What Motivates Employees

Published Date: 02 Nov 2017

1. INTRODUCTION

1.1 Introduction of the study

The research proposal entitled "INVESTIGATION ON MOTIVATIONAL FACTORS AMONG EMPLOYEES: THE CASE OF CITY BROKERS LTD" with reference to City Brokers Ltd. This is primarily conducted to identify the factors which motivate the employees and the organizational function at City Brokers Ltd.

Motivation is one of the most essential aspects which affect human behavior. Motivation not only affects other factors like perception and learning but also affects the total performance of an individual in organizational setting. That is the reason why managers attribute a lot of importance to motivation in an organization. It should be recalled that a worker may be greatly capable of doing his job; nothing can be accomplished if he is not inclined to work. A manager has to utilize convenient application of motivation to drive the employees to follow them.

In the past, employees were regarded just as another addition into the creation of goods and services. What possible changed this form of thinking about employees was a study, pointed out to as the "Hawthorne studies", and carried out by Elton Mayo in 1932. This study showed that employees are not only motivated by money and employee behavior is connected to their views.

1.2 Background Information of the Company

Established in 1986, CBL is the biggest insurance broking organization in Mauritius. It has considerable experience locally and internationally. It seeks clients relationships in the long run and looks to provide efficient ways to reduce costs and implement solutions with one aim of decreasing insurance charges for its clients, without compromising cover.

CBL is in the unique position to provide its clients with the means necessary to achieve critical success factors as:

Its activities extend to the region including Reunion, Seychelles, Madagascar

Mozambique, Tanzania and Maldives both through CBL and CBL International (their Mauritian Offshore Company)

Its objective is to deliver quality services to its clients and providing products which are innovative as well as solutions at competitive costs. Uniting with this is the regular design of organized programmes to gather the individual needs of its clients. The organization has consultants and brokers for more than 2500 clients including major corporate companies such as:

Leading local Commercial Banks and international Banks.

The large local Hotel Groups and other international and local groups of Hotels.

Sugar Mills including Sugar Refineries and Power Plants.

One of the largest Textile Groups.

Some of the major Construction Companies.

Various other large corporate Industrial and Commercial Organizations.

Due to its thorough knowledge in the fields such as activities related to the economy and having knowledge of the major accidents and problems faced by organizations, CBL is capable of designing correct solutions which add efficiency to its clients’ operation. Associated with the biggest "international insurance and reinsurance brokers", CBL has unique bargaining power.

Services

CBL’s range of work varies from one client’s need to another but contains the following:

Obtain detailed information on Client’s business and Risk Management philosophy including site visits.

Provide professional surveys reports with recommendations to minimize Risks and present Risk Exposures to Underwriters.

Evaluating and identifying Client’s needs and providing independent specialist advice/reporting.

Monitor insurance quotations and supply additional underwriting/ Client due diligence information to Insurers if required.

Analyze Insurance quotations received to make sure they are in accordance with specifications and that security provided by insurers is adequate. Report back to Client for consideration and agreement on Insurances to be contracted.

Request insurers to issue Insurance Policies as per quotations submitted and check policies/documents issued to make sure that they meet requirements before forwarding to Client.

Prepare a Summary of Insurance including claim procedures and submit to client.

Provide continuous advisory assistance and management of Insurance matters with regards to new contracts, additions and deletions of assets, etc.

1.3 Problem Statement

Employees are not so often motivated to deliver at their highest potential, therefore costing organizations a lot of money each year. Thus, employee motivation is a valuable issue to all organizations. There is a requirement for additional research on motivation, therefore the aim of this study is to show what it is that motivates the employees to carry out their work at their best achieve organizational success. The fundamental issue I have found out is that many managers have tried various different incentives to motivate their employees and it has been found that these methods have not worked out for everyone in the organization. This is an essential problem faced by the employers these days, mainly due to evidence that each employer’s organization is established on the strength of its worker’s performance. The research problem for this study is affiliated with the motivation of City Brokers Ltd. There are different factors that can affect an individual’s level of motivation.

Some factors include:

The rate of earnings and benefits,

The recognized equity of promotion system inside the company,

Aspect of working conditions,

Employee recognition,

Job security

Career development opportunities

Leadership and social relationships

1.4 Significance of the study

The study is expected to assess motivation of employees in the organization. A satisfactory motivational program plan is vital to accomplish the organizational goals. If effective motivational programmes of employees are not only made in this particular organization but also in any other organization; the organizations have the ability to cultivate a good corporate culture.

Motivation has different types of effects. These effects may differ from individual to individual, that is physical and mental health, level of productivity, nonattendance and turnover. Employee satisfaction has to be managed in multiple ways. This helps in retaining the one "who can deliver value to the organization".

This study helps the researcher to know the seriousness of effective employee motivation. This research examines the categories and layers of employee motivational programmes and also managing ideas that can be used for innovation in employee motivation.

1.5 Theoretical Framework

Employee motivation is normally influenced by the employee himself, as well as the management and the environment. Factors which enhance employee motivation are pay, incentives, allowances, fringe benefits, leadership, trust, encouragement chances for growth, recognition, empowerment and much more. As a manager, his job is not only to give orders but to motivate the employees. Therefore, the manager’s job is to understand what motivates the employees. Various theories of employee motivation will be discussed such as Maslow’s hierarchy of needs, J.S Adams Equity Theory, Vroom’s Expectation Theory, Douglas McGregor Two factor Theory. These theories attempt to explain employee’s behavior. They provide a better understanding to both managers and employees of how to motivate others or become more involved in one’s own motivation.

1.6 Objectives of Study

The following objectives have been forged up for this study:

To study the vital aspects which are needed for employee motivation.

