’s theory was that the work is innately obnoxious for the majority of the workforce and that the money they can earn is more significant to employees than the nature of the job they are executing. Hence, if employees are motivated with many wages, then people could be anticipated to perform any kind of job. Taylor can be said to be the father of the motivation theories but his theory has a drawback as it considers only monetary benefits and has ignored other motivational factors. (Griffin & Moorhead 2011:92).

Taylor’s scientific management theory was supplanted by the human relations approach in the late 1930s. The human relation theory is based on the assumption that the employees desire to feel important and useful, that employees have strong social needs, and that these requirements are more significant than fiscal money in motivating the employees. Supporters of the human relations approach advised the business managers to make employees to feel significant and to permit them a degree of self-control and self-direction in accomplishing their day to day activities.

The mirage of importance and involvement was anticipated to please employee’s social requirements and end in greater motivation to perform. For instance, a manager might permit an employee group to engage in making a business decision even though he had previously decided what the decision would be. Thus, the emblematic gesture of appearing to permit participation was anticipated to stimulate motivation, even though no actual participation took place. (Griffin & Moorhead 2011:92).

The human resource approach in the motivation of employees includes the doctrine of needs and motivation one step ahead. The human relationships are footed on the principle that the chimera of participation and contribution would stimulate the motivation whereas the human resource view which started to appear in the 1950s, presumes that the contributions themselves are precious to both organizations and the individuals.

It is based on the assumption that employees want to contribute and can make real and genuine contributions. Thus, it has become an inevitable task on the part of the management to support such participation by employees and to establish a work atmosphere that makes full use of the human resources available. Thus, it is to be noted that at Westinghouse, Ford, and Hewlett-Packard, and Texas Instruments, for instance, work teams are being called upon to resolve a mixture of issues and to make a meaty contribution to the business organizations. (Griffin & Moorhead 2011:93).

Abraham Maslow (1943) developed Maslow’s hierarchy of needs and suggested that people have desires and wants that affect the behavior (only unsatisfied needs influent, while satisfied ones do not influent); since there are many needs, they are categorized according to the importance, and the person advances to the next level of needs only after he or she achieves the lower needs; the higher in the hierarchy of needs, the more psychological healthier, humanness a person would show. (Maslow, 1943) The five needs are physiological needs, security needs, love, self-esteem needs, and self-actualization needs.

Physiological needs are the most basic needs, including the need for food, water, sleep, etc. When the basic needs are satisfied, people advance to the security needs (against danger, or job security). When these needs are satisfied, it moves on to the needs of love and belongings. People at this level are looking for friendship and desire to belong to a group. After this level, people need the recognition and appreciation of others; it is the self-esteem and self-respect level.

Finally, it is the self-actualization needs, which people look to fulfill themselves and in the pursuit of self-development, job satisfaction, and creativity. In the past, the management rewarded employees focusing on the physiological needs and security needs, while currently, the management reward system has chosen to satisfy the higher needs of the employees such as self-esteem needs and self-actualization needs. (Maslow, 1943)

For studying the behaviors of the individuals at work, Douglas McGregor (1960) formulated two models which he called Theory X and Theory Y. They represent two very different attitudes toward employee motivation. (McGregor, 1960) The two models are based on the work of Maslow’s hierarchy of needs, in which Theory X represents the lower needs, while Theory Y represents the higher needs.

McGregor had the view that the management could use either theory to motivate the employees. (McGregor, 1960) If the company could integrate the individual needs with the organizational goals, the employees would achieve the self-esteem needs, even self-actualization needs, so the motivation would be self-sustaining. “Nowadays, Theory Y has influence in the policy design for personnel and shapes the ides of pay for the working performance.” (McGregor, 1960).

However, Theory X and Theory Y are seldom used explicitly since they represent extreme situations while in practice, managers and employees fall under somewhere between the poles of the dichotomy. (McGregor, 1960).

Frederick Herzberg (1959) developed the two-factor hygiene and motivation theory, and he had the point of view that some factors if occurred negatively in the work environment would lead to no satisfaction, but not dissatisfaction. It is to be noted that Hygiene elements do not result in a greater magnitude of motivation, but for them, discontent would arise. (Herzberg, 1959). These elements would contain the establishment, working atmospheres, its management, and administration policy, job security, remuneration, social relations, status, and the type of superintendence.

The second ingredient, motivation, is to help the workforces with formulating the intrinsic motivation, which also contains recognition, accomplishment, advancement or growth, and personal interest in the job. To get the better result, both methods need to be implemented simultaneously, to motivate them, the first step is to let them feel not unsatisfied in the working environment, then lead them for achievement, responsibility, and interest for work, so that they can advance in the work and perform better. (Herzberg, 1959)

David McClelland’s concept of achievement motivation is another theory that has an impact on management with motivation issues. It is also related to Herzberg’s hygiene- motivation theory. It is observed that individual with a higher level of accomplishment, motivation seems to be more interested in the job itself. The characteristics of the high achievement motivation people are discussed in the following. They tend to set high and obtainable goals and want feedback on how they performed in the job rather than how people think of them.

Further, they are more interested in personal accomplishment rather than honors’. However, high achievement- motivated people might not make an effective manager. “Moreover, the necessity for accomplishment can be instructed and McClelland also had put forth some training programs for this.” (McClelland, 1965)

As mentioned above, the statement had illustrated some of the hypotheses about motivations. Different scientists hold different views and theories. The hierarchy of needs as postulated by Maslow demonstrates that the manager requires taking into account the requirements of the workforces and gratifying them to motivate them. Herzberg’s hygiene and motivation theory tells the manager that to motivate the employees the organization needs to consider the hygiene factors (not dissatisfied employees in the working environment), then develop the intrinsic motivation for employees. McClelland’s concept of achievement motivation discusses the characteristics of high achievement- motivated people and it shows that the ability of achievement-oriented can be learned.

Drive theories are many. “As we have certain biological drives, such as hunger, and this forms the main concept of The Drive Reduction Theory. “The strength of the drive increases as time passes if it is not fulfilled (in this case by eating).” The drive’s strength is reduced upon satisfying a drive.” The concept is footed on varied notions from the hypotheses of Freud to the initiatives of response control systems, like a thermostat.

Drive theory is based on certain folk or intuitive validity. “For example, when food is being prepared, the drive model seems to be well-matched with feelings of increasing hunger as the food is cooked and, after the food has been eaten up, a decline in skewed hunger”. There exist many issues, however, that make the legitimacy of drive diminution open for discussion. The foremost issue is that it does not describe how derivative reinforces lessen drive.” For instance, money meets no psychological or biological needs, but a salary check seems to minimise drive mainly through second-order habituation.” Further, a drive, like hunger, is regarded as having a “wish” to eat, thereby changing the drive a homuncular being—a characteristic damned as merely shifting the basic issue at the back this “small man” and his needs.

“Further, it is obvious that drive reduction theory cannot be regarded a whole theory of demeanour, or a starving human could not arrange a meal without in taking the food before he completed preparing it.” The capability of drive theory to manage with all varieties of demeanor, from not fulfilling a drive (by addition on other characteristics like self-control), or incorporating further drives for “tasty” food, which coalesce with drives for “food” to describe cooking making it difficult to examine.

Employee motivation can be explained as the magnitude of commitment, vigor, and originality that an organization’s employees relate to their jobs. For many managers, amidst ever gradually increasing more aggressive business atmosphere of recent years, finding out, means to motivate workforces has become a serious worry. In reality, a variety of varied hypotheses and means of employee motivation have appeared, extending from increased involvement to monetary incentives and employee empowerment.

For small businesses, employee motivation can occasionally be predominantly challenging where the promoters have frequently worked for many years for establishing a company that he may reluctant to delegate significant authorities to others. But the business owners should be aware of such drawbacks, as for small businesses, for the impacts of low employee motivation can be devastating. Some of the issues connected with unmotivated employees include deteriorating morale, less contentment, and widespread dissuasion. If permitted to prolong, these issues can lessen earnings, competitiveness, and productivity, especially for small businesses.

For fostering employee motivation, on the other hand, small businesses can also offer a perfect ambiance, since employees can witness the outcomes of their contributions in a new instant method than in giant organizations. In addition to increasing competitiveness and productivity, highly stimulated employees can make the owner of a small business abandon operational control on a day-to-day basis, and in its place focus on long-run goals to develop the business.

