In any organization, people work to achieve a certain goal, which can be sort term or long term (Jelencic, 2013). The organization, which is a collection of people, is expected to provide an environment that is conducive for the realization of such goals. In essence, through desirable performance, an organization can have a competitive advantage over its rivals.

1.2 Background and Statement of the Problem

It is, indeed, optimistic to assume that organizations can compete in the market according to their strategies and achieve a competitive advantage. However, today’s companies are confronted with a myriad of problems, which can hamper their growth. However, with their most trusted assets, the employees, the organizations still have the option of achieving success and defeating competition. Indeed, apart from providing the necessary training and development programs, the most appreciated method of increasing organizational productivity is through motivation (Landy and Conte, 2010). Therefore, it is critical to evaluate whether companies are using the right motivational approaches in steering their growth activities.

1.3 Research Questions

How do leaders motivate their employees?
Is there any link between motivation and job performance?
What are the important areas regarding motivation in the workplace?
What is the role of motivation in the organization?
What are the benefits and drawbacks of motivation?
How effective is motivation?

1.4 Research Aims and Objectives

This study was guided by the following objectives;

To find out how employees motivate their employees
To access the impact of motivation and employee performance
To determine the important areas regarding motivation in the workplace
To determine the role of motivation in the organization
To identify the benefits and drawbacks of motivation
To measure the effectiveness of motivation

1.5 Importance of the Study

1.5.1 Leaders

Since competitiveness is paramount in achieving optimal results, it is paramount that the role of motivation be analyzed in detail. Leaders will gain insights on how to use motivation to propel growth in their organizations. In addition, they will know the available tools and best practices in their industry.

1.5.2 Employees

Employees are important in the workplace. This study will help them understand their value in the organization. In addition, it will open their eyes as to whether they are receiving the right motivation, while executing their duties. They will also understand whether the organization values them and gives them the best incentives to work better.

1.5.3 Researchers

This study will add to the limited body of knowledge on the value of motivation in the workplace.

1.6 Research scope and Limitation

The research is aimed at gauging the impact of motivation in the organization. Specifically, it will review the methods that leader use to motivate their employees

The researcher will develop a questionnaire that will be distributed to various organization, reflecting the diverse motivational tools employed by managers in the workplace.

There is limited time in looking for all the appropriate literature on the subject
There may be restricted access to people with the right information

A fear from employees and managers from discoloring material information

The Researcher may be faced with financial difficulties in the process of seeking information from various people.

1.7 Definition of Key Words

Customer: a person to whom a certain service is provided or rendered.

Competence: the ability of a person to perform a certain task successfully

Culture: culture refers to a system of beliefs, customs, ritual, and arts practiced by a group of people in a society

Optimal: The most favorable condition that is desired by a country or a person

Organization: An organization is an entity that has a collective goal and is linked to an external environment

Organizational Culture: Organizational culture is the behavior of humans who are part of an organization and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs, and habits.

Motivation: can be defined as arousing the desire of an employee to perform better in order to achieve set goals.

Strategy: strategy is a plan of action to achieve a desired outcome

CHAPTER TWO

2.0 Initial Review of the Literature

2.1 Introduction

This chapter explores what other researches have been done earlier on the subject of motivation. Therefore, the initial review of literature will help the researcher to understand what others have noted and be in a better position to give his contribution on the area thus filling gap as well as extending those prior studies. In addition, the initial review helps to provide a framework for establishing the importance of the study as well as a benchmark for comparing results with other findings.

2.2 Leadership and Motivation

The management and leadership style adopted by a leader is critical to its success (Grout and Fisher 2011). Any style used by a leader has to be focused in achieving the company’s goals to make it effective. Misuse of management styles may lead to a demoralized workforce who cannot meet the goals of the company and thus losses become inevitable (Landy and Conte, 2010, Hoffmann, 2009). Therefore, leaders have to be visionary and self-motivated individuals who can take their companies to great heights. Indeed, initial review of two leaders can show how leaders have use motivation to motivate their employees.

