turbulence between asian expats and hrm practices in doha qatar

Shibin Shaji Cherian 21043776

Msc. Human Resource Management

2011- 2012

1


TURBULENCE BETWEEN ASIAN EXPATS WITH HRM PRACTICES IN PRIVATE

SECTOR IN QATAR.

By

SHIBIN SHAJI CHERIAN

21043776

Presented for the award of Msc.

Sheffield business school.

Submitted on: 5th – Sept 2012.



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Research Ethics Checklist This form is designed to help students and staffs complete an ethical scrutiny of their proposed

research. It also enables the University and Faculty to keep a record of research conducted that has

been subjected to ethical scrutiny. Students should ensure that their supervisor has a copy of the

completed form and that it has been passed to the dissertation module leader. A copy of the blank form

can be found on the dissertation site on Blackboard. A new check list must be completed if the subject

of your research changes

Name of student or principal

investigator

Shibin Shaji Cherian

Name of supervisor (if applicable) Clare Moonan

Title of research proposal Turbulence between Asian Expats with HRM

practices in private sector in Qatar: lack of intrinsic

motivation deployed to expats working in private

sector.

Outline of methodology1 Positivist

Deductive

Survey

Cross – sectional

Questionnaires

1 If the research has a number of distinctive phases where the full methodology or research subjects are not clear

at the outset, a separate ethical approval may needed for each phase. In this case, the outline of methodology should make clear if approval is only being sought for an initial phase of work. Normally this requirement would only relate to Doctoral Students at the RF1 and RF2 stages of their research.



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What are the anticipated outcomes,

impacts and benefits of the research?

What are the plans for dissemination,

and feedback to participants in the

research/project?

To assess the level of intrinsic motivation

acknowledged by the Asian expats in private

sector in Qatar and its anticipated outcomes.

And to employ a pragmatic understanding on

the HRM contexts and controversies in Qatar.

Question Yes/No

1. Does the research involve human participants? Yes

If NO please go to question No. 6.

If YES, then please answer the following questions No. 2 - 5:

2. Will any of the participants be vulnerable?

(E.g. Young people under 18, people with learning disabilities, people who

may be limited by age or sickness or disability from understanding the

research, people who are limited by knowledge of language, and people

whose livelihood may be in jeopardy as a result of the research etc.)

No

3. Is there any reasonable and foreseeable risk of physical or emotional

harm to any of the participants? (E.g. Distressing interview questions,

experiments involving participants, asking participants to consume

samples etc.)

No

4. Will anyone be taking part without giving their informed consent? (E.g.

Research involving covert study, coercion of subjects, where subjects

have not properly understood the research etc.)

No

5. Will the research output allow identification of any individual who has not

given express consent to be identified?

No

If the answer to any of the questions 2 - 5 is YES then the research

proposal should be submitted to the FREC for approval unless it falls into



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a category/programme of research that has already received category

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No

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of........................................................ projects which has been previously approved by the FREC

and it does not therefore need individual approval (See Section 3)

(Approval awaited) This project should be referred to the FREC for individual

consideration – the work should not proceed unless and until the FREC gives approval.

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I can confirm that I have read the Sheffield Hallam University Research Ethics Policy and Procedures

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Signed.......................................... Name............................... Date.........................

Student / Researcher/Principal Investigator (as applicable)

Signed.......................................... Name............................... Date.........................

Supervisor or other person giving ethical sign-off (as defined by O&M Research Ethics Procedures)

Note: University Research Ethics policy available from the following web

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Students - If standard approval applies, please return this form at the same time you submit your

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These are the four categories of research that will not require Faculty Research Ethics approval:

1. The research involves direct access to subjects, through interview, questionnaire, focus

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their consent both to their participation and to use by the researcher[s] of the output.

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to their participation and to use by the researcher[s] of the output.

3. The research involves participant or non-participant observation of subjects. Some or all

subjects may not know that they are being observed as part of research activity. Full

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originally obtained outside the research project (for example, through consultancy work,

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training events, teaching or previous research projects). Full anonymity of both subjects

and organisations is guaranteed.

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relation to all the above categories the following conditions apply:

The research does not involve any subjects from vulnerable groups, and there are no

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with the Guiding Principles outlined in the Introduction.



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Abstract:

Organizations today aim in transforming global and for achieving this, organizations go global

and invest on foreign ground for more operational rationales. Empirical evidences have been

produced that employees require intrinsic over extrinsic level of motivation. Studies of such can

be interpreted as that employees need to be provided with career and continuous

opportunities so that employees can acquire a sense of recognition and intrinsically develop

organizational commitment to help in increased productivity and profitability of the

organization. While considering Hofstede’s cultural dimensions where they define countries in

the GCC as masculine culture, the functioning of the HRM is more in favor of the culture and

economy of the GCC. Considering the wealthy prospects of Qatar, a very successful highlight

can be interpreted that Qatar has been considered has one of the world’s richest country in

terms of GDP per capita and an ultimate destination for foreigners and expatriates to live and

work in Qatar for longer period of time because of its wealthy benefits. Unfortunately, while

plotting relevant literatures about the managerial practices being followed by Qatar, it has

presented a different scenario. Claims of bias HRM practices have been made by the Asian

expat who have lived and worked in Qatar for long term. This dissertation aims in proving that

lack of intrinsic motivation/ non monetary incentives are considered as the reason for

turbulence between Asian expats with HRM practices in Private Sector in Qatar.

This dissertation aims in finding out whether offering non monetary incentives has or have no

impact on employee performance and satisfaction which enable the organization to reap the

benefits. Thereby, this study creates hypotheses to test the null and alternative hypotheses

regarding impact of intrinsic motivation on employees. Results of this study have discovered

that there is a strong relation. Expats believe that they are not deemed to certain fair aspects of

rewards as they prefer to be rewarded performance based. Moreover, strong authoritative and

repressive management existing the private sector has leaded the expats in challenging

concerns to perform efficiently. This study uncovers recommendations, limitations and

suggestions to develop a better understanding platform to progress future research in Qatar.



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ACKNOWLEDGEMNENT

I would like to express my sincere and obliged gratitude to my supervisor, Clare Moonan, for

her continuous guidance and academic support for guiding this dissertation and I hope that the

result is worthy of all the time she spent assisting me. I would like to thank all the respondents

who took some time off from their busy schedule to fill my questionnaire. I would like to

express my sincere gratitude to my module leader, Katherine Gardiner for her endless support

in guiding me throughout the duration of this course. My sincere thanks to Rory Ridley duff in

making me understand about various research methods. I would like to thank Miss Nabanita

Dasgupta and Mr. Aaron John Varghese for helping me in grammatical proof reading and

analysis. I would also like to thank God, my family and friends for their valuable support

throughout this year.

Signature of student:

Date:



2011- 2012

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MSc HRM Dissertation

I declare the following:

1. The material contained in this dissertation is the end result of my own work and that due

acknowledgement has been given in the bibliography and references to ALL sources, be they

printed, electronic or personal.

2. Unless this dissertation has been confirmed as confidential, I agree to an entire copy, or sections

of the work, being held in the University library if deemed appropriate, or being placed on to the

course Blackboard site in order to allow future students to see examples of past dissertations.

3. I agree to my dissertation being submitted to a plagiarism detection service, where it will be

stored in a database and compared to work submitted from this or any other Faculty within the

university, or from other institutions using the service. In the event of the service detecting a

high degree of similarity of content with existing work, the dissertation's supervisor and second

marker will be informed and may decide to undertake further investigation. This may lead to

disciplinary action should instances of plagiarism be detected.

4. I have read the Research Ethics guidelines issued by Sheffield Hallam University's Faculty of

Organisation and Management and I declare that ethical issues have been considered, evaluated

and appropriately addressed in this research.

SIGNED:



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CHAPTERS TABLE OF CONTENTS PAGE NO.

1 Introduction:

1.1 Introduction

1.2 Research Rationale

1.3 Research Objectives

1.4 Research Questions

1.5 Dissertation Structure

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2 Literature review:

2.1 Motivation.

2.2 Motivational theories.

2.2.1 Expectancy theory.

2.2.2 Maslow’s theory.

2.2.3 McGregor’s X and Y theory.

2.2.4 Herzberg’s two factor theory.

2.2.5 McClelland theory of needs.

2.3 Why Motivation?

2.4 Importance of intrinsic motivation.

2.5 Understanding the Middle East/ GCC context.

2.6 Overview on Qatar’s HRM perspective.

2.6.1 Prospective background

2.6.2 Attractions for foreign direct investment

2.7 Why Qatar need expats?

2.7.1 Salient features of HRM functions in Private

sector in Qatar (Budhwar and Mellahi’s)

2.7.1.1 Research method applied by the authors.

2.8 Conceptual Framework

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3 Research Philosophies and Methods: 44



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3.1 Research aim/ design

3.1.1 Research philosophy

3.1.2 Research Approaches.

3.1.3 Research Strategy.

3.1.4 Research Methods.

3.2 Date Collection and Analysis.

3.2.1 Data for literature review.

3.2.2 Primary Data.

3.2.3 Questionnaires.

3.2.4 Sample Size.

3.3 Data Analysis

3.4 Ethical Considerations

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4 Data findings, analysis and discussions:

4.1 Gender and age composition.

4.2 Length of service.

4.3 Preference of incentives and motivational factors as

claimed by participants.

4.4 Level of diversity.

4.5 Level of satisfaction

4.6 Evidence low non monetary incentives/ intrinsic

motivation deployed to the employees/ expats.

4.7 Testing the Hypotheses:

4.7.1 Offering monetary incentives is well preferred by

the expats in Qatar in private sector.

4.7.2 Offering monetary incentives is not the only

preference by expats in private sector in Qatar.

4.8 Presentation of results from open ended questions.

4.9 Discussion.

4.9.1 Why Asian expat prefer intrinsic motivation in

private sector in Qatar?

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4.9.2 Are Expatriates satisfied to work in private

sectors in Qatar?

4.9.3 Does the use of non monetary incentives have

positive impact on performance?

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5 Conclusion, Recommendations, Limitations and

Suggestions:

5.1 Conclusion

5.2 Recommendations

5.3 Limitations

5.4 Suggestions

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82

Personal Reflection 83

References

Appendices

Tables and Figures Page no.

Figures:

Figure 2.2.1 – Expectancy theory 15

Figure 2.2.2 – Maslow’s theory of needs 16

Figure 2.2.3 – McGregor’s X and Y theory. 17

Figure 2.2.4 – Herzberg’s two factor (Motivation – Hygiene) Theory 18

Figure 2.8 – Conceptual framework 39

Figure 3.1 – Research process applied for dissertation 42

Figure 3.2 – Methodological process 43

Figure 3.3 – Research Onion 44

Figure 4.1 – Interpretation of data 53

Figure 4.2 – Age and gender composition 55

Figure 4.3 – Gender and length of service 57

Figure 4.4 – Age and length of service 58

Figure 4.5 – Non monetary incentives and intrinsic motivation. 60



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Figure 4.6 - Monetary incentives and extrinsic motivation. 63

Figure 4.7 – Gender satisfaction in the company. 67

Tables:

Table 2.5.1 – Oil proved and Gas reserves at the end of 2011

25

Table 3.1 – Differences between deductive and inductive approach 46

Table 3.2 - Differences between qualitative and quantitative 48

Table 3.3 – Cross sectional time horizon used in this dissertation 49

Table 4.1.1 – Case processing summary 54

Table 4.1.2 – Age and Gender cross tabulation 54

Table 4.2.1 – Gender and length of service 56

Table 4.2.2 – Age and length of service 56

Table 4.3.1 – Non monetary incentives and motivational factors as

claimed by the participants

59

Table 4.3.2 – Monetary incentives and extrinsic motivation 60

Table 4.4.1 – Diversity found in the organization 62

Table 4.4.2 – Population of Arabs in the organization 63

Table 4.4.3 – Population of Asians in the Organization. 63

Table 4.5.1 – gender and company satisfaction composition 64

Table 4.6.1 – Composition of non monetary incentive practices with

gender.

66

Table 4.7.1.1 – Offering monetary incentives is well preferred by

Asian expats in private sector in Qatar (H2)

67

Table 4.7.1.2 – Financial incentive preference level. 68

Table 4.7.2.1 – Offering monetary incentives is not the only

preference by Asian expats in private sector in Qatar (H1)

69

Table 4.7.2.2 – Promotion chances and length of service. 70

Table 4.8.1 – “What I like about my company is?” 71

Table 4.8.2 – “Things my company can do better is?” 72



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Chapter 1:

This chapter will produce a brief platform to the introduction of this dissertation.

1.1 INTRODUCTION:

Ever since the rising era of globalization, Multinational enterprises (MNEs) and Small and

medium enterprises (SMEs) have focused on understanding the relevance of international

staffing (Suutari and Brewster 2001). Several researchers have identified that lack of skills in

management and technical operations, emphasis on the use of expatriates to create an

objective of control in local operations (Suutari and Brewster, 2001; Torbiorn, 1985; Brewster,

S1991). In order to maintain trust regarding foreign business operations, several researchers

claim that a key reason in hiring senior expatriates was to preserve this trust in key

international operations, followed by large foreign acquisitions and management and

representational purposes (Hamill, 1989; Brewster 1991; Black et al., 1992). While there also

expatriates who migrate from one to another for the long term residence and work. One vital

factor that affects or influences management on employees is the work environment. Legge

(2005), in respect to this, states that organizations are now seeking to implement innovative

strategies to manage their employees and Human resource efficiently while clustering with

needs of globalization and PEST factors of the country where the organization is located. One of

the major reasons for such transformations as cited by Lipiec (2001) claims that realization of

importance and significance of the contributions generated by their employees for the

profitability and productivity of that particular organization.

The change was not only developed among industrial developments but also in strategies in

managing employees and staffs as well. The domination of labor market and employment has

been through vital aspects such as practices, structured principles and system. Buchanan and

Huzynski (2010) state that in order to construct and attain a desired organizational behavior,

motivational levels are to be included. While focusing on a common goal, employees and

employers share a bond and a sense of responsibility in attainment of that common objective,



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thereby, making it relevant, essential and significant those employees, employers and other

staff have a positive communication and that they do not get underprivileged of their personal

goals.

The transition of Human Resource Management from personnel management has created an

aura of strategic principles. Where once personnel management was only required to observe

and manage workforce is now considered as a principle that should enable the human assets to

interact and communicate efficiently with minimal dissatisfaction and conflict so as to achieve

the organizational benefits. Further, O’Reilly (2008) states that human resource management

has evolved to such extent that it’s able to manage employees and their welfare through

intrinsic and extrinsic types of motivation. While in the early phases, human resource

management were only emphasized and involved in developing and maintaining employee

obedience and conformity, the tables have now turned. With consideration to the relevance of

existing literatures and empirical evidences, the focus of every human resource management

has now driven towards more ambitious prospects of achieving employee management and

commitment to develop organizational success. Looking into Davis and Lynne (2000) and

Woodruffe (2006), one can derive an understanding that an organization cannot exist without

financial budget and enough human capital to manipulate the operations. Organizations around

the globe consider employees to be accountable for the profitability of the organization. It is

their work, commitment and obligation that can drive standardized results which the

organization would reap the benefits. However, In order to maintain such standards,

employees must be driven with both intrinsic and extrinsic types of motivation which directly

result in employee performance and commitment to the task and organization.