To identify the different motivation factors and find appropriate one

To examine how motivation produced a job satisfaction among the employees

To give suggestion to improve employee motivation in the organization

1.7 Research Questions

The research questions in this proposal include:

Do employees feel empowered?

How involved are employees in the company development?

Do incentives influence performance of the employees in the organization?

To what extent working environment impacts on motivation of employees?

How far do you agree that the level of responsibility has an impact on job satisfaction

1.8 Structure of the Study

Chapter 1: Introduction

A brief introduction of the subject matter at hand will be given in this chapter including the scope of the dissertation, the company profile, the problem statement, significance of the study, the theoretical framework, the objectives and the research questions.

Chapter 2: Literature review

This chapter will consist of an overview of related definitions, the significance of motivation, the types of motivation as well as the motivational theories of motivation related to the field of study.

Chapter 3: Research Methodology

This chapter looked at the methodology of the study which contains the research design, the population, target population, sample design and the sample size. In this chapter, the research plan and implementation will be brought to light from the design of the research study to the evaluation of data collected. The nature of the research, survey instrument/s and sampling will be specified as well as how the survey will be conducted.

Chapter 4: Findings and Analysis

Chapter 4 will be dedicated to the analysis of data, findings and discussions.

Chapter 5: Discussion and Recommendation

This chapter will deal with the summary and general conclusions of the overall study will be drawn as well as recommendations.

Chapter 6: Conclusion

Conclusion of the dissertation.

1.9 Timetable and Resources

The writing of the dissertation drafts, the background reading as well as the conduct of the survey will take place over a period of 10 months, which are detailed below.

Dissertation Timetable

Month 1

The starting week will be mainly dedicated to background reading on motivation. The start of a first draft of the dissertation is also expected.

Month 2,3 and 4

The second week will involve more background reading, with ongoing writing of the background which includes the introduction of the study as well as the company profile and literature review section of the dissertation.

Months 5

The beginning of this period will mark the start of the data collection, which will give an insight of what really motivates employees. By the end of this period, it is expected that the background and literature review should be complete in terms of main content. However, research survey about motivation will still continue.

Month 6 and 7

With the information gathering and data collection process still in progress, the writing up of findings will also take place in parallel.

Months 8

All the results from the different phases will be tied up together and by the end of the week, all phases should be completed. The conclusions of the study and recommendations.

Month 9

All the results from the different phases will be tied up together and by the end of the week, all phases should be completed. The conclusions of the study and recommendations.

Months 10

The last week will be dedicated mainly to writing up the final dissertation draft as well as general reviewing of the contents and presentation of the information.

2. LITERATURE REVIEW

"To achieve lasting literature, fictional or factual, a writer needs perceptive vision, absorptive capacity, and creative strength." Lawrence Clark Powell

Motivation is one of the most crucial elements of an organization’s functioning. This is what gathers people together and gets the work done in the best possible way. Motivation is given a great attention because it influences every part of the business. An organization cannot be functioning without people. It cannot be successful without its employees working together as a team toward the same goal. However, motivating people is one of the most difficult tasks for every manager. Every employee in the company is, first of all, an individual. As any individual, each employer has its own needs and beliefs. Managers have to find the way to set a required environment for everyone to feel satisfied and necessary for the company.

2.1 The concepts of Motivation

"Motivation is the prelude to action. It is also the sustainer of action" Fisher’s Law

The word motivation has been borrowed from motive which involves any impression, need or emotion that assists a man into action. Whatever the way man behaves, there is some actions behind it. Enthusiasm is accustomed to the motive of the person related to. Motive can be determined by studying his needs and ambitions. There is no established theory that can explain the factors affecting motives which control the behavior of man at any specific point in time. In general, the different motives occur at different times among different people and thus influencing their behaviors. The method of motivation analyzes the determination of people which bring about the different type of behavior.

2.2 Meaning of Motivation

Motivation has been differently defined by scholars. Mostly, one or more of these words are used in the definition: desires, aims drives, goals, motives and incentives. Motivation is derived from the Latin word "Move on". Human motives are goals inside individuals. A motive is something that activates or moves and directs a person towards achieving goals.

2.3 Definition of Motivation

There is likely a general agreement as to the way motivation is defined which reflects that:

Lawler (1973) suggested that "Motivated behavior is goal-directed behavior."

Buford, Bedeian and Lindner (1995) defined motivation as "a prediction to behave in a purposive manner to achieve specific, unmet needs."

Kreitner (1995) described motivation as "the psychological process that gives behavior purpose and direction."

Campbell and Pritchard (1976) defined motivation as" being the set of psychological processes that cause the initiation, direction, intensity and persistence of behavior."

Dubin has defined motivation as follows "Motivation is the complex forces starting and keeping a person at work in organization. Motivation is something that moves the person to action, and continues him in the course of action already initiated."

Motivation is defined as "the process of gratifying individual through different actions and behaviors. It pertains on the complexity of mental and physical drives, joint with the environment which makes the people perform the way they do."(Lee-Ross, 2002, P 55). Dubin described that "motivation is a force which moves the person to act, and push his or her to continue in the course of action that has already been initiated (cited in Kumar and Sharma, 2001). Thus, without motivation, employees will not be driven to contribute towards productivity and success of the overall performance of the organization. The need of employees is to acquire the skills, knowledge and capabilities to achieve the results of the organization; however, it is also important for them to have the determination to deliver the results. The degree or level of motivation of the employees is directly linked to their level of commitment to their work and perseverance to work in association to high standards. Motivation can be either financial or non-financial motivators, and both offer efficient ways to motivate employees, therefore prolonging their loyalty and making them stay. Motivation is not easily noticed. "Motivation is an internal stat that causes people to behave in particular way to accomplish particular goals and purposes. It is possible to observe the outward manifestations of motivation but not motivation itself" (Denhardt et al, 2008, p 147). For example, the acquirement of money can be seen as an extrinsic motivator, but it is naturally the display of the internal drive to meet intrinsic needs such as buying of food, gaining social status or giving money for shelter.