“Business coach Don Maruska told Entrepreneur that employees who actually do desire to be enthused about their employment, and when they are enjoying the same, they work efficiently, harder, and smarter”.

Furthermore, a company that introduces efficient ways—whether material (such as a monetary bonus) or intangible (say, a coveted assignment for a future project)—of gratifying workforces for their good work can be a priceless apparatus in the retention of employees. One business researcher told HR Focus that “persons feel elated in working with, and be likely to flourish in organisations that establish positive work atmospheres,” “[They flourish in] surroundings where they can create a delicate distinction, and where majority of employees in a company are capable and pushing together to move the business ahead. Fittingly structured recognition and fiscal reward programs are significant, but not limited, mechanism in this blend.”

One another way to employee motivation has been to look into “plug-ins “to a person’s job as the principal elements in enhancing performance. “Never-ending combination of employee remunerations—like life insurance, health care, employee stock ownership plans, exercise facilities, profit sharing, , child care availability, company cars, subsidised meal plans and more—have been employed by business as their initiatives to retain contented workforce in the faith that contented workforce are motivated employees.”

“However, majority of contemporary theorists, consider that the motivation is nothing but how an employee senses toward his or her profession has less to do with fiscal incentives than with the blueprint of the occupation itself.” “Early research studies that had been carried out as early as 1950 have demonstrated that highly simplified and segmented occupations ended in lower employee output and morale.” Low employee motivation may end in high labor turnover and absenteeism and none of them is advantageous to the future of the business. As a result, in the 1950s, in major companies, “job enlargement” efforts started to emerge up

Turner and Lawrence, on the academic front, recommended that there are three basic characteristics of a “motivating” job:

It should permit an employee to consider personally accountable for a significant part of the job carried out. A worker must have a connection with and ownership of the job he or she carries-out. Even in teamwork also, a flourishing attempt will promote consciousness in an employee that her or his involvements were significant in carrying out the team’s tasks.
It should offer results that have inherent significance to the individual. The effectual job that does not direct an employee to sense that her or his initiatives matter will not be preserved. The result of an employee’s effort should have worth to not only to herself or himself and also to other employees of the business.
It should offer the employee a comment about her or his achievements. A positive, credible evaluation of the job carried out is critical to an employee’s motivation to progress.

Though expressions changes, the doctrine of employee motivation stay comparatively unaffected from research findings over fifty years.” Contemporary catchphrases comprise “teamwork” “quality circles,” and “empowerment.” It is to be noted that the theory of Turner and Lawrence contains all the three types of motivating jobs set forth as above. Whether acting alone or in teams, the feeling of empowerment offers sovereignty and permits a worker to have ownership of accomplishments and ideas.” Increasing occurrence of teams and quality circles in contemporary’s work atmospheres offer employees opportunities to buttress the significance of the job finished by workforces and to get a response on the effectiveness of that work.

“Managers can however achieve the same fundamental principles as in small businesses, which may need the resources to implement formal employee motivation programs.” “There is necessity on the part of the small business owner to communicate to the company’s employees so as to help employees to feel to like their jobs which are meaningful and that their contributions are valuable to the company. Thus, owner’s c communication should be in the form both actions and of words.”

Further, the owner of small business should always set a high standard for their workforce, but also stay compassionate of their initiatives when targets cannot be achieved. “It may also be obliging to permit workforce to have much flexibility and autonomy as possible in how their works are accomplished.” Honest mistakes are redressed but not penalized and creativity will be boosted. “Lastly, the owner of the small business should initiate proper steps to include the vision of workforces for the business with her or his own visualisation.” This could inspire employees to bestow to the goals of the small business, and also assist to put off sluggishness in its purpose and direction.

“As there are many numbers of companies operating in the global business environment as of today, there are as many different methods of motivating employees.” Yet some schemes are widespread across all business organizations endeavoring to enhance the motivation of employees’. The paramount employee motivation initiatives will spotlight what the employees believe to be significant. “It is to be observed that there may be different motivators for the employees who may be within the same department of the same establishment”. “As of today, the majority of the business organizations have discovered that flexibility in reward systems and work plan has ended in employees’ amplified longevity with the organization, better morale, and improved productivity.”

Giving the workforce more decision-making power and accountability augments their sphere of control over the assignments for which they are held accountable and better equips them to accomplish those jobs. At the outset, beliefs of disturbance developing from being held answerable for some action for which an employee does not have the sources to perform are weakened. Here, employee energy is sidetracked from self-saving to enhanced task achievement.

“In majority of companies, workers do want to push forward their creative ideas management for fear that their input will be ridiculed or ignored.” Toeing the company line or getting the company’s approval which has become so embedded in certain working scenarios to make both the organization and employee to suffer.” When the authority to make in the organisation is pressed from the top to down line personnel, workers who are adequate experience in a service job, or product, best chances are offered with the chance to make use of their schemes to develop it.

The authority to make motivations among employees and gains the business in having a more flexible employees, exploiting more shrewdly the knowledge of its work forces, and enhancing the swapping of information and ideas among departments and employees. These developments also produce a sincerity to change that can offer a business the talent to react rapidly to changes in market and maintain a first mover benefit in the marketplace.”

“If workforces are afforded the opportunities and the tools to achieve more, most will take on the confront.” By committing to the perpetual enhancement of employee skills, companies can motivate employees to achieve more. “The effective and popular way to bring about growth in employee’s knowledge and motivation is to offer licensing and accreditation programs for employees who are being used increasingly nowadays.”

Habitually, these schemes ameliorate employees’ postures toward the customer and the business, while boosting self-confidence.” Backing on this finding, an examination of elements that control motivation-to-learn established that it is straight away associated with the degree to which training members consider that such involvement will distress their career or job value. Thus, if the body of information benefited can be employed to the job to be consummated, then the gaining of that awareness will be a meaningful event for the employer and employee.

“Each week, the quantum of hours worked by American workers is on the increase, and majority of American families have two adults working in those augmented hours.” “Under these conditions, many employees are left speculative how to cater the requirements of their lives away from the place of work.” Frequently, this anxiety happens while at the job and may decrease an employee’s morale and productivity. “Flexible employee arrangements which have been arranged by companies have benefitted motivated employees whose productivity has augmented.” Programs like job sharing, condensed workweeks, or incorporating flexitime, for instance, have been triumphant in concentring beleaguered workforces toward the job to be carried out and absent from the needs of their private lives.

“In the mix of motivators, money still occupies a major place for all the championing of alternative motivators.” “The apportioning of a company’s income offers inducement to workforce to perform an eminence service, to manufacture a quality product, or pick up the excellence of a process within the company.” “What gains the company directly benefits the work force. Financial and other non-fiscal rewards are being awarded to work forces for generating process-improving or cost-savings ideas, trim down absenteeism and to improve productivity.”

The fiscal incentive will be helpful when it is instantly connected to an employee’s accomplishments or ideas. Yet, if not attached with other, non-fiscal incentives, its stimulating impacts are transient. “Further, if not made available to all members of the organisation, monetary incentives can prove counterproductive.”

Many research studies have discovered that the chief efficient motivators of workers are non-fiscal. Fiscal incentives are deficient motivators, in part since prospects often surpass outcomes and since inequality between salaried individuals may split instead of uniting the workforces. Recognized non-monetary optimistic motivators encourage team strength and include appreciation, progression, and accountability. Business managers, who identify the “small wins” of workforces, encourage democratic atmospheres, and treat workforces with respect and fairness and see that their workforces to be more extremely motivated.

One organization’s administrator cogitated to line up with thirty powerful non-fiscal incentives that cost nothing or little to execute. “The very successful incentives like time off from work and letters of acclamation, improved individual self-respect and fulfilment.” In the long run, personal gestures and sincere praise are far more efficient and more inexpensive than incentives of money alone. Last but not the least, a plan that satisfies inherent, self-actualizing personal needs and mingles monetary reward systems may be the most effective employee stimulator.

In any endeavor, high motivation is the headstone to victory. It can originate from outside pressures (extraneous motivation) or from within an individual (inherent motivation). For instance, intrinsic motivation is got from involving in employment for its use, the sheer enjoyment and for the satisfaction, it fetches, and for no exterior objectives. Those employees who are essentially stimulated may give up less easily and normally accomplish greater magnitudes of vigor than those employees who are exclusively stimulated by outside rewards such as money, commendation, and trophies.