3. Motivation and Performance

Earlier works on motivation as show in the pioneering work of Viteles (1953) equated motivation with productivity. Viteles showed that motivation as a way of arousing the zeal of individual workers (Landy and Conte 2013, Hoffmann, 2009). Motivating people to perform better takes make forms, including the use of financial incentives (Landy and Conte, 2013). Financial motivation involves the use of money in motivating workers (Duprey, 2009). Workers may be encouraged to work overtime and be paid or they are paid allowance to increase their motivation (Nelson and Quick 2008, Kurtz, 2011). Workers are not only motivated by money but also by a good and amicable working environment. Non-financial motivation does not involve money but involves the time and keenness the supervisor or manager takes with the employees in encouraging them and providing a good working environment with flexible terms that are to the advantage of the employee ((Landy and Conte, 2013). This includes offs to be with their spouses in case of emergencies like paternal leave, maternal leave and even incentives such as rewards that do not involve cash (Sorrentino and Yamaguchi, 2008).

Performance management dedicates responsibilities on the line managers through which they can control workers within an organization (Jelencic, 2013, Kurtz, 2011). According to Mather and Seifert (2011), “the application of modern-day Taylorism is designed to gain control over craft workers through the separation of task conception and its execution, hence control over task performance is removed from workers and placed in the hands of managers” (p. 242). Sewell et al., (2012) identify one case where employee complained about excessive control in the workplace arguing, ‘One team leader explained that visually watching CSOs helps to control them and prevent them from socially interacting with each other’ (p. 141). Such elements can lead to de-motivation of workers in the organization (Klein, 2010). Ball (2010) posits that under-control can adversely affect outcomes within the organization. Further, they argue that over-control can also result to dissatisfaction among employees. According to Marcic and Daft (2012) who argue, “Excessive control of employees can lead to de-motivation, low morale, lack of trust, and even hostility among workers” (p.624). This means, if employees figure out that monitoring their activities in the workplace as an escalation of control, they will attempt to resist such maneuvers by manipulating how their performance is measured. Marchington and Wilkinson (2005) focus on high commitment HRM-performance link as a paradigm shift on how performance can be enhanced in the workplace (Baker & Hart, 2010). This model identifies key elements that are core to enhanced performance. However, they are keen to poke hole on the model arguing, “there is a strong theoretical and empirical basis for arguing that high commitment models cannot, and are not being, applied in all work groups”(p. 97).

2.4 Theories of Motivation

2.4.1Maslow’s Hierarchy of Needs

Various theories of motivation are critical in motivating workers in the workplace. Indeed, the key pillar employed by the company is to motivate its workers to be dedicated in their jobs. A study on British Airways showed that the management used various motivational tools to increase productivity among its workers (Wagner and Hollenbeck, 2010). A review of British Airways practices reveals the company uses the Maslow’s hierarchy of needs, Vroom’s expectancy theory, and Herzberg’s two-factor theory to keep its workforce dedicated. Maslow theory arranges the human needs in various categories, including physiological, safety, social, self-esteem and self-actualization needs (Duprey 2009). A person fulfils the urgent needs first, and then moves to the higher ones according to Maslow.

Self-Actualization: This is achieved by giving workers challenging duties together with the necessary sills to enhance their performance. (Wagner and Hollenbeck 2010). Social Needs: Teamwork is used to fulfill social needs of the workers (Landy and Conte, 2010).
Safety needs: British Airways has various pension schemes, bonus schemes, and medical centers
Physiological needs: The Company provides employees with safe working environment and pays them well (Nelson and Quick 2008).

Maslow’s Hierarchy of needs can be used to compare how two leading competitors motivate their employees. For instance, Bill Gates and Steve Jobs have created various ways for motivating their workers. Social needs are fulfilled through interaction and fun elements within the two companies (Jelencic, 2013). Bill Gates fulfils self-esteem by taking an active role in recruiting employees, which is followed by e-mails acknowledging their work (Jelencic, 2013). Self-esteem for Steve Jobs is met by producing award-winning products (Jelencic, 2013). Employees at Microsoft are empowered to make a difference in the company, which meets the self-fulfillment needs (Pride & Ferrell, 2009).

