331 BSS – Business Analysis (Project)
Module leader: Mr. Chris Dunn
Module tutor: Mrs. Tina Bass
Academic year : 2011/2012
What are the different
ways to motivate staff?
Nelly Maccario - BA International Business – Year 3
Coventry University: Faculty of Business, Environment and Society
August 24, 2012
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Abstract ........................................................................................................................................... 4
Chapter 1 - Introduction .................................................................................................................. 5
Chapter 2 – Literature Review ........................................................................................................ 9
A. Scientific Management (Taylor, 1880) ................................................................... 9
B. Human relations (Mayo, 1940) ............................................................................. 11
C. Maslow's Hierarchy of Needs (Maslow, 1940) ..................................................... 11
1) Physiological needs ........................................................................................... 12
2) The need for safety and security ....................................................................... 12
3) The need for belongingness and love ................................................................ 12
4) The need for esteem .......................................................................................... 13
5) The need for self-actualization .......................................................................... 13
D. Herzberg's two-factor theory (Herzberg, 1971) .................................................... 16
E. Theories X and Y of MacGregor (MacGregor, 1960) .......................................... 17
F. The theory of need for achievement (McClelland, 1961) ..................................... 18
G. Expectancy theory or EIV theory (Vroom, 1964) ................................................. 19
H. Theory of knowledge of results (Hackman & Oldham, 1976) ............................. 20
I. Motivating Language Theory (Sullivan, 1988)..................................................... 21
J. Internal motivation and external motivation (Deci, 1975) .................................... 22
Chapter 3 – Methodology ............................................................................................................. 23
Expression of motivations leading to the development of a memory ................... 24
Reflection phase advance leads to the choice of a specific subject ...................... 25
Formulation phase of the problematic assumption ............................................... 25
Phase of documentation and thorough field investigation .................................... 25
Verification of the hypothesis ............................................................................... 28
Synthesis phase of work, writing and development .............................................. 28
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Chapter 4 – Results, Analysis & Discussion: What are the different ways to motivate staff ....... 29
1. Financial motivation ..................................................................................................... 29
a) Salary .......................................................................................................... 30
b) Bonuses ...................................................................................................... 31
2. Non financial motivation .............................................................................................. 32
2. 1. Social benefits ....................................................................................................... 32
2. 2. Profit-sharing of the company............................................................................... 32
2. 3. Corporate Social Responsibility of the company .................................................. 32
2. 4. Labor unions ......................................................................................................... 33
2. 5. Communication within the company .................................................................... 34
2. 6. Working conditions ............................................................................................... 36
2. 7. Workplace atmosphere: social climate ................................................................. 36
2. 8. Career Development ............................................................................................. 37
2. 9. Training & internship ............................................................................................ 37
2. 10. Several styles of leadership ............................................................................... 38
2. 11. One-on-One Coaching ...................................................................................... 38
2. 12. Recognition/Attention ....................................................................................... 39
2. 13. Casual Dress Day .............................................................................................. 39
2. 14. Social activities ................................................................................................. 39
Chapter 5 – Conclusion, Limitations & Recommendations ......................................................... 40
References ..................................................................................................................................... 43
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Abstract
This dissertation is intended to define and analyze the various ways available to managers in
order to motivate employees. A literature review of motivation theories will be treated, to make a
synthesis of existing theories on the subject. A list of tips and ideas will also be explained to
show some ways to motivate employees in their work throughout their working lives.
The research question has been to identify, analyze and make connections between the various
techniques available to leaders in order to motivate their teams, so they can create value added
for the company by being motivated in their daily tasks. The question of motivation at work is
very important because it is the workers who form the company by working towards a common
goal. If the teams are not motivated, they will realize a poor job that will influence customers,
resulting in poor quality product or service. So it is very important that the company employees
are motivated in their work, so they can achieve a good performance for the customer.
In order to answer the question "what are the various ways in services of leaders today to
motivate employees?" I had to analyze the concept of "work motivation", and find out about
different theories of motivation. The bulk of the research forms the literature review. An analysis
of the motivators was also performed (good communication work teams, interviews with
managers and HRD, social activities organized by the company...). Unfortunately there has been
no investigation on the ground, due to time limit, and the complexity of the process in order to
make surveys and questionnaires (primary data). Research results have nevertheless been
successful because many methods have been defined and explained concerning this issue.
The conclusions drawn from the writing of this research is that memory is essential for a
company to motivate its employees to create value and an actual trade relationship with the
employees who will feel confident and thus produce a better job. If the company does not stress
about the motivation of its employees, many risks they face: lack of motivation at work, through
a tense social climate but also turnover and absenteeism. Companies must be vigilant about the
general social climate of society, to avoid the worst.
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Chapter 1 - Introduction
As part of the Bachelor of Arts - International Business option, at the University of Coventry, we
had the chance to make a submission on academic topic of our choice. This study has the aim to
list, evaluate and analyze the different available ways to motivate employees as part of their jobs
into large companies. To achieve this professional dissertation, I chose the topic of employee
motivation in the private sector. The topic of employee motivation particularly interested me,
because as a future worker in Human Resources Management I just wonder how multinational
corporations, in 2012, can motivate their employees. During my passed studies, I studied the
field of Human Resources Management and it is a discipline that I've always liked: I obtained an
"A" level diploma in HRM and then, I got a "Higher level diplomat" with HRM option. Indeed,
human capital accounts for the company's main asset. For example, it is through salesmen, who
dealing with customers that a company will be able to improve its business strategy, and it is
through motivation, know-how, but also experience of employees that an industry will be able to
obtain quality products, and so, create higher value. Ultimately, it is by having motivated
employees, concerned about their business, that a corporation will create value added. More,
when the individual satisfies his needs and expectations, it seeks to make a real contribution for
the development of the organization. So, it seems obvious that in recent years, employee
motivation has become one of the key issues of Human Resource Management. Faced with
economic challenges, social and technological quality, HRM is a key factor in business success.
Leaders know that the optimal mobilization of human resources gives the company a decisive
competitive edge. The writing of this thesis allowed me to open my eyes to the difficulties that
could meet the managers throughout their careers. Managing a team is not easy, and many new
graduates do not have consciousness. So, during the realization of this thesis, I was curious about
the motivations of different techniques adopted by companies in order to motivate their staff.
Nowadays, issues of motivation in work teams are very important. In this sense, a company
which employ skilled workers (eg engineers), cannot lose employees due to demotivation of
staff.
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Motivation is a general term encompassing a whole series of different ambitions, aspirations,
needs and wishes. Motivation has been defined as “all those inner striving conditions described
as wishes, desires, urges and so forth … It is an inner state of man that activates or moves.”
(Berelson 1964). Motivation includes effort, perseverance and goals. It is what drives man to
perform. Human motivation is very complex and can sometimes even be conflicting. Work
motivation can be defined as the taste that the employee has to do its work, the extent to which
they are involved, perseverance and continuity of effort he agrees. Following my research on this
topic, a question emerged: what are the various means known and used by companies in order to
motivate their employees? This question will be the theme of this research. I think this question
of motivation is central; it may be the main concern of Human Resource Services in companies.