2.4 Significance of Motivation

Motivation implicates in getting the members of the team to do their part of work effectively, to show loyalty to the group, to perform out the objectives of the organization. The following results may be anticipated if the employees are conveniently motivated:

The trained workers will be happier if the management provides them with favorable chances to achieve their physiological and emotional needs. The workforce will collaborate voluntarily with the management and will give their maximum contribution in achieving the goals of the organization.

Workers will be likely to be as effective as possible by bettering their abilities and knowledge so that they are capable to contribute to the advancement of the organization. Eventually this will also bring about an increase in productivity.

The rates of labor’s turnover and absenteeism in the organization will be lesser.

There will be excellent human relations which will prevail in the organization as tensions among the workforce itself and between the employees and the management will decrease.

Disagreements and grievances will eventually decrease and accidents will also be low.

With motivation, there will be an increase in the quantity as well as the quality of products and there will be less wastage of resources. With better quality of products, this will be beneficial for the organization as this will increase the public image of the organization.

2.5 What motivates employees?

Every person has a different reason for going to work. These reasons will differ from person to person. But all of the reasons share a mutual thread. We all gain something from work that we need. There have been many discussions leading to the value of extrinsic motivation like for example monetary and other material rewards such as cars or tickets, against intrinsic motivation where people are driven by what they want internally, not by acquiring success. Extrinsic motivation is critical as employees ought to be rewarded fairly for the job they are doing. The most effective factors in relation to employee motivation are connected to intrinsic motivation:

Empowerment: feeling trustworthy and empowered by your surrounding is a tremendous motivator.

Growth: employees feel that they are growing and developing personally.

Purpose: in today’s world, people are more concerned about what will happen tomorrow and want to contribute to the future their children, the environment and the planet.

Inclusion: having a sense of belongingness is a fundamental need. It is human nature to be on the inside rather than on the outside.

Building confidence: facing a challenge, working on it and assimilating it helps to build confidence.

Team building: people come together and identify mutual purpose; the competition among teams creates team spirits and ignites team effort.

Coaching and training: activities provide a perfect way for explaining the motivation process to managers, team leaders and trainers

2.6 Types of Motivation: Intrinsic and Extrinsic

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Figure 2. : Four quadrants of Motivation

By looking further into the various theories of motivation, it can be seen that there are two basic types of motivation: intrinsic and extrinsic motivation. "Intrinsically motivated behaviors are seen when there is no other apparent reward except the activity itself" (Deci, 1975). Malone and Lepper (1987) have defined it as "what people will do without external inducement." Some examples of intrinsic motivation are knowledge, responsibility, recognition and accomplishment. "Extrinsically motivated behaviors are those where the controlling mechanism is easily seen" (Deci, 1975). Examples of extrinsic motivation are bonuses or pay raises, vacations or other prices.

Intrinsically motivated behaviors are inherited and these can lead to originality, adaptability and inspiration while extrinsic motivated behaviors are usually done as a result of pressure and anxiety. The differentiation between intrinsic and extrinsic motivation is of utter importance given the conflict between each other. Taking these behaviors into consideration in organizations, one must be aware that by directly applying extrinsic motivation methods without including intrinsic factors, managers could be doing more harm than good and moreover, managers must have an understanding that by just rewarding workers through the use of extrinsic means, they are just destroying the continuity of rewards and decreasing intrinsic motivation. This is important to keep in mind as theories of motivation are being covered below.

2.7 Theories of Motivation

"Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne study results" (Terpstra, 1979). Six primary ways which have resulted in the interpretation of motivation are McClelland’s Achievement Need Theory, Behavior Modification Theory, Maslow’s Hierarchy of Needs or Deficient Theory of motivation, J.S Adam’s Equity Theory, Vroom’s Expectation Theory and Douglas McGregor’s Two Factor Theory.

2.7.1 McClleland Achievement Needs Theory

According to McClelland, there are three types of needs which are: the need for achievement, the need for power and the need for affiliation and these needs are found within various extent in all workers and managers, and this combination of motivational needs defines an individual’s or manager’s style and behavior, together being motivated, and in managing and motivating others.

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Figure 2. : Representing McClleland Achievement Needs Theory

Need for Achievement

This need is the strongest and everlasting motivating factor. Especially in case of people who fulfill the other needs. They are continually concerned with an ambition for improvement and they set more hard but doable goals for themselves. Moreover, they take deliberate risks to accomplish their goals and like to receive conventional feedbacks on their progress and achievements, and at last, they tend to work alone.

Need for Affiliation

This need is for person who has a need for friendly relationships and wants to belong to a group. This results in the creation of informal or social circle. The person wants to be adored, and will often go with everything the group wants to do and it favors collaboration over competition.

Need for Power

It is the appetite to control and influence the behavior of other people. Power motivations lead to domestic leadership style and can go in the direction of autocratic style. Moreover, the person likes to win arguments as well as enjoying status and recognition by competing with others.

McClelland (1961) states that "individuals tend to develop certain motivational drives on the cultural environment in which they live and these drives affect the way people view their jobs." Accomplishment, connection with organizations, competence and power are four types of motivational drives that can be seen in people who are self-motivated. Motivation plays an important role in increasing labor productivity and shapes the foundation for identification of the working environment factors. Shortages of motivation in return influence productivity. A number of problems may aim at low morale such as a decline in productivity, high employee turnover, increase in number of grievances, higher rate of absenteeism and lateness, increasing number of damaged products, increasing rate of accident at work or higher level of wastage of resources. A motivated employee is one who is loyal and being loyal indicates that the employee stands by the actions and goals of the firm. The appearance of the job as a whole has, in fact a bearing on the willingness and quality of an employee’s performance ( Martin Bruce 1962).

