assignment sample-2_excluding references & table of contents 5400 words

7/30/2019 Assignment Sample-2_Excluding References & Table of Contents 5400 Words

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CITY OF LONDON BUSINESS COLLEGE

HND IN BUSINESS

Research Project

MOTIVATION AND EMPLOYEE PERFORMANCE

A Case of Tesco Supermarket in East London


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ABSTRACT

Motivation is one of the concepts that many organisations have been using to raise the

performance of their employees. Although motivation seem to be applied in may

organisation, whether motivation really enhances employee performance or not remain

unclear. Some school of taught argue that, motivation cannot lead to employee performance,

while others believe that through motivation employee performance could be enhanced. This

study aimed at looking at motivation and employee performance. The study adopted the use

of questionnaires as data collection tool. The findings showed that, although motivations

seem to be used as a tool to motivate staff in Tesco the employees feel less motivated. Even if

there are some reward systems, just few people are enjoying those benefits.


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Table of Content

Abstract .2

Chapter One: Introduction .5

1.1 Background to the Study ..........5

1.2 Motivation of the Study ...6

1.3 Aim and Objectives of the Research Project ...6

1.4 The Significance of the Study .7

Chapter Two: Literature Review ...8

2.1 Introduction .8

2.2 Overview of Motivation8

2.3 Theories of Motivation ..10

2.3 Types of Motivation12

2.3 Does Motivation Really Enhance Employee Performance?.......................................13

2.5 Summary 14

Chapter Three: Research Methodology and Methodology and Design 15

3.1 Introduction 15

3.2 Research Methodology and Rationale 15

3.3 Research Strategy and Design .16

3.4 Source of Data .16

3.5 Data Analysis ..17

3.6 Ethical Issues 17

3.7 Summary ..17

Chapter Four: Analysis and Discussion of Results 19

4.1 Introduction 19

4.2 Background and Activities of Respondents 19

4.3 Nature of Employee Motivation .19

4.4 Motivation and Job Satisfaction .22


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4.5 Motivation and Employee Performance 24

4.6 Summary.26

Chapter Five: Conclusion, Recommendation and Limitations27

5.1 Conclusion ...27

5.2 Recommendation..27

5.3 Limitations ...28

5.4 Areas of Future Research .29

Reference 30

Appendix 33


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CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Pay is one of the most important ways in through which employees of every firm or

organisation will feel satisfied about the work they do or the benefit they may feel to be

deriving from their work place. Although some people argue that it is not only pay that makes

workers feel motivated and for that matter work hard or help to enhance their performance,

but there are other things that come into play. Although motivation theorists argue that pay is

also a motivation factor, this study is aimed at investigating whether it can really enhance the

performance of employees in an organisation. Tesco is one of the biggest high street

supermarkets in the United Kingdom (UK) and has many staff with different skills and

backgrounds. Although there are many ways through which staff of Tesco and made to feel

motivated or rewarded to perform their duties. Is pay the most important tool to make

employees feel satisfied and perform better needs to be investigated.

The use of pay is another way through which many employees feel they will be well

motivated and it could enhance their performance. Especially in situation whereby inflation is

very high and the cost of living is also very high in many countries around the world. If what

people call their take-home pay is good enough it will not only help to increase their

satisfaction at work, but also help to increase their performance. However, the concept of

good enough as it will be argued is also very relative, because what one person may consider


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good enough may be not be good for other person. This study will therefore examine whether

pay could enhance the performance of employees in an organisation like Tesco.

1.2 Motivation of the Study

The investigation has become very necessary, because of the following reasons; there have

been many ways through which employees could be made to perform better if they are well

paid. In some companies or supermarkets some employees are motivated through the use of

incentives and other reward systems such as bonuses, holiday packages, sponsorship of

employees children in schools, payment of employees hospital bills, etc. In some

companies, the employees are motivated in many ways. For instance, opportunities like rapid

promotion, ability to undertake further studies, good management styles and interpersonal

skills, among others.

In Tesco most employees seem to be enjoying their work, but whether it is pay that remains

the most important factor to enhance performance of staff work needs to be investigated.

Although some job seekers may have an idea of the pay package available when taking up

some jobs, because of lack of employment, some of these job seekers especially new

university graduates who may be seeking for employment for the first and may find it

difficult to find one, may accept the employment more especially in supermarkets but may

complain or leave after a short period on the job. Whether pay could be a tool to impact on

the performance of employee needs to be investigated.