Indeed, today, companies are in a situation of hyper competition, and cost efficiency, profits and
economies of scale have become major concerns. Human Resources Services are to the fore, by
their role more and more strategic for companies. And issues related to employee motivation are
an important concern in the management of Human Resources. Indeed, it is certain that the
Human Resource Management team involves some management tools to enhance the skills,
motivation, information and business organization. That is why HR Services can play on:
- Recruitment
- Training
- Conflict management
- Career management
- Remuneration
- Employee relations and unions
- Management of payroll
- Performance evaluation
- Motivation and involvement of staff
- Internal communication
- Working conditions...
All these aspects must be managed consistently to lead to motivation, and retention of employees
thus creating a significant added value for the company.
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Nowadays, the recurring problem is to know how to maintain motivating employees throughout
their working lives. The motivational process is complex and can always be questioned.
Therefore, we may ask what are the motivations techniques adopted by companies? Employee
motivation it is really an important aspect of company’s success?
Over time the leaders have recognized the place of men and women in the productivity and
success of their business. And, at a time when the competition is played worldwide, employee
motivation becomes one of the main targets for Human Resources Management. The tools of
motivation stimulators have evolved with the currents of thought, to meet the needs of new
leaders. We can ask what are the motivational techniques used by leaders today? How to adapt
the language that we take to its employees, according to new constraints and new challenges?
These are the answers to these questions we will try to get through this academic project.
In this document, first, we will discuss the literature review where the different concepts and
theories of motivation will be defined. And then, we will develop the different methods used
today to create and develop the motivation to work in large private sector companies.
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Delighted to have completed this work forward, I want to thank all people who gave me their
time and attention.
First, I thank above all Coventry University, perennial host to me during this year, and for
making me live an extraordinary experience. Indeed, make my Bachelor of Art, in the Faculty of
Business, Environment and Society, has been a pleasure for me.
Then, special thanks to Mr. Xavier Pierron -Senior Lecturer in Business Operations- for his help,
but also, for Mr. Chris Dunn, Principal Lecturer in Strategy and Applied Management, for this
advice and guidance on this thesis.
My final thanks go to my tutor memory, Ms. Tina Bass, Senior Lecturer in Strategic
Management, for the time she devoted to monitoring my work, its advice, his pedagogy, and
patience.
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Chapter 2 – Literature Review
Although the concept of work motivation is not really developed until the second half of the
twentieth century, we now have a multitude of theories and schools of thought on this subject.
Of course we must first give a definition of motivation : the accepted definition of motivation is
to describe as "the hypothetical constructs used to describe the internal forces and / or producing
external triggering, direction, intensity and persistence of behaviour" (Vallerand and Thill, 1993,
p.18). It is therefore understandable that motivation determines behaviour at work and it is
recognized that it is a component of job performance.
The aim of this dissertation is to know how to develop the motivation of employees in
multinationals companies. For that, analysis of scholarly articles describing various theories of
motivation can help us to define the concept of "work motivation" but also the various means
used nowadays by managers in order to motivate employees.
For many years, researchers have been developing theories to help managers in order to better
understand the way that people behave in the course of the business. Indeed, employees must be
productive, that is why they must be motivated. In this section, the most popular theories will be
presented. Managers should be familiar with these and use them to develop their own
motivational approaches.
A. Scientific Management (Taylor, 1880)
The scientific organization of labor is a method of management and organization of production,
developed by Frederick Taylor (1856-1915). Scientific management leads to an extreme division
of labor, the division of tasks. This way of working introduced a radical separation between
those who design (“white collar” who are leaders and managers) and those who produce (“blue
collar” who are workers and performers of manual tasks).
With this theory, the worker is not there to think, but to perform gestures already calculated for
him. Employees feel not motivated because they have no responsibilities and they perform
redundant tasks, this is what is now called the "line work". This theory aim to make the work as
efficient as possible, for example by streamlining the work the introduction of repetitive work to
avoid all useless gestures.
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Certainly, Taylorism has been instrumental in increasing productivity in the industrial world.
May be mentioned as strengths of Taylorism:
- Profitable standardization for firms performing economies of scale leading to lower
prices.
- The rise of living standards of workers due to wage increases.
- Full employment means that a theoretical situation in which all of the available
workforce is employed.
- Phenomenon of mass-consumption.
- Taylorism has accelerated production rates.
But on the other hand this method has also disadvantages: socially it is necessary to mention the
poor working conditions, absenteeism and staff turnover, because employees repeating the same
task, it is the routine. And finally, an important bad aspect is the deskilling of workers. Indeed,
workers are qualified for only one task, so they are not versatile. So there is lack of interest of the
running for tasks, and erosion of motivation. There are so many critics of this theory, especially
with the movie "Modern Times" by Charlie Chaplin, who is social satire against life mechanized
and standardized. More, many criticisms were made of this management style. In the years 60-70
Taylorism is challenged by employees, in fact, they protested against the harshness of line work
and against their infernal work pace. They are unmotivated because they do not realize an
interesting work.
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B. Human relations (Mayo, 1940)
Elton Mayo is an Australian sociologist and a psychologist at the origin of the movement of
human relations. It is considered one of the founding fathers of the sociology of work. According
to the Encyclopaedia Universalis’online website (N.D), “Mayo was convinced that man can find
happiness and security only if it felt its group membership in which he works”. This is the survey
conducted from 1927 to 1932 at the Hawthorne plant of Western Electric Company, which
provides the opportunity to Mayo to base his designs on a real work experience. This experience
shows, against all odds, that material conditions (like lighting, noise, heat...) have no influence
on the behaviour of workers in the factory, but in contrast to being part of a social group (which
is the team work) has a decisive influence on the performance of workers. Therefore, this study
showed that workers work best when cares for them. Elton Mayo was critical of certain aspects
of capitalism and it showed the importance of psychological climate on the behaviour and
performance of workers.
C. Maslow's Hierarchy of Needs (Maslow, 1940)
According to Vránová S. (2011), “this is the most popular theory of motivation in the workplace.
Indeed, Abraham Maslow is known for establishing the theory of a hierarchy of needs, who say
that human beings are motivated by unsatisfied needs. Maslow said these needs are arranged
hierarchically from the most basic to the highest order”. The most basic human needs in terms of
importance are, according to Maslow:
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1) Physiological needs
Physiological needs are the very basic needs such as air, water, food, sleep... When these are not
satisfied we may feel sickness, irritation, pain, discomfort... These feelings motivate us to
alleviate them as soon as possible. Once they are alleviated, we may think about other things.