In order to emphasize on such pragmatic compensations, organizations must investigate the

current platform on where they stand. In the sense, whether they have the freedom to develop

a new culture, whether political interference would be minimal, whether employees are

internally satisfied, whether there is a concern regarding the current management practice.

Among this, an organization may find it appealing to please its employees to extract



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competitive advantage out of them by just extrinsic motivation such as reasonable social

security schemes, incentives etc but while considering Maslow’s theory (1987), an employee

prefers intrinsic motivation over extrinsic. Even organizations refer Maslow’s theory of

hierarchical needs where they estimate that employees do need physiological needs before

they can attain other needs such as social esteems and so on but to extract maximum

potentials for organizational benefits, employees do require sense of pride, security, self

esteem, and recognition at the job which would motivate them to build intrinsic commitment

and substantial organizational performance and behavior.

Considering a masculine cultured region (Hofstede 2001) such as Qatar, where emphasis on

management are highly influenced by cultural and religious dimensions, this dissertation will

assess the level of impact of non monetary incentives and intrinsic motivation deployed to the

employees in private sectors in Qatar. Qatar constitute high number of expatriates (while

stating expatriates, this dissertation focuses on the definition of migrants who travel from other

countries to live and work in Qatar for longer period of time, criteria of citizenship is strictly

restricted to such migrants as certain categories such as high financial status and fluency in

culture and language pose a limitation to these migrants), especially Asian expatriates in private

sectors. While considering the bright prospects of Qatar and its wealth, the inner sights of

Qatar can develop a crucial adjustment factor for many expatriates who wish to work in Qatar

because of their dominance and high influence on cultural and religious attributes. Moreover,

there also concerns regarding the performance of private sectors (where influence of FDI is

majorly found) which are low when compared to the public sectors. This dissertation will also

survey the opinion of those expats working in an automotive firm which is a private sector. To

survey a substantial sample which may include more than 30 organizations (Budhwar and

Mellahi, 2006) was beyond the time limit of this dissertation, thereby focusing into 80 samples

to 120 samples where the sample size of the organization was 60 and random Asian expats in

other private sector organizations may account up to 60.



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1.2 RESEARCH RATIONALE:

When considering the relevant literatures on motivational theories (Lipiec 2001; Maslow 1987;

Ulrich 1998; Buchanan and Huczynski 2010), empirical evidences have been produced that

employees require intrinsic over extrinsic level of motivation. Studies of such can be

interpreted as that employees need to be provided with career and continuous opportunities

so that employees can acquire a sense of recognition and intrinsically develop organizational

commitment to help in increased productivity and profitability of the organization.

While considering Hofstede’s cultural dimensions where they define countries in the GCC as

masculine culture, the functioning of the HRM is more in favor of the culture and economy of

the GCC. While looking into one of the prospective countries of the GCC, this dissertation will

cover the context of Qatar, its cultural, economic and management perspectives that would

create a substantial understanding about what kind of practices are being held in Qatar. This

dissertation will also scope on relevant motivational theories to bring up a consensus of why

employees prefer intrinsic over extrinsic motivational deems.

Considering the wealthy prospects of Qatar, a very successful highlight can be interpreted that

Qatar has been considered has one of the world’s richest country in terms of GDP per capita

(see CIA WorldFactbook 2012; NationWide 2011; Budhwar and Mellahi 2006) and an ultimate

destination for foreigners and expatriates to live and work in Qatar for longer period of time

because of its wealthy benefits. Unfortunately, while plotting relevant literatures about the

managerial practices being followed by Qatar, it has presented a different scenario. While the

influence of western (American, British and Europeans) expatriates are majorly reported in the

oil industries and sector which are either fully government controlled or partial government

controlled, the influence of Asian or Indo – Pakistan expatriates are soaring at the private sector

in Qatar. While stating expatriates, this dissertation defines the respondents as expatriates as

they have been living and working in Qatar for a long period of time (generally, expatriates who

are not the nationalities of any other GCC countries find it limited to attain a citizenship status



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as they require criterias such as high standard of living, fluency in the Arab language and culture

etc.).

Moreover, a local newspaper at Qatar (The Peninsula 2011) also reported that approximately

99.3% of expatriates are soaring into the private sector despite the regulation efforts forwarded

by the government to reserve atleast 20% of Jobs at private sectors for the nationalists. The

fact that growth and development of Qatar has accelerated tremendously in the past decade,

the demand for expatriates have been more infusive towards the private sector. The concerns

raised from the literature review have been verified from publically available resources; the

natives because of their country’s prospectus demand higher salaries and securities than of an

expatriate in the same sector of the same designation. Moreover, even private sectors prefer to

hire expatriates than the natives because of such concern, but the pressure of such extensive

and crucial HRM practices are also influenced by the government itself which makes it harder

for both the natives and the expatriates to have an interactive socio dynamic environment in an

organization. Most of the private sectors are family owned business and the rest are owned by

Western expats.

However, weak structure literature exist when it comes in creating an understanding to discuss

about how well do expatriates perform in Qatar, whether they feel obliged towards the

benefits of the organization or are they driven to work due to external pressures such as

survival of the fittest. There have been several concerns regarding lack of relevant literatures to

exhibit a broader understanding of the managerial practices and concerns at Qatar. However,

the existing literature regarding GCC on the basis of managerial practices and cultural context

can be taken in account to create a general understanding about such contexts.

This dissertation is produced with a deductive approach. The researcher creates hypotheses

where existing literature on cultural, managerial and economical context of GCC and Qatar is

compared and contrasted with relevant literature on motivational theories. The hypotheses

which will be derived from this will create an understanding on the possibilities of existence of

low intrinsic level of motivation existing in a private sector in Qatar. This dissertation will also



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provide the limitation faced during the progression of the dissertation and possible

recommendations.

Proposing a larger sample size would have given accurate level of response rate which would

have proved the reliability of this study. However, due to the time and scope of this

dissertation, the participants or respondents will be taken from an automotive firm owned by

the natives of Qatar. The firm which is being considered in this dissertation is to be discreet for

confidentiality and privacy concerns. Therefore the company will be termed as ‘ABC

automotives’; a progressive family owned business in the private sector in Qatar. The

concerned group have got well established business locust in Qatar as well in the neighboring

countries such as Oman, Baharian dealing with wide range of industries such as Automotive,

Jewellery, Exchange, Investments, Properties development, Marine services and Hospitality

with affiliates such as resort development company, construction development company, and

Al Arabia co (trading and construction). The concerned organization group has been well

recognized for their customer integrated service, quality and excellence. It has been well

recognized for its extensive business operations in the automotive industry. They are

recognized as the authorized dealers for major luxury cars. Majority of the employees in this

automobile company at present are expatriates from Asian Indo – Pakistan region (AMEInfo

2008). The staffs of this organization are found in almost all levels of management (Senior

Level, Middle Level and Low Level). This dissertation will focus on the respondents from all

levels and departments.

1.3 RESEARCH OBJECTIVES:

1. This dissertation will create a pragmatic platform creating an understanding regarding

the general prevailing consensus about motivation and its relevance in organizations.

2. This dissertation will discuss the prospects of GCC and Qatar, cultural and managerial

practices.



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3. To determine the extent to which non monetary incentives are evident in Qatar.

(Current condition of Asian Expats and Private sectors in Qatar).

4. Ascertain if offering non monetary incentives would have a positive impact on them

5. This dissertation will determine the relationship between non monetary incentives and

employee motivation and performance in private sector in Qatar.

1.4 RESEARCH QUESTION:

As discussed previously in the research objectives, this dissertation scopes on the following

questions:

1. Why Asian expats in Qatar prefer intrinsic motivation?

2. Are expatriates satisfied to work in private sector in Qatar?

3. Does the use of non monetary incentives have positive impact on employee

performance?

4. What are the possible recommendations?

1.5 DISSERTATION STRUCTURE:

CHAPTER 2: Literature review shall discuss about all the prominent literatures on

motivation, types and critics of motivation and why employees need to be given intrinsic

over extrinsic type of motivation, general context on GCC and Qatar in terms of cultural

and managerial practices, prospects and soar of expatriates in private sector in Qatar.

Hypotheses will be created regarding where the use of monetary incentives would have

an impact on employee motivation and performance.

CHAPTER 3: Research methodology provides a framework on the methodology

employed for this dissertation (The reason why a web based questionnaire has been

used and how the methodological process was derived).



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CHAPTER 4: Research findings, analysis and discussion shall state down the research

findings. Discussion would engage in answering the research questions through the

analyses provided in the previous chapter.

CHAPTER 5: Conclusion will outline the whole dissertation, recommendations and

provide limitations faced during the research.



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CHAPTER 2:

Literature Review:

This chapter will produce an overview on the relevant motivational theories and GCC and

Qatar’s management practices and context. Hypotheses will then be created on the grounds of

the referenced literature reviewed below.

2.1 Motivation:

It is the process that account for a person’s intensity (i.e. how hard a person tries to meet a

goal), direction (i.e. the kind of effort channeled towards organizational goals) and persistence

for attaining a goal (how far an individual maintains effort toward a particular goal), especially

for organizational behavior, toward achieving an organizational goal. According to Luthan

(1998) & Higgins (1994), motivation is “a process that starts with a physiological deficiency or

need that activates a behavior or a drive that is aimed at a goal incentive”. The major challenge

faced by the organization is to identify its employees values and goals are and the point where

it overlaps with the firm’s objective. Though monetary motivation do act as a first preference to

the employees, intrinsic motivation has been important in detecting the variables that affects

motivation in the workplace.

Motivation in the workplace is been often described as being “intrinsic or extrinsic in nature

(Sansone & Harackiewicz, 2000). The importance of motivational theories is that those theories

help the organization to understand the psychological needs of the individual and how the firm

can direct them accordingly. There are different types of theories, but each of them is

complimentary to each other (Samson and Daft, 2002). These theories are broadly classified

into three major categories. These are:

Content theories.

Process theories.



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Reinforcement theory.

Content theories focus on the underlying human needs and this gives enough understanding to

the human needs like money, social life, family life, achievement and recognition for a good job

etc. Process theories deal with the kind of process to be followed that can influence individuals’

behavior. This kind of theories focuses on the interactions with their work environment and it

considers whether or not an individual wants to exert effort on the job or not. Lastly

reinforcement theory discards all these kinds of processes of understanding the need of the

employees and believes in working through coercion and paying money in the end (Kasser and

Ryan, 1996). While considering this dissertation, the reinforcement theory will be considered in

the hypothesis as gradually, the literature review produces a description on the Middle East

context and its backgrounds in terms of geographical implications and managerial practices.

2.2 Motivational Theories:

This dissertation will consider some of the eminent motivational theories which are considered

as the basic by most of the organizations. These theories include: Victor Vroom’s expectancy

theory, Maslow’s theory, and McGregor X and Y theory and Herzberg’s two-Factor (Motivation-

Hygiene) Theory.

2.2.1 Expectancy Theory: In Vroom’s (1964) expectancy theory, he has indicated which of the

labor market effort leads to the accurate performance and which of this performance can be

given recognition or rewards. The question that is been put forward is what kind of reward is

been offered to the employees; is it good or bad or more specifically is the reward worth of the

performance or not? This theory helps the managers to understand the importance of

rewarding the employees and most importantly the positive rewards as these will motivate the

labor market and enrich the same as well. This theory also puts forward the expectation of the

labor market. The labor market expect and need to be rewarded according to the level of

performance that they provide to the organization and the kind of reward that will motivate

them to enhance their skill and capability and increase their productivity as well (Sims, 2002).



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Labor market also expects the organizations to have a fair compensation systems and that will

suffice both their skills as well as the labor market. In other words the expectation of the labor

market is to have such a compensation system in the firm that will act as a motivator. These

kinds of compensations are also known as value-added compensation including both financial

i.e. salary, incentives and commissions and non-financial i.e. insurance benefits, employee

recognition programs, vacation benefits and field work hours (Legge, 2005). Expectancy theory

puts forward a clear context for which labor market must feel confident that all their efforts

nurtures to some rewards that they receive. But, this also raises the issue of parity as a vital

factor in order to retain and produce valuable work for the firm. This concept of equity has got

three major divisions. External equity means the degree to which the employers pay the

employees in alignment with the external market and internal equity means the degree to

which the managers differentiates the pay between labor market on the edifice of the

performance projected by the employees and personal equity which ensures the degree to

which the labor market are compensated or rewarded according to their personal performance

(Dean and Snell, 1993). It is further suggested that the labor market should be dealt with the

personal equity system as this will discard any kind of confusion and partiality in the

organization (Gomez-Mejia and Welbourne 1990).

According to Ratzburg, 2001, as depicted in Figure 1, this theory focuses on all the determinants

i.e. expectancy, instrumentality and valence are complementary and dependent on each other

and a low value in one will lead in a low value of learning motivation. Thus it is necessary to

have all these three factors to be present in an organization in order to provide confidence to

the employees and keep their morale high.



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Figure 2.2.1: Expectancy theory (Vroom, 1964).

.

2.2.2 Maslow’s Theory: Maslow’s well known motivational theory of hierarchy has been

published in 1954; this theory portrays how people satisfy various personal needs through their

work. This theory depicts the basic human psychology that works in and out of the work

premises and also identifies those needs as well as the satisfaction. Maslow’s theory is been

illustrated in a form of pyramid. The bottom step depicts the basic survival need of an

employee like food, shelter and clothing; the next higher step depicts safety which means

security, stability in life and society, protection from uncertainties through a permanent income

from the job, third step analyzes the social needs of a person in order to escape from the fear

of isolation and inculcating a sense of belongingness; when he or she attains all these three

needs in the life then he aspires for self-esteem where his mind is more concerned about

recognition, power, position in the society, self-respect and social status; lastly the pick of the

pyramid depicts the top most desire of a person i.e. self-actualization and at this level an

individual craves for things that will fulfill his potentialities and accomplish his desires and

thoughts fully.



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Figure 2.2.2: Maslow’s theory of needs (1954)

Source: Maslow’s Theory of Hierarchical needs (1954)

It is imminent from Maslow’s theory that people’s behavior is mainly controlled by both

intrinsic factors like the aspiration for achievement, recognition, actualization and extrinsic

factors like support, care and others approval. He further states that both these factors are

required to reach to the level of self actualization; money alone cannot satisfy all the needs of

an individual (Gorman, 2003). This theory of Maslow has also emphasized that humans have

the unique ability to make their own decisions and implement those according to their free-

choice. Extrinsic motivation helps the employees to meet the needs, but intrinsic motivation

triggers the need to do the job more productively (Collier, 1994 and Brophy, 2004). Moreover,

this theory also asserts the fact that higher order of needs can only be satisfied if the lower

order of needs is fulfilled.

