Motivates People? It Is Generally

¶ … motivates people?

It is generally accepted that the business community has been subjected to countless changes throughout the past few decades. The employees are no longer just the force operating the machines, but they have become the organizations' most valuable assets (Boyd, 2003). The customers are no longer just the force purchasing whatever items the company produced and sold, but they have turned into the force telling the companies what to produce and commercialize. The environment is no longer just the source of raw commodities, but it is a fragile giant which needs to be respected.

At the specific level of the staff member modifications, a situation is clearly observed in which companies no longer compete just for customers, but also for the best qualified staff members. Once hired, companies strive to train, retain and capitalize on the skills and intellectual capitals of the employees. A key element in the success of this agenda is that of ensuring that the individual staff members are satisfied and motivated on the job. Yet, in this dynamic economy, a question is being posed relative to the elements which motivate the employees.

2. Research Objectives

In light of the situation previously presented, the objective of this research is that of identifying the specific elements which sit at the basis of human motivation. Specifically, it aims to identify those particular elements which motivate the employees, as humans in the workplace context. In order to reach this objective, but also to clarify and simplify the work of the researchers, two assumptions are made, as follows:

Research assumption no. 1: The elements which sit at the basis of employee motivation are common with the elements which sit at the basis of human motivation.

Research assumption no. 2: The organizational staff members who implemented motivational strategies have conducted a previous analysis and have implemented those specific elements which best motivate the employee.

3. Significance of Research

The significance of this research project is a dual one. On the one hand, the endeavor strives to answer a theoretical question related to the elements which sit at the basis of human motivation. The research conducted would help to shed light into the highly common topic and would bring in additional information, gathered through different angles. The theoretical importance and reliability is given by the combined usage of both previous researches as well as practical experiences in the process of data collection. Furthermore, the previously conducted literature review has served the theoretical purpose of revealing the most significant opinions in the current literature and has constituted a starting point for both this current research, as well as other future research endeavors.

The second significance of the research is given by its practical dimension. In this order of ideas, the project serves as a guideline for managers who seek to develop and implement the most adequate employee motivation strategies. This research presents them with the possibility of identifying those elements which sit at the basis of human motivation. Based on its findings, the organizational leaders would be able to better understand human motivation and as such implement the proper motivational decisions and plans.

4. Research Methodology

The methodology used in the identification of the elements which sit at the basis of human motivation is a combination of qualitative and quantitative research. This method is generally known as triangulation and it combines the benefits of both research methodologies.

Qualitative analysis is constructed on the principles of direct observation of the researched sample. The researcher becomes integrated within the studied community and manages to best understand the norms of behavior and the rationale of behavior within the specific group. This research methodology requires time and dedication and it also implies tedious work. Also, it reveals the distinct disadvantage of a limitation of the findings to the respective community. To better explain, the conclusions drawn through qualitative analysis can only be used to explain the behavior of the respective community, and they cannot be extrapolated to explain the behavior of the greater society.

Quantitative analysis -- the second component of the proposed research methodology -- however, allows for the extrapolation of the findings to the greater community. Quantitative analysis is constructed on factual information, measurable input and numeric data. It implies computations and it is more realistic and objective; it implies a minimum implication of the researcher within the studied community.

As it has been mentioned previously however, this research endeavor would be using a combination of qualitative and quantitative analysis, called triangulation. In a critical introduction to social research, Matt Henn, Mark Weinstein and Nick Foard (2009) explain: "many […] researchers use 'multiple strategies of field research in order to overcome the problems the steam from studies relying upon a single theory, single method, single set of data and single investigator' (Burgess, 1984). This approach is frequently referred to a triangulation. It suggests that research conclusions that are derived from converging evidence -- using a variety of different research methods -- are likely to be more credible than research findings which are based on only one source of evidence" (Henn, Weinstein and Foard, 2009).

5. Samples

The research would be conducted onto two samples, both of which are briefly described below:

Research sample no. 1: This sample would be formed from 10 economic agents. All of the companies are located in the nearby region and they activate in the private sector, being for profit entities. The ten organizations activate in various economic sectors, as follows:

3 companies in retail

2 companies in financial services

3 manufacturing organizations

2 companies in it services.

All companies employ at least 50 staff members. The analysis to be applied for this specific sample is based on qualitative analysis of the motivational strategies implemented -- based on the assumption that the companies implemented those specific motivational strategies that work for their employees.

Research sample no. 2: This research sample would be formed from 100 staff members, all of them employed within the 10 for profit companies which formed the first sample. The respondents have various social, economic and professional backgrounds. In terms of particular sample characteristics:

60 per cent of the respondents are male and 40 per cent are female

60 per cent of the respondents are Caucasian; 25 per cent are African-American and 15 per cent are of Asian descent

50 per cent of the employees have been employed for over 20 years; 30 per cent have been employed for over 10 years (but under 20) and 20 per cent have been employed for less than 10 years

The employee analyses would be conducted with the aid of qualitative research during which the staff members would be asked to answer questionnaires on specific questions related to employee motivation. Employees are often reticent to becoming respondents and might often fear repercussions on negative answers. In order to eliminate this threat, the questionnaires would be completed anonymously. This measure would increase participation levels and would also increase the correctness of the answers and the relevance of the study and its findings.

6. Data Analysis and Discussion

The data analysis section would be divided into two categories, one implementing qualitative analysis on the companies' sample and the other implementing quantitative analysis on the employees' sample.