1.3 Aim and Objectives of the Research Project

Aim of the Research: This study is aimed at investigating the impact that pay will have on

the performance of employees in an organisation like Tesco. In other words, it will examine


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how the pay package staff get from Tesco could help make them perform better that they

currently do at work.

Objectives of the Research: A successful work will help to achieve the following research

objectives by the end of the study;

To ascertain the importance of motivation and how it enhance employee performance To find out the factors that really enhances the performance of employees more

especially those who work in supermarkets.

To examine the reward systems that could help increase the performance ofemployees to enable work hard so as to help the organisation meet its objectives.

To find out what can be used to improve the performance of employees.To achieve the above research objectives the study will help organisations that rely solely on

pay as the only strategy to motivate their staff to find other means of motivating them. It will

also help to understand the reasons behind staff performance in an organisation.

1.4 The Significance of the Study

The study of this topic is based on two main reasons; to understand what motivation factors

could help improve the performance of employees at the workplace. Whether there are other

motivation factors besides pay that could have some significant importance on the

performance of employees in a supermarket like Tesco and to find out whether pay is an

effective tool to make organisation achieve its objectives through staff performance. Even

though inflation is very high and price of commodities continue to raise, workers pay seem to

be stagnant. This has brought about labour mobility and employees leaving their places of

work to seek for better employment opportunities in other organisations. A study of this topic


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becomes very significant, because it will help employers to understand better way of getting

the best from their staff.

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

In chapter one the study looked at the background of the study and the motivation behind this

investigation. The aim and objectives of the study was also looked at in the previous chapter.

In this chapter the literature review, will examine performance-related pay as a tool to

promote employees performance at work. The study will also examine the concept of pay and

how it will help influence employers decision about ways to improve the performance of their

staff. How staff in an organisation view pay in terms of whether it motivates or demotivates

them.

2.2 Overview of Motivation

The term motivation comes from the Latin word movere, which means to move (Gill, 2009).

That is, motivation is something that moves individuals to take some form of action to

achieve specific goals. In other words, individuals may be inspired (that is highly motivated)

to achieve their personal ambitions or organizational objectives or goals, while some may be

less inspired not to put much efforts in what they do. Such individuals are said to be either

motivated or demotivated, depending on the nature of effort they put into their work.

However Mitchell (1982) argued that, the way we are moved into action or are motivated has


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some psychological, social or physical effects that arouse us towards certain direction and are

always directed towards those goals.

According to Arnold et al (1991) motivation should always have a direction, focused towards

the efforts and there must be some degree of persistence. In other words, the individual must

aim at heading towards a certain direction or achieving objectives. The person must put in

some effort to achieve that; and there must be some persistence or perseverance to enable

them achieves those things. This explains Arnold et al argument that every motivational

process must follow some steps; that is the effect being put into it, the nature of persistence

and finally the direction or goal being aimed at achieving. The concept of motivation has

been applied in many organisations as means of getting the best out of their staff. In his

explanation of the concept of motivation, Luthans (1992) noted that it is a combination of

needs of the individuals, the driving forces as well as incentives that are associated with it.

Luthans interpretation of the concept of motivation places emphasis on needs and incentives,

rather than the satisfaction that employees may get from the work they do. This

understanding of motivation, is in agreement with other critics such as Maslow who consider

motivation on the basics of things that employee needs to feel motivated at work. Arguably

motivation therefore makes individuals to do things which hitherto they may not intend to do

so. It leads to service quality delivery (Donnelly, 1994).

In a work or employment situation, employees are expected to perform their tasks in order to

achieve the objectives set by their employer or what is expected of them to accomplish as

employees. The willingness of employees to achieve the needed objectives (Beardwell and

Claydon, 2007) is often considered as motivation strategy. It is however argued that, leaders

and managers can motivate their employees through the use of pay increment, promotions,

rewards and praises. Some employees also feel motivated due to the nature of interpersonal


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relationships within the workplace or due to the fear of being reprimanded by their superiors

at the workplace and are obliged to work but not because they are motivated. Some

employees may also aim at seeking to develop themselves or take advantage of resources

available to them at the workplace to enhance their career development or seek to achieve

their career goals. It is however argued that motivation leads to achievement of organizational

goals and objectives but not individuals goals.

