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MOTIVATION IN THE REAL WORLD: IF MONEY

IS NOT A MOTIVATOR THEN WHAT ARE THE

REAL MOTIVATORS?

BY

ELENA HALEPOVA

BA (Hons) International Business Management

- Teesside University -

August 2009

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ABSTRACT

The subject of this study is MOTIVATION IN THE REAL WORLD: IF MONEY IS NOT A

MOTIVATOR THEN WHAT ARE THE REAL MOTIVATORS?

The purpose of this research is the analysis of the basic motivational models, stimulation

tools and how they are applied not only in different working environments, such as big,

medium and small companies but also on different levels of employees. This will allow me to

suggest and to show improvement possibilities of the overall motivational process in the

management system and provide it with tools in order to help the company reach its fullest

potential.

Such primary and secondary research tools have been employed as data from the

companies, surveys that have been sent to a number of focus groups and in-depth

interviews conducted with the management staff in order to get a different picture of

the higher level employees. As a result, very interesting data have been gathered

showing how different environments, management systems and even size of the

organization influence and change the whole perspective, and also prove that money,

after all, is not the main source of motivation.

There is no argument that financial reward is a very good way of motivating people, it is

also a very complex motivator but unfortunately it falls into a category of a short term

factors. Once an employee gets the salary, the satisfaction level goes up but when the

money is gone the employee needs something else to keep their motivational level up.

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This is proven by the final results where employees of three different companies put on

the top place motivators such as praise and acknowledgement, job security and status.

This stimulus work better and satisfy employees for a much longer-term. Thus, financial

rewards come only second.

The analysis also revealed that employees are best motivated through work

organization, set goals, moral and material stimulation that should be enhanced by the

management.

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ACKNOWLEDGEMENTS

I would like to express my deep appreciation to my dissertation supervisor, Andy

Cousins, for providing me with objective feedback on every stage of this study,

sharing his valuable knowledge and experience. And also for guiding me

throughout the process and believing in my potential.

I also want to pass special thanks to my BA program leader, Dave Gannon, who

was always there and who supported me throughout the whole final year. Who

listened to all of my complaints and encouraged me to overcome every struggle

and difficulty Ive met.

And of course, I want to thank all three companies, managers and employees,

for participating in my research and sharing valuable information.

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TABLE OF CONTENTS

Abstract.2

Acknowledgements..4

Chapter 1

1.1 Introduction...8

1.2 Rationale..10

1.3 Aim...11

1.4 Research objectives..11

Chapter 2

Companies description

2.1 DHL13

2.2 NEOTECH..13

2.3 PHYSTER...14

Chapter 3

3.1 Literature review..16

3.2 Concept of motivation...17

3.3 Theories and types of motivation...19

3.4 Substantial theories...20

3.4.1 Need-hierarchy by Maslow....20

3.4.2 Existence, Relatedness, Growth(ERG) by Alderfer..23

3.4.3 Acquired needs by McClelland....26

3,4,4 Two-factor or motivation-hygiene by Herzberg..28

3.5 Remedial theories.31

3.5.1 Expectancy by Vroom.31

3.5.2 Equity by Adams.33

Chapter 4

4.1 Methodology.38

4.2 Research design....39

4.3 Secondary research.41

4.4 Primary research..42

4.5 Survey43

4.6 In-depth interviews44

4.7 Reliability and validity.45

4.8 Methods of analysis...46

4.9 Contingency plan..47

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4.10 Ethical consideration...48

Chapter 5

5.1 Analysis50

5.2 Survey51

5.3 In-depth interviews745.4 Summary of findings.78

Chapter 6

6.1Conclusion..79

6.2 Limitations.84

6.3 Recommendations85

Chapter 7

7.1 Self reflection...90

7.2 Learning experience...94

7.3 Summary..94

References.96

Bibliography.97

APPENDICES 1 - Employee Motivation Survey.101

APPENDICES 2 - Interview Questions.103

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LIST OF TABLES

Table 1 Need of motivated behavior..17

Table 2 Maslows hierarchy of needs.22

Table 3 Hierarchy of need by Alderfer..24

Table 4 Factors influencing work satisfaction.24

Table 5 Two factor hygienic-motivation theory by Herzberg...30

Table 6 Adams equity theory.34

Table 7 Rewards ad output..35

Survey Results:

Table 8 Work period.....51

Table 9 Company values....52

Table 10 Awareness factor...52

Table 11 Satisfaction factor..53

Table 12 - Appraisal system and career development..54

Table 13 Valuable employees.55

Table 14 Unique selling preposition..56Table 15 Role importance.57

Table 16 Reasons for coming to work..57

Table 17 Support and encouragement....58

Table 18 Competition factor...59

Table 19 Proud to be in the team...60

Table 20 - Trust factor61

Table 21 Feelings towards boss61

Table 22 Among co-workers62

Table 23 New skills development63

Table 24 Punishment63

Table 25 Time spent on valuable work64

Table 26 Department meetings attendance65

Table 27 Work finished..65

Table 28 Distractions at work66

Table 29 Work environment..66

Table 30 Company rules67

Table 31 Employee leave work.68

Table 32 Public Acknowledgement of success..68

Table 33 Criticism factor69

Table 34 Free opinion sharing..70

Table 35 Future perspective sharing70

Table 36 Asked for advice...71

Table 37 - When make mistakes.72

Table 38 Motivation factor DHL....72

Table 39 Motivation factor NEOTECH.73Table 40 Motivation factor PHYSTER...73

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CHAPTER 1

1.1 Introduction

In todays society, market relationships are essential in many countries of the world and

there are many organizations that produce the same type of products and provide

similar services. Therefore, competition between those is quite high. The main goal of

each organization is to produce high quality products and services for a better price than

the competition.

As a result of organizational effectiveness and efficiency, material and social structures

are formed to ensure the achievement of the organizational goals. Even with all the

necessary material and facilities to get the job done, the company cannot begin to fully

operate without employees as the main resource. They need to be driven using certain

motivational tools in order to produce better results; therefore, it is crucial to identify

what motivates them and satisfies their needs.

Volgin writes that the universally accepted definitions of motivation, it is an internal

state of well being, or an internal condition that activates a persons behavior and

guides it. Motivation has also been defined as a desire or need which directs and

energizes behavior that is directed towards a goal.(1996)

The fact that people need to be motivated in order to achieve higher quality results was

well known to most managers for centuries. They were able to manage and direct their

employees towards set organizational goals but they did not necessarily consider the

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theoretical part of the motivational process. For that purpose they were using many

different types and methods of motivation, which sometimes were limited and not quite

adaptable in the modern conditions. Such as, work enrichment, for example, when

managers overload employees with project but not provided additional support.

Another trick that managers still use is they promise bonuses and rewards,

consequently employees put more effort into their work and when they never get those

bonuses they get demotivated and loose trust in their manager.

The topic of my research is Motivation in the real world: if money is not a motivator

then what are the real motivators.

The overall topic of motivation is fascinating and many researchers and theorists have

been trying to reveal different methods behind it. Therefore, many managers have been

using it in order to boost the productivity level of their employees. However, it has not

been given enough attention and development in many organizations. It is very

important for the directors and managers of the companies to know and be able to use

motivational factors and tools such as achievement, salary, recognition, advancement,

work itself, etc, in order to increase and improve employees performance.