2) The need for safety and security
According to Sadri Golnaz (2011), “the safety need, as defined by Maslow, consists of the need
to be safe from physical and psychological nuisances”. As with physiological needs, wages and
salaries help to provide a safest place to live, which is a basic need. Employees need to feel in
security regarding health (both physical and mental). For example, it is expected that companies
extend health coverage to other family members. In addition, companies are providing disability
and life insurance, which adds to the feeling of long-term safety and security and helps build
employee trust and loyalty to the company.
3) The need for belongingness and love
Love and belongingness are the next. Humans have a desire to belong to groups: clubs, work
groups, religious groups, family... People need to be accepted by others people. Concerning the
world of work, cohesive teams benefit employers as well as employees. Teams are able to
produce synergy (output that is greater than the sum of all the individual parts). Thus, a company
can become more efficient and develop new and creative ideas by allowing employees to
collaborate and work in teams. This is a win-win situation for the company. Other programs that
companies have implemented to meet the belonging need of employees are company luncheons,
banquets, retreats, company-sponsored sports teams, clubs, mentoring and programs that allow
employees to bring children at work. In addition, open plan offices and break rooms where
employees have opportunities to meet and interact with one another help satisfy belonging needs.
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4) The need for esteem
Maslow’s esteem need includes the needs for responsibility, reputation, prestige, recognition and
respect from others. Research has shown that lack of recognition from their direct supervisor is
one of the main reasons why employees leave their jobs. So managers should be more concerned
and should listen to employees and not to denigrate them, listen to their advice or ideas for
improving services. That is why; the establishment of "boxes of ideas" can be interesting.
Because, receiving recognition and praise are fundamental motivators across all levels of
employees. Recognition and praise help an individual to know if people have appreciated the
work that this person has accomplished. Again, self-confidence is strengthened and motivation is
created for continued hard work. Other strategies to satisfy esteem needs and motivate
employees are for example: set up recognition programs within the company (employee of the
month or year) and/or throughout the community (recognition announcement in local paper or
trade journal).
5) The need for self-actualization
The fifth and final tier of Maslow’s hierarchy is the need for self-actualization, which is the need
for self-fulfillment and to become the best one that we are capable of becoming. Therefore, this
layer within the hierarchy is used to inspire employees and to help them perform at their highest
levels.
According to Maslow (1954), “each need has to be satisfied substantially in order for an
individual to progress to the next level”. “Managers are able to motivate their employees by
providing rewards that help satisfy needs. Once a need has been satisfied, it ceases to be a
motivator. Then, employees move to the next level in the need hierarchy and work on satisfying
those unsatisfied needs”. (Sadri, G., Bowen, R., 2011).
The following sections define Maslow’s five needs in a simplified diagram. It is important to
notice that, “if the lower-order needs are satisfied, the higher-order needs begin to take
precedence. If some of the needs are satisfied, they cease to act as a stimulus”. (Maslow 1954).
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Figure 1 – Pyramid of Maslow’s needs
Maslow, 1944
According to Roberts-Phelps, G. (2000), “people do things for reasons, these are called motives.
Everything an employee does is to satisfy a motive. If an employee fails to do something, it is
generally because he or she does not see any personal advantage in doing it”. Manager’s job is to
apply Maslow’s hierarchy of needs in the workplace. Furthermore, a manager’s job is to get
people to do things because they want to do them. The successful manager is one who provides
his employees with the opportunity to satisfy their own needs. So, managers must be aware of
the things that motivate their employees. Matching jobs and individual needs is one way to
satisfy employees’ needs. Once the manager understands what an employee’s basic needs are, he
can be more sensitive to these needs and try to match the employee with jobs that offer him the
opportunity to satisfy individual needs.
Self-actualization
Esteem
Love/Belonging
Safety
Physiological
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Several utilizations of Maslow’s theory
According to Michael Beer (1968), “in recent years industrial psychologists have shown interest
in Maslow's need hierarchy and theory of motivation. Several theorists and numerous
practitioners have directly or indirectly employed Maslow's conception of a need hierarchy”.
McGregor's writing (1960) represents the most direct and well known example of such theories.
According to McGregor, “motivation is enhanced by management practices such as
decentralization, participation, job enlargement, and performance planning and review. These
allow the individual a greater opportunity to satisfy higher order needs of esteem, autonomy, and
self-actualization in the process of work itself.”
Recent studies by Porter (1962, 1963) have been aimed at studying differences in patterns of
need satisfaction (as measured within Maslow's framework) between organizational levels.
Individuals at upper levels of management tended to be more satisfied than those at lower levels
with respect to self-actualization, esteem, and autonomy. Porter also found that self-actualization
and autonomy needs were the most important to management personnel at all levels of the
organization. But, Porter's work has concentrated on management level jobs only. No research
on need satisfaction along Maslow's hierarchy has been conducted at organizational levels. The
main criticism of this model is that it insinuates a hierarchy between the needs. Individuals
sometimes seek to meet the needs of higher order even when the base of the hierarchy remains
unsatisfied. For example, a casual worker may be more motivated than those who benefit from
the employment security.
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D. Herzberg's two-factor theory (Herzberg, 1971)
According to Rivaleau Chantal, (2003), “this theory connects the motivations and satisfaction at
work and uses an assumption common to all theories of need: the unmet need is the
motivation. [...] Herzberg said that the need to achieve is the only motivator; to meet this need,
the man never tires to do as much as possible, not only to achieve but to exceed the goal it has
set”.
In clear, this theory states that job satisfaction and job dissatisfaction acted independently.
Thus, the opposite of satisfaction is not dissatisfaction but no satisfaction. Similarly, the opposite
of dissatisfaction is the absence of dissatisfaction. (Herzberg, Mausner & Snyderman 1959). It is
therefore possible for an employee to be both satisfied and dissatisfied in their work. Herzberg
contrasts the real sources of motivation for the simple satisfaction, called bi-factorial model.
Herzberg divides the factors into external and internal stimuli.
Real motivation: The internal stimuli or “motivators” relate to the work content. They
include the work itself, responsibility, recognition, promotion, achievement, and
opportunity for growth. So, the motivation is to closer to the job content, success,
advancement, independence and autonomy.
Simple satisfaction: The external stimuli or "dissatisfies" relate to the working conditions,
they include company administration, management quality, work conditions, relationship
with peers, salary, job status, job security, and personal life. So, it is the work context, in
relation with compensation, working conditions, team relationships...
Herzberg's approach was a resounding success thanks to its simplicity, and its originality. It
scientifically demonstrates that to motivate people in their work, there must be job enrichment
making work more interesting and rewarding for employees. However objections exist: data
based on interviews can lack objectivity and analysis may be differences of interpretation. In
1980, Herzberg's theory has been abandoned but his scheme was originally much research on the
motivation.
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E. Theories X and Y of MacGregor (MacGregor, 1960)
Douglas McGregor was professor of management and has served as an advisor in human
relations in many firms. His theory is based on two distinct value systems.