2.2.3 McGregor’s X and Y theory: The last theory is the theory of X and Y of employee

motivation. In theory X the management presumes a negative thought about the employees



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that they are inherently lazy and have got no creative ideas to do a task until and unless they

are being deliberately pushed and they always have a tendency to avoid the work (Papa,

Daniels and Spiker, 2008). Theory X demonstrates authoritarian and repressive style

management and posses’ tight control and strict culture. Theory Y on the other hand stands

against theory X. It assumes that those workers are ambitious, capable of taking decisions, can

control and regulate and have got empowerment and autonomy in their stride. They are meant

to enjoy their work and they are observed as futuristic in their thinking. In theory Y it is been

presumed that the managers believe that the employees have the power of solving problem

but it is the problem of the firm that it cannot utilize the talent of the employees properly.

Hence, it is a must for the management to provide enough motivation so that the employees

can work productively (Mc Gregor, 2001).

Figure 2.2.3: McGregor X

and Y theory (2001)

Source: McGregor (2001)

X and Y Theory



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2.2.4 Herzberg’s Two-Factor (Motivation-Hygiene) Theory: Federick Herzberg, the pioneer of

this theory has asserted that an individual’s relation to the job is basic and that the success and

failure of the person depends on the attitude toward work (Herzberg 1966; Herzberg and

Snyderman 1959). In this theory he has realized that the opposite of satisfaction is definitely

not dissatisfaction; rather there are two other steps i.e. satisfaction to no satisfaction and the

other from dissatisfaction to no dissatisfaction. He calls the first sector of factors as motivation

factors and the second hygiene factors. If the hygiene factors are not being met then it leads to

dissatisfaction in the job. This includes quantity or supervision, pay, company policies, physical

working conditions, relation with others and job security. Motivation Factors are on the other

hand intrinsically rewarding factors in the organization such as promotion and personal growth

opportunities, responsibility, recognition and achievement. While there are also employees

who are not dissatisfied because of the favorable hygiene factors but were empirically found

not motivated due to lack of motivational factors. Thus the performance of such employees

were directed to the interest of the pay rather than developing a sense of recognition to

become more goal oriented in the organization so as to

increase the marginal productivity of the organization

Figure 2.2.4: Herzberg’s Two – Factor (Motivation – Hygiene) Theory:



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2.2.5 McClelland’s theory of needs: McClelland’s theory of needs has got similarity with

Maslow’s theory as both of them prioritize the concept of needs. His theory consists of majorly

three needs. These are:

1. Need for Achievement: this is the drive to perform efficiently and excelling in the job

and to attain in relation to the standards. According to him the achievers have got some

preferences as they tend to seek rapid feedback on performance, they like tasks of

intermediate difficulty and inclines too accept personal responsibility for success or

failure. Critical point of view of the scholars determine that high achievers does not

mean to be a good manager and again low achievers can be trained and can be put up

to the standard.

2. Need for power: it is the power to make others behave in a way they would not have

behaved in general. People with high powers may not have to have an imprint on others

or be influential. But this power surely enhances them to place them into a competitive

and status oriented circumstance.

3. Need for Affiliation: it is the craving for having friendlier and close interpersonal

relationships. Affiliation here means to strive for friendship, preferring cooperative

situations and having the desire for friendships with a high degree of mutual

understanding. According to this theory a good manager is the person who opts for

more power and less affiliation.

4. Need for survival: While comparing with Maslow’s theory, the need for survival can be

interpreted with the security and physiological needs as explained by Maslow’s. Every

employee need both biological and physiological needs such as basic survival such as air,

food, water, shelter, warmth, sleep, health, etc. Following to which the security needs

develops which are freedom of religious or personal conflicts, law and order, limits and

stability etc. These are the basic necessities demanded by current and new staffs in the



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organization as they serve as the foundation of every employee’s interest in working in

that organization.

Figure 2.2.5: McClelland’s theory of needs

2.3 Why Motivation?

According to Tarkenton (2012), “people don’t change the behavior unless it makes a difference

for them to do so”. Employees need to be motivated so that they can add value to the

organization. All over the world, as globalization has taken a big space, the employers have now

started to realize the importance of workforce in the organization (CSB 2011). Sustaining in this

world of competition and volatile market is obviously a challenging factor for any organization.

For the long term success of the organization, motivation, which drives employees for better

performance are the intricate factors. Motivation in short is needed in order to drive away job

dissatisfaction from the mind of the employees.

Scholars like Tietjen & Myers, (1998), feel that motivation differs from person to person. Vroom

(1990), recognizes that the major factors behind motivation are rewards, need, wealth,

participation in the decision making process, opportunities of achievement and better



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prospects. Moreover, maintaining the competitive advantage, the organizations and as change

is a constant factor in this world it is important for the firms to adapt to these changes that can

act as the sources of motivation (Sydanmaanlakka, 2002; Ford, 2005). But, as this causes

enough involvement of investment, employers are relying more on technologies and

downsizing the number of employees or employing temporary workers in the organization

(vroom, 1990; Blodman & Deal, 2003). It has been further criticized that in none of the

employee contract agreement it is mentioned that the employees are safeguarded from being

stressed, dullness and dissatisfaction. But, as we all know that in order to fulfill the goal of an

organization, both the management and employees need to be determined and involved in the

process. Scholars like Vroom (1990) and Bacal (2004), assert that management should detect

and deliver variety of desired expectation or needs of the employees and provide those

accordingly that will match the core values of both the employees and the organization. In

order to achieve this it is the responsibility of the employees must evaluate employee

suggestions scheme and must aim at fulfilling the required needs and skills. Organizational

performance can be enhanced through motivation as it is claimed by Yeo (2003).

2.4 Importance of Intrinsic Motivation:

Intrinsic motivation can be defined as having a driving force or free will from inside because of

some inherent satisfaction. A person can be recognized as intrinsically motivated when he or

she is moved to act for the purpose of attaining a challenge or inner thrust but not out of any

external pressure or monetary rewards (Ryan and Deci, 2000). It is not plausible to claim that

intrinsic motivation is the only kind of motivation, but it is surely persuasive and holds and

creates an impact on an individual as it is an inborn instinct of human beings in their healthiest

states to be active, inquisitive, curious and playful with a natural behavior of facing challenge,

exploring the unknown to learn and this does not require extraneous motivation, rather the

organization should provide with the opportunities to the employees to develop (Pelletier et.

al, 1995). Extrinsic motivation focuses when an individual’s behavior is performed to attain

externally administered incentives. While extrinsic motivation is delivered to the employees



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when he or she attains a particular goal in terms of the task provided to them, intrinsic

motivation provides ample space to the employees to show their creativity and their voluntary

leadership in the workplace (Ryan and Deci, 2000).

This intrinsic motivation has also been termed as ‘psychological’ motivations. According to Ajila

(1997), an intrinsically motivated person is always committed to his or her work and will show

effort which will fetch him the reward in the job. Though it has been eminent that globally that

good remuneration has been accepted as a policy that will draw the best employees to the

organization, but the performance of the employees at one level can only be increased through

the intrinsic motivation. This is the level of ‘self-actualization’. The firm should recognize who

are its outstanding performers and the employer should provide additional training, make the

job interesting for them, their opinion should be heard, job enrichment, promotion,

recognition, award etc. Intrinsic motivation has got the power to make an employee feel his

importance in the organization. Hence, it is very much important to evaluate the performance

and understand the motivational need of the employee. Intrinsic motivation can be best

provided by understanding the psychology of an individual. According to Vroom (1964),

performance based reward always motivates employees to a great extent as this creates a

positive attitude of the workforce towards the employers and the job. Luthan (1998) further

explains that in any organization motivation cannot be counted but it is always that the

behavior of the employees that it is understood whether the employees are satisfied or not.

Staff training, managers sharing information with the subordinates, also enhance motivation to

the latter to a great extent (Olajide, 2000).

In an article, Anderson (2012) has asserted four ways how major ways how in today’s scenario

of globalization, employers are focusing or if not how they should focus on. Knowledge can be

a strong intrinsic motivation. Employees who are in pursuit of further knowledge should be

sponsored by the firm and later on the organization can avail that knowledge in its own growth

and development. Responsibility not only offers high pay but also gives a sense of power in the

mind of the employees. This is a stupendous way of bringing in the inherent motives of the



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workforce. As mentioned earlier recognition is one of the indispensable factors that employees

of each level desire and the organizations for the better performance avails that to the staff.

Accomplishment is another vital term in the list of intrinsic motivation. One of the company

case study forecast that even a car-rental desk manager can derive a strong feeling of

accomplishment for helping stranded motorist just as a nurse. That firm later reminds this act

of the employee and gives him reward. This enhances the confidence in the employees.

McCann (2000) argues in support of intrinsic motivation that in the long run extrinsic

motivation is not as useful as intrinsic motivation. According to a survey conducted in March

1998 by The Gallup Organization Inc. and Carlson Marketing Group Inc. of the 2000 employees

in a developed nation like United States of America, where over 82% of the employees said that

recognition and praise and the theme of self-actualization i.e. intrinsic motivation works more

intricately than extrinsic motivation and only 17% employees said that they find extrinsic to be

more powerful than intrinsic in order to perform effectively (PFI, 2002). Another survey of AEIS

in the year of 2000 has proposed the same kind of argument where the employees said that the

cash motivation in terms of bonus did not help them a lot for improving their work

performance (American Express Incentive Services, 2003). David Saxby (2002) asserts that cash

incentive is costlier than intrinsic motivation. He indeed draws attention to the fact of

motivating employees that recognition comes in many forms and even a hand written thank-

you letter might show enough encouragement for better performance in the job. Wiscombe

(2002) argued that people really want to be recognized for their contribution in the

organization. It is imminent in one of the company case study that an employee gets extra pay

for his performance in the job; but it would have been more positive if the company would

have offered him a family ticket for vacation. It would have been better for a father to take his

daughter out for a vacation on her birthday. So it is not only cost effective but it creates a bond

between the firm and the employee (Bob Nelson, 2001).



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2.5 Understanding the Middle East/ GCC Countries Context:

While considering the Middle East, several versions have depicted a different regional outlook

of the region. Some versions refer the Middle East as a region centered at the eastern

Mediterranean basin (see Britannica 2012). Most common version of the Middle East is

constituted by countries as Qatar, Bahrain, Kuwait, Iran, Saudi Arabia, Yemen, Dubai or United

Arab Emirates (UAE) and Oman; also known as the Gulf Co-operation countries (GCC), excluding

the republic of Yemen (see Al Maktoum, 2012; gcc-sg, 2012). Islam is the main religion

practiced with almost 95% of the population practicing it.

Taking in consideration about their prospects, highlights were developed on their proven oil

and gas reserves. Over the past few years, there has been substantial growth in the economic

demography of the GCC countries. Recent analysis by Crescent Petroleum (2012) compiles a

data that exhibits that the GCC countries acquires 40% and 56% of the world’s conventional gas

and oil proved reserves respectively; followed by abundance of unproved and undiscovered

reserves. Other studies and reports highlight about the total world crude oil exports on which

the GCC countries have been substantially emerging (British Petroleum, 2012; crescent, 2011;

EIA, 2011; Ibrahim & Murriel 2009). The GCC was recognized to capture 25% of the global crude

oil exports and to retain 18% of the World’s proven gas reserves in 2011. Saudi Arabia

possesses 38.7% of the total world crude oil reserve, followed by Kuwait with 15%, UAE with

14.3% and Qatar with 4% (Khawaja 2012) and while taking in consideration about the share in

terms of gas reserves, Kuwait posses 3.2% of share in gas reserves, UAE with 11%, Saudi with

14.5%, Oman with 2% and Qatar has the ‘LION’s share with 47% of share in terms of global gas

reserves. According to the AMEinfo report (2012), oil revenue for GCC is expected to attain a

record of $572bn in 2012, as per the institute of international finance.



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Table 2.5.1: Oil proved and Gas reserves at the end of the year 2011.

Source: British Petroleum (2012) statistical review.

Demand for natural gas around the world has accelerated tremendously when compared with

crude oil. The international energy outlook projections (2012) displays the forecast of the

compound annual growth rate (CAGR) demand observed to be progressed to 2.7% per year

from 1973 – 2011; while crude oil remained 0.9% in terms of the CAGR demand throughout the

same period. Global demand for natural gas is predicted to increase at an accelerating rate of

1.8% per year; compared with liquid fuels continuing at 1.4% up to 2035 (EIA 2012).

This projection when compared with regional benefit of the GCC demography (oil/natural gas

resources and reserves), international operations and global expansion of the GCC has been

expanded to a higher stand. “The expansion of the gas industry in the Gulf Region itself will

Oil Proved Reserves

At the end of 2011

Natural Gas Reserves

At the end of 2011

Thousand

Million

Tones

Thousand

Million

Barrels

Share

of total

Trillion

cubic

feet

Trillion

cubic

feet

Share

of

total

North America 33.5 217.5 13.2% 382.3 10.8 5.2%

South America 50.5 325.4 19.7% 267.7 7.6 3.6%

Europe & Eurasia 19.0 141.1 8.5% 2778.8 78.7 37.8%

Middle East (GCC) 67.4 497.4 56% 1208.4 34.1 40.3%

Africa 17.6 132.4 132.4% 513.2 14.5 7.0%

Asia Pacific 5.5 41.3 2.5% 592.5 16.8 8.0%



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continue to be immense, due to the rapidly growing power requirement of the GCC population

and increasing substitution of gas as a primary fuel for power generation around the world due

to lower cost of natural gas on an equivalent basis, efficiency considerations, and

environmental considerations.” (Cresent 2011).

But a criticism was put forward by the World Bank (2012). Countries such as Saudi Arabia,

Qatar, Kuwait, Dubai (UAE), and Libya were favored by an increasing GDP as an outcome of high

oil prices. Even a forecasted decline in 2006 in oil prices were overcome with the rising oil price.

However, organization for economic and development (OECD) projects poor import demand.

Perhaps the prediction for both kinds of the economy in the region underlie under the concerns

of security (Economists Intelligence Unit Views Wire. 2004) creating unstable and negative

implications for Foreign Direct Investment (FDI) in the GCC (for details, refer Al – Iriani and Al-

Shamsi, 2011; Arab News, 2012; Ibq, 2011 ). Regions that rely on sectors such as hospitality,

merchandise exports, tourism and agriculture face this concern more severe than oil producing

regions of the GCC. A direct quoting from the Ibq (2011) report states “In spite of the improved

economic conditions in 2010, FDI flows to the GCC region registered a drop of 15.3% compared

to 2009. Lingering caution by private investors in the wake of the financial crisis, constrained

credit to the private sector, and the suspension, cancellation or completion of a number of

mega-projects that had hitherto been responsible for sizeable investment flows, are cited as

major contributing factors.” While looking into previous researches, many researchers have

plotted different factors in comparison to the above made statement (Abed, 2003; Looney,

2003; Abdelkarim, 2001; Shaban et al, 1995; Budhwar and Mellahi, 2006). Such factors include:

1. Conserved political reforms.

2. Lack of incorporation into the global economy.

3. High unemployment rates.

4. Heavy and strict restrictions when it comes to trade.



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5. Unsuitable exchange regimes.