The stimulation to reduce weight may also have extrinsic and intrinsic elements: a slimmer may feel an immense sagacity of upbeat from consuming healthily (inherent motivation) or maybe fasting chiefly to obtain a body condition that gains acceptability and honor (external motivation).

Trainers and coaches distinguish the significance of motivation and frequently espouse unique schemes to uphold or improve it. Motivational schemes include allowing antagonism; offering pep conversations, constructive and praise censure; and laying out suitable short-run objectives. To teach productively, drillers must have adequate motivation to expend energy and time on their instruction and should be able to tolerate a definite amount of discomfort, fatigue, and boredom. The majority of sports coaches espouse the approach capsuled in the idiom ‘No pain, no gain!’, but this should not be construed as a buzz word to overstrain and become ill or injured.

In psychology, motivation is defined as the intent of accomplishing a goal, resulting in a goal- aimed demeanor. Certain human action appears to be best illustrated by hypothecation of an inner aiming force. While a motive is outlined as an innate method altered by learning whereas a drive is frequently regarded to be an inborn organic system that influences the organism’s action. In this outlook, human forces provide to gratify biological requirements, such as appetite, while motivations serve to fulfill requirements that are not honestly joined to the body needs, such as friendship or companionship.

Learned motivations are occasionally correlated with forces; e.g., the inspiration to accomplish social rank is often considered as an offshoot of the sex drive. Motives are occasionally assorted as insufficiency motives, such as the necessity to eliminate the physiological shortage of thirst or hunger, or profusion motivations, i.e., motivation to accomplish better contentment and inspiration. Abraham Maslow, who is a renowned American psychologist has assorted motivations into five maturation levels, with the contentment of physiological requirements as most significant and respect and self-actualization requirements least significant.

As per Maslow, the most essential motives must be fulfilled before consecutively higher requirements can appear. “Albert Bandura who is a cognitive psychologist has proposed that individual psychological cognitive operations, such as faiths, play a pivotal role in inspiration, through the anticipation of some rewards for certain demeanours.” Research studies have exposed that animals and humans are probable to search for sensory inspiration, even where there may be no predictable objective. Of late, the employment of different mechanisms for brain scanning has resulted in the detection of a neurological source for motivation.

The self-discipline of inspiration is ever more interpreted as a separation of emotional acumen; an individual may be extremely clever concording to a more customary description (as calculated by many aptitude checks), yet apathetic to offer this intellect to some tasks. “Professor Victor Vroom’s from Yale School of Management “expectancy theory” offers a report of when individuals will choose whether to wield self check to follow a fastidious goal.”

Desires and drives can be distinguished as a need or deficiency that triggers a demeanor that is directed at an incentive or a goal. These are a mental reflection to emerge within the person and may not need an outside incentive to further the demeanor. Fundamental drives could be activated by inadequacies such as starvation, which prompts an individual to search for food; while more delicate drives might be the craving for approval and praise, which stimulates an individual to perform in a way agreeable to others.

As a comparison, the task of extraneous incentives and motivation can be looked at in the example of training animals by giving them treats when they perform a trick accurately.” “The treat induces the animals to carry out the trick constantly, even afterward when the treat is disconnected from the procedure.”

“Employees in any business require somewhat to remain them working.” Virtually all the time, the pay of the employee is adequate to continue her or him working for an establishment. Nonetheless, occasionally just working for wages is not adequate for employees to reside at an organization. A worker must be prompted to work for an organization or company. If no stimulus is present in a worker, then that worker’s eminence of the job or all effort, in general, will worsen.

“One can employ specific motivational appeals or general motivational strategies, when motivating an audience.” Common motivational schemes include personality type and soft sell against hard sell. Soft sell schemes have logical applications, praise, emotional appeals, and advice.” ” Hard sell schemes have outnumbering, barter, rank and pressure.”

Also, you can think of footing your policy on your spectator’s individuality. “Precise motivational pleas spotlight on feelings, right ,and wrong, provable facts, audience threats and audience rewards.”

“For educational psychologists, motivation is of fastidious attention since the vital part it has in student knowledge. “ Nonetheless, the precise sort of motivation that is examined in the dedicated scenery of education disagrees qualitatively from the more common kinds of motivation considered by psychologists in other areas.

In education, motivation can have some outcomes on how students study and how they perform towards the subject issue. It could be:

Straight demeanor toward specific objectives.
Direct to enhanced energy and effort.
Increase persistence in, and initiation of, performance.
Improve cognitive working.
Establishing what outcomes are rewarding.
Guide to enhanced performance.

Since students are not at all times intimately motivated, they occasionally require situated motivation, which is seen in ecological situations that the teacher crafts.

At the beginning of the higher education experience, the preponderance of new student course managers at universities and colleges distinguish that typical demands of students ought to be reckoned regarding course information offered. In this regard, an investigation carried out by Whyte in 1986 opened the consciousness of educators and counselors. “The National Orientation Directors Association in 2007 reckoned Cassandra B. Whyte’s research report facilitating readers to determine betterments made in pointing out the precise requirements of students over twenty-five years later to assist with academic victory.”

Motivation can be explained as follows:

Inherent motivation happens when persons are motivated internally to do somewhat since it either offers them happiness, they think it is significant, or they sense that what they are acquiring is important. It has been exposed that inherent motivation for learning plunges from marks 3-9 though the precise reason cannot be determined. Moreover, in younger pupils, it has been exposed that contextualizing substance that would or else be demonstrated conceptually augments the inherent motivation of these students.
“Extrinsic motivation emerges when a student is required to do incredible or act in a positive method since these elements external to her or him (like good or money grades). “

Summary

In summary, every manager and organization knows the importance of motivation so that improving employee motivation could help organizations improve performance and efficiency. As a result, based on the importance the employee motivation is considered, the report is to investigate how to improve employee motivation to enhance the organization’s performance. In the following, the report would discuss the philosophy of research design and the methodology to be used for carrying out the investigation. ( 5458 words)

Chapter 3

O2 – Telefonica SA – UK

“O2 is the drawing card of internet and cellular phone service providers in the UK for both business and consumers.” “The company can be said to be groundbreaker and the chief groundbreaker in the non-voice services especially games, media messaging, video, text, music and also in data connections in HSDPA, GPRS, WLAN, and 3G.” 02 is the part and parcel of the Telefonica o2 group which includes integrated mobile and landline telecommunication businesses not only in the UK but also in Germany, Ireland, Slovakia, and the Czech Republic.” (www.telefonica.com). “Telefonica S.A is the parent company and o2 is its wholly-owned subsidiary.” “Further, O2 has established a joint venture with Tchibo Mobilfunk in Germany and with Tesco in the UK.”

O2 was graded as the sixth-best organization to work in the Best Business Organisations for 2008 list and has been given a 3-star certification signifying as a “best motivating company.’

O2 success lies in its efforts to motivate its employees and can demonstrate as a leader in the telecommunication business in the UK.

Motivation of employees at O2.CO.UK

O2 offers short-run incentives to its employees mainly to encourage them to offer the maximum output. These short-run incentives will assist O2 to attain its business goals and also offer due recognition to an employee if they deserve for it. O2 offers a bonus scheme to its employees which is designed to extract the maximum levels of performance from employees. (www.telefonica.com).

The base pay of an employee in O2 has been designed in such a way that it mirrors its employee’s role, performance, and overall commitment and contribution to the company. Every year, the base pay of every employee of o2 will be reviewed so that it remains competitive.

For those employees who have been found extraordinarily skilled and have given a great performance, o2 offers long term incentives. The long-term incentives are designed mainly to offer them greater objectives to aim for, with greater monetary rewards to cheer them to remain with the company and to accomplish their goals. O2 has two schemes of long-term incentives such as the shares from the 02 Performance Cash plan which is being reimbursed in cash whereas the Telefonica Performance share plan which is designed on actual share. (www.telefonica.com).

Further, 02 offers a variety of other fringe benefits like holiday schemes where every employee at O2 would get a minimum of 23 days of leave every year with bank holidays on a priority basis. For those employees who are on the manager level, O2 offers four different types of Healthcare scheme cover which have been designed to suit their individual preferences.