High motivation of employees is the main factor behind the companys success. No

business can be successful without good employees performance, without their

adherence and without their aspiration in contribution towards the achievement of the

companys goals and objectives.

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Therefore, it is in the interest of the directors and HR managers to find out what drives

employees good performance towards achieving quality results for the company as a

whole. Though it is impossible to assert that the output and performance of the

employees is determined only by their motivation, its meaning is very critical. And there

are many books discussing this topic and scholars trying to come up with more effective

and efficient tips and tools that managers can use to motivate their employees.

However, often those books are concerned with motivators that are too generic and

cannot be applied everywhere. Most of the managers think that once an employee is

getting enough financial compensation, he/she is well motivated. However, they often

forget that even getting more money cannot make a person tolerate daily

disappointments from colleagues, unhealthy environment or job tasks that one doesnt

want to complete.

Thus, it is very important to consider different issues starting from the personal

background of the employee to the working environment.

The fact is, other forms of motivation are often more important for the employees

performance, satisfaction and well being.

1.2 Rationale

The concept of motivation is very old and has been researched by many famous people

building up theories around it and suggesting different ways and tools by which people

can be motivated. However theory and practice does not always go along together.

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Therefore, working as an intern in a big company such as DHL I had the chance to get a

very close look at the working environment, which after a while started looking like a

factory where employees survived their shifts and went home. The feeling of

enthusiasm was absent but the worse thing was that it was quite contagious.

In contrast, I recall the times of working in a small company before that and how

different the environment, mood of the employees and enthusiasm was.

Seeing these differences and reading motivational theories gave birth to an idea to

conduct a study and compare from both a theoretical and practical point of view of how

motivational factors and needs of the employees differ from big to medium to small

organizations. I believe that this study was important because it revealed the main areas

that employer can use to further their development programs and overall

improvements of the work place and conditions. Of course this issue is also rather

important for the employees performance, satisfaction and well being.

1.3 Aim

This research is aimed at identifying whether the specifically chosen motivational tools

work in the real world by looking at 3 different sized companies and comparing the

differences of the working environment, what the requirements are for each chosen

company and what motivates employees of each chosen company.

The second aim of this research is to find out which motivational tools, such as

achievement, salary, recognition, advancement, tasks and etc. that work best and

therefore make suitable suggestions and recommendations.

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1.4 Objectives

o Evaluate motivational environment in chosen organizations

o Discover and evaluate the effectiveness of the tools application

o Draw conclusion for data which shows different motivational needs at different

levels

o Discover the factors/characteristics for each size company that show the most

effective motivational tool

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CHAPTER 2

Company descriptions have been taken directly from their corporate websites.

2.1 DHL general description

DHL is the global market leader of the international express and logistics industry,

specializing in providing innovative and customized solutions from a single source.

DHL offers expertise in express, air and ocean freight, overland transport, contract

logistics solutions as well as international mail services, combined with worldwide

coverage and an in-depth understanding of local markets. DHLs international network

links more than 220 countries and territories worldwide. Some 300,000 employees are

dedicated to providing fast and reliable services that exceed customers expectation.

DHL is a Deutsche Post World Net brand. The group generated revenues of more than

63 bn euros in 2007.

To cover all of clients extensive service needs with the right level of focus and expertise,

DHL operates under four specialist divisions:

EXPRESS

GLOBAL FORWARDING, FREIGHT

SUPPLY CHAIN, CORPORATE INFORMATION SOLUTIONS

MAIL

2.2 NEOTECH general description

Neotech - one of leaders in sphere of the automated business decisions on the basis of

processing center. Clients of the company are the legal bodies who are engaged in

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business in the sphere of receiving of payments from people, and also companies that

are engaged in providing services to the population. Also, company gives possibility to

receive remote payment by means of Electronic Payment System "Unicard".

Principal views of activity of the company:

Services in development and realization of projects in the field of electronic and

mobile economy, electronic commerce, and electronic payments.

Services in the field of processing and data transmission in any form, including,

through the processing center created by company.

Services in development of technologies in the field of granting of financial services

and data processing, including the means of Internet

Manufacture and distribution, including, on behalf of the third parties, the payment

and prepaid cards with possibility of payment for various services (communication,

utilities, household services and etc.).

Services in development and realization of projects in conducting big data files

(databases), their storage and processing.

2.3 PHYSTER Technology general description

Physter Technology is a prominent supplier and integrator of professional software

systems and information/communication technologies. Devoted team builds on

experience mainly in the telecommunications segment practice in business procedures

and deep knowledge of technological background of mobile operators finally resulted in

development of own off-the-shelf software solutions with standard license and support

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policies. Teaming up with the worlds leading system integrators opens road to

supplying operators with our products as well as tailoring solutions according to specific

architecture in operators environment.

Physter Technology has established itself as a middle sized software house building up

its competence on extremely skilled and experienced team, flexible and accurate

services and problem solution focus.

Even if companys activities target different technology areas - the key business field is

telecommunications more specifically, Physter offers deep knowledge of mobile

operators environment, because the core of the team had long history in IT key

personnel of the Czech mobile operator, taking advantage of daily life experience with

administration and development of mobile operators SW systems.

Service providers and network operators providing the network-based services are

facing new and challenging requirements of the market today. End-customers were

used to the fact that operations like activation of a cellular phone, adding a new service

via Customer Care front desk, electronic money transfers or utilization of self-care web

platforms, were not able to process the commands immediately. The batch data

processing always caused delay between the request of the service and its final

activation or execution. Not anymore.

Software analysis, design, architecture and consulting are the core business for Physter

Technology. Physter have developed its own SW products with own license policies,

support and maintenance, which have been implemented and currently operated in

networks of local telecommunication companies.

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CHAPTER 3

3.1 Literature review

The value of the motivational aspects is constantly increasing in the management

process. The basic meaning of the motivation of the personnel also means the

maintenance of the maximum use of resources and mobilization of the personnel

potential. The main objective of the motivational process is obtaining maximum return

from the use of available human resources in order to raise productivity and profitability

from the organizations performance.

Increasing role of the employee is an important aspect of the personnel management.

Accordingly, the correlation of the stimulus and requirements that constitute the

stimulation or motivational system varies. In order to motivate its employees every

organization uses both financial and non-financial methods of compensation.

Evolution of the various motivational methods application has shown positive and also

negative aspects of their application. Thus, there is no ideal system of motivation in

both theory and practice that would meet all the necessary requirements. As for the

existing models of motivation, each has different orientation aspect so as the effect

when applied.

There are various problems connected to motivational policy, such as a problem of

mutual relations with management, dissatisfaction with the salary amount, life and

work conditions, the overall environment at the company and etc.

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The main obstacle in the way of solving those issues is the unwillingness of the

management to reflect on living conditions and work of the employees that are not only

the main resource for the companys operation but also the source of income for the

company.

It is very important to pay particular attention to non-material stimulation and creating

flexible system of privileges for the employees.

The urgency of the motivation issue is not challenged neither by science or practice

because there are many aspects that depend on motivational level of employees, such

as an increase of the social, creative, industrial and other fields of activity, productivity,

profitability and overall end-results of the organization.

3.2 Concept of Motivation

The topic of this research covers motivation of employees specifically and the work

environment.The aim was to discover what the factors that motivate people are, how

they are different in their needs and desires and what can be done to improve the

weaknesses of the system that companies apply to motivate their employees.