Theory X proposes a hypothesis that men do not like work. They avoid responsibilities,
have no ambition, and do not like change. They do no initiatives and therefore, they need
strict guidelines, controls and sanctions. Theory X is based on three assumptions:
The average person feels an innate aversion to work,
Because of this characteristic aversion towards work, people must be
coerced, controlled, and directed.
And, the average person prefers to be directed, wishes to avoid
responsibility, has relatively little ambition, and only seeks security.
Theory Y is the opposite of the first one and guess that the physical and mental effort is
required to work are made naturally, that staff is capable of initiatives, self-control, and
creativity. Theory Y also assumes that threat of punishment are not the only ways to get
an effort directed towards objectives. And that the avoidance of responsibility and lack of
ambition is generally consequences of experience rather than innate characteristics of
human beings.
A critique may be designated, in the sense that theory X is a fairly authoritarian style of
management, often resented by employees. It increases the aversion to work. It follows from
theories of McGregor that the company management is primarily responsible for staff
motivation. While the theory of X could give guidance to the easy excuse to explain his troubles
by human nature, limited and hostile workplace, theory Y returns the responsibility for framing.
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F. The theory of need for achievement (McClelland, 1961)
McClelland identified three types of needs encouraging motivation at work:
- the need for liquidity (the desire to succeed, the accomplishment)
- the needs of power (the desire to have influence on others)
- the needs of affiliation (the need of satisfying social relationships).
According to Royle, M. Todd and Hall, Angela T. (2012) “developed by McClelland, needs
theory contends that individuals are motivated by three basic drivers: achievement, affiliation,
and power.”
Achievement Needs
McClelland’s (1961, 1985) need for achievement describes a person’s drive to excel with respect
to some established set of standards. “Individuals’ achievement needs are satisfied when they are
able to actualize their own purposes relative to and regardless of the situations of others”
(Yamaguchi, 2003). McClelland (1961) noted that individuals high in this dimension
differentiate themselves from others by their desire to perform at a more advanced level than
their peers.
Power Needs
The need for power denotes individual desires to be influential. “This could manifest itself in
attempts to make others behave, so it is peer influence, in order to make them do things they
might not have done voluntarily or in a manner that they might not have otherwise”.
(McClelland, 1961). In other words, individuals high in this need seek position power so that
they can compel the actions of others.
Affiliation Needs
“The need for affiliation reflects the desire to have close, friendly, relationships with others”.
(McClelland, 1961, 1985; Robbins, 2003). “Those high in this dimension tend to spend
considerable time seeking interactions with others”. (McClelland & Koestner, 1992). “Further,
those with strong affiliation needs pursue team activities in which interdependence and
cooperation with others are paramount”. (Yamaguchi, 2003). According to Robbins (2003),
“affiliation needs have garnered relatively less critical scholarly attention than the other two of
McClelland’s needs theory”.
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G. Expectancy theory or EIV theory (Vroom, 1964)
According to Kermally, S. (2005), “Vroom’s expectancy theory explains that when employees
are given choices they choose the option that promises to give them the greatest reward”.
Employees generally ask three questions to motivate themselves: Can I do what I am being asked
to do? Would I be rewarded for doing it? Do I want the reward on offer?
There are three basic elements of his expectancy theory:
Expectation, E
This is an individual’s belief that by making a great deal of effort, he will accomplish a lot. An
individual’s expectancy in relation to the effort plays a key part in his behavior. If an individual
feels that no matter how hard he works the company will not pay any attention, he will not make
much effort. This belief or perception is generally based on an individual’s past experience, self-
confidence, or the difficulty of achieving set goals.
Instrumentality, I
Even if an individual works hard if his efforts are not going to be awarded, (for example, if he
feels he is now at the top of the salary scale) there is going to be a lack of motivation. The
instrumentality is the belief that if he works hard the outcomes will earn him reward which can
be in a form of salary increase or promotion, or some form of recognition.
Valence, V
This simply refers to the value an individual places on an event or outcome. Even if an employee
believes that his contribution will lead to an improvement in the company’s performance and
that his award will be commensurate with his effort and contribution, he will be poorly
motivated if those rewards have a low valence to him.
This theory has been severely criticized, primary because research evidence so far has not
supported the expectancy theory, then because it is a very complicated theory. Furthermore, in
many work situations individuals do not have choices. And it is difficult to find out how much
value is attributed to various outcomes. Finally, it reduces motivation to a logical analysis of
value and expectation.
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H. Theory of knowledge of results (Hackman & Oldham, 1976)
According to Xavier, Vincent (2009), “in their theory of motivation on the characteristics of the
task, they demonstrated the importance of knowing the results make a motivating work.
Knowing the results obtained through his work stimulates the interest of the individual by
indicating the level of performance achieved, which allows it to adjust its efforts by providing
the elements necessary to correct the growth of its business”.
Figure 2 - Facets of job satisfaction
(Hackman & Oldham, 1980; Smith, Kendall, & Hulin, 1969).
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I. Motivating Language Theory (Sullivan, 1988)
According to Jacqueline & Milton Mayfield (N.D) “Motivating Language Theory (Sullivan,
1988) may offer a bridge to help close the leader communication knowledge gap in reduction of
discretionary absenteeism. MLT proposes that strategic leader communication can be directly
linked to critical worker outcomes, including performance, turnover, and absenteeism, loyalty,
and job satisfaction”.
Figure 3 - An effective organizational feedback system
Jacqueline & Milton Mayfield (N.D)
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J. Internal motivation and external motivation (Deci, 1975)
According to this theory, work motivation comes from external sources, exchange between the
individual and the organization through awards received, and internal motivations related to the
nature of work. Deci analysis process and discusses the concept of "locus of control". If the
person considers that the task it performs is directly under his responsibility, he uses his "place
of internal control". If it receives external rewards, it is the "external locus of control" that
occurs. The question is whether the two kinds of motivation are additive. Deci believes such a
system to pay the incentive is not always consistent with a participative management.
The effort involved the work can come from either external sources of motivation (exchange
work / rewards) or come from internal sources of motivation (nature and meaning of work).
These two sources are the result of psychological processes clearly differentiated by Deci, who
warns about the negative effects of moving from internal motivation to external motivation. In
practice, this analysis indicates that a system of salary incentive is not always compatible with a
climate of participative management.
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Chapter 3 – Methodology
This part of the dissertation is intended to:
Define the aim/objective of the subject
Explain what data I have collected, from where and how I analyzed it
Show that the methodology is relevant to the research objectives
Justify the methodology
Explain which type of research I used (primary or secondary research)
In all dissertations in higher education, the methods depend on the subject and means available
to the candidate: state of the literature, surveys, questionnaires, case studies, interviews...
Now, I will present you the project structure, for this desk research:
Observation
Critical review of the academic literature
Focused problem
Framework
Research design
Sampling design
Conclusion
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There are several steps in order to make an academic dissertation:
Expression of motivations leading to the development of a memory
This first step aims to find out why this memory has been achieved. In this case, it is to put the
memory in the construction of a particular university course. Indeed, under the Bachelor of Arts
"International Business - 3 year" as I prepare for Coventry University, as "part time student" I
have to do an academic dissertation of 10,000 words to validate this license (in addition to my
five subject area – International Business, International Human Resource Management, Business
Strategy, Project Management and English for Business- already validated by several
courseworks and exams).