2.3 Theories of Motivation

Abraham Maslows Hierarchy of Needs Theory: Developed by Maslow in 1943, this theory

explains the different needs of individuals that are often met but are done in a hierarchical

manner which were placed in levels. Pettinger (2007) argued that, the needs that have to be

met as explained by Maslow are placed in a pyramidal form, starting from the most needed or

basic needs at the bottom of the pyramid to the least essential needs, being placed at the top

of the pyramid. According to Pettinger, the needs are placed into five categories or as

explained in Maslows five (5) levels of basic needs (see figure 1, below).

Source: Adapted in Pettinger (2007)


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1. The psychological needs, which include basic necessities in life; some of which include:

food, shelter, clothes, good and healthy living environment, and any other basic essentialities

in life.

2. The safety and security needs are those needs that help one to protect him or herself against

attacks, ill-treatment, neglect or deprivation.

3. Social needs are some of the satisfying needs that one may get when he or she is in a

community, society or an organization. In other words, it is a form of social belonging or how

individuals are accepted in the organization or community and how one is allowed to actively

participate in the affairs of the organization.

4. Esteem needs show how individuals are appreciated or welcomed in a particular area,

society, organization or community or how one is regarded by others or the status that

individuals attain within an organization.

5. The self-actualisation needs are the self-fulfilling, personal development and growth, social

development, etc that are expected to be achieved in a society. Self-actualization needs are

fulfilled when individuals are given tasks that challenge their thinking and their way of

undertaking their duties at work (see Beardwell and Claydon, 2007; 1994).

The Herzbergs Two Factor Theory: Developed in the 1960s, Pettinger (2007) argued that,

Herzberg grouped theoretical factors into two sets of motivational factors that affect

individuals at the workplace; that is factors that make individuals to feel dissatisfied with the

job they do or the environment in which they find themselves, while the other factors lead to

extreme form of satisfaction with the job or the environment. Pettinger (2007:559) further

argued that factors that lead to satisfaction he called motivators, while those giving rise to

dissatisfaction he called hygiene factors. He identified the motivators as the nature of


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responsibilities one have in the workplace, opportunities for personal development and

advancement, recognition and achievement, etc. all those factors are those that are associated

with the work that the individual does. The hygiene factors may depend on how the

organization is managed. For instance bad managers, bad interpersonal skills, poor

communication at work and very bad employees relations could be hygiene factors that will

demotivate staff.

Expectancy Theory of M otivation:The expectancy theory as explained by Pettinger (2007)

places emphasis on efforts that individuals put into their work and the kind of rewards they

normally expect as a result. Pettinger pointed out that, there is distinction between the effort

that people put into their work and the results they get. In other words, rewarding individuals

will not automatically lead to effective performance. Most individuals are rewarded but do

not do any extra work, besides what they are supposed to do or what their job specifications

are. They do their daily routine, regardless of what they may get as reward, incentives or pay

package available. Furnham (1997) and Wright (2004) argued that the expectancy theory

places emphasis on reward as a key motivating factor to employees performance. That is, if

employees are well rewarded they will feel motivated to perform well and by so doing it

helps the organization to achieve its objectives. This falls short of other theories, because if

employees are performing their work effectively and efficiently, that is what they are

supposed to be doing because they are paid to do that job. Furnham and Wrights argument of

motivation seem not to go far enough to explain the argument being put forward by other

critics of the expectancy theory.


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2.3 Types of Motivation

Motivation can be intrinsic or extrinsic.

Intrinsic Motivation:Intrinsic motivation is a type of motivation strategy where the

individuals feel motivated either in their workplace of within themselves based on how they

feel at the workplace. As explained by Mullins (2005) and Parr (1999) these type of

motivational system develops inside the individuals and they help him or her to achieve his or

her potential or organizational objectives. For example, the love of work which makes

individuals to work hard or put in extra effort to achieve what they want in life or at the

workplace is referred to as intrinsic motivational factors.

Extri nsic Motivation:According to Mullins (2005) payment of salary and other reward

systems given to employees working in an organization may be considered as extrinsically

motivating factors. For instance promotion of staff, holiday package, scholarship schemes are

some of the rewards systems that extrinsically motivate staff and make them to feel satisfied

to work hard for the organization (Gill, 2009). Such factors normally help the individuals to

feel happy to work for the organization.