O2 offers liberal flexible benefits to its employees. These flexible benefits of 02 have been divided into three different groups namely Finance, Healthcare, and Lifestyle. Under the group “Lifestyle”, O2 offers the following employee benefits: (www.telefonica.com).

Learning Fund

Through this scheme, 02 makes monthly payment into employee’s fund and it can top it up by 50%

Shopping vouchers

O2 offers liberal shopping vouchers to its employees to motivate them. “An employee of 02 can have discount up to 6.5% from M&S food or up to 9% at John Lewis. “(www.telefonica.com). Further, o2 has tie-up with the leading clothing outlets, supermarkets, and leisure sites which will offer liberal discounts when 02 employees shop with them. (www.telefonica.com).

Vouchers for Childcare

“This scheme has been intended to safeguard both the national insurance and tax savings on the employee’s first £ two hundred forty three per month that a worker expends on childcare.” If the employee of o2 signs up for the scheme, he can save up to £1195 o even more during a year.

Under the holiday scheme, 02 assists its employees to either sell or buy up to five days of holiday on annual basis.

O2’s Liberal Healthcare Schemes

Health Assessment

O2’s health assessment scheme offers discounted health assessment which helps to have periodic health check-ups. Further, employees were given an option to purchase a health assessment both for themselves and for his spouse. (www.telefonica.com).

Dental Insurance

02 dental insurance schemes offer three plans which can be used to cover for their spouse and children. Further, 02 employees are given liberty to select their dentist and can have the treatment from such a dentist. Dental insurance at 02 is another free benefit that motivates its employees to increase productivity. (www.telefonica.com).

Eye care Cover

Under this scheme, a 02 employee can purchase an extra cover to assist with the contact lenses and to buy glasses. “This scheme is also available to employee’s children and spouses.” (www.telefonica.com).

Health Cash Plan

Under this scheme, an O2 employee is allowed to get reimbursement of the cost of the health care expenses.

Finance and Safeguard

O2 Pension

This is open to every employee of 02 and it is an award winner scheme. O2 will pay up to 10% of the employee’s salary and the employee is allowed to contribute as much as he can make. For its Muslim employees, 02 is also offering a shariah pension scheme which is administered by HSBC which the famous provider of Islamic banking around the globe. (www.telefonica.com).

Coverage for Travel Insurance

“O2 proffers bighearted travel insurance coverage which facilitates a risk free travel holiday and to meet any deadly tragedy during the travel. “ To meet any catastrophic risk during the holidays, o2 employees are being provided with this cover at a very reasonable price. (www.telefonica.com).

Critical Illness Insurance

If any employee of 02 or his partner meets with a serious or terminal illness, the critical illness insurance cover provided by o2 will take care of their financial needs at a crucial juncture of their life. (www.telefonica.com).

Health Cash Plan

Under this plan, a 02 employee can get reimbursement for the health care expenses already met by him. (www.telefonica.com). (962 words)

Methodology

Introduction

As such, methodology may involve detailing of a generic procedure or, it may be explained figuratively, may be expanded to remove obscurity in the school of thought tenacious conceptions or doctrines as they associate to a specific field or discipline of inquiry. If the philosophical and/or principle of the presumptions that signify a specific methodology or a specific study is known as reasoning methodology. A section on the methodology in academic research of the researchers will always be generally de rigueur.

Research philosophy

“For this part, choosing a philosophy of research design is the choice between positivism and social constructionism. “(Easterby, 2008) Positivist view shows that social worlds exist externally, and its properties are supposed to be measured objectively, rather than being inferred subjectively through feelings, intuition, or reflection. The basic beliefs for the positivist view are that observer is independent, and science is value-free.

The researchers should concentrate on facts, look for causality and basic laws, reduce phenomenon to the simplest elements, and form hypotheses and test them. Preferred methods for positivism consist of operationalizing concepts and taking large samples. While on the other hand, social constructionism holds the view that reality is subjective and is socially constructed and given meaning by people. It is best explored through a clear focus on the ways that people make sense of the world via language. The basic beliefs for social constructionism are that observer is part of what is observed, and science is driven by human interest.

The researchers should concentrate on meaning, look for understanding what really happened, and develop ideas through the induction from data. Preferred methods for social constructionism include using different approaches to establish different views of the phenomenon and small samples evaluated in-depth or over time. (Saunders, 2009) For the case of how to improve employee motivation, the philosophy of social constructionism would be used for carrying out the research.

Because it tends to produce qualitative data, and the data are subjective since the gathering process would be subjective due to the involvement of the researcher. Furthermore, the location is natural, which is taken place in a commercial organization rather than the laboratory. And the reliability is low (would be countered by triangulation) and the validity is high.

Research approach

For research methodology, the choices of the two approaches: deductive and inductive approach can be used for carrying out the research. (Easterby, 2008) A deductive approach is described as a study in which the theory is tested by the empirical observation, and is referred to as moving from the general to the particular. Deductive research establishes a theory and then checks the data; it uses quantitative data and is a very structured approach.

On the other hand, the inductive approach is a study in which the theory is developed from observation of reality and is the opposite of deductive research, from the individual observation to the general statements. The inductive approach does not start with the theory and is very flexible using qualitative data. (Saunders, 2009) The researcher would mainly use an inductive approach for the case of how to improve employee motivation. Because the theory is developed from the observation of the reality, and during the process, there are qualitative data that are used for data analysis and the conclusion reaching.

Another choice is for using the quantitative approach or the qualitative approach, or the mix of the two. Robson (2002) distinguished between qualitative and quantitative research methods: ‘Quantitative research methods were originally developed in the natural sciences to study natural phenomena. “In the social sciences, qualitative research methods were formulated to facilitate research associates to learn cultural and social developments.” (Robson, 2002).

By quantitative approach, the researcher would need to collect a volume of data and analyze the relationship of the data, then the data would be manipulated into trends or patterns, etc. Next, the researcher would use standardized approaches that structure the data before it is analyzed. Examples of quantitative approaches include experiments, surveys, formal methods, and numerical methods. By using the qualitative approach, the researcher would collect more in-depth data and aim to explore understanding, meaning, and experience.

The data is the feelings and views for a qualitative approach and not integrated into the opinion poll. Besides, it is difficult to analyze by standardized methods.” Case study research, action research, and ethnography are some illustrations of qualitative methods. ” (Easterby, 2008)

Qualitative research is a way of research question captured in the various academic field of study, conventionally used in the social sciences, but in research on the market and further areas also. (Denzin, 2005). Exhaustive apprehensions of human demean our qualitative researchers’ are being carried out to collect and the cause s that govern such demeanor. “The qualitative method investigates the question as to how and why of decision making is being studied through the qualitative method and these are just restricted to just where, what, when. “Hence, focused samples but smaller are more frequently required, instead of huge samples. “ (Fischer, 2005)

“On the particular cases studied, qualitative methods produce just information only, and any more general findings are only conjectures (guesses on informative). Which of such hypotheses are true can be used to verify through Quantitative methods. “(Patten, 2002)

In plain words – Qualitative can be explained as a source of data or an explanation based on the dimensions of the graph or a non-mathematical data collection. (Patten, 2002).

“It is a method whether or not they typify some contextual locations or characteristics as the cases can be selected purposefully in qualitative research.”

Greater critical attention is being paid to the researcher’s role. “This is as important as in qualitative research, the hypothesis of the researcher adopting a transcendental position or a ‘neutral’ is visulaised as more debatable in philosophical and/or practical terms.” “Hence qualitative investigators are frequently pressed to mirror on their part in the research procedure and make this obvious in the evaluation. “(Fischer, 2005)

“Finally, in its focus on signs, meaning and language, qualitative data analysis differs from quantitative as it is taking a wide miscellany of forms.” “Rather than being reductionistic and isolationist, qualitative research approaches evaluate more dependently and holistically. ” “Nonetheless, transparent and systematic ways to evaluate are normally considered as vital for rigor.” For instance, the majority of qualitative processes need researchers to cautiously code information and learn and record these themes reliably and consistently.

Nonetheless, the most customary demarcation between the uses of quantitative and qualitative research especially in the social sciences is that qualitative procedures are employed for illustrating confounding quantitative outcomes or for exploration (i.e., conjecture-engendering). On contrary, quantitative methods are being employed to evaluate theories. This is due to instituting substance validness — to evaluate whether they evaluate what a researcher comprehends they evaluate? This has been demonstrated as one of the fundamentals of qualitative research. Some critics think that quantitative processes offer many illustration s, precise and reliable evaluation mainly through centered conjectures, applied mathematics, and evaluation tools. “On the contrary, qualitative data is normally tedious to display or graph in mathematical terms.”