It should be also question of the appropriateness of the subject that this dissertation and further
training planned. Indeed, the subject of this memory is a subject oriented in the field of Human
Resources Management, which defines as being just a set of practices to administer, mobilize
and develop human resources (all staff, employees, officers or other) ensuring the company's
business. In recent years, this discipline has become a major issue for companies. Because today
more than ever, HR services need tools reliable, efficient and flexible to meet the various
challenges facing the company. Due to the economic environment increasingly uncertain,
companies, especially multinationals, are facing an increasingly competition. So, companies
must develop a strategy that allows them to identify and keep their competitive advantage.
Today, with the effects of the crisis, the objective of the Human Resources department is to
improve the profitability of the company. This requires, among other things, training and career
changes, but also through staff motivation.
To achieve this dissertation, it was essential to thoroughly reflect on their chosen field: it had to
have a topic related to my studies. I chose HRM, because in France I obtained a Bachelor of
"Science and Technology of Management - Human Resource Management option" with a
mention. In England, the equivalent is an "A" level, which allowed me access to higher
education. Then, I got a "Higher level diplomat" option HRM. Then I went to do my degree at
the University of Coventry, where I still study the HR, but with an international perspective. It
just means that my academic career naturally lead me to choose a subject as vast and interesting
that the Human Resources Management with an International aspect. It is not sure that in my
professional career I want to work within a Human Resources department, but for now, this and
the research associated with it interest me.
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Reflection phase advance leads to the choice of a specific subject
The main problem of this phase is to move gradually from a fairly general theme of a real
subject. This preliminary reflection should lead to respond to a series of questions to determine
and address a range of aspects like:
The delineation of the area studied, the "subject" and object of research: HRM
The delineation of the unit of time and space on which bears investigation
Set up new perspectives on the specificity of the subject and its interest
Measure the available documentation and specify the number of available studies
on the subject already, but also data and documentation available for the study
Formulation phase of the problematic assumption
This phase is actually the selection and definition of the central issue, i.e in this case "In the
current context, what are the different ways for a multinational company to motivate its
employees?"
Phase of documentation and thorough field investigation
This is to make work documentation in depth. Some general rules must be observed: Always
include very specific references to documents used by using the Harvard style, although well
reference these sources, check the veracity of sources and informations:
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Is there a renowned author?
Is it a serious web site?
There have academic references?
The article is it dated?
According to Dunn Chris (2012), in every dissertation there is a method to follow: it is the
“Research method”. We can say that “research design turns a research question and objectives
into a project” (Saunders et al. 2009).
So, then you define your research design, you will have to make choices about the methodology
to use. For this dissertation, I only have used secondary data; this is data that already exist (such
as statistics, case studies or reports). First of all because they are extremely reliable (it is
essentially academic articles), and because I have a very important time limit to do this
dissertation. So I did not use primary data (new data like questionnaires, interview...) and also
because primary research, there is a very important thing to consider; the ethical approuvement,
a heavy and binding program. Therefore, I did not do questionnaires and interviews.
Research method
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But I used observations from the other authors with the literature review, and some case study. In
order to find informations I used the Library Online Catalog (Locate), then, in “subject database”
I choose “Academic Search Complete (EBSCO)” because it is the Business Source Complete of
the database, and this corresponds exactly to the research I wanted to lead. I had to log in, and
after, I can choose several data base. I always choose: “Academic Search Complete” who is the
world's most valuable and comprehensive scholarly, multi-disciplinary full-text database, with
more than 8,500 full-text periodicals, including more than 7,300 peer-reviewed journals. Or
“Business Source Complete” who is the world's definitive scholarly business database,
providing the leading collection of bibliographic and full text content. After that, I just had to
choose / the good word (s) keyword (s) to complete my research.
Methodology was primarily to define clearly the theories of motivation. Indeed, it is thanks to
these theories I have subsequently been able to analyze the various measures put in place. This
phase of research was conducted using the software developed by the University to make
available to students all the resources available via the internet. Thanks to the website "locate" I
could find articles newspapers, academic articles, blogs, news articles, conferences that we could
help me identify, analyze and understand various known theories. Then, I also search the
internet, the various means used by companies to motivate their employees. I found newspaper
articles respected French, but also blogs that gave advice to managers to make work more
rewarding. It took still remove some websites not serious (eg Wikipedia).
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After that, I had to register for Ethics Governance procedure, and my research project is
classified as low risk, as you can see below:
Verification of the hypothesis
This is the critical phase of any research, the use of data and sources collected and pooled for
the verification of the hypothesis. It involves: a listing of collected data, a ranking in order of
importance, and a reflection on the methodology, quantitative or qualitative processing and,
finally, an analysis of results. For this part, I had to put in place all the elements that I found on
the subject, and of course details, explain and criticize ways that are known to motivate
employees. And that by taking into account cultural differences (eg, England unions are an
important, in France there are powerful works councils, but medical expenses and mutual betting
in place by companies to protect the health of employees but also their families).
Synthesis phase of work, writing and development
This includes thinking about being clear, accurate, concise, but also avoid duplication and
repetition, it is clearly reference the style and Harvard, but also treat the spelling, punctuation,
layout and style, so that the dissertation is enjoyable to read.
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Chapter 4 – Results, Analysis & Discussion: What are the different ways
to motivate staff
1. Financial motivation
Employee motivation is what makes him act, that is to say what drives him to work (positive
motivation) or not to work (negative motivation). For the classical school (F. Taylor), the man
works only because it is constrained: it is motivated by money (compensation) and not by social
satisfaction. Individuals work primarily for subsistence. Certainly, when their physical needs are
satisfied, they seek to meet other needs less dependent of the compensation (autonomy, personal
fulfillment). Financial motivation is twofold: fixed compensation (salary) and variable pay
(bonuses). In this section we will analyze the both of these ways to motivate staff. According to
William D. Crano (1991), “theories regarding the effects of money on behaviour have been a
part of the literature of psychology for many years (cf. Taylor, 1911)”.
But, contrary to popular belief, compensation is neither the only nor the main source of
motivation. Indeed, if we follow Maslow's theory, the pay is a motivator for people to whom it
can meet physiological needs (eating, dressing) they did not meet before. So, as such, the
compensation is not motivating for low wages. In fact, compensation is a motivating factor when
bound to other motivational factors: remuneration can be seen as recognition of the work (see
Maslow's esteem of others), as a response to an expectation (cf. theory EIV) or as a sign of a fair
and equitable treatment. In all these cases, the amount of compensation is not important in itself,
but compared to something else. More, employees need to have job security. According to Fazıl
Şenol (2011), “today unemployment is an important problem almost every country suffers from.