Thus McClelland’s theory stipulates that every individual has one of the three predominant driving motivators: needs for achievement, affiliation or power. These motivators inborn, people develop them through cultures and experiences in life.

Achievers are always keen to solve problems and achieve goals while those having a strong need for affiliation won’t take risk and will befriend with others. Power motivated behavior will control others and like to be in charge.

2.7.2 Behavior Modification Theory

According to this theory, people behavior is the result of positive and negative circumstances. This theory on based on learning theory and Skinner conducted his findings among rats and school children. His research found enthusiasm for the desired behavior could be enhanced by rewarding it at the earliest. In organizational situations, the significance of this theory may be perceived in the establishment of financial and non-financial incentives.

Immediate rewards and stimulation motivate the employees but the withdrawal of reward in case of low productivity may also produce the expected result. However, researchers show that it is usually more appropriate to reward ambitious behavior than punish undesired behavior. One cannot force himself/herself to drink water, he/she will drink only if the taller is thirsty, such as people, they will do what they intend to do. However, it should be noted that managers who are attempting to motivate their employees, must make sure that they do not reward all employees collectively. They must tell their employees what they are not doing properly and tell them how they can achieve positive reinforcement.

2.7.3 Maslow’s Hierarchy of Needs

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Figure 2. : Maslow’s Hierarchy of Needs

According to Maslow, higher needs are not accessed until lower needs are not achieved. Furthermore, when the need is fulfilled, it does not have an impact on human behavior anymore and as a result, the target is moved into a need which is higher in the hierarchy. This theory is the most commonly discussed theory of motivation and this hierarchy shows that people are motivated to fulfill the basic needs before going to the next one, more advanced needs. As it can be seen from the above figure, this hierarchy is usually seen as a pyramid. The lowest parts of the pyramid are mainly constituted of the basic needs while the most important and complex ones are found at the highest level of the pyramid. The needs found at the lower part of the pyramid are elementary physical necessities such as food, water, sleep, clothing and warmth. Once the lower-level needs have been satisfied, people can move to the next one, which is safety and security. As people progress up, psychological and social come up and the need for love and belongingness crop up. Another need is personal esteem and accomplishments take priority. Finally, Maslow put a lot of emphasis on the significance of self-actualization, which is a way of increasing potential and growing as a person to reach individual potential.

Abraham Maslow (1943) reckoned that "these needs are similar to instincts and play a major role in motivating behavior. Physiological, security, social, and esteem needs are deficiency needs (also known as D-needs)", which means that these needs arise due to sacrifices. Therefore, satisfying these lower-level needs is important so as to avoid deplorable feelings or consequences. Maslow highlighted the topmost level of the pyramid as "growth needs". Using the term "growth needs" does not mean lacking something but an ambition to grow as a person.

There are five varied layers in Maslow’s Hierarchy of needs:

Physiological needs

These involve the most basic needs that are important for survival such as water, air, food, clothes and sleep. Maslow conceived that these needs are fundamental and natural needs in the theory because all needs turn to be less important until these physiological needs are met.

Security needs

Security needs are necessary for survival, but they are not as crucial as physiological needs. Examples of security needs can be having a good employment, health insurance and shelter.

Social needs

These include needs for love, belongingness and closeness. Maslow regarded these "needs to be less basic than physiological and security needs." Connections such as family ties, romance and friendship help to achieve the needs and therefore, they are involved in the society.

Esteem needs

After satisfying the first three needs, esteem becomes progressively important. These involve the need for recognition, status and accomplishment.

Self-actualization needs

This need is the highest in Maslow’s hierarchy. People coming all this way are self-aware, invest in personal growth, are not bothered with other’s opinions and are concerned in accomplishing their potential.

2.7.3.1 Criticisms of Maslow’s Hierarchy of Needs

Some research supported Maslow’s theories but however, there have been critics against Maslow’s work. Wahba and Bridwell reported that "there was little evidence for Maslow's ranking of these needs and even less evidence that these needs are in a hierarchical order". Other judgments of his theory were that his description of self-actualization is hard to test scientifically. Maslow’s research was limited on sample of individuals, such as Albert Einstein and Eleanor Roosevelt. Despite the critics against his theory, it represents an important movement in psychology. Instead of focusing solely on uncommon conducts and growth, Maslow’s classicistic psychology was directed on the development of individuals having a good condition.

The hierarchy of needs is a well-known and popular theory, found both in and out of psychology. In 2011, a study done by researchers from the University of Illinois, namely Ed Diener explained that "Our findings suggest that Maslow's theory is largely correct. In cultures all over the world the fulfillment of his proposed needs correlates with happiness. "However, an important departure from Maslow's theory is that we found that a person can report having good social relationships and self-actualization even if their basic needs and safety needs are not completely fulfilled." This showed that the needs found in the theory were universal but that the order had little impact on individual’s satisfaction with life.