“For program research and policy evaluation, qualitative research is frequently employed as it can give solution to some significant questions more effectively and efficiently as compared to quantitative approaches.” This is especially the case for comprehending why and how some results were accomplished (not just what was accomplished) but also for replying to some significant queries about pertinence, unplanned effects, and impact of processes such as: Were anticipations justifiable? Did procedures function as anticipated? Were chief policymakers can do their jobs? “Did the program create any unintended impacts?”

“During the research process itself, qualitative approaches have the benefit of permitting for more multifariousness in the capacity to adapt to new developments as well as in responses of research itself.” (Fischer, 2005). “It is to be observed that qualitative research can be not only time-consuming but also expensive to conduct, many fields of research espouse qualitative methods that have been purposefully developed to offer more cost-efficient, succinct and timely outcomes.” Rapid Rural Appraisal is one validated illustration of these adjustments but there remain many others.” (Fischer, 2005).

“In collecting data, qualitative researchers may employ varied overtures, like the narratology, classical ethnography, grounded theory practice, shadowing, or storytelling.” (Fischer, 2005).”In other methodological approaches, qualitative procedures are also generically present, like actor-network theory or action research. Contours of the data gathered can include group discussions and interviews, reflection field notes and observation, various pictures, texts, and other forms. (Patten, 2002)

Research strategy

“First, cases can be selected purposefully in qualitative research, as per whether or not they correlate some contextual characteristics or locations.”. (Patten, 2002)

“Next, the part played by researchers obtains higher critical care. “. (Patten, 2002) “This is mainly so as in qualitative research, there is every chance of the researcher assuming a transcendental or a ‘neutral’ position is appearing as more elusive both in philosophical and/or practical terms.” “That is why qualitative researchers are frequently pressed to mirror on their part in the research procedures and make this obvious in their research analysis.”

“Next, a wide variety of forms can be taken by qualitative data analysis; it varies from quantitative research in its coverage on meaning signs, and language.” Moreover, qualitative research procedures evaluate contextually and holistically, instead of being isolationist and reductionistic.” Nevertheless, transparent and systematic methods of analysis are ever considered crucial for cogency. For instance, the majority of qualitative processes need researchers to methodologically script data and to know and to record themes reliably and consistently.

“It is the qualitative procedures that are used for explaining puzzling quantitative results or for exploration (i.e., hypothesis-generating).” However, the most customary division between the employment of quantitative and qualitative research particularly in the social sciences is that Quantitative methods, which in contrary, are employed to evaluate the main hypotheses.” This is so to establish content correctness — do evaluate measure what a researcher believes they evaluate? — is seen as one of striking benefits of qualitative research. “Some regard quantitative methods to offer more samples, precise and reliable measures through focalized hypotheses, evaluation techniques, and applied mathematics.” On the contrary, qualitative data is normally arduous to display or graph in mathematical terms.”

“In the case of program and policy evaluation research, qualitative research is often employed since it can find solution to some significant questions more effectively and efficiently than quantitative processes.” This is mainly the case for comprehending why and how some results were accomplished (not just what was accomplished) but also for finding solutions to significant questions about pertinence, not planned impacts and effects of programs such as: Were anticipations sensible? Did procedures function as anticipated? “Were major players able to accomplish their responsibilities? “Did the plan may create any unwanted impacts?

Qualitative overtures have the benefit of permitting for more multifariousness in replies and the capability to fit into new happenings or matters particularly during the research process itself. “As regards to qualitative research, it can be time-consuming and expensive to carry-out, many provinces of research use qualitative procedures that have been chiefly planned to offer more cost-efficient, succinct and timely outcomes.” Rapid Rural Appraisal is one among the well-known illustration of this adjustment s but there are still many exist.

Ethical issues

“In the research study, the researcher is hypothecated to take the all parts of the ethical issues The ethical issues need to be pointed out in the proposal of the research.” Research should be designed and undertaken in a way that ensures quality and integrity. The research staff needs to be informed of the purpose, methods, the use of the research. In addition, the research also needs to respect the confidential information and the anonymity of the respondents.

The harm that may lead to the participants must be avoided. (Bryman, 2003) For the research on how to improve employee motivation, the data collected should be confidential and not reported to others, especially the managers of the researching organization. The participants need to join the research voluntarily, and they have the right not to answer the questions. “The researcher needs to respect the anonymity of the respondents. However, sometimes it may misrepresent the data when conducting data analysis.”

Data collection methods

“Data can be classified into two and they are secondary data and primary data. “Primary data refer to the new data (observation, survey, interview, experiment, etc) that the researcher needs to collect for the research while secondary data refer to the existing data that are available in various sources including books, journals, internet, etc. (Easterby, 2008)

For primary data collection, the issue is to focus on sampling. As far as the researcher is considered, the sampling technique is significant. For example, to determine the sample size, it cannot be too small, as it would lead to unable to generalize. It is to be noted that reliable results can be originated from a larger sample size. (Bryman, 2003)

Secondary data can say to be either quantifiable or qualified. Quantitative data collection methods refer to that numerical data are collected and analyzed using descriptive and inferential statistics, which is wide coverage, reliable, and objective, but lack detail and specific information. Qualitative data collection methods refer to non-numeric data are collected through observations, interviews, and formal or informal discussions. It deals with a specific problem but lacks objectivity and generalisability. (Saunders, 2009)

Data sources comprise observation and participant observation, questionnaires and interviews, texts and documents, focused group, case study, etc. Questionnaires are practical approaches for collecting data. Respondents have also given the analogs questions It also can be supplemented by in-depth interviews. Besides, the questionnaires can be sent manually, electronically, or by postal. The advantages of using questionnaires are that the data are accurate, anonymous, and it can cover broadly without geographical limitation.

The disadvantages of using it are that it could be expensive, impersonal, delay in getting results, and the return rate can below. When delivering the questionnaire, researchers expect to get a response within the deadline. (Saunders, 2009) For maximizing the response rate, researchers should use stamped, addressed envelopes, and send out a follow-up postcard after a week as well as a follow-up questionnaire. In addition, the researcher needs to give instructions and the purpose of the questionnaire as well as ensuring confidentiality.

“Interview is another way for collection of data.” The advantages of using an interview for data collection are that it can get full information, know the client, and very flexible. On the other hand, the disadvantages are it takes time, the cost is high, and it may result in bias since it is subjective. (Saunders, 2009)

For researching how to improve employee motivation, an interview schedule based on a semi-structured questionnaire would be used. It is shown in the appendix. The interview would take place in a commercial organization and first, the researcher needs to have the permit to set up the interview. Contact with the manager is the first step, and then when having the permit to conduct the interview, the researcher needs to consider the ethical issues involved during the process. The confidentiality of the research is important, and it is mainly used for research, and should not be reported to other people. Using this type of data collection could result in bias since it is very subjective. Besides, for carrying this research, it takes the cost and time is also high.

Limitation of Data Collection Methods

Due to various pressures exerted, there has been little care has been paid on the quantity, nature, or purpose of the data and why it is being gathered. ( Kruger 2002:12). When implementing a data collection system, jurisdiction can face a variety of probable challenges. (Racial Profiling Data Collection Resource Center 2007:4). There have been a lot of concerns on additional budgetary expenses for the collection of data, whether if gathered data is genuine or not and there may be an explicit conclusion when interpreting and analyzing data. ( More:203).

Validity and Reliability

The validity of data can be referred to as data integrity which connotes whether data is accurate and consistent. Validity has been explained as a descriptive evaluation of the association between actions and interpretations and empirical evidence deduced from the empirical evidence. (Messick 1995). The cannons of validity apply to all guises of evaluation which includes qualitative and quantitative, by coalescing scientific inquiry and rational debates to prove or disprove the outcomes and interpretations emanating from the data collected. (Carter 2009:239)

It is to be observed that no statistical data in any way offers assurance on the accuracy of any data. More precaution should be taken on when a comparison is made between employee motivation and organizational growth. Employee motivation may differ from business to business and may not be identical in an industry. Reliability of data is the outcome of a series of actions that commence with the proper explanation of the issues to be resolved.