Today, job security is perceived as an indispensable right of an employee which guarantees that
the employee and his/her family will not be deprived of their income and maintains an
honourable life.”
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a) Salary
According to Jai Prakash Sharma and Naval Bajpai (2011) “salary is a form of periodic payment
from an employer to an employee, which is specified in an employment contract. It is contrasted
with piece wages, where each job, hour or other unit is paid separately, rather than on a periodic
basis”.
Plus, wages and salaries help to provide a safe place to live, a basic need according to Maslow’s
theory (1943). Indeed, the safety need consists of the need to be safe from physical and
psychological harm. And, the fact that a salary is paid monthly to help employees feel that
stability.
We can notice that pay has been considered an important reward to motivate the behavior of
employees (Taylor and Vest, 1992). All other behavioral factors are important for enhancing job
satisfaction of employees but satisfaction from pay is must. Indeed, salary satisfaction is a much
narrower construct than job satisfaction because employees must feel that their pay is fair
compared to the work provided and the personal investment. If an employee believes that his
salary is not enough compared to the value it brings to the company, it will be less productive
than a person whose salary in line with expectations. Pay satisfaction has been shown to
influence overall job satisfaction, motivation and performance, absenteeism and turnover
intensions, and may be related to pay-related grievances and lawsuits (Cable and Judge, 1994).
Positive impact of income satisfaction on job satisfaction can be viewed in every walk of life.
According to C. Spiridon and O. Şaramet (2009), “the principle of equality of treatment of men
and women was established by the European Directive “76/207” and concerns the equality of
treatment of men and women regarding the access to employment, training and professional
promotion and working conditions.” But unfortunately in the world of work nothing happens like
that. Indeed, according to the French newspaper “Le Figaro”, in 2009 “Women still earn 20%
less than men. [...] This inequality is calculated based on hours of work the same for men and
women. But if one takes into account the number of hours actually worked over the year, the gap
increases again, due to the higher proportion of women working part-time while they earn nearly
30% of less than men. Positive, however, wage inequality tends to be reduced in less than 25
years”.
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b) Bonuses
Accoring to Maryline Bourdil (2009), “in general, overall public and private sector, premiums
objectives are increasingly used by businesses. These the last seek to assign a monetary award to
an employee or team for their performance. It appears from empirical studies that the variable
compensation linked to performance is a source of motivation to work.”
There are two main types of bonus: Commissions and bonuses objectives. These are both
individual and team salaries, variables, and performance-related (Donnadieu, 1993, Saint-Onge
and al, 1998). Despite these similarities commissions and premiums objectives are clearly
differentiated:
Commissions
A commission is a percentage that receives an intermediary to a sales transaction. Commissions
are quantitative (in relation to the number of personal sales made in months) is therefore an
indisputable way to boost the wages of trade, and so consequently motivate them to sell more.
Incentive compensation
Premiums objectives, unlike commissions depend on achieving thresholds (the goals). They can
be either qualitative or quantitative, or mixed. But also individual or collective. Thus, in
calculating the premium of objectives can be considered the behavior of individuals. Premiums
objectives appear to have an advantage compared to the commissions. Indeed, the company can
shape its prime objectives so that it has effects on productivity (use of quantitative criteria),
while controlling the behavior of individuals (qualitative criteria).
Moreover, if one refers to the equity theory (Adams, 1963, 1965), premiums team goals are
perceived as unfair by employees performing. Indeed, the performance of individual employees
would be performing embedded in the overall performance of the team. Their individual effort is
not rewarded fairly.
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2. Non financial motivation
2. 1. Social benefits
In order that an employee is operational, a company must invest time and money (integration
time, training...). Among the tools available to multinational companies there are social benefits.
These are benefits of being in a specific position in a specific business. For example a business
has at its disposal a company’s car, paid by the company. This can also be a home office, a
telephone function, business travels, and the reimbursement of restoration costs (for a business
lunch with potential customers). This can also be debt recovery (social benefit most used in
France). All these social benefits are intended to retain and motivate employees while providing
financial benefits for the company as the exemption of all or part of payroll taxes.
2. 2. Profit-sharing of the company
In order to motivate staff, a company can set up the
profit-sharing on the result of the company. Note
that the profit-sharing is a voluntary mechanism for
employees to benefit from an additional payment
based on the achievement of objectives relating to
the performance or business results.
2. 3. Corporate Social Responsibility of the company
The concept of social responsibility reflects the desire to take the business consequences of his
actions towards the several stakeholders. This concept is closely linked to that of the corporate
image and the ethical issue of the company. According to a teacher of Coventry’ University,
Brenda Hollyoak (2012), “corporate social responsibility (CSR) is the commitment by
organizations to behave ethically and contribute to economic development while improving the
quality of life of the workforce and their families as well as the local community and society at
large”. CSR is defined in two different aspects:
Internal aspects: employee’s welfare, working conditions, job design and intellectual property.
External aspects: environmental issues, products, marketing, suppliers, employment, community
activity, human rights.
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Another, according to Bhattacharya (2012), “few companies are clear about how investing in
social initiatives will change stakeholder behavior. Now that stakeholders pay increasing
attention to the social and environmental footprints of business. We now see companies
reengineering supply chains to make them "greener," supporting social causes through volunteer
programs for employees…”
It is important to report that an employee who knows his business employment of children to
produce the goods it sells (like Nike or Ikea recently), will be shocked and demoralized in his
work because it will reflect poorly on his employer. Usually, the corporate image is crucial for
customers, but it can be extremely important for employees because they are also central to the
company and may be demotivated by the actions of the company. On the contrary, an employee
who knows that his company respects the environment by recycling waste, avoiding wasting
paper and turning off the building at night, can be proud to work in a business that would
account for the environment. Such as the famous search engine Google which qualifies its
activities by investing in renewable energy. Indeed, the Californian company is launching a
research program whose objective is to produce energy cheaper than coal.
2. 4. Labor unions
According to Boone and Kurtz (1999), “labor union is a group of workers who have banded
together to achieve common goals in the areas of wages, hours, and working conditions at local,
national, and international levels”.
According to Tove Helland Hammer (1978), “in the field of organizational behavior, theories
and research on worker performance and attitudes have largely ignored the role of the union who
have not received much attention since the "dual loyalty research" of the 1950s which tested the
hypothesis that positive attitudes towards the union would lead to negative attitudes towards the
employer (Dean, 1954)”. But, the study of Tove Helland Hammer, from Cornell University
shows the relationships between local union characteristics and worker behavior and attitudes.
And, it appears that the union is an important contributor to employees' perceptions and attitudes,
and its effects on the individual worker deserve attention. The inclusion of union membership as
a variable in satisfaction, motivation and performance theories is now relevant.