Thus, in order to clarify, definition of motivation will be given and different theories will

be discussed.

If you were to ask any manager what motivation was, you would definitely hear such

concepts as desire, needs, motives, aspiration, goals, tasks or stimulus. All

these concepts are reflected in the following definition of motivation. Motivation is the

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internal condition of the man connected to his needs, which activates, stimulates and

directs his actions towards the set goal.

The most important area in motivation is its indissoluble connections with human

needs. Person aspires to lower the pressure when there is a desire, whether one realizes

it or not, in satisfying the actual need.

Table 1. Model of the motivated behavior

During the work process people are trying to satisfy various needs, both physiological

and social. For many of those people, work is the mean of earning money, which can be

directed on satisfaction of the basic biological need, such as food, clothes, habitation

and others.

Professional work allows a person to satisfy not only biological but also social needs,

which are inherent to one as a social creature. Because beside earning money, one also

strives to make a good impression on people around, as well as establish good

relationships with them, become self-established, grow, make influence on others and

be sure in tomorrow. Not all of the needs and desires that motivate human behavior are

fully realized by one. For example, the need for authority and independence can be

Unsatisfied need

Pressure

connected to this

need

Motive, goal

Directed behaviorSatisfied need

Release of the

pressure

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shown in the extremely painful reaction of the employee to any pressure or

strengthening of the external control, though the real source of such behavior may not

necessarily be identified.

Motivation makes human behavior goal-oriented; therefore, the achievement of the

goal results is releasing the pressure and restores physiological and psychological

balance (Table 1).

3.3 Theories and Types of Motivation

First historically known approach of motivation was stick and carrot. The main point of

it precisely reflects social philosophy that has dominated in the society for centuries

meaning that anyone who can be forced to perform their job with the help of a stick, i.e.

under the threat of the punishment, should be motivated that exact way. And in the

cases where punishment is impossible or can be dangerous, encouragement should be

used. There can also be mixed situations where it is necessary to combine both

encouragement and punishment. It is quite visible in the example of different

approaches used in the antique society or in the Middle Age. Serving class would only

work out of fear to be punished, whereas warriors and feudal lords would work for the

reward and privileges.

Although, modern theorists think that rulers of those times, where there was no

scientific conceptions of motivation, acted wrong, the methods they used were more

effective in most of the situations. As the methods worked and have been used for

many centuries, they deeply rooted in the modern culture apart from modern

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approaches that appeared just recently. Many managers can still feel the influence of

those concepts even though those methods cannot always bring wanted results

nowadays. Educational level of employees is higher and they are more financially stable.

Therefore, their motives can be different and more complex than even a number of

years ago.

Scientific approaches to study motivational process started in 19 century due to their

connection to the development of psychological science. Today there are two

approaches on which the substantial and remedial theories of motivation are based.

3.4 Substantial theories of motivation

Substantial theories of motivation are based on revealing of internal motives, called

needs that force people to action. These theories reflect the mechanism coordinating

human behavior with satisfaction of their needs. Out of the considered theories there is

Need - hierarchy theory by Maslow , Existence, Relatedness, Growth (ERG) Theory by

Alderfer, McClelland's Theory of Needs, Herzberg's Motivation-Hygiene Theory(Two

Factor Theory).

3.4.1 Need-hierarchy theory by Maslow

This theory is based on study of human needs. Its supporters, including Abraham

Maslow, considered that the subject of psychology is behavior rather than

consciousness of the person. On the basis of human behavior there are needs that can

be divided into five groups (Maslow, 1954):

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Physiological needs, necessary for human survival, which is food, water, rest

and etc.

Need for security and reliance of the future protection against physical and

other possible dangers from the environment and the world and reliance on

their physiological needs to be satisfied. Display of this need can be for

example the search of reliable work with future perspectives and pension.

Social needs necessity of the social environment, which include

communication with people and feeling of support. That is a need for

affection and belongingness to someone, approval of others, feeling of social

interaction and friendship.

Need for respect recognition of others and aspiration of personal

achievements, includes such internal factors as self-respect, independence,

competence, personal achievement and external factors of respect of the

status, respect of others and recognition.

Need for self-expression, i.e. need for own growth/development and in

realization of potential opportunities.

The first two groups of needs are primary and the other three are secondary. According

to Maslows theory, all these needs can be arranged in a strict hierarchical sequence in a

form of a pyramid, where the base layer places primary needs and secondary ones are

on top (see table 2 below).

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Table 2. Maslows Hierarchy of Needs

Maslows (1954) hypothesis suggests that in each concrete moment, behavior of the

person is determined by one of the strongest unsatisfied need. As the need is satisfied,

it stops playing motivational role and so the following one becomes motivational. Thus,

according to Maslow, the power of needs goes down from physiological needs to the

needs of self-expression on the layers of hierarchy of needs.

The need for self-expression and personal growth cannot always be fully satisfied,

therefore more complex techniques of motivation should be applied. When you look at

personal growth as a motivator, you change the way employees think about their work,

you help them become more capable, and you give them a meaningful purpose in

coming to work. (Bruce, Anne. How to Motivate Every Employee.)

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Therefore, the duty of each manager consists of careful observation of subordinates,

finding out what active needs drive and motivate each one of them and make decisions

concerning realization of those needs in order to improve performance of employees.

This conception has become quite popular, especially among practical managers. It

corresponded to their understanding of the problem of motivation and was simple to

understand. Unfortunately, empirical researches did not confirm absolute applicability

of this theory in practical situations. But here is what Maslow said in his theory of

motivation:

Man is a wanting animal and rarely reaches a state of complete satisfaction except for

a short time. As one desire is satisfied, another pops up to take its place. When this is

satisfied, still another comes into the foreground, etc. It is characteristic of the human

being throughout his whole life that he is practically always desiring something. We are

faced then with the necessity of studying the relationships of all the motivations to each

other and we are concomitantly faced with the necessity of giving up the motivational

units in isolation if we are to achieve the broad understanding that we seek for. (Adair,

John. Leadership and Motivation.)

3.4.2 Existence, Relatedness, Growth (ERG) Theory by Alderfer

Ideas of Maslows hierarchy of needs had strong influence on the notion of how

employees can be motivated effectively. Later Clayton Alderfer from Yale University,

used ideas of Maslow and other authors to formulate another, more applicable

approach that was named theory of survival, belongingness and growth.

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Alderfer(1972) created three-level hierarchy of needs, in which he included

approximately the same needs as Maslow but divided them into groups differently. He

detached groups of vital needs that include physiological needs and needs for financial

security, needs for belongingness, all of which consist all social needs of Maslows, plus

social security and needs for social appraisal, needs for growth, including need for self-

estimation and self-realization.

Table 3. Hierarchy of needs by Alderfer

Need for growth:

Internal need for self-estimation

Need for self-realization

Need for Relatedness:

Social needs

Need for social appraisal

Need for social security

Vital needs/Existence:

Physiological needs

Need for financial security

There are four key points for understanding Alderfers theory: consistency of

satisfaction, disappointment (frustration), consistency of disappointment in reverse and

aspiration.

First component is consistency of satisfaction, which confirms Maslows idea that higher

level needs grow as lower level needs are satisfied.

Second component is disappointment, which reveals when an individual tries to satisfy

some specific needs but fails. So as a result, disappointment can make satisfaction of

this need more important, in spite of the fact that the person can fail again.