This may push on to a clear recognition of the yardsticks concerned. It contains the target sample to be chosen, the proper stamping strategy and the sampling methods to be employed. When necessary samples have been studied, the outcomes should be illustrated in such a style that those who have to arrive at the findings and to initiate actions, can do so with all probable guarantees. ( Barcelo 2000:626). ( 2979 words)

Data Analysis and Findings

Introduction

In a research study conducted at the Prudential Insurance Company, it was found that employee-oriented behavior intends to cater to the emotional and social needs of group members. Early research studies also revealed that work approaches were better and there was a higher production in the groups directed by the supervisors who demonstrated employee-oriented behavior. (Wagner & Hollenbeck 2009:198). Companies like IBM, ARUB Laboratories, Great River Health Systems, and Versant Inc give due weightage to employee satisfaction and motivation as critical factors for their business success. ( Kinicki 2009:147).

“Business organization can enhance performance by investing in people, in renewing the ways companies are presently selecting to invest in their human resources”. “To motivate employees, now Employee’s Stock Option Schemes (ESOPs) have been introduced.” Under this, employees will receive stock as part of their compensation at a discounted price as compared to market prices of the company’s shares. Since employees are compensated with the stock, over time, they may become the owners of the company. Thus, ownership in the company itself motivates the employees’ to initiate more care in customer’s requirements, to minimize unnecessary expenses, to make business operations smoother, and to remain with the company for a longer gestation period. ( Gitman & McDaniel 2009:235).

The Spicer Driveshaft Division of Dana Corporation is the USA’s largest manufacturer of the driveshaft and had won the Malcolm Baldrige National Quality Award primarily meant for employee satisfaction which has the employee strength of more than 3400 workers. As per the survey made among the workforce of this company, about 91% of its employees voted for job satisfaction and productivity, about 71% voted for opportunity and growth development. The employee presence rate (attendance) stood at ninety-eight percent for the last six years and the turnover rate of the employees’ remained at just one percent. (Russell and Taylor –lii 2008:312).

Mark Shuttleworth at his age 22 is the first of South Africa’s great young leaders who becomes the first Internet billionaire when VeriSign took over his internet business Thwate Technologies for USD 3.5 billion. After a successful takeover by VeriSign, he paid every member of his staff team USD 1 million for their involvement and contribution. No doubt, employees of the Thwate Technologies were compensated for their motivation and loyalty to the organization. (Robbins 2003:150).

When management employs performance appraisal as a punishment or when evaluators do not comprehend its restrictions, it fails. An ineffective performance management system can be a great liability. (Longnecker and Flink 1997:128). An effective performance evaluation system may assist an organization to recognise its low performers so that their defects might be set right through appropriate training and other initiatives. An organization’s performance appraisal process can be evaluated by periodic audits of the performance appraisal system which can be an efficient device for evaluating its appropriateness and effectiveness of the same. (Sims 2002:217).

This research study will be focusing on appreciating what motivates employees and how employee/s satisfaction and motivation could impact the productivity and performance of the organization.

Google Way of Motivating Employees

How Employee Motivation Helps Google to Attain Organisational Success

Can you imagine a company that offers the following fringe benefits to its employees?

Liberal pay.
Free gourmet dinners and lunches.
Liberal parental leave.
A free game room.
Bike repair facilities.
Roller hockey facilities.
Reimbursement towards the purchase of an electric car or a hybrid car.
An outward volleyball court.
Free Sauna facilities.
Free snacks at anytime.
Free gym membership.
An onsite doctor and massage therapist.
Liberal leave packages.
Paid-takeout meals for new parents.
Stock Options.
Liberal reimbursement of tuition fees.
Free on-site car-wash and oil change. (Pride et al 2011:305).

The above list only illustrative and not exhaustive and the facilities offered by Google to its employees are much more. The above motivational factors offered by Google, which is the fastest-developing and trendiest information technology business in the globe has helped Google to be the world’s very famous internet search company. Having its headquarter at Mountain View, California, Google shows off a dynamic, informal, and collaborative culture unlike any other well-known company in Corporate America.

One of the corporate objectives of Google is to grasp away everything and the whole thing that passes in their workforces’ way. Though some of the fringe benefits outlined above are available for employee’s stationed at Google’s headquarters, the other employees working in other Google’s office around the world can customize their fringe benefits which include customary dental and health coverage schemes, savings and retirement plans, life insurance schemes into a package that suits to each employee and his family. (Pride et al 2011:305).

No doubt, the above liberal fringe benefits offered by Google to its employees had made them more contented, happy, and productive employees as the majority of the Google employees have become millionaires as the company’s stock option scheme has swelled in value in recent years. Fortune magazine has listed Google in its list of 100 best work atmospheres to work in the United States due to Google’s liberal perks to its employees as it knows that its success depends upon the productivity of these employees. (Pride et al 2011:305).

As Google has to ever compete with top-notch business competitors like eBay, Yahoo, Amazon.com, and Facebook, Google is dedicated to preserving that workforce that suits its ” Google-y” culture, that is, employees who are fairly adaptable, flexible, and not spotlighting on hierarchy and titles and get its objectives are fulfilled. (Pride et al 2011:305).

Google regularly conducts an annual “happiness survey “to know how dedicated its employees are, why and what concerns them. The outcomes are channelized into Google’s continuing focus on career growth and development.

Google has permitted its employees to dedicate one whole working day each week to projects they select. With the liberty to pursue creative and bizarre ideas, Google’s engineers can work either as a team or as on their own to research the new technologies. Google may be benefited from the unofficial project started by a Google engineer thereby benefiting out of his or her to doodle around with something especially during their spare time on the job. (Pride et al 2011:305).

How ABB Turned Around the Company?

The ABB, the international electrical engineering giant was established in the year 1987 by merging the century-old competitors Swiss-based Brown Boveri & Co and Swedish-based ASEA. At that point in time, it was regarded as the largest cross-border merger of the globe had seen in the last eight decades. Later, by acquiring further seventy companies; ABB became a $30 billion powerhouse in a very short period. Contemporarily, ABB is the nodal and principal supplier of the globe’s electric power manufacturing tools and equipment, air pollution equipment, and high-speed trains. (Gronstedt 2000:49).

Immediately after the merger, the Swedish subsidiary of ABB was witnessing cutthroat competition. The diverse group of more than 80 companies manufacturing right from electrical light switches to nuclear reactors was under heavy pressure to enhance customer service and employee motivation. The gravest customer complaint was not the issue that every one out of seven deliveries made by ABB was either behind the schedule or had manufacturing faults, as the engineering-focused ABB was not sensitive enough to the needs of its customers. Due to low employee motivation in ABB, some of the ABB’s engineering units had more than fifty percent employee turnover rates.

The company was in bad shape as it could not even plan the production schedule for the next day as sick leave was rampant among its workers and the ABB didn’t know how many employees would report for the duty. Among the 27,000 ABBs workforce, there was a consensus that their work was not only mindless but also tedious. In the 1990s, ABB had introduced the biggest ever policy shift as the stodgy and shy ABB Group had decided to get on a high-profile change program. By motivating its employees with both financial and non-financial incentives, ABB is now able to reduce the labor turnover ratio, to remain as an industry leader, and to have full contended clients with a quality product with fewer manufacturing defects. ( Aswathappa 2005:16).

How Employees’ Motivation Increases Organisational Performance?

If an organization adopts a mixture of non-financial and financial measures to enhance employee motivation, it will always result in enhanced organizational performance. The part played by employees is critical in accomplishing an organization’s targeted performance. Further, teamwork among employees will have a major brunt on any organizational performance. Further, organizational culture with particular emphasis on employees will have a lasting brunt on an organization’s performance.

It is to be noted when a business organization imparts frequent training to its employees, then, there is every chance of having a positive impact on the organization’s performance. As we know already, the organization’s growth is reliant on its HR policies. Any wrong HR policies may see the organization to tumble. Thus, the process of benchmarking is a constructive technique for finding out the association between an organization’s performance and its HR policies. (Kouhy et al: 69).

As per the poll conducted by Robert Half International, about one-fourth of HR executives who have participated in the poll have opined that if there is unrecognition on the part of the management towards employees’ would be the prime reason a good employee would desert a job. (Messmer 2011).