Both companies are well established and better managed, which meets the security needs of employees, as the organizations are likely to continue to meet their expectations in the future (Mathibe, 2011). The two companies have a flat structure because of the few tiers of management. This can be can be detrimental to meeting self-esteem needs of the workers. This can be overcome by promotions within the company. Steve jobs’ push for self-actualization can be seen in the revival of iMac. Steve Jobs led people to do thing they could not do on their own (Doeden 2011). His resilient nature was shown when the iMac flopped and he resorted to improve it by adding new software.

2.4. 2. Vroom’s Expectancy Theory of Motivation

Motivation and employee dissatisfaction can be explained by looking at the Expectancy Theory advocated by Vroom Victor (British Airways 2012, Mathibe, 2011). The theory assumes that conscious options are made among preferences whose goal is it to increase pleasure and decrease pain. Vroom identified three elements in his model;

Valance: This is the relationship between the performance and effort

Expectancy: This is what one expects for his or her effort

Instrumentality: This underscores the relationship between rewards and performance (British airways 2012). Dissatisfaction at the British Airways can be found in the company’s centralized decision-making process. When the input of employees is not taken into account, they might feel undervalued, thus leading to low level of morale (Schermerhorn 2011). According to Miner (2005), when employees set their goals, they are satisfied, and they will put more effort to se that organizational goals are also realized.

2.4.3 Herzberg’s Two-Factor Theory of Motivation

Herzberg’s two-factor theory is built on two opposing factors that cause satisfaction or dissatisfaction to the employees (Jelencic, 2013). The factors that cause dissatisfaction as noted by Fredrick Herzberg are critical in deciphering the issues affecting British Airways (Robbins 2005). For instance, the firm puts emphasis on rules and procedures, which confirms Herzberg’s assumption that company policies were the major causes of discontent among employees (Nelson and Quick, 2008). On the other hand, the democratic space used by the firm contributes to the satisfaction among the employees. Indeed, the team spirit within the organization enhances employee satisfaction (British airways 2012). Further, the company has a mechanism of measuring employees’ satisfaction. This is aimed at finding how well the company can motivate its employees. For instance, in 2004, BA developed The Employee Feedback Programme (EFP) to track employee satisfaction and motivation (British Airways 2009).

3.0. CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter describes procedures and strategies that will be used in conducting the study. These procedures and strategies are critical, as they will help in collecting relevant data about the problem. It specifically discusses the research design, location of the study, the targeted population, sampling design, data collection, and data analysis.

Both qualitative and quantitative approaches will be employed in this study. The purpose of using the two approaches is based on the limitations of each method. Indeed, there is no one method, which is adequate in looking for solutions to problems. Jelencic (2013) pointed out that a mixture of qualitative and quantitative designs seems appropriate because the problem under investigation has both aspects.

Qualitative approach helps one collect data in its natural context in which the phenomena occurs (Jelencic, 2013) both methods supplement each other in that qualitative methods provide in depth explanations while quantitative methods provide hard data needed to meet required objectives (Chauncey, W. (2013).

3.2 Location of the Study

The research or study will be conducted within selected companies, where the researcher will not necessarily have to travel long distances.

3.3 Target Population

The target group constitutes of both multinational and domestic companies. The targeted companies will be on almost every sector of the economy

3 .4 Sampling Procedures

The study will use questionnaires, observation schedules, and interview guides for collecting data. (Levy and Lemeshow, 2013) states that primary and secondary data as well as qualitative and quantitative data are essential for comparative analysis.

3.5 Data Collection Instruments.

The most common instruments used to collect data in social science research are questionnaires, interview schedules, observation, documentation and standardized tests (Chauncey, 2013). Through elimination of items that are not appropriate to the study, instruments were adapted to suit the researcher’s study. Chauncey (2013) points out that it saves time and money for a beginner in research to adapt appropriate instruments developed by experts with necessary skills. Questionnaires interview schedules and observation checklist will be used to collect data.

3.5.1 Questionnaire

The researcher will develop a set of questions that will be addressed to the identified groups. The questionnaires will have both open ended and closed so that respondents could have a chance to express their opinion freely.