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In the case of repeated failure there is a third component - return sequence of

disappointment, which may lead an individual that failed again to shift their attention

towards the needs of the lower level that are more concrete and authentic.

Last fourth component is aspiration, which fixes that growth represents internal factor

of satisfaction. The greater the degree of the personal growth and development, the

greater that person aspires to grow. Therefore, the more one satisfies the need for

growth, the more they are interested in doing so.

Thus, the conclusion to the theory is the following

The need becomes more important when it is less satisfied

The importance of the next higher level need rises with the bigger satisfaction of

the lower-level need

The importance of the lower-level need rises with less satisfaction of the higher-

level need

Kakabadse (2004) says: This last point, about need frustration, is particularly important.

If individuals cannot get what they want from a job then they just demand more of what

they can get. Hence, employees may be disruptive at work, demanding more money,

when what they really want is a more challenging job. If staff motivational problems are

to be overcome it is important to recognize such displacement behaviour.

From the theories considered above, Maslows conception is widely known and used in

organizations more frequently. However, according to Komarova (1997), Alderfers

model is potentially more applicable because it considers more modern points of view

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and uses deeper knowledge and understanding of personal needs and its role in the

organization. (1997)

3.4.3 Acquired needs theory by D. McClelland

With the development of the economic relations and perfection of management,

significant role in the theory of motivation is allocated to the needs of the higher level.

Basing on the work of Murray, researcher David McClelland and John Atkinson

contributed a lot to understanding of the needs importance towards success,

participation and authority for organizational performance.

David McClelland (1965) argues that not all needs are as universal as Maslow

proposed. Many are socially acquired and vary from culture to culture. He defined three

types of socially acquired needs: the need for achievement, the need for affiliation and

the need for power. The need for achievement reflects the desire to meet task goals.

The need for affiliation reflects the desire to develop good interpersonal relationships.

The need for power reflects the desire to influence and control other people.

McClelland argues that it is difficult for people to change their needs, once acquired.

Pursuing this line of thought, it is important to diagnose needs at the selection stage.

Managers can try to match individuals with particular needs to positions where these

can best be satisfied. (Kakabadse, Andrew; Bank, John; Vinnicombe, Susan. Working in

Organisations.)

Travin (1995) writes that every need can be a powerful motivational factor for the

employees.

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Need for success assumes aspiration of achievement of difficult and interesting goals.

Individuals, whose need for success is what drives them to perform their task, receive

satisfaction when they achieve wanted results, whether or not it was noticed by anyone.

Comparing acquired needs by McClelland to Maslows hierarchy, one can see that the

need for success is somewhere in between the need for respect and the need for self-

realization.

Need for participation is expressed in aspiration to warm and friendly relations with

others. People with a highly expressed need for participation like to work in the

environment with a closer contact and cooperation with co-workers.

Need for participation by McClelland is similar to social needs by Maslow. People with a

highly expressed need for participation are often satisfied with the work environment

that provides social opportunities. Therefore, they prefer to work in a closer contact

with co-workers and company clients.

In cases where managers and staff approve, respect and reward good work, employees

with a highly expressed need for participation are motivated to work so that they can

gain recognition and respect.

Need for authority is connected to internal aspiration of the person to control others

and influence their behavior. Depending on how this need is being used, it can have

positive or negative influence on administrative success.

There are two types of power, where either each or combination of both can satisfy this

need.

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1. The aspiration to personal authority assumes aspiration to predominate above

others in order to achieve this domination.

2. Social strive for authority assumes gaining power as means to achieve group

success. People striving for such authority use it for motivation and positive

influence on others and for maintaining the achievement of group success.

In usual conditions organization should try to avoid hiring people that seek for personal

authority. And on the contrary, it should try to hire employees that obtain social

aspiration of authority and which should be prepared and educated to take

management roles that would allow them to use the authority to benefit the company.

3.4.4 Herzberg's Motivation-Hygiene Theory (Two Factor Theory).

An American psychologist, Frederick Herzberg, has created this theory on the basis of

interviews taken from various workplaces, in different professional groups and in

different countries.

Interviewees were asked to describe situations in which they felt satisfaction or

dissatisfaction with work.

All answers, says Vihansky (1994), were classified into groups; studying the data,

Herzberg came to a conclusion that satisfaction and dissatisfaction with work case by

various factors. One person characterizes connection between factors and level of

dissatisfaction of employees and another one characterizes connection between the

factors and level of satisfaction. Factors in both cases are different. Herzberg named the

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first group of factors factors of contextor hygienic factors and the second one

motivators (see table 4 below).

Herzbergs conclusion was:

The one dramatic finding that emerged in our review of this literature was the fact that

there was a difference in the primacy of factors, depending upon whether the

investigator was looking for things the worker liked about his job or things he disliked.

The concept that there were some factors that were satisfiers and others that were

dissatisfiers was suggested by this finding. From it was derived one of the basic

hypotheses of our own study. (Adair, John. Leadership and Motivation.)

Table 4. Factors influencing work satisfaction

Hygienic factors Motivational Factors

Type of management Achievements

Company policy Success recognition

Relations with manager Work as such (interest in the task)

Working conditions Responsibility

Salary Job advancement/Promotion

Relations with co-workers Professional growth

Relations with employees Creative growth

Status

Security

Hygienic factors are connected to the environment where person works and motivators

are connected to the work itself. According to Herzberg, the absence of hygienic factors

leads to ones work dissatisfaction. Vihansky (1994), however, said that if those factors

would be present they would not motivate employee for completing his tasks.If factors

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of the context create bad situation then employees feel dissatisfaction, but also these

factors do not result in the work satisfaction but rather give neutral feeling.

Motivators cause work satisfaction connected to the work itself and needs for self-

expression. The absence of motivators result in work dissatisfaction and its full presence

provoke work satisfaction and motivate employees to increase performance

effectiveness. (Table 5)

Table 5. Two-factor hygiene-motivation theory by Herzberg.

Application of Herzberg theory assumes two-step process for managing satisfaction and

motivation of employees. At first, managers should turn to hygienic needs to ensure

satisfaction of employees basic needs in order to remove dissatisfaction. When these

conditions are achieved, employees will not have the feeling of dissatisfaction with work

and they will not be interested in avoiding work and performing poorly. Later, managers

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can go to the second stage and address to satisfaction of much more powerful needs

motivators. If those ones were ignored it would be quite difficult to reach long-term

satisfaction and high motivation. When the needs-motivators get satisfied, employees

are satisfied and motivated to perform their task/job well.

Thus, substantial theories of motivation are based on research of need and revealing of

the factors determining human behavior.

3.5 Remedial theories of motivation.

Remedial theories of motivation are mainly based on human behavior. Thus, such

factors as perception of the situation, ability to gain knowledge and cognition of the

environment are considered. Below I will go through two theories that relate to this

group, which is Expectancy theory by V. Vroom and Equity theory by S. Adams.

3.5.1 Expectancy theory by V. Vroom

Expectancy theory states that individuals have tendency to work on the basis of

expectations that their actions will be followed by compensation, which would have

high interest for individuals. This theory is based on three variables.

1. Correlation between work expenses and results is estimated by an individuals

expectation that certain efforts, put into the process, would bring necessary

results.

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2. Correlation between the result and reward is estimated by a degree of

individuals reliance that the result, achieved on limited conditions, will result in

desired reward.