2.7.4 J.S Adam’s Equity Theory

Adam’s Equity theory shows an equitable balance between an employee’s inputs such as hard work, tolerance, skills or ambition and an employee’s outputs such as wages, benefits or status. According to this theory, data collected from this research show that, having this right balance, guarantees a strong and productive relationship is accomplished with the employee and with the overall results, there are motivated employees. Adams' theory states that "employees strive for equity between themselves and other workers. Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs" (Adams, 1965). This theory is built on belief that employees are prone to be de-motivated, both relating to their work and their manager, if they sense that their contributions are greater than the outputs. Workers can express their de-motivation in various ways such as working less, becoming unhappy and in extreme cases cause troubles. To promote higher levels of motivation and job satisfaction, inputs such as effort, loyalty, hard work, skill, tolerance, flexibility, determination and trust and outputs including recognition, status, reputation, sense of achievement must be taken into consideration. Adams also suggested that "we gain our sense of equity through the process of socialization." Like Maslow’s five levels of needs, Adam’s Equity theory stipulates that positive results and high level of motivation can be achieved only when the employees see their treatment as a fair one. The reasoning behind this theory is that the balance will be good when both the inputs and outputs factor are reasonably equal.

2.7.5 Vroom’s Expectation Theory

Vroom (1964) developed the expectancy theory and it was defined as "the three components which are valance, instrumentality and expectancy." Valance is the importance connected by an individual about the anticipated output. It is anticipation and not the definite satisfaction that a worker expects to acquire after achieving the objectives. Expectancy is the belief that greater efforts will yield in better performance. Expectancy is affected by factors such as suitable skills to do the jobs, availability of resources, getting important information and providing support for completing the work. Instrumentality is the conviction that if someone does his job correctly, he/she will get a good outcome and it is a "probability belief linking one outcome to other outcomes," (Ramlall, 2004). Thus this theory is placed on belief that employee effort will be a guide to performance and thus leading to rewards. There can be two types of reward: positive and negative ones. If the reward is more positive, the employee will be more motivated whereas if the reward is negative, the employee will be less motivated.

2.7.6 Two Factor Theory

Douglas McGregor introduced his theory of motivation with the use of two views; X assumption and Y assumption.

Theory X implies that the employees are seen as lazy, self-centered and thus giving an indication that they need to be guided and controlled. This may lead to mistrust and eventually leading to diseconomies of scale.

Theory Y assumes that employees are able to do their share of work, motivated and know what they have to do. They accept and want to take responsibility and are open to changes in the organization and want to improve further.

2.8 Conclusion of Literature Review

In this theoretical framework, several approaches to motivation have been discussed and described and these are listed below:

employee motivation theories highlighted by Maslow and McClelland, 2)the work of Adams about employee motivation equity,3) expectancy theory developed by Vroom and McGregor’s Two factor theory. It is crucial to review the various settled theories of motivation to see how it is applicable to a business. That is why it is important to have a profound knowledge of existing arguments on employee motivation. This dissertation procured an opening to several theories of motivation, with citation from specific literature elements.

3. RESEARCH METHODOLOGY

3.1 Introduction

This chapter defines the methodology used for the study. The principle issues discussed here are the research design, the population and sample, methods of data collection, validity and reliability, pilot testing and data analysis.

Research is a systematized way of finding solutions to problems. It is basically an examination, a recording and a breakdown of evidence for the aim of obtaining knowledge. According to Clifford Woody, "research compromises of defining and redefining problem, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to determine whether they fit the formulated hypothesis."

3.2 Research Design

The research design for this work used a questionnaire method since it is comprised of collection of both qualitative and quantitative information. It will consequently analyze the behavior of the correspondents and in making predictions.

3.3 Population and Sample

3.3.1 Target Population

All the items which are under investigation in any domain comprises a population. Sekaran, (1990) reported that "population refers to the entire group of people, events or things of interest that the researcher wishes to investigate". In conducting the survey, a suitable portion of the population should be chosen either randomly or not to represent the whole population. The target population of this study includes the employees at the City Brokers Ltd.

3.4 Sampling Design

"Sampling is the process of selecting units (e.g. people, organizations) from a population of interest so that by studying the sample we may fairly generalize our results back to the population from which they were chosen." Trochin (2006). A sample design is a precise plan for acquiring a sample from a likely population. It is therefore, important to adopt the suitable sampling techniques and to design the sampling method to minimize any error or response bias. The appropriate sampling technique that will be used for this study will be the simple random sampling technique so as to make sure that each employee has an equal chance of selection since a simple random sample is intended to be a neutral representation of a group.

3.5 Sample Size

Number of sampling units picked from the population is known as the size of the sample. Sample of 60 respondents were obtained from the population.

3.6 Research Instrument

The research instrument for this study will include an organized questionnaire to bring out relevant information from the respondents employ the use of primary and secondary sources of data.

Primary data are in the shape of "raw material" to which mathematical methods are used for the intention of analysis and interpretations. The primary bases are interaction with employees and data collected through questionnaires. Secondary data usually consist of data and information collected from records and company websites. Questionnaires have advantages over some types of surveys as they are cheap and they do not need as much effort from the respondent compared to verbal or telephone surveys and questionnaires have regulated answers that make it easier to accumulate data. Questionnaires are also strongly limited by the fact that the employees must be capable to read and answer the questions. An open-ended question asks the participant to express his own answer while a closed-ended question enables the participant to pick an answer from a set of questions. For this study, the questionnaire will contain both open ended and closed ended questions. The questionnaire will consist of Five main section where:

Section 1 will show the working environment of the employees.

Section 2 will demonstrate how the employees are involved and what their levels of

responsibility in the organization are.

Section 3 will point out the level of satisfaction of the employees.

Section 4 will show the benefits, pay and motivational factors surrounding the employees.

Section 5 will describe the demographics characteristics of the respondents.

3.7 Methods of Data Collection

The survey method will be adopted given that the survey is comprised of a structured questionnaire given to respondents and designed to draw out specific information with respect to the objectives of the study. Moreover, the data will be gathered by arranging a meeting with the targeted organization where the questionnaires will be:

Distributed to the different respondents and collected days later to allow them to give the maximum information in a proper way.