Firstly, before distributing the questionnaires and the interviews, the researcher will discuss with the learners the whole process and approaches, something that will offer reflective comments and it might draw attention to themes the researcher has never thought of. Simultaneously it will augment the possibility of subjectivity and the danger of eliminating the real problems and queries that the researcher might have. Other possible issues might be the recording of body language, and how each researcher does the analysis as these factors have a significant impact on the results given because of the subjectivity of the results and of the reflective comments.

3.5.2 Interview Schedule

The researcher will schedule interviews with managers and employees by observing a set protocol.

3.5.3 Documentation (Observation Checklist)

The researcher will also observe behaviors and conduct of employees as well as managers. The researcher will also examine various activities and behaviors that could be a cause of discontent among workers. This will help in making useful deductions and conclusions as well.

3.5. 4 Reliability

Reliability refers to the degree to which a particular measuring procedure gives similar results over a number of repeated trials (Chauncey, W. (2013). Therefore, to test reliability of the instruments, a test retest method will be used to estimate the degree to which same results could be obtained with the repeated measure of accuracy of the same concept (Chauncey, W. (2013).

3..5.5 Validity

Validity refers to the degree to which the questionnaire’s content measures what is supposed or expected to measure (Chauncey, W. (2013). The instruments will be given to the concerned authorities for approval. This is a critical approach in the whole process because it facilitates the gathering of information from the respondents.

3.5.6 Sampling and Data Collection Procedures

The study will be carried out among several companies. The companies will on all sectors of the economy. Secondary data will be drawn from library studies and existing literature on the subject of motivation. For primary data, 500 managers and 1500 employee will be interviewed personally or through sending questionnaires. The probabilistic sampling techniques could not be applied.

Before collection of data, permission would be sought from the management of the various organizations to be investigated, focusing on the importance of the study as well as the instruments that would be used to gather the required information. Besides explaining the tools to be used, I would also undertake to a concise statement on the confidentiality of any information that would be sourced from the respondents. Indeed, I would make a formal appointment from the institutions, where data will be collected.

3.6 Data Analysis

After collection of questionnaires, from various respondents, these questionnaires will be checked and then coding will follow.

3.7 Ethical Considerations

Research will be carried out within an ethic of respect for the people, knowledge, democratic values, the quality of educational research and academic freedom. It is evident that people will be included. What is necessary is that I will ensure that the people will not be identified, that confidential information will be shared with the interviewer only. What is more is that the reports will not specify them or their working environment, activities, purpose of their visits, and that they will also have the right to withdraw without possible negative results on them.

The participants will be informed that the information was being collected will only be used for academic purposes only. As a result, undesirable person will not have access to questionnaire. In addition, the respondents will be told not to write their names anywhere. This is important since it protects them from any embarrassment. Moreover, they will be requested to participate in the research voluntarily. Indeed, all protocol will be observed by following the chain of command in respective institution.

Additionally, data will be secured and they will be used in the way already pre –decided. A guarantee will appear on minimization and identification of risks and the participants will have the opportunity to discuss the possible results with the researcher. Finally, what is essential is that the collection of data and illustration of them will put an emphasis in the research strictly within the guidelines, without collecting unnecessary data. The research procedure guarantees that the data will be kept in a safe place

Planning and Scheduling

Additionally, I present a chart about my ongoing investigation, illustrating what I have already done and what I am going to do up to the completion of my project.

	Dec 2013							Dec 2013				Dec 2013				Dec 2013				Dec 2013
ACTIVITIES	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	17	18	19	20	21	22

Literature review
Determine target groups for study
Explain research tasks/methodology
Submit chapters 1,2,3
Design questionnaire
Develop interview format
Distribute the questionnaire at the first group of
Interview the managers
Observations/experiments
Interview the Embassy staff
Quantitative/qualitative data analysais
Conclusions
Submit chapters 1,2,3,4,5,6

	Jan 2014				Jan 2014
ACTIVITIES	23	24	25	26	27	29	29	30
Write dissertation
Submit dissertation

References

Baker, J. M., & Hart, S. (2010). The Marketing Book. Elsevier Ltd, Burlington, MA.