3. Valence of reward utilities, connecting individual with potential result or

reward, outcomes from work completion. Where it is considered as a goal or

personal need.

Vroom argues that people will be highly motivated when they feel confident of

achieving high performance, the attraction of the rewards is high, they feel that they are

likely to receive the rewards if they perform highly and they feel fairly rewarded relative

to others around them. (Kakabadse, Andrew; Bank, John; Vinnicombe, Susan. Working

in Organisations.)

According to Gubanov (1997) Expectancy theory is based on a rule that the presence of

active need is not a unique necessary condition of ones motivation for performing

certain work or task. One should also hope that the chosen type of activity will lead to

their needs, satisfaction or wanted results. The main point for this theory is the

expectancy conception.

Where expectation can be considered as individuals estimation of probability for a

certain event.

Expectation is measure by the individual with the help of so-called subjective

probability, which has the meaning of 1, if the person is absolutely sure that the event

will happen and 0 if they are sure that the event will not happen. Accordingly, meanings

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in intervals from 1 to 0, show that these probabilities work when individuals reliance on

the event happening, is decreasing.

Gubanov suggests that within the framework of this approach the level of motivation

can be appreciated quantitatively. IfP1 would be designated as subjective estimation of

probability that the worker can achieve set results at the certain work expenses, P2

subjective estimation of probability of payment of the reward for achievement of the

set results and P3 is the subjective probability of conformity of reward of the realized

needs of the employee, the level ofMotivation can be appreciated under the following

formula:

M = P1*P2*P3

This formula evidently demonstrates that the motivation is different from zero only in

the case when the employee considered all subjective probabilities included in the

formula, as essentially larger than zero. Otherwise, employee should consider work as

manageable, employer as the person carrying out his obligations and reward as desired.

3.5.2 Equity theory by S. Adams and its application in practice of management

Developed by Stacy Adams, Equity theory states that each person subjectively

determines the connection between received reward and efforts spent on the

performance of the task and then correlates this connection to the similar one, which

develops for the other people that perform similar tasks. If such comparison leads

employee to a conclusion that these relative values are approximately equal, the

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situation is subjectively perceived as fair. If the comparison shows misbalance, then an

individual thinks that injustice took place.

Genkin (1996) says that in this case the employee can have psychological pressure and

can come to a conclusion that they are either not getting paid enough or getting

overpaid. As the result, the employee can have aspiration to remove the pressure and in

order to restore the justice would want to eliminate misbalance.

Table 6. Adams Equity Theory

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Table 7 is the example of how the reward and input process works:

Reward

Input

Reward B

Input B

Injustice

(overpay)

Genkin (1996) argues that the important factor in this situation is a choice of the object

for comparison, done by the employee. This theory allocates three categories of

employees by their behavioral stereotypes determining the choice of the reference

group: oriented on others, oriented on the system, oriented on themselves.

Employees referring themselves to the first category, compare themselves to different

people performing similar tasks in the same organization, including their friends,

neighbours etc in other organizations, which means that their reference group is quite

big.

Employees that are oriented on the system consider the procedures and policies of

the salaries in the organization, both theoretical and existing ones. The consideration of

the terms and conditions of salary distribution in the company is a usual characteristic

for employees of this category, so their reference group is the organization they work

for.

The category of the employees that are focused on themselves used to analyze only

their own correlation between reward and contribution. They compare this value only

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with their own previous experience and previous work. In this case, the reference group

is the smallest one, which is the employee themselves.

Thus, Genkin(1996) suggests that the following conclusion can be formulated from the

Equity theory: motivation of the employees depends on the relative reward not to a

lesser degree than on the absolute one. As soon as the employees feel injustice they will

act towards the improvement of the situation. Results can be shown in a greater or

smaller productivity, it can increase or decrease in quality of the results, affect growth

of absences and company leaves.

L.S. Vygodsky and his students A.N. Leontiev and B.F. Lomov have reached greatest

success among Russian scientists in development of the motivational theory. They

investigated problems of psychology on the example of pedagogical activity rather than

the industrial one. That is why their study has not received further development. But

there is an opinion that all basics of Vygodskys theory can be used in industrial

environment.

Utkin (1996) stating Vygodskys theory says that there are two parallel levels of

development in human psychology, higher and lower one that determines high and low

level needs and both develop by a parallel. Which means that satisfaction of ones level

needs with the means of the other is impossible.

For example, if person needs to satisfy his lower needs in a certain moment of time,

then material stimulation start working. In this case, higher level needs can only be

satisfied by non-material way. L.S. Vygodsky made a conclusion that higher and lower

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needs develop independently and by a parallel, and jointly control human behavior and

his activities.

So this theory is more progressive than any other. However, it does not take into

account the highest needs of the person.

Proceeding from the system representation of human activity, Utkin argues that it is

possible to confirm that person makes decision on the level of regulation, adaptation

and self-organization. Accordingly, needs should be realized on each specified level

simultaneously. So the assumption is that lower, higher and highest needs develop by a

parallel and jointly and controlled by human behavior on all levels of his organization,

meaning that there is a three-level type of satisfaction of needs exists, through material

and non-material stimulation.

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CHAPTER 4

4.1 Methodology

In order to strengthen the quality of research, both secondary, with the use of

literature, internet and etc , and primary research have been used. For the later one two

methodological tools for gathering material were applied: survey and in-depth

interviews. Both methodological tools were chosen in order to supplement each other,

and provide for the most complete view of the situation as possible.

The first company for conducting studies was Logistics team of the Customer Integration

Services, DHL Europe. The team included 3 women and 29 men. All of the team

members were within the age range of 25-37. The company office is situated in Prague,

Czech Republic.

The second company was NEOTECH and it has 15 employees overall, 2 women and rest

13 are men. It is less formally structured than DHL and the team age group was between

24 and 30. NEOTECH is situated in Bishkek, Kyrgyzstan.

The third company was Physter Technologies. The team of respondents consisted of 8

permanent employees, only one of which was a female. Other employees are

contractors that were considered irrelevant due to their short term stay in the company.

The age range was between 28 and 55 years. Physter Technology is located in Prague,

Czech Republic.

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The survey does not contain open questions but rather give multiple choice answers,

thus the overall completion of the survey should not take more than 15 minutes. The

questions created provide an opportunity to gather in-depth information on working

environments, employee attitudes and top motivators allowing to examine topic

thoroughly.

Therefore, this method is the best and since it is anonymous and outside of the

company, none of the employees should be afraid to share the information.

Another method to be used is the in-depth interviews with mainly managers, which

allowed to get different perspective on the subject of the research and to extract more

detailed information by providing more open questions and giving the opportunity to

express their opinions, thoughts and recommendations on improvements, etc.

Interviews are to be conducted in the same places as the survey.

Both of the methods chosen have certain strengths by containing detailed questions and

anonymity which allowed respondents to be more open and share valuable information

for this research.

4.2 Research design

There are various techniques that could have been used in the conducted research ,

therefore it was very important to choose the appropriate tool that would best fit the

purpose and help to achieve set objectives of this study. Research seeks, through data,

to discover underlying truths(Leedy, P.D., Ormord, J.E., 2005, p.89)

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Thus, in order to reveal the truths for the specific topic of the research, it should be

designed properly.

According to Saunders, research design is the overall plan to answering research

question. Therefore it is very important to clearly identify research questions, choose

data collection and analysis methods and justifications.(2007)

The means for gathering primary research data were survey and in-depth interview.

