This research paper investigates the elements that motivate employees in the workplace, operating on the assumption that human motivation and employee motivation share common foundations. Using a triangulated methodology — combining qualitative analysis of motivational strategies at ten private-sector companies with a quantitative survey of 100 employees — the study identifies both financial and non-financial incentives that drive job satisfaction. Key findings reveal that while financial rewards, particularly salary increases, are the dominant motivators, non-financial factors such as medical coverage, flexible scheduling, and training opportunities also play a significant role. The paper concludes with practical recommendations for managers and directions for future academic research.
The paper demonstrates methodological triangulation — the deliberate combination of qualitative and quantitative methods to compensate for the limitations of each. By citing Henn, Weinstein, and Foard (2009) to justify this approach, the author grounds the methodological choice in established social research literature rather than presenting it as a personal preference, which strengthens academic credibility.
The paper follows a conventional social science research report structure: introduction → research objectives and assumptions → significance → methodology → sample description → data analysis (split by method and sample) → conclusions and recommendations. Each section builds logically on the last, and the data analysis section mirrors the two-sample design introduced earlier, giving the paper a satisfying internal symmetry.
It is generally accepted that the business community has been subjected to countless changes throughout the past few decades. Employees are no longer just the force operating machines; they have become organizations' most valuable assets (Boyd, 2003). Customers are no longer simply purchasing whatever items a company produces and sells; they have turned into the force telling companies what to produce and commercialize. The environment is no longer just a source of raw commodities — it is a fragile giant that demands respect.
At the level of staff member relations specifically, companies no longer compete only for customers but also for the best-qualified employees. Once hired, organizations strive to train, retain, and capitalize on the skills and intellectual capital of their workforce. A key element in the success of this agenda is ensuring that individual staff members are satisfied and motivated on the job. Yet in this dynamic economy, a central question arises: what are the elements that motivate employees?
In light of the situation described above, the objective of this research is to identify the specific elements that sit at the basis of human motivation — and in particular, those elements that motivate employees in the workplace context. In order to reach this objective, and to clarify the scope of the study, two assumptions are made:
Research Assumption 1: The elements that sit at the basis of employee motivation are common with the elements that sit at the basis of human motivation generally.
Research Assumption 2: The organizational staff members who have implemented motivational strategies have conducted a prior analysis and have implemented those specific elements that best motivate the employee.
The significance of this research project is twofold. On the one hand, it strives to answer a theoretical question related to the elements underlying human motivation. The research helps shed light on this widely discussed topic and introduces additional information gathered through multiple angles. The theoretical importance and reliability of the study is bolstered by the combined use of both prior research and practical experiences in the data collection process. The literature review conducted in preparation for this study served the theoretical purpose of revealing the most significant perspectives in current scholarship and constituted a starting point for both this research and future endeavors.
The second dimension of significance is practical. The project serves as a guideline for managers who seek to develop and implement adequate employee motivation strategies. Based on its findings, organizational leaders can better understand human motivation and implement well-informed motivational decisions and plans.
The methodology used to identify the elements underlying human motivation is a combination of qualitative and quantitative research. This approach is generally known as triangulation, and it combines the benefits of both methodologies.
Qualitative analysis is constructed on the principles of direct observation of the researched sample. The researcher becomes integrated within the studied community and gains a deeper understanding of behavioral norms and rationale within that specific group. This methodology requires time and dedication and implies considerable effort. It also carries the distinct disadvantage that findings are limited to the community studied — conclusions drawn through qualitative analysis can explain the behavior of the respective community but cannot readily be extrapolated to explain the behavior of the broader society.
Quantitative analysis — the second component of the proposed methodology — allows for the extrapolation of findings to the wider community. It is constructed on factual information, measurable input, and numeric data. It implies computation and is more objective; it requires minimal integration of the researcher within the studied community.
This research employs a combination of both, referred to as triangulation. In A Critical Introduction to Social Research, Henn, Weinstein, and Foard (2009) explain: "many […] researchers use 'multiple strategies of field research in order to overcome the problems that stem from studies relying upon a single theory, single method, single set of data and single investigator' (Burgess, 1984). This approach is frequently referred to as triangulation. It suggests that research conclusions derived from converging evidence — using a variety of different research methods — are likely to be more credible than research findings based on only one source of evidence" (Henn, Weinstein, and Foard, 2009).
You’re 28% through this paper. Sign up to read the remaining 3 sections.
Sign Up Now — Instant Access Already a member? Log inAlways verify citation format against your institution’s current style guide requirements.