6. Superiority over oil industries and sector.

7. Lack of privatization.

Further to explain, the kind of political system, the government seems to be projecting slow

contributions to economic development of the region. Budhwar and Mellahi (2006) further

explain that there is a high influence of traditional norms and monarchies dominating almost all

regions of the GCC. The market and other commercial sectors (including sectors such as IT,

manufacturing etc) are heavily dominated with weak local entrepreneurial cultures, internal

concerns regarding legal framework, and uncertain political domination (Talib, 1996; Abed,

2003; Budhwar and Mellahi, 2006).

2.5.1 HRM developments in the GCC: Apart from few consistent literatures such as Issues and

future challenges of Human Resource Management (HRM) in Turkey (Aycan 2001), Saudi Arabia

management practices (Mellahi and Wood, 2004; Al – Salman and Robertson, 1982), Kuwaiti’s

employee policy (Al - Enezi 2002), Challenges for employment in the Arab region (Shaban et al,

1995), Middle East’s new interest in HRM (Murphy 2002) and few literatures on women

empowerment and management related concerns (Aycan 2004; Izraeli 1987; Metle 2002), the

GCC possess less existing literature that would describe any systematic analysis or a

comprehensive image regarding the dynamics of HRM in such region. Emerging an

understanding about the GCC developments in HRM can be achieved with thorough search

through the past researches. For example, several researches and considerable amount of

relevant literature highlights poor efforts practiced to understand the Middle Eastern

management styles, efficiency of cross cultural consultation, Influence of Arab culture in

management, influence of Arab values on management systems, socio cultural similarities in

countries such as Qatar, Kuwait, Egypt, Morocco and Turkey classified to be extremely group –

oriented, masculine and hierarchical, and development of management practices under the

strict consideration of Islamic laws (sharia law) and Arab environment (Ali 1996; Ali 1995; Al –



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Faleh 1987; Bakhtari 1995; Mellahi 2003; Elsayed and Buda 1997; Hunt and At – Twaiijiri 1996).

As discussion and review into each research is beyond the scope of this dissertation and

considering the limitation of literature available on Middle East/ GCC, an understanding can be

created that the management systems being practiced in the GCC are considered to imbibe

local cultural norms and restricted participation in decision making (See Hofstede 2001,

Budhwar and Mellahi, 2006).

2.6 Overview on Qatar’s HRM Perspective:

Looking into several well established empirical literature that recognizes HRM to play vital role

in the increasing the prospects of success and competitive advantage in global markets

(Sparrow 2012; Brewster 2007; Kathy et al 2001; Rowley 2012), Qatar have been prominent in

investing in significant effort in HRM practices. Qatar is transforming into more wide open

economy making its economic platform more reliable for new investors and globalizing their

operations abroad as well. Budhwar and Mellahi (2006), in support to this, states that Qatar, in

examination to this scenario, explored that it is vital to emphasize best practice of HRM that

would have the capability to develop and utilize labor productivity appropriately. However,

understanding the Middle East/ GCC context in terms of cultural influence and value systems, it

is emininent that HRM must act as an instrument to economic and social changes in such way

that it may substantially coincide with Qatar’s political and macroeconomic stability and new

economic orientation (MEED 2010). Concerns as such have led Qatar to strive for a redirection

of its Human Resource Development (HRD) to a more realistic and future oriented objectives

with a guarantee of developing dominance in problem solving and skilled professionals. But

improvising the HRM standards and practices can be restricted by the current political and

social scenarios. Needless to say, financial and other manpower assets such as qualified

teachers, managers etc equally require a sizeable (if not completely) proportion of a pragmatic

HRM practice (Al – Faleh 1987; Fergany 2001; FASSJ 2007; Budhwar and Mellahi 2006).

2.6.1 Prospective Background: Qatar has been under the Al – Thani emirate since the mid –

1800. The population currently prevailing in Qatar is about 1,951,591 (July 2011 est.) with 40%



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of the population being the natives and 77.5% of the population following the Islam religion.

The kind of Legal system that is practiced in Qatar is mixed with civil laws and the Sharia law

(Islam) (for details, refer CIA world factbook 2012; NationMaster 2011). The prosperity and

wealth of Qatar was highly observed with a GDP real growth rate of 18.8% and GDP purchasing

power parity of $184.3 billion. As mentioned earlier, substantial increase in demand for oil and

gas has supported the economic growth of Qatar has helped in progression of its GDP since

2010. Roughly 85% of export income, 70% of government revenues and 50% of GDP is

accounted for the economic policy of oil and gas while private and foreign investments on non

energy sectors are focused separately. As per the recent statistics by British Petroleum (2012),

proved oil and gas reserves in excess of 24.7 billion barrels and 25 trillion cubic meter

respectively, enables continues output at current levels for 60 years. Qatar is likely to

accelerate large infrastructural projects such as metro systems, skyline infrastructures, high

invested football stadiums, infrastructural acceleration, and causeways etc as a result of the

successful world cup bid in 2022 (see CIA world factbook 2012; Morison Menon 2009; Daily

mail 2010). Ever since the 20th century, Qatar has invested substantial high investments in

efforts of developing their human resource development (HRD). The public sector is responsible

in managing the HRD programs with a foundation of wide networks of social services,

guaranteed employment for natives, substantial salaries, tax free (except nominal business tax)

and substantially liberated amenities such as water, gas and electricity (Budhwar and Mellahi

2006; CIA world factbook 2012; UNDP 2012). The price of petrol, diesel and kerosene has

increased more than 25% in 2011. However, despite the hike in government subsidized

products, it still remains cheaper and affordable while comparing with other countries and few

GCC countries (Shurafa' 2011). More to portray its fruitful efforts in HRD, recent UNDP2

statistics (2012) state that despite poor quality of education, traditional work culture and

organization environment, Qatar is now considered as the country with high HRD. With high

relevance given to the oil sector, Qatar’s economy is dominated under the operations of oil and

2 UNDP – investigates the prospects of a country in four dimensions: A) Life expectancy at birth, B) Illiteracy, C)

Enrollment rates, and D) GDP per capita.



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gas industry, making it the country with the highest per capita income in the world (CIA world

factbook 2012; NationMaster 2012; Sambidge 2012). Further to add, Qatar accelerates in

attaining the largest liquefied natural gas (LNG) producers in the world. Qatar is in stiff

competition with Australia in terms of being the top LNG producers. While Reuters (2011)

reports that Australian liquefaction is predicted to progress 100 million tons per year by the

year 2020, while Qatar is mostly fixed at 77 million tons until 2015. A core reason to this was

the moratorium on expansion in Qatar (see John 2012) for which Australia would reap the

advantage of boosting up on the race. But considering the BP statistical review (2012), Qatar

production in LNG is 25.8% and the trade movement export is 102.6 billion cubic meters while

Australia contributes 9.4 % of exports. Considering Qatar’s flexibility in gaining a healthy surplus

due to the advantage of high productivity and exports, Qatar may still posses to gain the top

LNG producer attire.

2.6.2 Attractions for Foreign Direct Investment (FDI): At present, the government is dedicated

to create an influential environment for foreign finance. Considering the prospect above, the

business surroundings is thoroughly favorable to FDI. Abundant and affordable energy supplies

and resource, reasonably priced infrastructure, firm base in petrochemicals over a decade,

literate labor force (basic education if not skilled qualification), wealthy capital to supply partial

(if necessary, large amount) investment to FDI, declined inflation rates, and free enterprise –

oriented economy with minimal government reference (excluding oil industry) can be

considered as the pillars of strength making Qatar’s business environment one of the

recommended destination for FDI. However, EIU (2006) and ESCWA (2008) reports

consecutively stated that fluctuations in FDI flows were detected as a result of unstable political

laws and thereby, attractions were empirically found in medium sized enterprises (SMEs) than

an in Large Multinational Enterprises (MNEs). Thus, FDI were commonly were influenced by

private sectors in Qatar where government interference was minimal as due to the

liberalization of the economy was consulted since 1990 (were foreign investors could exercise

full ownership) (Fadhil et al 2012; Sauvant et al 2009; Budhwar and Mellahi 2006). However,

another consideration to give is that the dynastic family entrepreneurs who constitute a larger



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proportion in the private sector posses the immunity to execute a contract thereby making

harder for the foreign firms to calibrate their global managerial practices in Qatar has it needs

to consolidate with the cultural and traditional practices.

2.7 Why Qatar Needs Expats? Current Situation of private sector and Asian (indo Pakistan)

Expatriates in Private Sector:

There have been several literatures that describe about industrialization, globalization and

International Human Resource Management (IHRM) (Shuin 2007; Salcido 2008; Scholte 2005;

Briscoe et al 2012).Understanding this; Qatar has produced an influential platform to assign

expatriates to most of the sectors and designations. While defining expatriates3, this

dissertation is wishing to scope on the migrants who travel from their country of origin to Qatar

for long term or short term residence and work, as they too are classified as expats or

foreigners (Richardson and Mckenna 2003). 90% of the expats are mostly originated from the

South and Southeast Asians; while Palestinians, Lebanese, Syrian and Iranians and about 12,000

private U.S citizens reside as well (UDSDA 2012). Dynastic business families and expatriates

(largely Arabs from Egypt and Jordan; Asians, majorly Indo Pakistanis) were the two handful

groups who carried out the early stage of industrialization process. The public sector is mainly

constituted by the Natives and other GCC locals while the Asian expats have been the main

contributors to the private sectors. The private sectors in Qatar are generally small medium

sized sectors (Budhwar and Mellahi 2006). Most of them are family owned business and a few

are American and European based firms. The influence of western expatriates is found majorly

in Oil industries. A recent local newspaper article (The Peninsula 2011) reported that the ratio

of expatriates in the private sectors have accelerated to 99.3%. Despite regulations which

demanded 20 % of Jobs to citizens at the private firms (Qatar embassy 2010), nationals and

expatriates find it competitive to enter into both public and private sectors. While at one side

the government encourages localization (Gulf News 2008) to balance the growth and

3 Expatriates – generally described as a person migrating from the country of citizenship to another country for the

means of long term residence and work. In the context of GCC and Qatar, every person apart from the Qatari citizens is considered as foreigners or expats (Richardson and Mckenna 2003).



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42

development at the public sector where the government could exercise reasonable practice to

comfort the native employment and to maintain foreign relations, and on other hand,

acceleration in Asian expatriates are colliding with the natives entering into the private sector

with demand of at least 20% of job reservations in both public and private sectors. Labor

ministry allegedly blames the private sectors for not attracting the locals in order to fill in 20%

or more jobs in, but the latter produces a description (as cited in The Peninsula 2011) claiming

that the preference for the locals are driven towards public sector due to the benefits provided

such as extensive salaries, convenient working hours and substantial social security schemes.

According to Toumi (2011), private and semi-government sectors are disappointed due to the

recent pay hike. The NHRC (2011) stated that monetary incentives such as increments in salary

would enhance the productivity of locals in public sector. While this, MOE (2012) and Randeree

(2012) also support by claiming that healthy participation of nationalization in private sector is

to be maintained so as to encourage participation of the indigenous population. Simmons &

Simmons (2012) cites that according to the Labor law (No. (14) Of 2004), initiatives to

emphasize Qatarisaion for private sectors entities is to be maintained. With this, entrants from

the indigenous citizens into private sector have been observed to be accelerating and that too

with similar monetary incentives (if not more) as offered by the public sector so as to maintain

such aristocratic life standards (Kallinikos 2004). Moreover, Arabs, considering their high living

cost and high standards of social security, demand more incentives and extrinsic motivation

while compared to the Asian expatriates in the same sector same designation. Most of the

private sectors find no competitive and qualified native to work in their firms while compared

with the expatriates from Indo Pakistan (Asian) who are qualified both on theory an-d field

work (Budhwar and Mellahi 2006). Previous researchers claim that Indigenous citizens of the

GCC (Arabs) because of their regional wealth and pride demand substantially high salaries and

social security schemes than the Asian expatriates (Fergany 2001; Girgis 2002). Budhwar and

Mellahi (2006) further state that prevailing literatures combined together creates an

understanding that because of the lack efforts in pursuing youth of Qatar in academic origins,

private sectors propound reasonable justification in hiring expatriates who are more qualified,



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skilled and educated than the Arabs. However, at present the government has taken initiatives

to promote education and vocational training to the locals so as to increase their participation

in the sectors (Alpen Capital 2010). Emphasis of such persuasion has led the locals to strive and

transcend into competitive assets. Although there has been testimonials that local entrants

have been limited to the private sectors and more propounded to public or semi public sectors,

the relevance of educations and mandatory provisions on emphasizing vocational courses in

the recent years have bought a very competitive and aggressive platform. The situation to

these Asian expatriates is more than just that much. The reasons of scoping on Indo Pakistan

expatriate can be understood as because of the FDI’s attractions towards the private sectors.

While considering the influence of western expatriates on oil industries which are semi or fully

government controlled sectors, the current private sectors are soaring with Indo Pakistan

expatriates who are large in number. Certain foreign automotive firms such as Mercedes Benz,

Mayback, Mitsubishi, Harley Davidson and Kawasaki are under strategic alignment and

dealership with Nasser Bin Khalid (http://www.nbks.com/?page_id=555). As per Article (2) of

Law (2) (State of Qatar 2000), “foreign investors may invest in all the sectors of national

economy provided that they have one or more Qatari partner(s) whose share is not less than

51%” . While Sambidge (2009) reclaims those investors can now posses’ full ownership on

sectors such as technical and information technology, cultural, sports, and consulting services,

Clyde&Co (2011) state that whether a foreign investment may invest on a company, a branch,

and a representative office (foreign investors are restricted in commercial sectors such as

banking and insurance etc), a Qatari partner or government or a quasi – governmental entity is

to be added for them to execute operations in the Qatari economic sector. However, while

considering private sectors, the interference of government would be low but one or more

Qatari partner is still required. These kinds of criticisms could be another reason for the

downfall of FDI in Qatar as mentioned above.

One prior reason for FDI’s interest in private sectors is because the company would want to

enjoy the minimum interference from the government and subsidize fair managerial practices

that fit the organization’s culture rather than the conformity of the region; but this also

http://www.nbks.com/?page_id=555



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requires 51% of Qatari partnership (see State of Qatar, 2000; Clyde&Co, 2011) where these

entities practice the managerial and HRM functions within the conformity of the natives.