For the survey, a questionnaire, consisting of 35 question, was designed that aimed at

revealing employees' attitudes in their everyday job environments. In order to avoid the

psychological pressure on the respondents and becoming possible misleading

information from them, the questionnaire was sent via email with a guarantee that the

answers will not be subject to any other use as for this research and will be protected as

anonymous. For the optimal time for filling out the questionnaire, the length of the

questionnaire was suited to be completed in approximately 15 minutes per respondent.

For the in-depth interviews, consisting of 10 questions, the respondents were asked for

their personal opinions and their personal explanations on the selected topics. The

structure of interview questions was flexible to fit possible deviations from the initial

answers, in order to allow respondents to clarify their views and give them opportunity

to express themselves as fully as possible. The time for answering the questions was not

subject to any limits.

Methods by steps:

1. Research and review of the literature on Employee Motivation and Motivation

Theories in general

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2. Create a questionnaire/survey and send it out to the team members

3. Compose questions for in depth interviews

4. Interview people and gather all the answers (whether they are sent by emails or

written by hand,..)

5. Collect the surveys and analyze the results with the application of the motivation

theories used for the study

4.3 Secondary research

Secondary data can be valuable addition to any research, Ghauri says: Secondary data

are useful not only to find information to solve our research problem, but also to better

understand and explain our research problem also verification process is more

rapid and the reliability of the information and conclusions is greatly enhanced.

(Research Methods in Business Studies, 2005)

Sources for secondary data are: books, internet(corporate websites, online magazines,

library, databases), journal articles, catalogues and previous research by the company,

which can answer some of the survey questions, because contained information is

gathered from inside and therefore provides a more detailed picture on the company,

its employees and environment. These factors cannot be researched or observed

thoroughly just by a short observation and one time survey or interview.

Consequently, it is necessary to find those sources and evaluate them for relevancy. The

evaluation process is inevitable part of the process because not every data is

appropriate to be used, therefore a number of comparisons should be made and back-

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up information should be found for each specific data to prove reliability and

validity.(Ghauri, 2005, p.92)

The literature review for this study mainly based on historical studies of theories of

motivation and its development, along with the textbooks and other published material

both online and printed journal articles. Ghauri cites Churchill(1999:215): do not

bypass secondary data. Begin with secondary data, and only when the secondary data

are exhausted or show diminishing returns, proceed to primary data.(Research

Methods in Business Studies, 2005, p.95)

With the help of available sources mentioned above, the core structure of this research

has been created and has lead to appropriate primary data selection.

4.4 Primary research

In order to support secondary data findings it was necessary to conduct further research

to compare the historical development of theories of motivation.

Primary data includes focus groups observation, questionnaires and surveys,

experiments and interviews.(Ghauri, 2005, p.102)

There are certain advantages for using primary data, such as that it was created for this

particular study, and in this case consisted of a survey and an in-depth interview. Each

of the two had specific questions directly linked to the theory that have been selected

as a source for the secondary data.

According to Ghauri, after choosing the appropriate method the relevant unit of

analysis should be defined. He also says: this is particularly important in an

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international research setting, as the complexity of environmental and contextual

factors may have major impact on the topic/area of research(Research Methods in

Business Studies, 2005).

As mentioned above first method to be used is a survey, which is a strategy that

involves the structured collection of data from sizeable population.(Saunders, 2007)

this method was conducted by creating a questionnaire and sending it out to

respondents. This method suited best to receive statistical data from employees.

The second method was in-depth interview, which was aimed on gathering valid and

reliable data from managers because more detailed information from a different

perspective was required for this study. In-depth interviews are non-standardized and

also referred to as qualitative research interviews.(Saunders, 2007)

4.5 Survey

Survey research involves acquiring information about one or more groups of people-

perhaps about their characteristics, opinions, attitudes, or previous experiences-by

asking them questions and tabulating their answers. The ultimate goal is to learn about

a larger population by surveying a sample of that population,..(Leedy, D., P. Ormrod J.

E., 2005, P.183)

This method has been chosen due to its flexibility and an ability to concentrate on and

aggregate large amount of data from the specific research target area. This method

provides for rather direct answers from the interviewees that are preselected to the

most relevant referential group to the research. This, in turn, allows for a build-up of an

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estimate analysis of the situation. Thus, according to Rugg, Gordon et. al., survey is a

great tool of getting the estimate numbers of the research (2006).

This methodology tool was especially suited for analysis of the data from the DHL

company, which has a large stuff size. If approached in another way, not only it would

have been very difficult to survey every single or even the majority of employees, but

the quality of data would not necessarily win in quality and relevance. This would be

due to the incomplete access to different departmental levels. Therefore, based on the

methodological guidelines for a survey focus group, a specific team has been chosen as

a focus group, each member of which had agreed to participate in the survey and fill out

a specially designed questionnaire.

Questionnaire was created out of 35 questions with multiple choices, with a gradation

of answers to maximum of four options. The overall survey should not take more than

15 minutes per employee.

Questionnaires were sent out through internal email with the approval of the manager.

Each company or participant team had a week to complete this questionnaire and send

it back to the researches.

4.6 In-depth interviews

In order to get a deeper understanding of how management perceives motivation in

their organizations in-depth interviews were chosen as a method that can extract more

information through its strongest advantage of interacting with people directly and

observing their immediate responses. This gave an opportunity to watch people while

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they were answering and see how they felt was valuable key to gathering material on

human side of the issue, which cannot be substituted by other non-direct

communication tools.

As Lisa Guion describes it: The goal of the interview is to deeply explore the

respondent's point of view, feelings and perspectives. In this sense, in-depth interviews

yield information.

In-depth interviews aimed on managers, who, according to Saunders, prefer to be

interviewed than fill out a questionnaire. An interview provides them with an

opportunity to reflect on events without needing to write anything down.(2007)

Managers have been chosen for this specific method to obtain data from different

perspective on motivation than the ones from employees. This was important to see

how managers perceive this topic and thus, to write recommendations for the company

basing on both, managers and employees.

Interviews have been conducted in a relax atmosphere with no time limit in order to

give the opportunity for each manager to express his thoughts and opinions.

4.7 Reliability and validity

Validity and reliability of data is crucial for every research. According to Saunders,

validity shows to which extend data collection method is chosen appropriately and to

which extend the research findings are accurate in their content. Reliability shows to

which extend data collection method that have been used will defer consistent

findings.(2005)

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Therefore, it is important to eliminate all the possible threats that can be found in some

questions that an employee would be hesitant to answer truly, the timing, avoiding

stressful work overload periods, making sure the environment is suitable, in the case of

the interview, for example, or privacy issue may arise. Thus the ethical code should be

included with each survey and presented at the beginning of the interview, agreeing on

all the terms with the respondent.

4.8 Methods of analysis

In order to analyze the data gathered from the surveys two methods have been used,

such as data matrix and bar chart. Both of these methods are best in representing

quantifiable data, which according to Saunders are the ones values of which are

evaluated numerically as quantities.(Research Methods for Business Students,

2007)p408

Data matrix is a simple table, each column of it represents a separate variable of

collected data. Each row of this table contains variables for an individual case or unit of

the collected data.(Saunders, 2007)p411

Second method of analysis method was bar chart that visually more attractive way of

presenting findings. It is also more precise representation and is good for using in

research papers.(Saunders, 2007, p423)

According to Rugg(2006), specific categories needs to be identified and counted how

many times each subject came up in the answers. Then it is a matter of choosing

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whether the result will be presented as a number or as in the case of this research, as a

percentage.