Filled by the respondent with the help of the interviewer.

3.8 Reliability and Validity

Validity is described as the span to which variances in observed scores reflect the true nature among objects on the characteristics being measured and Reliability relates to consistency of results over a period of time. Moskal & Leydens (2002) defined the validity as "the degree to which the evidence supports that the interpretations of the data are correct and the manner in which interpretations used are appropriate". Therefore, consideration regarding validity and reliability will be taken into account for this study.

3.9 Pilot Testing

The aim of a pilot testing is to track down errors or flaws in the questionnaire and make the appropriate corrections. In fact, this will allow the questions to be more easy and effective to respondents as well as bringing better results and 10 employees were selected to do the pilot testing so as to make sure that the questionnaire was understandable and how it can be further improved. Fortunately, there was no need to do any correction and the pilot testing was efficient.

3.10 Data Analysis

The purpose of data analysis is to analyze information obtained from questionnaires collected and make an analysis for evaluation and this was done with the use of SPSS 19 software and Excel software.

3.11 Ethical Consideration

A covering letter was added to the questionnaire, which plays an important and decisive role in ethical issues. It described the main objective of the questionnaire, pointing out the significance of the research topic and moreover, the data collected throughout the study will not be revealed to others and will be kept confidential without giving away the identity of the respondent’s answers and therefore it greatly encourages the respondents to answer the questionnaire.

3.12 Limitations of the Study

The problems which were encountered during the survey were:

The study covers those employees who are working at City Brokers Ltd.

The knowledge may vary from person to person.

Due to time constraint, the motivation factors were studied only during the course of this project.

Some were not willing to answer to the questionnaires as they had too much work to do.

Out of the 60 questionnaires handed out, 10 employees did not take part in the survey.

3.13 Conclusion

The study on motivation among employees at City Brokers Ltd brought out so many factors which will be beneficial to motivate the employees. The study was conveyed among employees and the information was collected throughout structured questionnaire. It is worthy to note that motivational incentives playing a very significant role in the day to day performance of workers in every organization. Therefore, it is clear that workers performance of any sort is a function of incentive obtain from the organization and thereby improve and increase productivity. In view of that workers motivation matters a lot and should be concerned for both employers and the employees.

Others results also placed much emphasis for the management to consider workers wishes, needs and what he/she ought to be seen best among the motivational incentives packages meant for them. Therefore, this study is equally a call for managements to put in place an appropriate incentive plan suitable for workers desire and productivity.

4. FINDINGS AND ANALYSIS

Table 4.1.

Reliability Statistics

Cronbach's Alpha

N of Items

.719

27

The acceptable level for the Cronbach’s Alpha in general is 0.7. A Cronbach Alpha of 0.7 or higher is considered as acceptable. In this study, a Cronbach Alpha of 0.719 was obtained.

Section 1- Working Environment

Question 1: Do you work in a safe, healthy and comfortable environment?

Table 4.1.

Do you work in a safe environment?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Yes

6

12.0

12.0

12.0

No

29

58.0

58.0

70.0

Missing

15

30.0

30.0

100.0

Total

50

100.0

100.0

Table 4.1.

Do you work in a comfortable environment?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Yes

31

62.0

62.0

62.0

No

19

38.0

38.0

100.0

Total

50

100.0

100.0

Table 4.1.

Do you work in a healthy environment?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Yes

18

36.0

36.0

36.0

No

23

46.0

46.0

82.0

Missing

9

18.0

18.0

100.0

Total

50

100.0

100.0

Figure 4.1.

In this study, it can be seen that 12 %( 6) of the employees said that they worked in a safe environment and that 58 %( 29) responded that they do not work in a safe environment. Moreover, 62 %( 31) said that they worked in a healthy environment and 38 %( 19) responded negatively. On the other hand, 36% (18) said that they worked in a comfortable environment and that 46% (23) responded unfavorably.

Question 2: What do you like best about your work environment?

Table 4.1.

What do you like best about your work environment?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Answer

25

50.0

50.0

50.0

No answer

5

10.0

10.0

60.0

Missing

20

40.0

40.0

100.0

Total

50

100.0

100.0

Figure 4.1.

50% (25) of the respondents answered the question while 10% (5) did not answer the question and 40% (25) of the respondents’ answers were missing.

Question 3: Do you have discussions with your Department Head/ Supervisor on ways to improve your workplace environment?

Table 4.1.

Do you have any discussions with your Department Head/Supervisor on ways to improve your workplace environment?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Yes

20

40.0

40.0

40.0

No

3

6.0

6.0

46.0

Sometimes

27

54.0

54.0

100.0

Total

50

100.0

100.0

Figure 4.1.

40% (20) of the respondents had discussions with their Department/Supervisor on ways to improve your workplace environment while 6% (3) answered no and 54% (27) answered sometimes.

Question 4: What is the thing that you like best in your workplace?

Table 4.1.

What is the thing that you like best in your workplace?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

People and work environment

30

60.0

60.0

60.0

Challenging and exciting job

10

20.0

20.0

80.0

Flexibility

3

6.0

6.0

86.0

Training and learning opportunities

7

14.0

14.0

100.0

Total

50

100.0

100.0

Figure 4.1.

According to this figure, 60% (30) of the respondents said that they like people and work and environment while 20 %( 10) said that they liked challenging and exciting job. 6% (3) said that they liked flexibility while 14% (7) said that they liked training and learning and opportunities.

Question 5: Accordingly, what is the thing that you think need improvement in your workplace?

Table 4.1.

Accordingly, what is the thing that you think need improvement in your workplace?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

People and work environment

5

10.0

10.0

10.0

Style of management

21

42.0

42.0

52.0

Training and learning opportunities

24

48.0

48.0

100.0

Total

50

100.0

100.0

Figure 4.1.