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2. 5. Communication within the company
Internal communication is assigned many of the most basic functions (send information) to more
elaborate (and motivate staff involved). Indeed, any company, regardless of its size and activity,
cannot function without exchange. The chart shows the system of formal organization. It allows
everyone to know his role in the company, and to be recognized by others as such. The network
information associated with it must allow the proper functioning of the company. In
multinationals companies, communication (internal and external) is paramount in the
communication department (or the human resources department) to disclose a clear and
consistent message to all business partners (customers, suppliers and employees primarily).
Internal communication enables the involvement of employees, who when informed of
strategies, long-term goals, understand and agree that advantage when they are not aware. In this,
the internal communication can promote motivation. In a company, there are three types of
information:
The downlink information that comes from direction (N+1). It is a question of order, directives,
operational data, but also of values and principles that wishes to convey management. This
information is essential, but they should not be the only ones present, as is unfortunately too
often the case.
The bottom-up information allows the ascending hierarchy of listening to staff. This feedback,
the feedback of information is necessary to know if the information is passed down, but also to
know the mindset of staff, expectations, propositions. They must encourage by appropriate tools.
The side information have the role is to establish effective communication between staff
members of the same service or a different service. They allow to compare points of view,
exchange ideas, to remove misunderstandings, get to know, understand, and be a real coherent
group solidarity. This implies an awareness of the importance of this communication and a
willingness on the part of senior management to develop it.
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Internal communication also has a social role. It establishes a relationship between the company
and staff. Managers must be attuned to the employees to meet their expectations and concerns,
informing them by different means: official website of the company, intranet, interviews with
N+1 or with the annual appointment with the HRD, and also the company magazine who
educates and informs readers about the realities that surround it. It has become in some
companies the only way to have a global vision of his company. The magazine meets different
objectives: federate employees of an entity, create a serious link between employees and
hierarchy, and giving substance to corporate culture.
According to Jean-Baptiste Brès (N.D), “a function of internal communication is to transmit a
information, keep abreast of economic, financial, social, political, ethical and cultural needs of
society in order to impress a strategy to employees who will be the actors. Nothing is more
damaging to a society that poor information internal. The French company Danone has been
sorely costs when, some years ago a large national newspaper revealed the plan of the company
to close a number of factories in France. The consequences have been not only a loss of
confidence in-house employees to the company, but beyond an effect on the public image of the
company”.
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2. 6. Working conditions
Employees spend a large share of their time to their professional activities. They participate in
the achievement of the organization employing them. That is why working conditions play a
major role in their motivation. When working conditions are good, they have a positive impact
on health and human motivation at work. Professional performance and quality of life improved.
Conversely, when conditions are bad, the impact is negative: absenteeism, illness, loss of
productivity, depression. Working conditions generally mean the environment in which
employees live at their place of work. They understand the hardship and risks of the work done
and the work environment. For example in a factory it will be: noise, heat, exposure to toxic
substances, and time of production or sales of a product). Or in employment agencies it can be
open spaces where there is not privacy of employees. According to Laure Daussy (2009) from
the French newspaper "Le Figaro", in general, "the office is a place of very strong symbol.
Having your own private office, it's a sign that we are well positioned hierarchically. It is also a
guarantee of peace for work, and ability to customize, ownership of the workplace. In contrast,
the bullpen is a plateau, often 30 to 50 people, without partition, and with desktops completely
anonymous, depersonalized. In the ultimate form of open space, employees do not even know
which office they will be the morning when they arrived.” More for office jobs which require
long stay in the same position in front of a computer, some actions are set up so as not to feel
pain (headache, sore legs, sore eyes...).
2. 7. Workplace atmosphere: social climate
The social climate is an important indicator of employee satisfaction. This is actually a reflection
of the atmosphere, the overall degree of motivation and satisfaction of staff of an organization.
As for "moral" of a person, it is difficult to measure the social climate of a company, but can be
appreciated by indicators (level of absenteeism, number of delays, staff turnover, index
productivity, staff mobility ...). The social climate is analyzed through social audits. According
to Zair Y (2001), “a social audit is in fact a formal review of a company's endeavours in social
responsibility.
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2. 8. Career Development
According to Martin Dewhurst; Matthew Guthridge and Elizabeth Mohr (2010), “a recent
McKinsey Quarterly survey1 underscores that the economic crisis provides a great opportunity
for business leaders to reassess their incentives strategies. The survey's top three nonfinancial
motivators play critical roles in making employees feel that their companies value them, take
their well-being seriously, and strive to create opportunities for career growth”.
According to Barry A. Stein (1981), “continuing opportunity is the motivator must people need
to keep them working with a high degree of effort and enthusiasm. People who have that
opportunity respond with high aspirations, self-confidence, a strong task focus, and constructive
attitudes.”
Professional future, career development, and opportunities of development are also important
factors in motivating employees, including executives of large companies.
2. 9. Training & internship
According to Susan M. Heathfield (N.D) “one key factor in employee motivation and retention is
the opportunity employees want to continue to grow and develop job and career enhancing skills.
In fact, this opportunity to continue to grow and develop through training and development is
one of the most important factors in employee motivation.”
Nowadays with increasingly competition between strong dynamic and versatile employees,
“these appreciate the opportunity to develop their knowledge and skills without ever leaving
work or the workplace. Internal training and development brings a special plus.”
Formations and training are useful for employees, in many ways:
Primarily, they are useful in their quotidian job, and at longer term in ways that promote the
professional development of employees or in case of unemployment can more easily find a job.
More broadly, in an economic environment where the ability to change is a guarantee of survival
and a prerequisite for good corporate performance, and even though the need for change is now
well assimilated and understood by employees, training is one of the key tools to better drive the
changes.
1 McKinsey Quarterly conducted the survey in June 2009 and received responses from 1,047 executives, managers,
and employees around the world. More than a quarter of the respondents were corporate directors or CEOs or other
C-level executives. The sample represents all regions and most sectors.
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2. 10. Several styles of leadership
Laisser-faire: The leader is passive, it does not feel concerned, it is socially isolated, it is
inactive, it gives up, he is not involved, and it is folded on itself.
Authoritarianism: It is in work-oriented leader, socially distant, closely controls, it is concerned
with productivity, is directive, and power structure research work.
Participation: The leader seeks consensus, he delegates, he is socially close, relationship-
oriented society, it involves, sharing power, showing consideration for others.
The team leader must above all be flexible in terms of their behavior; reactions must be tailored
to the personality, culture of its employees. Similarly, in the style of leadership, there is no bad
management style. However, it must be adapted to the team at the time, and activity. It should
consider: skills and expectations of subordinates, working conditions, nature of tasks, the culture
of service or department, characteristics of the industry, the technological and economic
environment and the value system defined by the national culture. Finally, whatever the
leadership used, a leader has a responsibility within its functions: First, make future plans, set
goals, identify steps that will achieve them and provide the necessary resources. Then, organize
tasks and distribute them, assign them to appropriate persons by delegating responsibilities.
Solve problems if necessary. And finally, motivate employees by mobilizing their needs, values,
emotional resources, so they have the energy to overcome obstacles.