Research findings were all presented in percentage form to generalize results of the

whole company by sampling a specific group of employees that the access was granted.

Both of the methods, data matrix and bar chart were supported by description to avoid

confusions and make finding comprehensive to any reader.

4.9 Contingency plan

Contingency plan is necessary to provide a back-up or secure research in a case of

failure. This study has been conducted in three different companies of various sizes.

Thus, if one of those companies would have refused to participate in the research or not

enough of sufficient data would have been collected, another group of similar size

companies have been found. The completion of both interviews and surveys would have

been required to obtain necessary data to complete this research.

In order to avoid this step that would have not only slowed down the research process

but also might have required additional sources and more time spent on this stage.

Therefore, all the threats should have been eliminated by providing maximum

convenience, flexibility, necessary and requested information for each company.

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4.10 Ethical consideration

Ethical consideration should be created in order to avoid one of the potential threats

not only for data validity and reliability but also for overall completion of the interviews

and surveys.

According to Ghauri: Ethics are moral principles and values that influence the way a

researcher or a group of researchers conducts their research activities. (Research

Methods in Business, 2005, p.19) Therefore each of the moral considerations should

have taken place and code of ethics have been created to support this research.

Code of ethics

1.I will not require any personal or contact information of the survey participants

2.Any personal or contact information will not be used reason for this statement is

that participants will be sending surveys back by their email. Survey will then be

downloaded and stored without any contacts

3.I will not push any of the participant to fill out the survey

4.All research findings will be used strictly for my own research purposes

5.None of the information will go to public publications or company management

6.I will be objective in analyzing the results of the survey

7.Full confidentiality and privacy of the content will be provided

After presenting the code of ethics above to the manager of each company the

permission was granted to conduct the study inside of each company. This code of

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ethics was also attached to each email with the survey and when employee agreed to it,

the survey was completed and sent back tot eh researcher. In the case of the interviews,

code of ethics was presented due to the start of it and interview continued upon mutual

agreement on each point of the code.

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5.2 Survey

Survey was created specifically for the purpose of this research and sent out to the

employees of all three companies. However it is important to state all the questions

clearly so that employees would not spend extra time on answering.

The following analysis would show questions and charts underneath with small

descriptions of possible difference considering three different companies.

The analysis presented in the basic tabular charts and bar charts stating the question

and description.

How long have you been with your company?

WORK PERIOD

DHL NEOTECH PHYSTER

up to 2 yrs 20% 10% 87%

2 - 5 yrs 70% 90% 10%

5yrs + 10% 3%

This table shows that the majority of employees from DHL and NEOTECH have been

working in their companies for over two years, which may have a certain effect such as,

for example, the employees of PHYSTER have been working in the company for less than

2 years, which means that they are more enthusiastic.

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Do you know your company values?

COMPANY VALUES KNOWLEDGE

DHL NEOTECH PHYSTER

yes39% 40% 19%

yes, able to list them 30% 34% 15%

yes, but cannot list them 20% 16% 10%

no 11% 10% 56%

The table above shows whether employees know their company values and the

numbers represent quite discouraging figures because not knowing companys values

also means not knowing what an employee is working for. Therefore it is very important

that the manager is constantly communicating what the company goes for, its values

and goals, that influences motivational level of each employee and may cause

dissatisfaction with work, according to Herzberg.

The following chart represents two questions:

Do you know what is expected from you and your team?

Are you aware of the fact that your success affects your team and the company?

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The awareness chart shows that most of the employees do know what is expected from

them and that their success has direct effect on their team members and the company

as a whole. This can also be related to Herzbergs theory when he talks about

achievements and responsibility, once obtained, causing higher level of satisfaction for

each employee. McClelland also writes about the need for success because achieving it,

employees receive great satisfaction and are motivated to continue working on the

same level.

The next bar chart represents question 6 and 7

Do you enjoy working in your company?

Do you see yourself in this company in the future?

Satisfaction level varies in each company and even though the majority of employees in

all three organizations do want to stay working in their companies, most of them say

that the conditions there could be better. By the conditions they see the following: the

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environment, job tasks, co-workers, salary and other things that constitute their daily

routine.

However, quite a few employees do enjoy working but there is still a small amount of

those who would rather leave their companies.

Working conditions is a big factor and Herzberg says that if its not suitable for daily

routine, cause high dissatisfaction level of employees and they loose motivation to

work.

Does your company provide a clear and effective system of appraisal and career

development?

This chart shows that the smaller the company the better the system of appraisal and

development. This can be connected to the fact that big companies are simply busier

maintaining other things than taking a good care of their employees growth. Whereas

small companies do understand the value of the employees better and therefore

provide a rather clear and effective system of appraisal and career development.

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And there were some interesting suggestions/comments from the employees:

Have not had my appraisal completed by anyone with any real knowledge of what I do

or interested in my progression. I am hoping my new line manager will change all this...

more organizational structure and awareness needed

System of appraisal consists of various factors such as compensation and recognition,

for example. This is a very powerful tool and Expectancy theory by Vroom is talking

about relations between the reward or compensation and efforts that employee put s

into completion of his/her work. Therefore, when employees know that they will be

rewarded for successfully completed task, they will be willing to put more effort in

performing it.

This leads to the next question.

Do you feel valued by your company?

Mentioning the value of employees and the size of the company, the chart above

demonstrates that DHL, being a big company, where employees are quite not sure

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whether they are valued by their managers, therefore the number of yes answers is

lower from the smaller companies.

Maslows theory of needs suggests that on the third, belongingness, level every person

has a need for respect, which include recognition, aspiration of persons achievement.

This also find support in Alderfers theory with the need for relatedness, when

employee knows hes been valued at work, he tend to relate to this social group.

Do you know your companys unique selling preposition in comparison with

competitors?

The value of this question is similar to the one asking whether employees know

companys values because in order to produce good quality work each employee,

including management should know the common goal, values and how the company is

different from the competition. This not only improves motivational factor but also

reduces the confusion level. From this chart it is clearly seen that the majority of the

employees are unsure of what their companys unique selling preposition is.

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How important do you think your role is in your company?

The majority of the surveyed employees as it shown in this table do say that their role in

the company is important the discouraging factor is that the next big numbers say that

those employees are unsure whether or not their role worth something.

This is quite similar to the value factor because employees get frustrated when they

dont know if their role is important enough. Thus, according to Alderfer the need for

social appraisal must be satisfied.

Do you enjoy coming to work?

Role ImportanceDHL NEOTECH PHYSTER

Important 60% 90% 85%

Unsure 35% 5% 12%

Unimportant 5% 5% 3%

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As mentioned previously, Hezberg states that hygienic factors are directly connected to

the environment where person works that include all of the three factors from the bar

chart above: working conditions/environment, salary and co-workers.

The chart above shows reasons why employees enjoy coming to work every day and it is

clearly not the money they are making. Good relations with the co-workers and nice

environment are by far better reasons and when considering of improving working

conditions, each manager should make sure that working environment is not only

matching requirements for the specific job and industry but also that it makes it

pleasant to be in.

Do you receive support and encouragement from co-workers?

This chart has absolutely different results from one another. DHL has relatively similar

number of those who receive encouragement most of the time and sometimes.