Qualitative analysis on the companies' sample

The qualitative analysis comprised of a two stage process. At the first level, the company features were observed and the motivational strategies were assessed on both paper as well as within the real organizational context. The secondary stage of the qualitative analysis implied sustained and continued conversations with all organizational leaders, human resource department managers as well as employees. The conversations were open dialogues in which the input of all organizational parties was valued. The duration of this research process was of three months -- two months for data collection and one month for data analysis.

During the open interviews, the following questions were asked by the researcher:

Do you currently implement a motivational strategy to increase the employees' on the job satisfaction?

What are the main components of this motivational strategy?

Do you integrate organizational goals in the motivational strategy and do you strive to unite the individual goals of staff members with the overall goals of the economic entity?

How do you reward your staff members?

What were the sources of inspiration in the development of the strategy?

What are the employee responses to the motivational strategy?

How would you describe the relationship between the employees and management?

Based on both answers to the above questions, as well as direct observation of the ten different working habitats, the following findings were retrieved:

Motivation strategies are -- to a degree or the other -- present in all organizations as all employers recognize -- or are beginning to recognize -- the importance of employee satisfaction and its role in attaining organizational goals.

Motivation strategies are more common in service organizations than in manufacturing entities. This could be explained by the fact that managers in service entities have recognized that people are the main generator of customer satisfaction and as such incomes, whereas in manufacturing organizations, the product continues to be more important that the actual service (Boyd, 2003).

Most managers motivate their subalterns with promises of rewards, generally financial rewards. In service entities, leaders are commencing to motivate their subalterns through non-financial elements, such as flexible working schedules, promotions opportunities or challenging tasks. Within the it firms, software developers are constantly motivated by the ability to become integrated in the project they desire. Service companies also offer incentives of socialization during company picnics or other get-togethers.

The emphasis on the unification of organizational goals with the individual goals of the staff members is limited and this remains a simple theoretical recommendation without any real life implementation in the organizational context.

Finally, most managers tend to reward and motivate the employees based on performance and results. In some instances however, despite great efforts, employees fail to retrieve success due to circumstances and elements independent of them. The results materialize in higher levels of employee frustrations and low levels of job satisfaction.

Quantitative analysis on the employees' sample

The collection and analysis of this information spread throughout a duration of one month. The 100 employees (ten from each of the ten organizations in the first sample) were asked to answer the following questionnaire:

Q1. Does your organization currently employ a human resource motivation strategy?

(a) Yes, it does

(b) No, it does not (c) I do not know / do not want to answer

Q2. How would you describe the motivation strategy implemented by your firm?

(a) Very Good

(b) Satisfactory

(c) Very Poor

(d) Inexistent

(e) I do not know / do not want to answer

Q3. Do you think that motivation is a key component of professional success -- for both you and the employer?

(a) Yes, I do

(b) No, I do not (c) I do not know / do not want to answer

Q4. Are you motivated by financial rewards?

(a) Yes, I am

(b) No, I am not (c) I do not know / do not want to answer

Q5. Which financial incentives are of the utmost importance to you?

(a) Salary rises

(b) Premiums and bonuses

(c) None

Q6. Are you motivated by non-financial incentives?

(a) Yes, I am

(b) No, I am not (c) I do not know / do not want to answer

Q7. Which non-financial incentives are of the utmost importance to you?

(a) Medical coverage

(b) Flexible working schedule

(c) the integration within a team

(d) the task challenge, the personal performance and the promotion opportunity

Q8. If you could, what elements would you add to the current motivational strategy in the firm?

(a) More financial rewards

(b) More flexible time

(c) Improved relationship with the management

(d) More social get-togethers

(e) More promotion opportunities

(f) More training programs

The answers of the 100 employees are integrated in the table below:

Q1

Q2

Q3

Q4

a b c a b c d e a b c

70

20

10

10

20

30

30

10

20

40

40

90

10

0

Q5

Q6

Q7

Q8

a b c a b c d a b c d e f

60

40

5

70

10

20

40

30

10

20

20

10

10

2

18

40

From the analysis of the questionnaires, the following findings were retrieved:

Most of the employing companies implement a motivational strategy

The majority of the employees believe that the current motivational strategy employed by the firm should be improved

Employees are unaware that motivation is the key to success. This is explicable through the poor managerial emphasis on the unification of organizational goals with individual goals.

The large majority of employees are motivated by financial gains.

More than half the employees are motivated by salary increases as these are permanent, while a smaller percentage is motivated by premiums and bonuses

The majority of employees is also motivated by non-financial incentives, but the proportion is smaller relative to that of the staff members motivated by financial incentives

In order of importance, the non-financial incentives which motivate employees are: medical coverage, flexible working schedules, opportunities for promotions and integration within the team

Most employees would include more training programs in the motivational strategy. This could be explained by the fact that training programs create opportunities for professional development and create a sense of job security for the future (Stern, 1982). Other incentives which would be integrated by the employees -- in order of importance -- are: financial rewards, opportunities for promotion, flexible working schedules, improved relationship with the management and more social get-togethers.

7. Conclusions and Recommendations

In light of all changes impacting the business community, a significant modification has occurred in the relationship between employee and employer, in the meaning that the first is now perceived as the party able to add new value to the entity. In order to best capitalize on the skills and knowledge of the employee, the manager has to motivate his subalterns. The aim of this research was that of identifying the elements which generate the motivation of the staff members.