Moreover, having 51% share allows these partners to exercise major rights in manipulating the

salient features of HR functions in an organization that could fit the conformity and comfort of

the region and locals rather than the organizational culture. One consideration to be given is

that the Managerial and HRM practices are more confined with the cultural, political and

traditional norms; more of an authoritative practice where employees have restricted

participation in decision making and other aspects that can build intrinsic participation or

motivation to these expatriates so as to extract maximum potentiality. Although, as before, the

government has announced to liberalize the economy for further FDI and foreign investments

so as to build regional, operational, and international socio – dynamic benefits due to the

successful bid in Fifa 2022 Invalid source specified., no further implications or statements were

found in favor of such amendments. As till date, all the foreign firms are under 49% of

entitlement if they wish to continue their operations in Qatar. Further what attracts these

foreign companies is the empirical statistics of having well – qualified (both academic and

operational knowledge) human assets, who are majorly Asian (Indo – Pakistan) expatriates

(Budhwar and Mellahi, 2006; Abdelkarim, 2001; Ali, 1995; Bakhtari, 1995; Fadhil, Yao and

Ismeal, 2012). These expatriates are available for many types of jobs holding the required

qualifications and criterias. Moreover, as mentioned earlier, these expats do not prefer any

substantial incentives as the natives would. However, they require a sense well being and

fairness in managerial practices at the least to increase their efficiency and rate of

performances. The private sector do deploy reasonable incentives (if not as same as or higher

than a native at the same job and designation) which allows these expatriates to fit in the

organizational picture but fails to extract the maximum potentiality. Decline in foreign

investments and foreign calibrations must have occurred due to this sort regime that does de

motivate an employee from giving full participation for the organization’s benefits. Another one

controversial issue is the ‘sponsorship’ system (also known as Kafala) (See Essaid 2010). As

because an expat can only live and work in Qatar for long term (usually up to 60 years), this



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system is mandatory for foreigners and expats. The Kafala system requires foreigners to be

sponsored by a local employer in order to work in the country (Hyslop 2012). It is indeed

challenging for expatriates in this context as it is extremely hard to change jobs, leave the

country or even rent a home without the permission of their sponsors. Hyslop (2012) also state

that the human rights group cities this arrangement as a ‘tool for exploitation and abuse’. While

government implications have promised to end such system, MigrantRights (2012) states that

the “undersecretary of the Ministry of Labor demonstrate that the Government’s primary

interest lies in reforming its reputation than in establishing equitable labor rights”. It is indeed

unfortunate to understand that time and dedication is given to crafting illusionary public image

rather than to establish an authentic framework to protect the rights of these expats (for

details, refer MigrantWorks 2012).

2.7.1 Salient features of HRM functions in private sector in Qatar (presented by Budhwar and

Mellahi, 2006): Literatures are once again limited in terms of producing a clear picture on the

actual HRM practices in Qatar. However, by understanding the above situation of the private

sector, it is for sure that the managerial and HRM functions much blended to such kind of

norms. Budhwar and Mellahi (2006; 2010), presents salient understanding on HRM in Islamic

countries and Islamic perspective. The reason for presenting this section of the literature is

because conducting a field survey to investigate current HRM practices in Qatar is beyond the

scope of this dissertation and there is almost no much literature describing a brief

understanding of the HRM practices being conducted in the Qatar.

2.7.1.1 Research method applied by the authors: Budhwar and Mellahi (2006) conducted a

field survey on various economic sectors in Qatar. They have presented a set of questionnaires

and data was collected from thirty four organizations form both public and private sectors.

Among them, 20 organizations were from private sector and 14 were from the public sector.

The questionnaires deployed were to measure the HRM practices regarding Recruitment,

Performance Appraisal, Employee development, Manpower Planning, compensation, and

separation. The questions were more objective and direct. Example: “which performance –



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appraisal methods does your organization use?” One of the authors also held a series of

interviews to gain insight on these issues and to elaborate the features and findings. The

following were deducted in regardance with the current HRM practices held in Qatar:

1. Manpower Planning: Job analyses are conducted were on regular basis they are

required to update information of job descriptions and specifications, especially for

the public sector as per the Labour law (2002) (qcb.gov, 2002). Simple job structures

are performed; mechanical approach. The main sources of information on which they

rely for manpower planning for future manpower estimates are voluntary and

involuntary turnovers, expected transfers, and skills reservoir. The surplus of labour is

maintained by employee downsizing, demotions, and transfers and labour shortages

are managed by recruitment and overtime work.

2. Recruitment and hiring practices: Due to the commitment of Qatarization, public

sectors give absolute priority to the natives than the expatriates. Where as in the case

of private sector, expatriates are more often demanded because their well – qualified

in education and require minimal external training. Performance efforts of the

marginal employees in both public and private sector are confined to the natives. As

mentioned earlier, the cultures and practices of both public and private sectors

encourage ‘conformity’ more than ‘creativity’. Therefore, a desirable trait demanded

by both the sectors is the ability of the employee to conform to such culture and a

solid recruitment policy is not maintained in either sector. The manpower needs are

extracted from internal and external markets such as agencies. Major source of

information used for recruitment and hiring here are application forms and medical

examination results. Interviews are only considered if an organization seeks for

significance in personality traits and they are usually situational or structured

interviews.

3. Performance Appraisal: Private sectors in Qatar majorly use the ‘simple comparative

approach’ where the employee’s performance is measured with the others and the



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‘behavioural approach’ where the employee has to exhibit his/her behaviour to be

efficient at the job. However, the expectation of ‘results approach’ in private sector is

very low. While comparing to the public sector, the frequency of conducting these

appraisals are very low. The performance appraisal is conducted annually or

biannually in public organizations and every two years in private organization. Usually,

direct supervisors do appraisals for their subordinates. Another reason for using these

appraisals is mainly for administrative purposes rather than developmental and

strategic process. The panel, overall, suggests that these performance appraisal are

usually traditional (carried out by supervisors), centralized (less participation of

employees; no say), subjective (relies on the supervisor’s impressions rather than the

results), authoritative and confidential. The analysis created by the authors also state

that private sectors are more inclined to use the results to downsize the poor

performers rather than to train them. Such characteristics might not perform

satisfactorily as using the results for administering incentives only may produce

negative results rather than positive results.

4. Training and development: Greenleaf (1998) claims that assessing training needs is

considered as the most relevant source of employee development and change

adaptation. Budhwar and Mellahi’s (2006) state that both the sectors commonly use

questionnaires, interviews and written sources as the tools for training purposes.

However, systematic analysis of training needs is very rare. Private sectors in Qatar

often adapt measures such as ‘cognitive outcomes’ (assessing the level of integration

of trainees with principles and procedures of the training conducted), or/and ‘skilled

based outcomes’ (using the learned skills on job/field), and/ or ‘affective outcomes’

(perceptions of the trainee regarding the content and trainers). The ‘return on

investment’ (investment spend on training pays off the company) however is

considered to have minimum relevance.



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5. Salaries and Compensations: In comparison to the mentioned literature review

above, the analysis here also state that the natives are exposed to higher grounds of

salaries and compensations than of an expatriate doing the similar jobs. Justification

given to these grounds is that the natives of Qatar enjoy similar benefits of that of a

citizen of a country who pursues welfare – state policies. The analysis also state that

the oil and revenues are also under the share of the nationals which too is considered

to be a reason for such kind of entitlements in benefits. Limitations in the public sector

due its absorptive capacity have directed the natives to the private sector were the

rate of expatriates is high, majorly Asian expatriates in both skilled and menial jobs.

Furthermore, private sectors preference in qualification and government’s pressure

on 20 % job reservations for the natives in private sector has left a challenging

platform for the current expatriates and the new entrants. Private sectors have the

immunity in the execution of contracts thereby leaving substantial differences among

expatriates who perform similar jobs in private sector and not public sector. While

Budhwar and Mellahi (2006) state that Qatar is under the “process of re-examining

these discriminatory practices in order to be in line with the relevant agreements and

conventions”, Forstenlechner (2010) strongly argues that HR relevant practices must

be in the favour of the natives. Such consensus must have emerged from the issues

regarding the troubles faced by natives in getting a substantial job in private sector.

However, further implications or improvements to end such salary discriminations

have not yet been cited.

6. Separation: A General trend observed by the authors (however, no statistics were

disclosed to them) was that private sector has voluntary turnover more than

involuntary turnover. Few identified reasons behind this are:

Better job opportunities in Public sector (which is very limited to Asian

expatriates).

Limited Job promotion opportunities at current job



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Salary and compensation discriminations.

Job routine.

2.8 Conceptual Framework (Hypotheses):

Figure 2.8: Conceptual framework.

A conceptual framework can be derived from the extraction of the above literatures.

Understanding the managerial and HRM practices currently practiced in Private sectors in

Private Sectors in Qatar

Management Style HRM Practices

Authoritarian repressive

management

Tight Control of managerial

functions

Traditional and

Bureaucratic managerial

practices

Practices inclined with

conformity of Qatar and

Natives.

Confined HRM Practices

Integrated with cultural

and economical aspects.

Employee performance attained

through monetary incentives.

More refined to fit the cultural and

regional perspective than of

employee

Turbulence in Employee/

Expat Performance – Low

intrinsic motivation.



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Qatar, the impact on expatriate performance is consequently affected. While looking into

McGregor’s X and Y theory, private sector in Qatar currently follows the X theory. The

management is more authoritative and repressive. There is a high restriction in employee

participation in decision making. Another observable theory is that the both the managerial and

HRM functions are more confined to the conformity of the regional, cultural and traditional

norms. While considering Maslow’s theory of needs, private sector in Qatar may have been

successful in giving a share of the wealthy prospects such as affordable products,

accommodations, exceptions in tax, cheap pricing for petrol, fulfilling the physiological needs.

But while considering the issues of both HRM and Managerial factors, they both are more

confined to the conformity of the regional and cultural perspectives than in an entrepreneur’s

perspective. Issues regarding the sponsorship system, salient features of performance appraisal

and other HRM practices, sense of security seems to be interrupted and interfered causing the

other needs unreachable. Monetary incentives for obvious terms are the only motivational

factor that drives the employee in producing reasonable (If not efficient) performance for

organizational benefits. Other influential factors affecting the performance of these expats are

the organizational cultural and working environment starting from the very first sponsorship

system till being an own entity. Involvement of one or more Qatari partners who would hold 51

% partnership for the existence of such foreign entities (non Qatari investments).

On the other hand, looking into the wealthy prospects of Qatar, one can derive an

understanding that substantial monetary incentives can be expected which can, in theoretical,

be proved to fulfill Maslow’s ‘physiological’ and ‘Safety’ needs. Also to observe is that with

such wealthy attractions for the expats, motives to fulfill only such needs is the prior concern of

an employee. Such employee may be motivated ‘hygienic’ over ‘extrinsic’ (Herzberg, 1966). If

so, such perceptions can allow countless new expat entrants in to Qatar’s economic platform

making it attractive, demanded and competitive simultaneously; thus developing a null and a

corresponding alternative hypothesis.



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1. Null Hypothesis (H1): Offering monetary incentives is not the only preference for Asian

Expats in Private sector in Qatar.

2. Alternative Hypothesis (H2): Offering monetary incentives is well preferred by Asian

Expats in private sector in Qatar.

These hypotheses will then be put in test to identify the possibilities in inefficient expat

performance due to existence of low intrinsic motivation. The Research Methodology is

explained in the next chapter.



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Chapter 3:

3. RESEARCH PHILOSOPHIES AND METHODS:

While previous chapter discusses various relevant and available literatures on motivational

theories and current bias occurring in Qatar, this chapter will outline on how the research was

carried out to deduct this assessment. Reconsidering the objectives which were:

To create a pragmatic approach in understanding motivational approaches to

employees.

To develop a critical understanding about the culture, managerial and economical

aspects of GCC and Qatar.

To create hypotheses to test the possibilities of existence of low level intrinsic level of

motivation in Qatar leading to inefficiency in expat performance.

, the research questions that follow can be answered with a considerable systematic approach

Figure 3.1: Research process applied for this study, Source: Quinlan (2011).

Idea of research. Creating

appropriate

Research question.

Literature review.

Broadening the

research questions.

Research

Methodology

selection.

Data Collection.

Data Analysis. Answering the

research questions.

Conclusion of the

research.



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In the case of this research, the prime idea is the relevance of motivation in an organization.

Various factors and theories on motivation and its preference are outlined in this dissertation

for building an understanding. While this, this dissertation is aiming to assess what level of

motivation is being deployed and the impact of non monetary incentives and intrinsic

motivation would have on employee (expat) motivation and performance in Qatar in private

sector. Several literatures are reviewed to devise specific questions and the hypotheses. Then,

an appropriate method is selected for data collection and analysis and conclusions are derived

creating to the completion of this research.

Figure 3.2: Methodological Process

RESEARCH METHODOLOGY

RESEARCH PHILOSOPHY RESEARCH APPROACH RESEARCH STRATEGY RESEARCH METHODS

Positivist Deductive Survey strategy Quantitative

DATA COLLECTION DATA ANALYSIS

Primary data Literature Review

Journals, Books, Reports,

Websites, Documents from

website Questionnaires Sample

Web based

Questionnaires



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Figure 3.3: Research Onion, Source (Saunders et al, 2009)

3.1 Research Aim/ Design:

The methodological process has been derived from Saunders et al (2009) ‘research onion’. The

highlighted ‘black circles’ are the research design for this research.

3.1.1 Research philosophy: Ontology, axiology and epistemology are the basic variables or

elements that constitute a research study. Ontology defines the assumptions and assertions

outlined by the researcher. Flowers (2009, p.2) defines epistemology as the “theory or science

of the method or grounds of knowledge’ expanding this into a set of claims or assumptions about

the ways in which it is possible to gain knowledge of reality, how what exists may be known,

what can be known, and what criteria must be satisfied in order to be described as knowledge.”



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Understanding the axiology, it can be defined as the combined study of ethics (notion of rights’

in an individual) and aesthetics (notion of harmony/beauty). Imperatively, it is genuine to

consider various paradigms, epistemologies and ontology while conducting a research. It is

eminent that a false platform could be created without developing a peer review onto such

paradigms, resulting in adaptation of unsuitable methods developing false results (Flowers,

2009; Saunders et al, 2009). Among the ten philosophies presented by Saunders et al; (2009),

this research will circle the positivist paradigm. Positivist is build with a foundation of values of

truth, derived from ‘natural science’, reasons and reliability. According to Flowers (2009), while

considering a positivist paradigm, the Hypotheses is put forward from the existing literature to

test and then countered later depending on the outcome of the test. The reliability of this

paradigm is gathered through survey questionnaires and is outlined statistically. In comparison,

Saunders et al (2009) also supports that greater considerations are given to measurable

observations for reliable analysis while conducting a positivist approach. This research will

constitute a descriptive study.

3.1.2 Research Approach: At end of every research, consensus on what approach is appropriate

for such research arises. Consensus regarding deductive or inductive approach has been applied

various researches respectively according to the suitability of deriving accurate results have

been applied. According to Spencer (1999, p.1), deductive approaches are comparatively more

logical than an inductive approach. “Inductive reasoning is part of the discovery process

whereby the observation of special cases leads one to suspect substantially, however, not known

with absolute certainty. Deductive reasoning is the method where the researcher produces or

demonstrates with logical certainty, the principle applied is true.” This research will

demonstrate a deductive approach as the foundation of this research and its questions have

already been put forward. Looking into Collins and Mussey (2009), where they suggest that

deductive approach will demonstrate structured questions and are not redefined after data

collection, it can be confirmed once again that this research will conduct a deductive approach

for the reliability of the research. The following table would give a brief idea on the differences

between deductive and inductive approaches.



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Table 3.1: Differences between deductive and inductive approach.

DEDUCTIVE APPROACH INDUCTIVE APPROACH

- Principle based on natural science. - Developing an understanding on

meanings humans attach to events.

- Transition from theory to data.

- The necessity to examine casual

relationships between variables

- Close consideration of research

context.

- Compilation of qualitative

informations

- Flexibility in outcome and structure

according to the progress of the

research.

- Compilation of Quantitative data.

- The submission of controls to ensure

validity of data

- Researcher is a part of the research

process.

- Minimum concerns regarding the

need to generalize.