According to this study to this figure, 10% (5) answered that there is a need for improvement for people and work environment and that 42% (21) said that there is was need for improvement in the style of management. Moreover, 48% (24) of the respondent said that there must be an improvement in training and learning opportunities.

Section 2- Level of Responsibility

Question 6: How do you feel about the responsibilities of your job?

Table 4.1.

How do you feel about the responsibilities of your job?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Adequate

45

90.0

90.0

90.0

Excessive

5

10.0

10.0

100.0

Total

50

100.0

100.0

Figure 4.1.

This figure showed that 90% (45) of the respondents found that the responsibilities of their job were adequate and that 10% (5) found it excessive.

Question 7: Were you provided with an accurate job description of your current responsibilities?

Table 4.1.

Were you provided with an accurate job description of your current responsibilities?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Yes

45

90.0

90.0

90.0

No

5

10.0

10.0

100.0

Total

50

100.0

100.0

Figure 4.1.

In this study, 90% (45) were provided with an accurate job description while 10% (5) were not given an accurate description.

Question 8: Do employees have the possibility to participate in decision making?

Table 4.1.

Do employees have the possibility to participate in decision making?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Rarely

29

58.0

58.0

58.0

From time to time

15

30.0

30.0

88.0

All the time

6

12.0

12.0

100.0

Total

50

100.0

100.0

Figure 4.1.

According to this figure, 58% (29) of the respondents rarely participated in decision making and that 30% (15) participated in decision making from time to time. Moreover, 12% (6) participated all the time.

Section 3- Job Satisfaction

Question 9: Do you find your work interesting?

Table 4.1.

Do you find your work interesting?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Very Happy

3

6.0

6.0

6.0

Happy

34

68.0

68.0

74.0

Neutral

12

24.0

24.0

98.0

Unhappy

1

2.0

2.0

100.0

Total

50

100.0

100.0

Figure 4.1.

From this figure, it can be seen that 6% (3) were very happy about their job while 68% (34) were happy about their work. Moreover, 24% (12) of the respondents were neutral and 2% (1) was unhappy with his/her job.

Question 10: How do you feel about the pay levels at your workplace?

Table 4.1.

How do you feel about the pay levels at your workplace?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Satisified

32

64.0

64.0

64.0

Fair

13

26.0

26.0

90.0

Bad

5

10.0

10.0

100.0

Total

50

100.0

100.0

Figure 4.1.

According to this figure, 64% (32) of the respondents were satisfied with their pay levels while 26% (13) found the pay levels as fair. Finally, 10% (5) found the pay levels as bad.

Question 11: How do you feel about your benefits at City Brokers Ltd?

Table 4.1.

How do you feel about your benefits at City Brokers Ltd?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Satisfied

26

52.0

52.0

52.0

Fair

20

40.0

40.0

92.0

Bad

4

8.0

8.0

100.0

Total

50

100.0

100.0

Figure 4.1.

In this figure, it can be seen that 52% (26) were satisfied with their benefits and that 40% (20) found it fair. Finally, 8% (4) found the benefits as bad.

Question 12: Do you enjoy going to work every day and performing at your best?

Table 4.1.

Do you enjoy going to work every day and performing at your best?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Yes

45

90.0

90.0

90.0

No

1

2.0

2.0

92.0

Missing

4

8.0

8.0

100.0

Total

50

100.0

100.0

Figure 4.1.

90% (45) of the respondents enjoyed going to work every day while 2% (1) disliked. 8% (4) of the answer were missing.

Question 13: What is the level of satisfaction of your work?

Table 4.1.

What is the level of satisfacion of your work?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

More than satisfied

11

22.0

22.0

22.0

Satisified

39

78.0

78.0

100.0

Total

50

100.0

100.0

Figure 4.1.

In this study, it can be found that 22% (11) were more than satisfied with their work while 39% (39) were satisfied.

Section 4: Pay, Benefits and Motivational Factors

Question 14: Are you satisfied with your current salary?

Table 4.1.

Are you satisfied with your current salary?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Yes

35

70.0

70.0

70.0

No

15

30.0

30.0

100.0

Total

50

100.0

100.0

Figure 4.1.

As shown in the above table and chart, 70% of respondents (35 respondents) were satisfied with their current salary whilst 30% (15 respondents) were not.

Question 15: Do you feel well compensated for your services?

Table 4.1.

Do you feel well compensated for your services?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Yes

35

70.0

70.0

70.0

No

15

30.0

30.0

100.0

Total

50

100.0

100.0

Figure 4.1.

As illustrated in the above table and figure, 70% of respondents (35 respondents) affirmed that they felt well compensated their services. 30% of respondents (15 respondents) declared that they do not feel well compensated for their services.

Question 16: Does the management provides its employees with adequate benefits (for e.g., health insurance, life insurance, sick leave, annual leave, etc.?)

Table 4.1.

Does the management provides its employees with adequate benefits (for e.g., health insurance, life insurance, sick leave, annual leave, etc.?)

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Yes

45

90.0

90.0

90.0

No

5

10.0

10.0

100.0

Total

50

100.0

100.0

Figure 4.1.

90% of respondents (45 respondents) declared that the management provided its employees with adequate benefits (for e.g., health insurance, life insurance, sick leave, annual leave, etc.?) and 10% (5 respondents) stated the contrary.

Question 17: Are you empowered by your Department/Supervisor to pursue opportunities for your professional development?

Table 4.1.

Are you empowered by your Department/Supervisor to pursue opportunities for your professional development?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Yes

29

58.0

58.0

58.0

No

5

10.0

10.0

68.0

Sometimes

11

22.0

22.0

90.0

Missing

5

10.0

10.0

100.0

Total

50

100.0

100.0

Figure 4.1.