2. 11. One-on-One Coaching
During the annual negotiation meeting, many employers sit their workers down for a review. At
that time, the employee finds out what they've been doing right or if there are areas in need of
improvement. But what happens the other 364 days of the year? Employees need to be heard and
being coach throughout the year. According to Katherine Graham-Leviss (2011) “coaching is a
different approach to developing employees' potential. With coaching, managers provide the
opportunity to grow and achieve optimal performance through consistent feedback, counseling
and mentoring”.
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2. 12. Recognition/Attention
According to Dave Worman (N.D), in order to motivate staff, managers and supervisors must
have the appreciation for the efforts made. We can say that being recognized for his talents and
skills but also as an employee who is competent, that is what many employees aspiring.
Certification is a shift by the consideration of the individual. But unfortunately few managers
know that. Indeed, every employee needs a certain certification. If an employee feels slighted by
his direction, he may see his work motivation waned and even indulge in the sinking.
To the United Kingdom, one week has been proclaimed even for
professional recognition: it is the “employee recognition week”.
According to Angela Tague (N.D): “During an employee
appreciation week, supervisors and management level employees
recognize their staff for their diligent work. Recognizing
achievements and hard work increases morale and confidence at the
workplace”.
2. 13. Casual Dress Day
In companies, it is considered normal to have appropriate attire for meeting clients or suppliers.
To lighten the mood in the office, some companies are implementing "casuals days". The
concept is simple: once a week (Friday through habit), employees can come dressed more casual
than the rest of the week, it's a way to escape the strict formal dress code of the company.
Whereas, during the rest of the week, business shirts, suits, ties, trousers, and dress shoes would
be the norm, on Casual Friday workers might be allowed to wear more casual dress. Some
companies might allow jeans, casual blouses or T-shirts, hoodies, track jackets, and sneakers.
This allows employees to take some liberties on their clothing in order to feel more relaxed while
working very hard.
2. 14. Social activities
Scheduled offsite events enhance bonding which in turn helps team spirit, which ultimately
impacts your positive work environment. For example: Halloween costume parties, picnics on
July 4th, Memorial Day or Labor Day, and Christmas parties are only some of the ideas that
successfully bring people together for an enjoyable time.
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Chapter 5 – Conclusion, Limitations & Recommendations
The purpose of this thesis focused on ways to improve the motivation of employees in large
companies. To carry out this work, the various theories of employee motivation have been
identified, analyzed and criticized. So we could see that many theories had been discovered and
that managers were trying to use them on their workplace. An analysis was then made of the
different means used by companies in order to motivate employees. Thanks to this research
paper, it was discovered that many are so used to motivate, and finally, according to Wiley
(1997), the universally accepted main motivational tools are:
To be appreciated for a good job
To be perceived as an important (useful) person
Have positive approach to personal problems
Job security and fair wage
Interesting (attractive) job
Promotion possibility
Personal or organizational commitment
Good working conditions (work safety)
Discipline in the workplace
One weakness of this case was the lack of investigation into real businesses. Indeed, in this case,
there has been no investigation on the ground, indeed, time constraints and the process too
complicated ethics does not allow it to conduct a survey with questionnaires and achieving
interviews with professionals. The main limitation of this issue is the lack of field research,
because the fact of questioning professionals but also employees would have to show that there
were probably differences in perception between the last two on the issue of employee
motivation.
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For future research that I will perform as part of my studies or my work, it would be interesting
to conduct a survey and ask people directly related to the subject, this would see the gap between
theories and practice. But this process takes much longer than for the purpose of this brief,
because you have to develop a questionnaire is an important tool for observing and for
quantifying and comparing information. It must first think about the choice of the sample:
choosing the population with respect to the subject of the investigation, the assumptions chosen,
the nature of the documents available, the constraints of the evaluation, the degree homogeneity
of the population, and the territory of the investigation. Then you must think about the choice of
the questionnaire:
The closed questionnaire where questions needed to meet a specific form of response
and a limited number of possible answers.
The open questionnaire where the respondent develops an answer that the interviewer
takes notes. Leaves an open question so the answer in its free form and in its length.
We must also consider the logical order of questions in order to structure and write the best the
questionnaire to make it clear to all who will respond. And, before performing the field survey
must test the questionnaire on a few people to ensure that the questionnaire is understandable and
allow a quantitative results as well as qualitative.
For this research to be better, it would have also had to conduct interviews and make it to an
"interview guide" is a document with all the subjects that must be addressed during the
interviews, both collective and personal. That is why there is no appendices in this case because
there is no interview guide or questionnaire have been made.
Thanks to this important document, it was specified that the HR departments of large companies
must consider many factors before setting up a political motivation. Indeed, the means of levers
and incentives are different depending on each employee and according to each culture. These
contingency factors are related to the business of the company, the different personalities of the
employees but also to economic conditions. And in the current economical crisis, the Human
Resources Department must redouble its efforts regarding the implementation of the motivation
of its staff. In addition, a field analysis would have shown that HR departments are facing
employee dissatisfaction causing morale problems, detrimental to business performance and
creating a real problem within the companies concerned: the absenteeism.
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According to a document from the French National Agency for the Improvement of Working
Conditions (ANACT), (N.D), “absenteeism characterizes any absence of an employee at work,
which could have been avoided by a sufficiently early prevention of the degradation factors of
working conditions in the broad sense.” The impact of absenteeism in the workplace is enormous
in many respects, including direct costs, global incidence, indirect costs, and service quality.
Indeed, absenteeism results in significant costs to the company: replacement at short notice for
employees, delayed deliveries, poor quality service... Company performance depends on its
ability of keeping employees at work. It is interesting to note that the absenteeism rate is
usually calculated as a ratio between the numbers provided (theory number) and the staffing
level for a specified period.
Absenteeism rate =
Number of days absent (or hours) for a period /
Theoretical number of days (or hours) during the same period
Absenteeism at work is most often a combination of factors in the company. It may include:
Particularly strenuous working conditions who can affecting the health of employees
intense physical and mental effort, shift work, noise exposure, heat ...)
An inadequate work organization and / or very stressful (the need to ensure a quality
customer relations in a context of strong time pressure, chronic overwork)
Bad management (degraded social relations, multiplication of contradictory injunctions,
without recognition of the work leading to demotivation and disengagement teams...)
Problems in the relationship between work and family life of employees (combination of
atypical work schedules with significant time constraints and difficulties of travel.
Note that we can find this fact, developed in Chapter 4, that is to say the results of the analysis.
Indeed, to reduce absenteeism at work should focus on different ways to motivate employees,
because a motivated employee will always be a better job that an employee who is not satisfied
with his work. Companies will therefore have a greater value on the part of employees if they are
motivated and well in their work.
Finally, the realization of this thesis allowed me to acquire much knowledge about employee
motivation, which will be useful for my future career in human resources. Even if the memory
takes time, research and reflection, I am pleased to have completed this work and enriching
contributions that he has given me, especially in theory since I have not been able conduct
research in the field.
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