- Structured concepts to ensure quality

and clarity of data.

- Substantial structured approach.

- Researcher is considered independent

from the research.

- Need to specify samples of a size to

generalize outcomes.

Further to support, Saunders et al (2009) claim that deductive approach is the most applied

paradigms in research if the base of the research is to test a theory. This research will convey

on quantitative data so as to rely on the reliability of the data by measuring the responses and



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statistical display. Moreover, deductive approach to a research is more empirical on

quantitative analysis (Saunders et al, 2009; Winch et al, 2011).

3.1.3 Research Strategy: Saunders et al (2009) spot down seven types of research strategy:

case study, survey, action research, grounded theory, archival research, ethnography and

experimental study. This research will carry out the survey strategy. The main purpose of this

research is to assess the existence of low level of intrinsic motivation in private sector in Qatar

and to draw a measurable detail on the phenomenon of this research. Due to the limitation of

time and scope, this research approves to choose survey strategy through deploying both open

ended and close ended Questionnaires. Saunders et al (2009) also state that survey strategy is

majorly used while conducting a research with a deductive approach. Survey strategies are

considered substantially economical and appropriate for management and business researches

as it welcomes high amount of data from a selected or a sample population at a short duration.

However, while sending questionnaires, only a limited number of questions can be produced in

a questionnaire4, allowing it to focus on few research questions rather than a broad research

strategy. Saunders et al (2009) suggests that two of the common methods of a survey strategy

are structured interviews and observations. Considering the limitation of location and time, this

research will use the method of web – based questionnaire.

3.1.4 Research Methods: This research will integrate quantitative method. As mentioned

earlier, the hypotheses being created is best relied while devising a measurable analysis. This

measurable analysis can be extracted using quantitative method of survey strategy. This

method would favor this research in gathering and presenting measurable and quantifiable

data for reliability. The below table would give a brief idea on the differences between

qualitative and quantitative methods of research.

4 Although, the number of questions may vary according to the scope of each research, it’s always pragmatic to

consider a count of 10 -20 questions in a Questionnaire to convince the time span of the respondents.



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Table 3.2: Difference between Qualitative and Quantitative methods.

QUALITATIVE METHODS. QUANTITATIVE METHODS

- Majorly found while conducting an

inductive approach.

- Majorly found while conducting

deductive approach.

- Data are in form of words. - Data are in form of numbers.

- Highly oriented to interpretive

philosophy.

- Constitute majorly of positivism

philosophy.

- Considered during the initial stages of

a research process.

- Considered as a later process during

the research process.

Source: Bryman and Bell, 2007; Neil, 2007.

While considering the topic, it is however reliable to produce mix methods, were qualitative

data are quantized in codes to be re entered in quantitative analysis. Due to the lack of interest,

to maintain a sense of discrepancy, and giving consideration to the holy month of Ramadan, the

respondents demands to have no interviews so as to maintain discretion of the organization

and its employers and employees. However, the questionnaires being deployed to the

respondents are open ended and close ended questions giving the researcher the opportunity

to receive more reliable and descriptive data which otherwise could have been received using

Qualitative analysis.

3.1.5 Cross Sectional Time Horizon: There are two types of time horizons; first is short term and

the next is long terms. Considering the time constraints faced by the researcher, this research

will possess the cross sectional time horizon which can also be understood as short term.

‘Snapshot’ method as described by Saunders et al (2009) would favor this research in getting

responses at short span of time as cross sectional time horizon are usually conducted while

aiming in survey strategy. The scheduled for this dissertation is clearly mentioned in the table

below. The time span for this research was under the duration of two months.



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Table 3.3: Cross sectional time horizon used in this dissertation.

CROSS SECTIONAL TIME HORIZON TABLE

July 2012 – mid

August

- Literature review, Research Methods.

Mid August 2012 –

End of August 2012

- Data Collection, Data Analysis, Findings and results, Discussion,

Conclusion.

Phase one was the collection of all the relevant literatures through which the theory of such

was to be developed. The literature was extracted from journal articles, books and other

published papers and was to be peer reviewed and critically analyzed. Later, the research

methodology was developed which is then followed by data collection and analysis, discussion,

and conclusion which were the last phase.

3.2 Data Collection and Analysis:

3.2.1 Data for Literature Review: It is imperative that literature review develops a foundation

for preparing the primary data. The literature review and the hypotheses (based on the existing

literature review) were constructed from published journal articles, other published papers and

online sources. The primary data are collected through questionnaires. The questionnaires are

prepared through the critical points obtained from the literature review and from both the

independent and dependent variable. Most of the resources accessed for the construction of

the literature review and the hypotheses were extracted from publically available resources

such as Sheffield Hallam electronic library, Google, Google scholar, Emerald, JSTOR, and web of

science. The existence of limited literature that could present a broader understanding of and

Qatar and GCC context (in terms of producing relevant salient features) has posed a challenging



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platform for this research. However, Budhwar and Mellahi (2006) produce salient features of

HRM functions in Qatar through which this research will progressively construct an

understanding to develop the hypotheses.

3.2.2 Primary data: Primary data are data collected by the researcher himself. The data

constructed in this research will be acquired through Quantitative analysis. Quantitative

analysis is commonly used to give high end reliability to prove or test the hypotheses. Acquiring

measurable data for this purpose would favor this dissertation in giving substantial results.

Saunders et al (2009) state different types of data which are depended on their precision. They

are ranked data, continuous data, descriptive data and discrete data. Dichotomous and nominal

data are the sub divisions of descriptive data. As mentioned earlier, due to difficulty in

collecting data, only a limited response could be acquired. This research will contribute

descriptive data. The descriptive data will involve both its sub divisions which are dichotomous

data (yes/ no) and nominal data (Yes/ no/ neutral) respectively.

3.2.3 Questionnaires: Considering the methodological and philosophical approaches devised in

this research, this research aims to deploy questionnaires to acquire quantitative results.

Saunders et al (2009) state that questionnaires are majorly used while conducting a deductive

approach and for descriptive and non experimental research as it favors in recognizing the

variables and to amplify the relationship between two or more variables. While considering

this, this research will have dependent variable which is Employee / Expatriate motivation and

performance and independent variable can be taken as the non monetary incentives/ intrinsic

motivation preferred by them. As mentioned earlier, this research will collect data from its

respondents through survey strategy. There are two types of questionnaires: a) interviewer

administered, and b) self – administered. Self administered questionnaires are generally of

three types which are internet and intranet communicated questionnaire, postal -

questionnaire and delivery and collection questionnaire. This dissertation will use web – based

questionnaires (internet – intranet based) as they are considered to respondent friendly.

Saunders et al (2009) suggests that the outlook of the questionnaire is what decides the



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participation of the respondent. Considering the involvement of technology based

communication medium, web – based questionnaire can achieve this with appropriate layout of

questions that appeal the respondent. This dissertation will also use both open ended and close

ended questions to grab both objective and insight responses. One advantage of using objective

data as mentioned by Dawson (2009) is that it is cheaper to use a web – based questionnaire

when compared to the traditional postal questionnaire (as it could take longer period of time to

receive the responses) and that it would be simple for the respondents to fill the data and to

compile the data. This dissertation will use various objective type questions such as Likert scale

questions, agree/ disagree questions, yes/no questions). The questionnaires will also have open

ended questions which would give reasonable insight response to the question asked.

3.2.4 Sample: The sample in this dissertation will be Asian expatriates working in the

concerned automobile sector along with random expatriates from different organizations in

private sector. According to Bryman & Bell (2007), larger sample size will deduct accuracy of the

result. This dissertation expects to acquire sample size of 80 to 120 responses. However,

receiving responses from all the sample in consideration to the time of August 2010 being a

holy month of Ramadan, the response rate can decrease to 20 – 40% of the sample size.

3.3 Data Analysis:

The data are retrieved from the quantitative methods where informations are obtained from

the close ended questions. The open ended questions were analyzed sequentially so as to

present a descriptive analysis. The findings will be combined and presented in the discussion.

The data obtained through the questions are analyzed in SPSS statistics software (IBM SPSS

Statistics v.20). Because of its user-friendly nature, it favored the researcher to quickly score

and analyze the data obtained from the web – based questionnaires.

The approach followed in this dissertation to conduct data analysis will be quantitative

approach where the data are collected through the web - based questionnaires. The



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questionnaires will be sent and extracted through googledocs.com to SPSS5. The questions will

be coded as 1 and 2, example: if a respondent answers ‘yes’ to a question, then it will be coded

as ‘1’ otherwise ‘2’. Zikmund (2003) and Bryman & Bell (2007) suggest that coding can be

performed for any sort of questions and can be considered as the most appropriate and

suitable analysis for questionnaires.

The descriptive analysis will be used to asses various opinions of the participants. The cross

tabulation method of descriptive analysis is deduced to be the apt approach for this

dissertation (Zikmund 2003). The analysis will be based on the questions used in the web –

based questionnaire.

3.4 Ethical Considerations:

Every research must carry appropriate behavior in relation to the rights of respondents to

ensure no harm was caused to the respondents (Easterby – Smith et al 2008). During the

duration of this dissertation, ethics such as:

1. Solicited consent statement is attached with the questionnaire assuring the complete

discretion and also that the participation was not obligatory rather voluntary (Wells

1994).

2. Objectives of the research were informed to the concerned company to enable them to

understand the relevance of their participation and the purpose of this dissertation.

3. Exclusion organization name, branch or entities are kept classified for privacy concerns

(O’Leary 2010).

, are considered to maintain the ethical considerations of this dissertation.

5 SPSS – commonly used statistical software for statistical analysis.



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Chapter 4:

DATA FINDINGS, ANALYSIS and DISCUSSIONS:

This chapter of the dissertation produces all the research findings obtained using the

methodology described in the previous chapter. According to Zikmund (2003), every study has

an objective for developing and producing information and data that the authors study on.

Since the data is raw, it needs to be interpreted by readers as well as by the author himself.

Therefore the following figure portrays the data analysis process for this dissertation.

Figure 4.1: Interpretation of Data.

Web – Based questionnaires were sent out 80 participants (Asian Expats working in ABC

automotive along with some random responses from Asian expats working in different firms in

Private sector. From the anticipated sample, 58 responses were received (response rate =

46.4%). All the 58 responses completed all the questions allowing this dissertation to present

accuracy in data. While this, various responses to the close ended questions were coded by

allocating numerical values so as present database in SPSS for further statistical analysis.

Further, the results and data derived are interpreted through cross tabulation (contingency

table). Cross tabulation helps in developing interrelation of two variables and helps to find out

the association between them (Saunders et al, 2009).

DATA ANALYSIS SPSS

DESCRIPTIVE

ANALYSIS (Cross

Tabulation)

INTERPRETATION



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4.1 Gender and Age composition:

Tables 1 and 2 below display the age and gender composition of the selected sample size.

Table 4.1.1

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

Gender * Age 57 100.0% 0 0.0% 57 100.0%

Table 1 describes the validity and missing values identified from the date devised from the web-

based questionnaires. According to the table, the gender composition is considered as

complete and no missing cases were found.

Table 4.1.2: Age and Gender:

Gender * Age Cross tabulation

Count

Age Total

31 – 40 41 – 50 Less than 30 More than 50

Gender

Female 4 6 2 1 13

Male 18 11 7 8 44



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Total 22 17 9 9 57

Figure 4.2: Age and Gender Composition:

Table 2 and fig 1 produces a description that major respondents are from the age 31 – 40 were

there are 4 female respondents and 18 male respondents. There were a total of 17 respondents

who are categorized between the age 41 – 50 were the sizes of female respondents was 6 and

male respondents were 11. There were least number of size recognized in the organization who

were under the age of 30 (7 male participants and 2 female participants) and who were aged

above 50 (8 male participants and 1 female participant).



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4.2 Length of service:

Table 4.2.1: Gender and length of service:

Gender * How many years have you worked in your current company? Cross tabulation

Count

How many years have you worked in your current company? Total

1 - 3 years 4 - 6 years Less than a year More than 6

years

Gender

Female 2 7 0 4 13

Male 17 13 2 12 44

Total 19 20 2 16 57

Table 4.2.2: Age and length of service:

Age * How many years have you worked in your current company? Cross tabulation

Count

How many years have you worked in your current

company?

Total

1 - 3 years 4 - 6 years Less than a

year

More than 6

years

Age 31 – 40 9 8 1 4 22



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41 – 50 2 11 0 4 17

Less than 30 7 1 1 0 9

More than 50 1 0 0 8 9

Total 19 20 2 16 57

Figure 4.3: Gender and length of service.



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Figure 4.4: Age and length of service.

Table 3 and 4 and figure 2 and 3 describe the composition of length of service performed by the

participants. Almost 20 participants served a length of service of 4 -6 years; where 7

respondents were female respondents and 13 were male respondents (8 respondents were

between the age of 31 - 40 years, 11 respondents were between the age of 41- 50, 1

respondent was below the age of 30 and no employees over 50 years.). Following to which

there are 19 respondents who claim to have served a length of service of 1 – 3 years in the

company; where 17 respondents were male and 2 respondents were female (9 respondents

were between the age of 31 – 40 years; 2 respondents were of the age between 41 – 50; 7

respondents were less than age of 30 years and only 1 respondent was over 50 years In age.).

There were only 2 participants who served a length of service less than one year (2 male

respondents; one participant between the age of 31 – 40 years and one participant less than 30

years in age). However, almost 16 respondents claim to have provided a length of service of



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more than 6 years from which 12 respondents were male and 4 respondents were female (4

respondents were aged between 31-40 years; 4 respondents were aged between 41 – 50 years

and 8 respondents were aged above 50 years).

4.3 Preference of Incentives and Motivational Factors as claimed by the participants:

Table 4.3.1 Non monetary incentives and intrinsic motivation.

Gender * Do you believe non monetary incentives would help you to perform better? Cross

tabulation

Count

Do you believe non monetary incentives would help you to perform

better?

Total

Agree Disagree Neutral Strongly Agree Strongly

Disagree

Gender

Female 5 0 1 6 1 13

Male 10 1 4 29 0 44

Total 15 1 5 35 1 57



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Figure 4.5: Non monetary incentives and intrinsic motivation.

Table 4.3.2 monetary incentives and extrinsic motivation.

Gender * "Only financial compensations can help me perform well and make me committed to the

organization's interest...” Cross tabulation

Count

"Only financial compensations can help me perform well and make me

committed to the organization's interest...”

Total

False Neutral Somewhat

false

Somewhat

True

Very True

Gender

Female 3 3 2 4 1 13

Male 6 14 15 9 0 44



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Total 9 17 17 13 1 57

Figure 4.6: Monetary incentives and extrinsic motivation.

From table 5, 6 and figure 4, 5, preference to what kind of motivational factors is displayed.

While the web – based questionnaires presented a question “do you believe non monetary

incentives would help you to perform better”, almost 35 respondents ‘strongly agree’ that non

monetary incentives/ intrinsic motivation have a strong impact on employee performance;

where 6 respondents were female and 29 respondents were male. While for the statement

“only financial compensations can help me perform well and make me organization’s

comittement”, almost 34 respondents (17 respondents [3 female participants and 14 male

participants] state ‘neutral’; 17 respondents [2 female participants and 15 male participants]

state ‘somewhat false’) claim that such assumption can be true only to a certain extent. While

13 respondents believe that financial compensations can get them committed to the



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organization’s interest, only 2 respondents (1 respondent state ‘disagree’ and 1 respondent

state ‘strongly disagree’) claim that the use non monetary incentives have least impact on

employee performance.