In the contemporary’s business atmosphere, employees are not given the business agenda of what to be carried out and how to carry out but they have been assigned with general accountability and long-run goals. It is the workforce that is deciding what to execute and how to execute. As of date, each business also gives due weight to the value of teamwork especially self-managed work teams i.e. a cluster of individuals who work jointly on a common project.

In a research study carried out by Robert Half International, about four-fifth of executives have opined that self-managed groups have attained higher productivity. But, it is too important that this team of employees have to be motivated to yield higher results. (Messmer 2011).

For instance, a decade ago, SONY was the leader of the electronic industry and it is the pioneer to introduce right from play station innovations to Walkman. However, due to cutthroat competition, SONY is finding it difficult to vie with its competitors. One of the reasons attributed to this is Sonys hypercompetitive culture in which its employees were encouraged to excel with each other rather than working together. This competitive culture facilitates its employee’s force to obtain, but due to wanting of balance with the drive to work together results in information hoarding and infighting. (Hill 2008:325).

Ways and Means to boost Employees’ Motivation

Try to motivate employees by celebrating their birthdays.
“Freedom to choose the assignment by the employee.”
When an employee has done a wonderful job, call him and thank him or issue a letter of appreciation and display the same on the general notice board.
In the employee’s newsletter, make provision for the “kudos” column separately and should invite for nomination. (Pride et al 2011:289).
For a formal reward program, nominate the name of the employee’s who have given wonderful performance.
For an individual employee or a group of employees, design for a sudden and accomplishment carnival.
At the time of the initial meeting of a special project team, the CEO of the organization has to be there and should articulate his thanks for their relationship or involvement.
At the termination of a mission, dispatch a letter of thanks to all the team members greeting them for the success of the venture.
“Should always encourage flexible work schedule.”
Request the senior or experienced employee to be the mentor to a newly recruited.
Let the customer’s positive feedback and suggestion if any should be circulated among the employees.
Top management should seize the opportunity to learn what his employee is working for and should acknowledge and recognize their initiatives.
Top management should send a letter of appreciation to either the family or spouse of the employee. (Pride et al 2011:289).
Acknowledge highly skilled employees with enhanced accountability that will cherish new skills that may be useful for the growth of the organization.
Reward the best employees with golf lessons, a ball game, a favorite book, movie tickets, lunch on my coupons, etc.
Try to publish a yearbook for your employees with anecdotes and pictures of achievements during the year.
Introduce the best employees to customers, suppliers, and the top management.
Even if they are failing ideas, it is better to reward the employee for giving such an idea.
Publish the photos of best-performing employees in a “wall of fame” who have achieved great things in their jobs. (Pride et al 2011:289).

Reward System and Employee Motivation

The main objective of an employee reward system is to shore up the accomplishment of corporate goals by stimulating employees to work for a business, to stay with it, and to bring prolonged greater levels of performance and growth for the business. Though, monetary rewards can assist to draw and preserve the workforce but may not motivate them. (Latham and Locke 1979). Monetary rewards have to be underpinned by non-monetary recognition and motivation schemes.

It is true when motivation is accomplished by non-financial schemes, it can have a vibrant and ever-lasting impact on the workforce and thus both, non-monetary and monetary motivators can be equally reinforcing. As per the needs of the business and its workforce, the reward systems should hence be structured and administered in such a style to offer the best combination of all varieties of motivators. (Armstrong: 2002 364).

Non-monetary motivators concentrate on the human requirement for recognition, achievement, influence, responsibility, and personal growth. When the workforce is given a chance to achieve, motivation can happen. The achievement may involve better and independent decision making, empowerment. Employees in the marketing, sales, managerial, and research and development could be vibrantly stimulated to accomplish but the goal is by no ways limited to employees in those roles or occupations.

Motivation through achievement can result in such demeanor as directing the course of events, assuming the control of relationships or controls, seizing or creating new opportunities, retorting speedily to new relationships and scenarios, and enjoying challenges and generally will make the things to happen. Employees who are forced by the necessity to accomplish are prone to be proactive, to search for new opportunities, and to persist on recognition. Achievement through motivation can be enhanced by business mainly through systems and processes like performance management, job design, and competency-based or skill-based pay schemes. (Armstrong: 2002 364).

Employee Recognition as a Motivating Factor

Recognition can be termed as one of the vibrant instruments of motivators. Employees are not only concerned to know about how they have accomplished their goals or their work but also their accomplishments are prised. It is to be observed that recognition requirements are tied with the esteem needs in Maslow’s [1954] power structure of needs. Maslow has defined it as the need to have a firm, stable based self-esteem and to have prestige. Monetary rewards, particularly, achievement bonuses were given instantly after an accomplishment which is the clear indicator of recognition to which are embedded tangible financial advantages. (Armstrong 2002:364).

To act in the organization’s interest and to perform well over time, the employee reward policy is designed to coordinate workforces with organizational stratagem by offering incentives for accomplishing employees.

Expectancy theory is concerned with the confidence of employees that they should feel that their initiatives would impact the financial incentives they get from the employer. “If an employee decide whether to remain and accomplish valuable benefits to the business will always be influenced by the perception of equity theory.” It is to be observed that external equity is concerned with the magnitude to which an organization pay-structure that matches with the external labor market. The magnitude to which an organization discriminates employee pay-structure on the footing of performance in analogs jobs is known as internal equity. (Dean and Snell, 1993).

Employee performance recognition includes performance –contingent incentives, which obviously payoffs through job-contingent incentives, performance excellence, where pay is reliant on job taxonomy, and person –concerned incentives, in which pay-structure is reliant on the capabilities of an employee. (Dean & Snell, 1993). In its quest to enhance organizational effectiveness and performance, the employee reward policy can be regarded as one of the pillars of the management for the company to company. This stays as one the most probably most intricate and underutilized tools for pushing a company’s performance.

The intricacy and significance of associating incentive strategies to business objectives in a methodical style have been a consistent debate in the area of the study of employee motivation as has the significance and intricacy of associating incentives to the long-term outlook (Hambrick & Snow, 1989). The elucidation of reward processes which are competent of strengthening of demeanors critical to business stratagems like short-run versus long-run and financial results and customer focus has been stressed with the strongest level of linkage by placing more emphasis on Lawler’s (1990) reward policy.

Evaluation of Reward Policies

It is to be observed that human beings have requirements that can be assessed by their safety, psychological, social, security, status, respect, and self-realization. This emphasizes that money is not the sole concern for an employee’s contentment but there exist some other elements like happiness, self-satisfaction. If any one of the above needs is not provided or uncovered, an individual can be stimulated if offered a chance to convince the uncovered needs. It is to be observed that one individual’s most leading may be the requirement to be content. (Romzek, 1989).

“Employers should identify those employees who have outstandingly contribute to the objectives and missions of the organization by encouraging and motivating the employees and the workers to render their performance and to assist them to benefit more from what they are doing. “Recognition and rewards shall go long way in keeping workforces satisfied, inspired and committed.” (Nelson 1998).

Managers should acknowledge employees for both their advancement toward and accomplishment of targeted performance objectives. There should be an acknowledgment both for small and big achievements. Employees are expected to perform more efficiently if they feel that their organization is supporting them and recognize the initiatives they are doing. Further, the appreciation should be ongoing to strengthen workforce requirements to have a feeling that they are doing a wonderful job. Further, the best forms of credit normally either have no or little cost. (Nelson 1998).

Reinforcement theory of motivations advocates that the demeanors of employees directly affect their performance or work. An employee with negative demeanors will lead to negative outcomes whereas an employee with positive outcomes will bring about positive results. The manager should reinforce the positive demeanors of the workforce for generating more positive results. (Skinner 1953).

Trends in Employee’s Rewards Practice

Trends in rewarding employees include competency oriented pay structure, skill-oriented salary structure, and performance –associated or broad banding. Broad banding denotes the style of minimising the figures of narrow grades in some salary structure into tiny number of broader bands. For those employees who have reached their range maximum, the reward practice is footed on the panorama that narrow ranges cannot reward such workforces. The chief aim of the reward practice is to offer larger suppleness to reward, the gaining of competencies and wider skills, without requirement of the workforces in each situation or case. (Payment Practices, 2008).