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Whereas NEOTECH and PHYSTER have a big gap in between the two and they are quite

opposite. NEOTECH employees are by far more supportive to each other than the ones

in PHYSTER, who most likely concentrate on other things like getting their work done or

being hostile.

According to McClelland, every person has a need for participation, which consists of

friendly relations with others. Thus, an employee would far better prefer to be working

in a company with closer cooperation with his/her co-workers.

Do you feel that you have to compete with others in you team?

The competition factor chart shows that employees of big companies have a lot bigger

competition among each other and small companies barely know what that is.

Competition is considered as an important motivational factor that drives people to

show that they can do better; therefore the productivity level is more likely to rise.

However, this doesnt have to mean that productivity level of smaller companies is

lower due to lack of competition. In contrary, employees of the smaller companies are

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far more motivated by other factors, such as the appraisal system, as it was shown

earlier, for example.

Competition can be related to the personal growth factor that according to Alderfer

includes need for self-estimation and self realization.

Are you proud to be part of your team?

This chart shows that even though employees of all three companies are not very proud

to be part of their team, they feel quite satisfied to be working there. Nevertheless,

there are quite a few employees that are not proud to be working in their companies,

DHL and PHYSTER have bigger number. This can be result from various aspects in their

surroundings and relate to the mentioned theory above of the need for relatedness and

social security by Alderfer.

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Do you trust people you work with?

The trust chart demonstrates that people in smaller companies have more trust for each

other that may also be due to less competition, which always creates tension. Trust is an

important factor and Alderfer argues that need for social security is crucial. When

people dont trust each other they dont feel secure in this social group, which lead to

de-motivation and frustration.

How do you feel towards your boss?

FEELINGS TOWARDS BOSS

DHL NEOTECH PHYSTER

neutral 20% 5% 12%

inspiration 10% 7% 5%

fear 5% 5% 3%admiration 5% 3% 7%

respect 60% 80% 73%

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This particular table might be interesting to managers to know what their employees

feel towards them. Most of the answers say respect and only very few employee do

admire their manager or take some inspiration from them. This is rather discouraging,

because managers are the ones who should lead with passion, inspire by showing good

example and be always there when it is needed. According to Herzberg, relations with

manager are very important for motivation of employees.

How do you feel in comparison with your team members?

This chart shows that most of the employees of all three companies feel equally among

each other. The competitiveness is slightly higher at DHL, which links to the competition

factor that was mentioned earlier.

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Does your company provide you with the opportunity to develop new skills?

The new skills development chart tells that each of the three companies do provide

special trainings to develop new skills of their employees. This allows personal growth

and according to Herzberg is a powerful motivational tool to drive people.

Do you get punished for your poor performance?

Punishment bar chart demonstrates that companies do punish their employees mainly

sometimes. The never answers are most likely come from the employees that either

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have been performing well or they havent reached the punishment level, or in other

words maybe their mistake was too minor to be noticed.

Overall, each company should provide a clear separation and demonstrate that good

work will be rewarded and poor performance will be punished. This can be done by

lowering wage, not giving bonuses or any other benedictional aspect that company

provides.

How much of your time is spent on valuable work?

TIME SPENT ON WORK

daily hrs in % DHL NEOTECH PHYSTER

20 6%

40 9% 33% 5%

60 55% 33% 20%

80 30% 34% 75%

This is another question that perhaps managers would want to know what their

employees are doing and how they spend their working day. Sadly for them there is still

big number of employees that spend more time on other things not related to their

direct responsibilities.

But nevertheless, the number of people actually working full day is quite big, NEOTECH,

for example, demonstrate that its employees are hard workers.

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Do you attend every department meeting?

DEPARTMENT MEETINGS ATTENDANCE

DHL NEOTECH PHYSTERall of them 5% 80% 2%

compulsory ones 20% 10% 5%

most of them 70% 7% 85%

none 5% 3% 8%

The table above shows that employees of DHL and PHYSTER do go to most of the staff

meeting but they do not attend all of them, which can have a certain effect that they are

less informed or perhaps they are not very much interested in the companys updates

and performances.

Do you finish work..?

This is a very positive chart because most of the employees do finish their work on time,

however there are very few that do ask for an extension to finish their projects.

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There are many factors involved motivating employees to complete their projects, such

as working conditions, work itself or appraisal system, which are the hygienic factors by

Herzberg.

Do you get easily distracted by?

This chart says that most of the time it is the noise that cause the main distraction at

work and then only comes the co-workers with occasional chats that keep people from

completing their projects.

Do you feel that your work environment suits your daily tasks?

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Both DHL and NEOTECH agree that their working environment suits the tasks they have

to complete, whereas 82% of PHYSTER employees say that it actually could be better.

This question also related to Herzbergs theory and working condition as motivator,

which enhances desire of employees to complete their tasks.

What effect your company rules have on you?

The chart above demonstrates that employees of DHL and NEOTECH are affected by the

company rules to some extend, which sometimes makes them feel quite limited and

have some effect on their performance.

Employees of PHYSTER are not limited by the company rules, which gives them freedom

and therefore more motivation.

Herzberg suggests another hygienic factor relating to company policies and

administration that when these two has large influence on employees performance it

creates dissatisfaction.

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When do you leave work?

EMPLOYEE LEAVE WORK ..

DHL NEOTECH PHYSTER

when shift is over 40% 8% 2%

when work is complete 50% 90% 95%

between both 10% 2% 3%

This is another very positive chart demonstrating how hard working employees of the

chosen companies are. That most of them do not leave home until they finish their

work. This, as also mentioned previously, relates to hygienic factors of Herzbergs

theory, these factors drive those employees to stay over time and finish their task to

receive a reward or get recognition, for example.

Do you get acknowledged publicly in case of your success?

This chart says that employees of DHL and NEOTECH do get acknowledged publicly of

their success, which makes them proud and encourages them to keep up on the same

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level. As for the third company, PHYSTER, unfortunately their employees do not receive

this recognition. This is the factor that Herzberg is discussing in his theory by saying that

each person has a need for success recognition in order to be motivated.

How do you feel when criticized?

Criticism tolerance chart shows that DHL and PHYSTER employees, the majority of them,

do accept criticism with appreciation, whereas next majority just tolerate it. Criticism or

in other words, negative feedback is perhaps more important than the positive one

because people learn from mistakes and not when they do things right.

This leads us to the next question of how people prefer to be criticized? where the

majority of employees of each company prefer to be criticized one on one.

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Do you feel you can express your opinion freely?

Employees of DHL and NEOTECH are able to share their opinion freely among each

other, whereas employees of PHYSTER can do it only in some circumstances.

Similar to the trust factor and Alderfers theory, people need to feel secure among each

other and when it is missing they dont feel comfortable share personal information and

communication is also lacking.

Do you believe you can openly talk about your future perspective?

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Employees of the smaller companies have no fear of sharing their future perspective

with their co-workers. But DHL employees do it only sometimes; it might be due to their

high competition level, as mentioned earlier. This question is also related to Alderfers

theory as the one above, there is no trust, no social security.

How often do you get asked for an advice?

The chart above show very different results. DHL employees have quite similar numbers

for being asked very often, not often or sometimes, which is the bigger number of them

all.

NEOTECH employee are always consulting with each other and people at PHYSTER do

ask each other sometimes.

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When you make mistake, do you feel..?