4.4 Level of diversity in ABC automotives:

Table 4.4.1: Diversity found in the organization.

LEVEL OF DIVERSITY

ETHENICS Found rare or

not at all

Found but

Limited

Found equal

in number

Found more Found High

Arab 3.5% 35% 57.8% 3.5% -

Asians - 3.5% 35% 49% 12%

Filipino 100% 57% 3.5% 5.2% -

European 87% 7% 5.2% - -

Britishers 98% 1.7% - - -

Sudan 75.4% 21% 1.7% 1.7% -

Somal 85% 12% 1.7% - -

America 89.4% 10.5% - - -



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Table 4.4.2: Population of Arabs in the Organization.

gen2 * How many co workers do you think exist in your department? [Arabs] Cross

tabulation

Count

How many co workers do you think exist in your

department? [Arabs]

Total

Found but

limited

Found equal in

number

Found More Found Rare or

not at all

gen2

Female 6 7 0 0 13

Male 14 26 2 2 44

Total 20 33 2 2 57

Table 4.4.3: Population of Asians in the organization.

gen2 * How many co workers do you think exist in your department? [Asians] Cross

tabulation

Count

How many co workers do you think exist in your

department? [Asians]

Total

Found but

limited

Found equal in

number

Found High Found More



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gen2

Female 1 2 4 6 13

Male 1 18 3 22 44

Total 2 20 7 28 57

From table 7, 8, and 9, Arabs and Asians are found either equal in number or more respectively.

33 respondents (26 male participants and 7 female participants; 57.8% of respondents) agree

that Arabs are found equal in number in almost all the departments. 28 respondents (6 female

participants and 22 male participants; 49.1% of respondents) agree that Asian are found more

in almost all departments of the company. Influence of other ethnicities such as Filipino,

Europeans, Britishers, Sudanese, Somalis, and Americans are found limited, rare or not found at

all. The analyses state that while comparing between Asians and Arabs, 49.1% of the

respondents agree that Asians are found more than Arab in the current company.

4.5 Level of Satisfaction:

Table 4.5.1: gender and company satisfaction composition:



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Figure 4.7: Gender satisfaction in the company:

From table 10 and figure 6, the data recognizes that almost 31 respondents (54.3% of

respondents) are somewhat dissatisfied with their company and 14 respondents (24.5% of

respondents) find it not too satisfying or too dissatisfying (‘Neutral’). Further, only 5

respondents (4 respondents who state ‘somewhat satisfied’ and 1 respondent who state ‘very

satisfied’; 8.7% of total respondents among them) describe that they are satisfied with their

company. Following table and figures will describe an understanding as to why these many

respondents feel dissatisfied about their company.



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4.6 Evidence of low non monetary incentives/ intrinsic motivation deployed to the

employees/ expats:

Table 4.6.1: Composition of non monetary incentive practices with gender:

Degree of responses towards non monetary incentives.

Non Monetary Incentives Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

Equal Pay and Financial

Compensations when compared

with ‘others’ in the same

designation.

1.7% 10.5% 61.4% 19.2% 7%

Performance Appraisals have

helped to improve performance

to contribute efficiently.

5.2% 14% 7% 56.1% 17.5%

Training and development has

favored to develop and improve

cognitive and professional skills.

8.7% 1.7% 3.5% 49% 21%

Salaries and compensations have

motivated to work and perform

better.

1.7% 7% 36% 49% 5.2%

Deducting from the table 11 above, degree of responses were highly found on the ‘disagree’

and ‘strongly disagree’ columns. While investigating whether the expats are receiving equal pay

and financial compensations while compared to co-workers in the same designation, almost

19.2% ‘disagree’ the fact such equal pay exist. However 61.4% of respondents described it as



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‘neutral’ where they do not really assume such variation in pay exists. Looking into

consideration of the performance appraisal, contributions to intrinsic motivation and improve

performance were ‘disagreed’ by 73.6% of respondents (17.5% of respondents ‘strongly

disagree’ that performance appraisal has helped them, 56.1% of respondents ‘disagree’ the

same as well). While considering the training and development and salaries and compensations

given to the employees/ expats, 49% of respondents ‘disagree’ that the current incentives and

programs have had least impact on them. However, in terms salaries and compensations again,

36% of respondents remained ‘neutral’ as they believe that to certain extent, salaries and

compensations given to them were driving factors for their performance rate.

4.7 Testing the hypotheses:

4.7.1 Offering monetary incentives is well preferred by Expats in private sector in Qatar (H2):

Table 4.7.1.1:

gen2 * "Only financial compensations can help me perform well and make me committed to the

organization's interest...” Cross tabulation

Count

"Only financial compensations can help me perform well and make me

committed to the organization's interest...”

Total

Very False neutral Somewhat

false

Somewhat

True

Very True

gen2

Female 3 3 2 4 1 13

Male 6 14 15 9 0 44

Total 9 17 17 13 1 57



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Table 4.7.1.2:

gen2 * "Salary and compensations I receive helps me to work and contribute efficiently to my work"

Cross tabulation

Count

"Salary and compensations I receive helps me to work and contribute

efficiently to my work"

Total

Agree disagree Neutral Strongly Agree Strongly

disagree

gen2

Female 2 5 5 1 0 13

Male 2 23 16 0 3 44

Total 4 28 21 1 3 57

Looking into table 12 and 13 and figure 7, the data plotted down states that almost 45.6% of

the respondents (see the ‘very false’ and ‘Somewhat false’ - table 12) do not agree that

financial compensations is the only preference by the expats. However, 17 respondents (29.8%

of respondents) describe this portion as ‘neutral’ as they believe that to certain extent the

financial incentives are required by an employee. While considering table 13, 28 respondents

(49.1% of respondents) disagree that the contributed salaries and compensations have helped

them to perform well and contribute efficiently for the organizational benefits. However, 21

respondents (36.8% of respondents) believe that to certain extent (‘neutral’), the contributed

financial incentives have helped them to perform fine if not better.



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4.7.2 Offering monetary incentives is not the only preference by Expats in private sector in

Qatar (H1):

Table 4.7.2.1:

Table 15:



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Table 4.7.2.2:

How many years have you worked in your current company? * Please indicate the extent to

which you agree with the following statements [Chances of promotion is high] Cross tabulation

Count

Please indicate the extent to which you

agree with the following statements

[Chances of promotion is high]

Total

Neutral Somewhat

Disagree

Strongly

Disagree

How many years have

you worked in your

current company?

1 - 3 years 5 10 4 19

4 - 6 years 7 11 2 20

Less than a year 2 0 0 2

More than 6

years 1 9 6 16

Total 15 30 12 57

Looking into table 14, 15, and 16, a deduction can be derived that non monetary incentives are

less deployed to the expats. According to table 14, 9 respondents with a length of service of 4 –

6 years state that they strongly disagree to the fact that they fell like a part of the company.

However, 7 respondents (12.2% of the respondents) who have served a length of service of

more than 6 years describe this portion as ‘neutral’. Table 15 shows that 11 respondents who

have served a length of service of 4 – 6 years state they ‘somewhat disagree’ to the fact that



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they receive the right amount of recognition in their company following to which 7 respondents

who have served the same length of service ‘strongly disagree’ to this fact. 9 respondents who

have served the length of service for more than 6 years state that they too ‘somewhat disagree’

to the fact they fell like they receive the right recognition in their company. Considering table

16, 11 respondents who have served a length of service of 4 – 6 years ‘somewhat disagree’ to

the fact that chances of promotion are considered to be high and 9 respondents who have

served more than 6 years somewhat disagree to the same fact.

4.8 Presentation of results from open – ended questions:

Table 4.8.1: “What I like about my company is?”

Reasons Frequency

Reasonable Pay and remuneration 9

Organizations Reputation in the market 5

Social Schemes 2

Equal pay and remuneration 1

The Kind of Job performed in the company 2

Listen to the staff 2

Fair practice for employee motivation 1

According to table 17, reasonable pay and remuneration was justified with frequency of 9 (from

the respondents). This can be illustrated from a direct statement from an expat “Fair pay and

remuneration full fill standard living life style”, that means that the employees are reasonably

justified with the monetary incentives and remuneration given to them. Following to which the



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second highest frequency in taken in account which is the organization’s reputation in the

market (5). “The organization has a high reputation among the high corporate organizations in

Qatar, though we are authorized dealers for the foreign merchandise”. The data can be

analyzed that one of the other reasons for the expats working there is because of its high

reputation among the major corporate players. While reasons such as equal pay and

remuneration, the kind of job performed in the company, equal voice for employees, and fair

practice for employee motivation were stated on rare situations (frequencies ‘1’ and ‘2’

subsequently, see table 17).

Table 4.8.2: “Things my company can do better…..”

Reasons Frequency

Performance based reward system 9.3

Make employees satisfied 5

Promote intrinsic motivation 5

Career growth 4

Equal pay and remuneration 4

Develop liberal performance appraisal 3

Listen to the staff 2

Fair practice for employee satisfaction 3

Equal opportunity irrespective of gender 4

As per the above table 18, the frequency for e ‘’my company should develop more encouraging

rather than a repressive management style. Though I am provided reasonable pay, I don’t feel



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like rewarded according to my performance.”, “provide motivation through performance based

rewards”, “Motivate and encourage through performance appraisals and reward”. The expats

currently feel that they are not motivated intrinsically or encouraged according to their

performance rather they are commanded and assigned tasks from the top level management

(McGregor, X theory) and they are expected to do that with fair monetary incentives as an

encouraging factor rather.

Employee satisfaction needs and intrinsic motivational needs share the same frequency level of

5 each where as career growth and equal pay and remuneration are having 4 and 2 frequencies

respectively. Looking into few direct statements from different staffs (expats), “I feel my

company should develop a reasonably liberal working environment”, “No motivation given”;

“provide better opportunities to encourage employees rather than authoritative

management.”, it can be deduced that the expats currently face that they are not motivated

intrinsically and they feel that they are driven more than guided and shared views and ethics.

Following to which the ‘career growth’ is observed with a frequency of 4 from the respondents.

“My company should encourage promotion opportunities and free from sponsorship rules”, the

statement here claims that the current Kafala sponsorship rules have demoralized the

opportunity of better career growth, also career growth seems to be very conditional rather

than performance based. Other reasons such as equal pay and remuneration and fair practices

are observed under ‘4’ and ‘3’ frequencies showing that few expats claim that they require

equal pay and remuneration as they feel insecure about their respective jobs otherwise.

4.9 Discussions:

4.9.1 Why Asian expat prefer intrinsic motivation in private sector in Qatar?

While revising the literature review presented in chapter 2, a general understanding on

motivational factors can be understood from the upholding empirical theories presented by

various authors. All over the world, as globalization has taken a big space, the employers have

now started to realize the importance of workforce in the organization (CSB 2011). Sustaining



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in this world of competition and volatile market is obviously a challenging factor for any

organization. For the long term success of the organization, motivation, which drives employees

for better performance are the intricate factors. Motivation in short is needed in order to drive

away job dissatisfaction from the mind of the employees. Though it has been eminent that

globally, good remuneration has been accepted as a policy that will draw the best employees to

the organization, but the performance of the employees at one level can only be increased

through the intrinsic motivation. The firm should recognize who are its outstanding performers

and the employer should provide additional training, make the job interesting for them, their

opinion should be heard, job enrichment, promotion, recognition, award etc. Qatar was

successful in attaining a Global status of possessing the highest GDP per capita. Furthermore,

Qatar’s recent efforts of liberalizing managerial practices were cited by many researchers.

According to the age composition obtained from Table 3 and 4; Fig. 2 and 3, almost 35% of the

Asian expats (where the size of Asian expats are found more, about 49%) have served a length

of service of 4 – 6 years in their company. While understanding the displayed independent

variable (non monetary incentives/ intrinsic motivation), the web – based questionnaires

produced few questions to retrieve a collective idea if they personally believe intrinsic

motivation is what they require to perform better. Almost 35 (61.5%) respondents ‘strongly

agree’ that non monetary incentives have a strong impact on employee performance. But while

deducting the part if they are entitled to such rewards (see table 11), degree of responses were

highly found on the ‘disagree’ and ‘strongly disagree’ columns. While investigating whether the

expats are receiving equal pay and financial compensations while compared to co-workers in

the same designation, almost 19.2% ‘disagree’ the fact such equal pay exist. However 61.4% of

respondents described it as ‘neutral’ where they do not really assume such variation in pay

exists. Reconsidering the literature review constructed above, wealthy dynamics and prospects

of the Qatar economy is dominant enough in probably just paying substantial financial

incentives. But current concerns in the cultural, social and managerial practices have had a

profound impact on employee satisfaction and performance. There by developing a high degree

of response to this research question as to why the association of intrinsic motivation and non



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monetary incentives with the Asian expats is found high. Furthermore, table 18 signifies that

the frequency for performance based reward system is deemed to have higher frequency than

of any other responses.

4.9.2 Are expatriates satisfied to work in private sector in Qatar?

Almost 31 respondents (54.3% of respondents) are somewhat dissatisfied with their company

and 14 respondents (24.5% of respondents) find it not too satisfying or too dissatisfying

(‘Neutral’). Further, only 5 respondents (4 respondents who state ‘somewhat satisfied’ and 1

respondent who state ‘very satisfied’; 8.7% of total respondents among them) describe that

they are satisfied with their company. Crucial reasons to be considered with this are the current

HRM practices in private sector in Qatar. As mentioned earlier in the ‘Literature Review’,

understanding the Middle East/ GCC context in terms of cultural influence and value systems is

more challenging than controversial and it is emininent that HRM must act as an instrument to

economic and social changes in such way that it may substantially coincide with Qatar’s political

and macroeconomic stability and new economic orientation (MEED 2010). The Managerial and

HRM practices are more confined with the cultural, political and traditional norms; more of an

authoritative practice (Mc Gregor X theory) where employees have restricted participation in

decision making and other aspects that can build intrinsic participation or motivation to these

expatriates so as to extract maximum potentiality. As till date, all the foreign firms are under

49% of entitlement if they wish to continue their operations in Qatar. Further what attracts

these foreign companies is the empirical statistics of having well – qualified (both academic and

operational knowledge) human assets, who are majorly Asian (Indo – Pakistan) expatriates

(Budhwar and Mellahi, 2006; Abdelkarim, 2001; Ali, 1995; Bakhtari, 1995; Fadhil, Yao and

Ismeal, 2012). The salient features of HRM practices in Qatar, as concluded by Budhwar and

Mellahi (2006), claims that features of manpower planning, Performance appraisals, salaries

and compensations (exceptional to certain extent) and training and development are not future

oriented and seems to be bias. While comparing figure 6, the highest degree response however

is ‘somewhat dissatisfied’ because in order to compensate the intrinsic motivation, the



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organization currently practice in giving reasonable and monetary incentives and

compensations, but understanding how employees deem to built intrinsic motivation, and such

desire colliding with the ‘X’ theory management (McGregor 1954) style have made them

somewhat dissatisfied about their company.