British Airways (2009). The BA Way in the Workplace. Retrieved from http://www.britishairways.com/cms/global/pdfs/corporate_responsibility_report_2006/the_BA_way_in_the_workplace.pdf

British Airways (2012). Our Corporate Responsibility, Retrieved on August 30 2012 from www.britishairways.com

Chauncey, W. (2013). Credible Checklists and Quality Questionnaires: a user-centered design method. New York: Elsevier

Duprey, R. (2009). Basis for motivation and change. S.l.: Trafford on Demand Pub.

Hoffmann, S. (2009). Classical Motivation Theories – Similarities and Differences between them. München: GRIN Verlag GmbH.

Jelencic, M. (2013). Motivational Theories: an overview. London: GRIN Verlag

Klein, G. (2010). Strategic Marketing. Harvard University Press, New York

Kurtz, L. D. (2011). Contemporary Marketing: 2011 edition. Cengage Learning, New York.

Landy, F. J. and Conte, M. J. (2010). Work in the 21st Century: An Introduction to Industrial and Organizational Psychology. New York: John Wiley & Sons.

Levy, S. P. and Lemeshow, S. (2013). Sampling of Populations: methods and applications (4 Ed.). John Wiley & Sons.

Mathibe, I. (2011). Expectancy theory and its implications for employee motivation. Academic leadership, 9 (2).

Mullins, J. L. (2013). Management and Organizational behaviour. New York: Financial Times Prentice Hall.

Nelson, D. L. and Quick, J. C. (2008). Understanding organizational behaviour, Mason, OH: Thompson/South-Western.

Pride, M. W. & Ferrell, C. O. (2009). Foundations of Marketing. Cengage Learning, New York.

Sorrentino, R. M., & Yamaguchi, S. (2008). Handbook of motivation and cognition across cultures. San Diego, CA: Elsevier Academic.

Tsui, A.S., Nifadkar, S.S., & Ou, A.Y. (2007). Cross-national, Cross-cultural organizational behavior research: Advances, gaps, and recommendations. Journal of Management, 33, 426-478.

Wagner, J. A. And Hollenbeck, J. R. (2010). Organizational behavior: securing competitive advantage, New York: Routledge.

APPENDIX 1: QUESSTIONNARE

PART 1: DEMOGRAPHICS INFORMATION

What is your gender? ________________.
How old are you? ________________.

Where are you from? ________________.

What is your level of education? ________________.
What is your occupation? ________________.
If employed, what type of organization do you work in: national or multinational? ________________.

What is your Annual Income (before tax)? ________________.
How long have you been working in this company? ________________.

PART 2: EMPLOYEE’S PERCEPTION ON COMPANY’S MOTIVATIONAL APPROACHES

Q1. Rate your level of satisfaction with the working culture of the organization?
a. Highly Satisfied b. Satisfied
c. Average d. Dissatisfied
e. Highly Dissatisfied

Q3. Rate the statement “Top Management is interested in motivating the
employees”?
a. Strongly Agree b. Agree
c. Neutral d. Disagree
e. Strong Disagree

Q4. Which type of incentives motivates you more ?
a. Incentive Awards b. Promotion
c. Appreciation letters

Q5. How far you are satisfied with the incentives provided by the Organization?
a. Highly Satisfied b. Satisfied
c. Dissatisfied d. Highly Dissatisfied

Q6. Please rate the below on the following rating ?
1 – Strongly Agree 2 – Agree
3 – Neutral 4 – Disagree
5 – Strongly Disagree
i. Reasonable periodical increase in salary
ii. Job Security
iii. Good Relationship with other staff members
iv. Effective performance appraisal system
v. Effective promotional opportunities
vi. Performance appraisal activities are helpful to get motivated
vii. Support from the other staff members is helpful to get motivated
viii. Organization recognize and acknowledge your work.
ix. Organizational Policies motivates for achieving its aims and objectives

Q7. Which of the following factors which motivates you most ?
a. Salary Increase b. Promotion
c. Leave d. Motivational talks
e. Recognition

Q8. Do you think that incentives and other benefits will influence your
performance ?
a. Influence b. Does not influence
c. No Opinion

Q9. Does the Top Management involve you in decision making which are connected to your department?
a. Yes b. No c. Occasionally

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