Answering the questions as to whether they are empowered by their department/supervisor to pursue opportunities for professional development, 58% (29 respondents) of respondents answered yes; 22% (11 respondents) said sometimes whilst 10% (5 respondents) answered negatively. 10% of answers were missing.

Question 18: How motivated are you to assist your department in meeting its objectives?

Table 4.1.

How motivated are you to assist your department in meeting its objectives?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Motivated

38

76.0

76.0

76.0

Not motivated

4

8.0

8.0

84.0

Somewhat motivated

8

16.0

16.0

100.0

Total

50

100.0

100.0

Figure 4.1.

76% of respondents (38 respondents) were motivated in assisting department in meeting objectives; 16% (8 respondents) were somewhat motivated and 8% (4 respondents) are not motivated to assist department in meeting objectives.

Question 19: Which of the following factors motivates you the most?

Table 4.1.

Which of the following factors motivates you the most?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Salary increase

17

34.0

34.0

34.0

Promotion

9

18.0

18.0

52.0

Recognition

9

18.0

18.0

70.0

Job security

11

22.0

22.0

92.0

Missing

4

8.0

8.0

100.0

Total

50

100.0

100.0

Figure 4.1.

34% of respondents (17 respondents) stated that salary increase motivated them the most; 22% (11 respondents) declared that job security motivated them the most; 18% (9 respondents) responded promotion and another18% answered recognition.

Question 20: Do you think that incentives and other benefits will influence your performance?

Table 4.1.

Do you think that incentives and other benefits will influence your performance?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Influence

33

66.0

66.0

66.0

No opinion

17

34.0

34.0

100.0

Total

50

100.0

100.0

Figure 4.1.

60% of respondents (33 respondents) declared that incentives and other benefits will influence performance whilst 34% (17 respondents) declared that they were of no opinion that incentives and other benefits will influence performance.

Question 21: Do you think that management is creative in implementing sufficient reward systems for you?

Table 4.1.

Do you think that management is creative in implementing sufficient reward systems for you?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Yes

36

72.0

72.0

72.0

No

9

18.0

18.0

90.0

Missing

5

10.0

10.0

100.0

Total

50

100.0

100.0

Figure 4.1.

72% (36 respondents) of respondents responded positively as to the thing that the management is creative in implementing sufficient reward systems; 18% (9 respondents) responded negatively while 10% (5 respondents) of answers of respondents were missing.

Section5-General

Question 22: How old are you?

Table 4.1.

How old are you?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

18-25

8

16.0

16.0

16.0

26-40

37

74.0

74.0

90.0

41-55

5

10.0

10.0

100.0

Total

50

100.0

100.0

Figure 4.1.

From the 50 responses, 74% (37 respondents) of respondents were aged between 26-40, 16% (8 respondents) were aged between 18-25 and 10% (5 respondents) were aged between 41-55 years.

Question 23: For how long have you been working for City Brokers Ltd?

Table 4.1.

For how long have you been working for City Brokers Ltd?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Less than a year

9

18.0

18.0

18.0

1-3 years

16

32.0

32.0

50.0

4-7 years

15

30.0

30.0

80.0

More than 10 years

10

20.0

20.0

100.0

Total

50

100.0

100.0

Figure 4.1.

32% (16 respondents) of respondents at City Brokers Ltd had between 1-3 years working experiences, 30% (15 respondents) have between 4-7 years, 20% (10 respondents) had more than 10 years and 18% (9 respondents) have less than a year of experience at City Brokers Ltd.

Question 24: Which department do you work in?

Table 4.1.

Which department do you work in?

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Accounting dept

14

28.0

28.0

28.0

Administrative dept

12

24.0

24.0

52.0

General insurances

9

18.0

18.0

70.0

Marine dept

6

12.0

12.0

82.0

Other

9

18.0

18.0

100.0

Total

50

100.0

100.0

Figure 4.1.

28% (14 respondents) belonged to the accounting department, 24% (12 respondents) worked in the administrative department, 18% (9 respondents) in general insurances and another 18% (9 respondents) belonged to other departments. 12% (6 responses) of respondents worked in the marine department.

Question 25: Highest education level

Table 4.1.

Highest education level

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

Primary

16

32.0

32.0

32.0

Secondary

18

36.0

36.0

68.0

Tertiary

10

20.0

20.0

88.0

Vocational/Technical

2

4.0

4.0

92.0

Others

4

8.0

8.0

100.0

Total

50

100.0

100.0

Figure 4.1.

Out of the 50 respondents, 36% (18 respondents) attended secondary level, 32% (16 respondents) attended primary level, and 20% (10 respondents) frequented tertiary level. In addition, 8% (4 respondents) went to other institution and the last 4% (2 respondents) went to vocational/technical institutions.

4.1 Hypothesis

Hypothesis 1

H0: Employees are not motivated and empowered to meet the objectives of the organization.

H1: Employees are motivated and empowered to meet the objectives of the organization.

Table 4.2. : Relationship between motivation and empowerment

Correlations

Are you empowered by your Department/Supervisor to pursue opportunities for your professional development?

How motivated are you to assist your department in meeting its objectives?

Spearman's rho

Are you empowered by your Department/Supervisor to pursue opportunities for your professional development?

Correlation Coefficient

1.000

.501**

Sig. (2-tailed)

.

.000

N

50

50

How motivated are you to assist your department in meeting its objectives?

Correlation Coefficient

.501**

1.000

Sig. (2-tailed)

.000

.

N

50

50

**. Correlation is significant at the 0.01 level (2-tailed).

A correlation analysis was conducted to examine whether there is a relationship between motivati