On the other hand, the common approach contains the salary compensation for successfully accomplishing work goals or for demonstrating job-oriented capabilities or the combination of the both. Thus, it has been observed that this monetary award practice can be resourceful for retaining and motivating skilful workforce. (DeWitt & Hamel, 2002).

Normally, rewards are given to individual employees immediately after achievement of an organisation goal or immediately after accomplishment of a given aimed performance level which are regarded as the most precious incentives. Further, those incentives that try to offer the best to instil a longing for the continued good performance or for further accomplishment of the goals as the incentive is attached to the performance which is closely linked with accomplishment in job. (DeWitt & Hamel, 2002).

Motivation and Employee Turnover

Without any motivated employees, no business can function. For any business organisation, employee is the one of the biggest assets. For service and manufacturing sectors, employee turnover is the major influencing factor. For both the small and large business organisations, high level of employee turnover can cause serious issues. Some degree of employee turnover can be anticipated by all kinds of business organisations. In fact, some magnitude of employee turnover may be sought-after as it fosters chances to implement new ideas and wider experience to the business organisation. Further, it also offers career development chances for those employees who are currently employed by the organisation. (Chitram Lutchman 2008:46).

The in and out of employees from a business organisation is regarded as employee turnover. By conceiving multivariable replicas that mingle a variety of elements which can be said to be reasons for employee turnover and by examining the same through empirically those replicas , researchers have attempted to find out why individuals desert business organisations. Some critics argue that some empirical studies on employee turnover do not study the intricate psychological courses associated in individual employee turnover choices.

One of the research studies on employee turnover has come out that job satisfaction, tenure, overall satisfaction, age, inclination to stay over the job, job content and dedication were all inversely associated to employee turnover. In other words, the lower will be the employee turnover; the higher will be the variable.

A research study which has analysed the reasons for employee’s turnover have found that causes of employee turnover are comparison of substitutes , commitment to organisation , job satisfaction , and desire to quit. Although the actual cost of high employee turnover are arduous to guesstimate, high employee turnover may be detrimental to the organisation. The cost of employee turnover will include cost of recruitment, advertisement, training and the expenses of connected supervisory and management time.

The total annual cost of employee turnover would include effort and time spent on the same and hence the minimising the employee turnover would be a cost –effective for any business. Enhanced expenses on recruitment and cost on training only symbolise a tiny portion of the aggregate cost of employee turnover. The lion’s share of employee’s cost would include the following: to pay higher overtime payments and to maintain higher redundant employee levels; enhanced manufacturing cost ; higher scrap stocks; jeopardy of accidents due to inexperienced workforces; the loss due to delayed or lost production; disruption in the flow of work ; low productivity due to low morale and injuries to the reputation of the business organisation.

Higher labour turnover may indicate bad management or lack of job satisfaction. Evaluating the turnover of employees in the business is significant as it offers an insight into the core issue faced by the business. The benchmarking of employee turnover in a business can help to understand how it fares against its competitors and what the ratio against the national average is. An evaluation of employee turnover may help over the time to tract the trend within the business. It also helps to recognise the problem departments, areas or divisions within the business. It helps to understand the issues with company’s Human resource department’s practices and policies.

Some of the significant factors that lead to higher employee turnover are – switching loyalty to competitors due to existence of poor wage structure. It is also due to poor morale and low scales of motivation among the workforce. Due to wrong policies of company, training and enrolling the less loyal employees thereby assist them to desert the company searching for green pastures at the cost of business.

Conclusions & Recommendations

Finding out the role of motivation in the organisation is the main aim of this research essay.Hence, the main aim is to explore from earlier empirical studies and real case studies, whether employees, given their apt non-financial incentives can contribute their best to the growth and enhanced productivity of the business organisation. Whether motivating the employees of an organisation will result in enhanced employee’s productivity , reduced labour turnover ¸reduce or eliminate the industrial unrest if any , to fortify the staff and management relations and whether it foster a productivity culture in the business organisation or not.

Further, this research essay will be endeavouring to find out whether a business organisation can rely on its employees for attaining the desired productivity and efficiency levels, whether such business organisation can depend upon highly motivated employees that share aspirations and visions of the business. To find out how a business organisation can extract the accurate work approaches and derive from the workforce towards accomplishing prolonged growth and productivity?

This research essay has answered the following questions in an exhaustive manner.

Is there any connection between greater productiveness and motivational elements?
Whether motivations of employees have really resulted in the organisational growth?

As per Wagner & Hollenbeck, work approaches were better and there was a higher production in the groups directed by the supervisors who demonstrated employee-oriented behavior. As per survey made among the work force of Dana Corporation, about 91% of its employees voted for job satisfaction and productivity, about 71% voted for opportunity and growth development. The attendance rate stood at ninety-eight percent for the last six years and employee turnover rate is less than just one %.( Russell and Taylor –lii 2008:312).

Empowerment connotes facilitating employees more associated in their employment and in the business operations of the organisation by enhancing their participation in decision making process. The part played by employees is critical in accomplishing an organisation’s targeted performance. Further, teamwork among employees will have a major brunt on any organisational performance. In a research study carried out by Robert Half International, about four-fifth of executives have opined that self-managed groups have attained higher productivity.

SONY is find it difficult to vie with its competitors.One of the reasons attributed to this is the SONYs hypercompetitive culture in which its employees were encouraged to excel each other rather than working together. This competitive culture facilitates its employees force to obtain, but due to want of balance with the drive to work together results in information hoarding and infighting. (Hill 2008:325).

Due to the motivational factors like liberal fringe benefits offered by Google, which is the fastest-developing and trendiest information technology business in the globe has helped Google to be the world’s very famous internet’s search company.

Companies like IBM, ARUB Laboratories, Great River Health Systems and Versant Inc give due weightage to employee satisfaction and motivation as critical factor for their business success.( Kinicki 2009:147).

Offering to employees’ some form of ownership in the company through ESOPs ‘itself motivates the employees’ to initiate more care in customer’s requirements, to minimise unnecessary expenses, to make business operations smoother and to remain with the company for a longer gestation period.

It is to be noted that at Westinghouse, Ford, and Hewlett-Packard and at Texas Instruments, for instance, work teams are being called upon to resolve a mixture of issues and to make meaty contribution to the business organisations. (Griffin & Moorhead 2011:93).

No doubt, the above liberal fringe benefits offered by Google to its employees had made them more contended, happy and productive employees as majority of the Google employees have become millionaires as the company’s stock option scheme has swelled in value in recent years. Fortune magazine has listed Google in its list of 100 best work atmospheres to work in the United States due to the Google’s liberal perks to its employees as it knows that its success depends upon the productivity of these employees.

Google regularly conducts annual “happiness survey “to know how dedicated its employees are, why and what concerns to them. The outcomes are channelised into the Google’s continuing focus on career growth and development.

Thus, the real cases studies like Google, O2 and ABB elsewhere discussed in this research study have demonstrated that there is a direct correlation between motivation and an organisation’s growth. (893 words)

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Abstract

Introduction

Summary Definitions and Base Theory

A Background of the Host Organisation/Business Sector

Rationale for the Research Area

Research Question and Objectives

Optional Outline Methodology

Optional Plan of the Dissertation

Title

Hypothesis, Research Questions

Background and Significance

Findings

A literature review

Introduction

The Meaning of Motivation

Employee Empowerment

Motivation theories

Summary

Chapter 3

O2 – Telefonica SA – UK

Motivation of employees at O2.CO.UK

Learning Fund

Shopping vouchers

Vouchers for Childcare

O2’s Liberal Healthcare Schemes

Health Assessment

Dental Insurance

Eye care Cover

Health Cash Plan

Finance and Safeguard

O2 Pension

Coverage for Travel Insurance

Critical Illness Insurance

Health Cash Plan

Methodology

Introduction

Research philosophy

Research approach

Research strategy

Ethical issues

Data collection methods

Limitation of Data Collection Methods

Validity and Reliability

Data Analysis and Findings

Introduction

Google Way of Motivating Employees

How Employee Motivation Helps Google to Attain Organisational Success

How ABB Turned Around the Company?

How Employees’ Motivation Increases Organisational Performance?

Ways and Means to boost Employees’ Motivation

Reward System and Employee Motivation

Employee Recognition as a Motivating Factor

Evaluation of Reward Policies

Trends in Employee’s Rewards Practice

Motivation and Employee Turnover

Conclusions & Recommendations

Reference

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