4.9.3 Does the use of non monetary incentives have positive impact on employee

performance?

Looking back into the hypotheses constructed in this dissertation:

3. Null Hypothesis (H1): Offering monetary incentives is not the only preference for Asian

Expats in Private sector in Qatar.

4. Alternative Hypothesis (H2): Offering monetary incentives is well preferred by Asian

Expats in private sector in Qatar.

, both these hypotheses were put in test through cross tab comparison and descriptive analysis,

while H1 states that non monetary incentives and intrinsic motivation are less deployed to

these expats who have served a length of service of 4 – 6 years, H2 states that the degree of

response and focus on monetary incentives are comparatively less preferred by these expats.

Thus leading to the conclusion that the alternative hypothesis is being discarded and the null

hypothesis is being accepted. Furthermore, while looking back into the literature review,

substantial literature review and criticisms put forward to present a brief picture about the

current condition of private sector and its Asian expat employees, it is eminent the current

managerial practices and perspectives are indeed challenging as theses Asian expats are more

driven towards the job than having an own sense of responsibility towards job. As discussed

earlier in the ‘Literature Review’, Motivation in short is needed in order to drive away job

dissatisfaction from the mind of the employees. Though it has been eminent that globally, good

remuneration has been accepted as a policy that will draw the best employees to the

organization, but the performance of the employees at one level can only be increased through

the intrinsic motivation. The firm should recognize who are its outstanding performers and the



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employer should provide additional training, make the job interesting for them, their opinion

should be heard, job enrichment, promotion, recognition, award etc. Reconsidering the overall

data analysis again,

Length of service: Almost 20 participants served a length of service of 4 -6 years

(between the age of 31 - 40 years and between the age of 41- 50). Following to which

there are 19 respondents who claim to have served a length of service of 1 – 3 years in

the company (were between the age of 31 – 40 years). There were only 2 participants

who served a length of service less than one year. However, almost 16 respondents

claim to have provided a length of service of more than 6 years (aged between 31-40

years and 41 – 50 years).

Preference of Incentives and Motivational Factors as claimed by the participants:

While the web – based questionnaires presented a question “do you believe non

monetary incentives would help you to perform better”, almost 35 respondents

‘strongly agree’ that non monetary incentives/ intrinsic motivation have a strong impact

on employee performance. While for the statement “only financial compensations can

help me perform well and make me organization’s comittement”, almost 34

respondents claim that such assumption can be true only to a certain extent, where an

employee is able to fill physiological needs (Maslow 1974).

Level of satisfaction: almost 31 respondents (54.3% of respondents) are somewhat

dissatisfied with their company and 14 respondents (24.5% of respondents) find it not

too satisfying or too dissatisfying (‘Neutral’). Further, only 5 respondents (4 respondents

who state ‘somewhat satisfied’ and 1 respondent who state ‘very satisfied’; 8.7% of

total respondents among them) describe that they are satisfied with their company.

Evidence of non monetary incentives/ intrinsic motivation deployed to the employees/

expats: degree of responses were highly found on the ‘disagree’ and ‘strongly disagree’

columns. While investigating whether the expats are receiving equal pay and financial



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compensations while compared to co-workers in the same designation, 61.4% of

respondents described it as ‘neutral’ where they do not really assume such variation in

pay exist neither do they believe that such discrimination does not exist at all. Looking

into consideration of the performance appraisal, contributions to intrinsic motivation

and improve performance were ‘disagreed’ by 73.6% of respondents. While considering

the training and development and salaries and compensations given to the employees/

expats, 49% of respondents ‘disagree’ that the current incentives and programs have

had least impact on them. However, in terms salaries and compensations again, 36% of

respondents remained ‘neutral’ as they believe that to certain extent, salaries and

compensations given to them were driving factors for their performance rate at a

certain extent.

Presentation of results from the open-ended questions: reasonable pay and

remuneration was justified with frequency of 9 (from the respondents) for the question

as to what they like about the company. This can be illustrated from a direct statement

from an expat “Fair pay and remuneration full fill standard living life style”, that means

that the employees are reasonably justified with the monetary incentives and

remuneration given to them. Performance based reward system is deemed to have

higher frequency than of other responses (9.3). Furthermore, the degree of responses

regarding implementation of intrinsic motivation has been observed more than on

monetary incentives.

, the alternative hypothesis is once again rejected on the grounds of signifying strong

association of non monetary incentives and intrinsic motivation with employee/ expat

performance and satisfaction, thus proving the null hypothesis as evident.

*



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CHAPTER 5:

CONCLUSION, RECOMMENDATIONS, LIMITATIONS AND SUGGESTIONS:

5.1 CONCLUSION:

While considering all the theories on motivational factors, it is evident that motivation is

deemed to have positive impact on employee performance. Reconsidering Maslow’s theory of

needs, at the level of self-actualization, an employee craves for things that will fulfill his

potentialities and accomplish his desires and thoughts fully. Maslow has also emphasized that

humans have the unique ability to make their own decisions and implement those according to

their free-choice. Extrinsic motivation helps the employees to meet the needs, but intrinsic

motivation triggers the need to do the job more productively (Collier, 1994 and Brophy, 2004).

Many organizations now are aiming to be global. Among them, rich context of Qatar fits in a

promising future. As mentioned previously, Qatar is transforming into more wide open

economy making its economic platform more reliable for new investors and globalizing their

operations abroad as well. Along with this, Qatar has developed an influential platform expat

attractions and foreign investment. However, current regulations; though statements and

implications were made, still abide in the law that all foreign investment must have 51% of

share by Qatari partner(s). Although criticisms and re amendments were made, further

citations and evidences to such amendments were not yet found. Considering a Masculine

culture like Qatar, influence on HRM and managerial practices have had profound impact on

the expats. The ratio of expatriates in the private sector in Qatar has accelerated to 99.3%.

Despite regulations which demanded 20 % of Jobs to citizens at the private firms (Qatar

embassy 2010), nationals and expatriates find it competitive to enter into private sector.

Moreover, the salient features of HRM practices presented by Budhwar and Mellahi (2006)

state down several features of HRM practices such as performance appraisal, job analyses,

salaries and compensations etc and apparently these practices empirically seem to be de

motivating the Asian expats in performing efficiently. The cognitive issue of religious taboos,



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cultural and traditional perceptions and practices has always been under question. In the case

of Qatar, religious emphasis on Islam has been significant before the implementation laws,

regulations and policies. Nevertheless, considering different cultural backgrounds of the Asian

expats, these practices may seem bias. Through this dissertation, the subject is more rather

than taken in a delicate approach rather than a controversial approach. The prospective

background of Qatar and its economy is definitely the most highly suggested platform for

foreign attractions and investments. Cordial management and communication by both the

parties can delicate a fair HRM and managerial practices in an organization. However, HR can

find this very challenging as because they are limited to execute many of the organizational

procedures. While expats are the preferred human assets by private sector, least efforts in

motivating the expats were derived. While the private sectors in Qatar provide reasonable

incentives, expats as per the analysis of this dissertation are more leaned to needs that

motivate them intrinsically. However, if government implements more liberal economy, Qatar

can attract various foreign investors and expats to contribute efficiently to the growth of the

organization and economy. But if the current cultural taboos, religious and cultural perspectives

and Authoritative practices of management and HRM prevail, turbulence between Asian expats

with HRM practices in private sector will sustain; leaving a dilemma on whether progressions on

such implementations would be implemented. This dissertation has thus achieved its

objectives.

5.2 RECOMMENDATIONS:

This section can be very challenging. As proved earlier, substantial and pragmatic HRM

practices are required to motivate employees intrinsically so as to extract maximum

potentiality from them. Recruitment and selection while compared to training and

development for the current employees are considerably low in cost. While reconsidering the

salient features of managerial practices and perceptions revolving around most of the GCC and

Qatar, certain aspects of HRM practices such as performance appraisals should be done to

reflect and enhance his/her performance by various face to face sessions. Also to be noted that



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rather than downsizing employees through performance appraisals, the company must rather

find out what possible suggestions can be considered (that regulate within the general policies

of the company) to enhance employee performance, satisfaction and commitment. While

considering salaries and compensations, the data analysis deducted in this dissertation rest

assures that such discriminatory practices are found at a very minimal rate as Qatar was

successful in building a sustained and progressive economic platform where employees are

given the advantage of enjoying substantial and reasonable monetary incentives. Muduli (2011)

state that performance based reward systems has a positive impact in developing intrinsic

motivation to build commitment and satisfaction in employees. Moreover, through substantial

evidences stated in the data analysis and literature review, the Asian expats have shown

tremendous preference in desiring more performance based reward system, where the

employee is rewarded according to the rate of his performance in the organization. According

to the gender and age composition, the sample size of female participant was comparatively

found low. Organization must encourage equal gender participation so as to acquire substantial

innovative knowledge. In short, companies must look into organizational reward strategies.

Reward management is about how employees are rewarded in accordance with their values to

an organization (Perkins, 2011). In the case of Qatar, private sector must look into features of

reward management such as reward management system, job evaluation for personnel growth,

rewarding special group, non financial rewards and responsibilities and personal growth.

Encouraging this would enable a large acquisition on qualified and commitment behavior by

employees providing multi diverse knowledge and innovative strategies that could help achieve

organizational benefits and mission.

5.3 LIMITATIONS:

While considering the context of this dissertation, the sample size is considered under the

concerns of generalisibilty. The anticipated respondents was 80 – 120 respondents, however,

since the survey was voluntary and not obligatory, the participation of only 57 respondents was

found (response rate was 46.4%). This was beyond the control of the researcher. Furthermore,



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looking into to the context of this topic, generalizing the opinion of one organization cannot be

considered completely reliable. The questionnaires prepared with relevant considerations as to

not be bias. Therefore, usage further statistical analysis such as Pearson’s chi-square test, Phi

and Cramer’s V test, Kappa test to analyze the association between the variables was not

possible as the questionnaires were limited in asking brief about the independent variables so

as to attain a strong association. Web – based questionnaires may or may not be accurate all

the time as respondents may respond in a sense of urgency which may result in irregularity in

responses. Therefore, it is to be understood that the observed limitations may cause a small

degree of inaccuracy and irregularity to the analysis. Hence, the conclusions of this dissertation

cannot be generalized. However, it also applies to the degree of response given by the sample

size as well.

5.4 SUGGESTIONS:

Future researcher can apply mixed methods (qualitative and quantitative data) to derive

more accurate data in regardance to the context of this dissertation (Saunders et al,

2009).

Preliminary Pilot study (Saunders et al, 2009) can be conducted in order to obtain

accurate results, followed by face to face interviews to gain insight on responses.

Longitudinal study can also be considered for future researchers so as to study the

impact of non monetary incentives on employee motivation.

Future researcher must consider a broader sample size to deduct accuracy of the

context of this dissertation type.

Future researchers may want to look into deep insight informations on the relevance

financial incentives and how Qatar manages to suppress employee dissatisfaction with

just financial incentives.



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Personal Reflection:

At the start of the research methods lecture in first semester, I was pretty much confused

various terminologies, for instance, epistemology and ontology that was being said in the class. I

asked myself "What is the course all about? What are these academic jargons: how relevant are

they to me? How will they help me in becoming a future HR manager? I felt very 'out of place' in

class and lost interest to the extent that I thought I was incapable of passing this academic

course. Moreover, I had failed my first research proposal which further de motivated my efforts.

However, when I realised the mistake was in me, I began to construct a pragmatic

understanding about the level of relevance of this dissertation. At the beginning, I had a very

vague, rather wide topic for this dissertation; I was less inclined in reflecting actual research

methods, philosophies and approaches. For instance, while stating deductive approach, the

researcher made a mistake in creating a constructivist paradigm which in nature is coherent to

each other. A positivist paradigm is more appropriate to deductive approach. While creating a

hypothesis, the researcher must follow the positivist paradigm as it suits to progress and

conclude the research more effectively. A constructivist philosophy is best suited for an inductive

approach as it gives the researcher to construct and develop a theory. Several other aspects of

personal concerns were also involved in such unsuccessful approach and understanding.

However, rather than considering this aspects of life as a negative impact, I decided move along

and get this dissertation done. My Supervisor guided me throughout my journey in this

dissertation. I felt like I have been so unorganized about my work, but through several meetings

with the supervisor, I fell that I can drive and achieve my dissertation in the appropriate manner.

I was well impressed by supervisor’s and my lecturer’s extensive knowledge on their respective

subjects and I find myself more competent in grasping each core fundamental informations.

During the course of this dissertation, I was able to understand in a professional perspective. It is

highly important that individuals these days should focus more on cognitive and problem solving

skills as they can be highly essential in this field. Due to various personal reasons, I was not

successful to start my dissertation on a more convenient and affordable time. However, on

every meeting, my supervisor kept encouraging me and guiding me on how I could take this



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dissertation topic to a more analytical and descriptive level. Despite her busy and sudden

schedules, we were able to meet on almost all the devoted days to discuss the progress of this

dissertation which further allowed me to narrow down my topic to a more pragmatic sense.

This dissertation has taught me how to cope with stress, as well as, work with tight deadlines. It

has made me realise that I had to drive my mind beyond the knowledge of academic perspective

into more realistic and cognitive perspective.



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Appendices:

Web – based Questionnaires:



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APPENDIX A

Msc Research Supervision Record

(To be completed by student)

Please complete this form after each supervision meeting and send to your supervisor for further

comment. You must include at least two examples of completed forms in an appendix to your Msc

Dissertation.

Name of student: Shibin Shaji Cherian

Date of Meeting: 12 – June – 2012

Supervisor present: Clare Moonan

Duration of meeting 1 hour

Subjects Discussed:

About the topic

Recommendations made:

To narrow and focus down the topic than to take a wide subject,

Targets set:

To finish researching on the context of the topic

Is this a true record? (to be completed by the supervisor ) Yes ◇ No ◇ (&comments if NO):

Further supervisor comments (if appropriate):



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APPENDIX B





Dissertation.


Date of Meeting: 8th – July – 2012



Subjects Discussed:

Further into literature review, possible controversies and the prospects of the selected area of

research.


To specify research details more accurately and objectives

Targets set:

To produce a draft of research on next meeting





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APPENDIX C





Dissertation.


Date of Meeting: 26 – July – 2012



Subjects Discussed:

Clarifying more on how to direct the dissertation in a more authenticated way.


To specify research details more accurately and objectives

Targets set:

To produce a draft of research on next meeting





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APPENDIX D





Dissertation.


Date of Meeting: 8th – August – 2012



Subjects Discussed:

Presentation of the dissertation and choosing an appropriate topic for the dissertation.


Accurate discussions on various research methods, observing what details could be specific

concerned to this dissertation.

Targets set:

Research methods





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APPENDIX D





Dissertation.


Date of Meeting: 22nd – August – 2012



Subjects Discussed:

Verification of objectives, research questions, research objectives, Research methods and

dissertation structure.


Accurate discussions regarding the completion of this dissertation and discussed final steps.

Targets set:

Completion of the dissertation.





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