2.4 Does Motivation Really Enhance Employee Performance?

It has often been argued that, motivation is one of the most crucial forms of enhancing

employees performance in every organization and therefore helps to enhance their

performance. However, this notion has been challenged by many writers and researchers of

the concept of motivation alone cannot make employees happy, because if employees are not

happy in an organisation, no matter how they are motivated they will still leave. Marsden and

Richardson (1992) argued that some people can perform poorly even though they are well

motivated, while others also may perform better even though they may not be motivated


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adequately. Their argument raises questions as to whether motivating employees better will

make them feel encouraged and perform very well.

Some writers like Collins also argued that, the way employees are motivated also plays an

important part in attracting and retaining employees, who have the best skills and quality,

which are the underpinning drive towards organizational performance and is ability to change

(Collins 1991, cited in Storey and Sisson, 1998). It has been acceptable knowledge in many

motivation discourses that, companies systems of rewarding its staff, more important and

become very significant to the performance and improvement of the organization (Wiersma,

1992). Every employee in any organization will expect their authorities to reward them

irrespective of the nature of job they do. This is what Herzberg and others, over the several

years of studies have tried to ascertain that out of employee motivating attributes that were

used in their studies to ascertain what actually motivate employees, pay is ranked sixth out of

attributes like, job security and satisfaction, happiness at work, opportunity for advancement,

work appreciation and even the style of management.

2.5 Summary

In summary, the concept of pay has been observed to be one of the major reasons to improve

staff performance at work, but other incentives can also contribute for the workers to do their

best for the organisation to improve.


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CHAPTER THREE

RESEARCH METHODOLOGY AND DESIGN

3.1 Introduction

In the previous chapter concept of and theories of motivation were examined; ways of

motivating employees and the concept of pay were critically looked at. This chapter looks at

the research methodology and design. The chapter explains and justifies performance-related

pay the chosen research methodology and methods and how it was selected against other

methods. The chapter also looks at the relevance of the methods, the research respondents

and how the data was gathered. It also looks at some of the ethical issues considered during

the study. The final part looks at the validity and reliability as well as some of the limitations

that affected the methodology used to gather the data.

3.2 Research Methodology and Rationale

The study adopted mainly quantitative research methodology. As explained by Blaikie

(2003), Robson (2003) and others, the use of quantitative approach was to allow the research

to explore the topic in a more open-ended way without any prejudice of what was supposed

to be investigated. The research methodology was chosen taken into consideration the

research questions, the objectives of the study and the respondents from whom the data were

to be gathered.

Since the study is an exploratory one, the use of the adopted methodology was considered the

most appropriate, because it allowed the researcher to understand in very detailed the topic

under investigation (Gray, 2004) and how some of the key concepts the study aimed at

investigating could apply it in an organization like Tesco. The data were gathered using


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mainly by distributing questionnaires to all respondents. The questionnaires gave the

respondents the opportunity to freely express themselves while at the same time helped to

achieve the research objectives. Robson (2003) and May (2001), have explained that the use

of questionnaires avoided any researcher influence on the responses being provided by the

respondents.

3.3 Research Strategy and Design

The use of only Tesco as the only organisation being used for the study justifies the case

study approach being adopted. As it has been argued by May (2001), the exploratory study

helped to develop understanding and analysis of the issue under investigation. The data

collection tools were designed in a way that could make it possible for the research objectives

to be achieved. One of the main factors that were taken into consideration when designing the

questions was participants level of understanding of the English Language. Although they

were all employees of the same organization, there was no assumption made when setting the

questions. There were no jargons used in the questions. The questions were set using very

short-short sentences with very clear and simple English so that the respondents could

understand and provide the correct responses. After the questions had been set, they were

given to some of my colleagues to proof-read for comments and suggestions before the

questions were re-written finally for administration.

3.4 Source of Data

The data was collected from two different sources; the employees those who would be

described as the junior staff membersmostly those working on the till, stacking food stuffs,

those working in the warehouse, etc; while those in senior staff members, that will also be

described as senior staff members. As already stated above, the types of data were mainly

primary data sources, because the information was gathered through the use of only


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interviews. There were few occasions that information from the supermarket website was

added, but that was used to triangulate the primary data that was gathered. In all,

questionnaires were distributed to all those working in the supermarket.

3.5 Data Analysis

Analysis of the data started immediately I started receiving the responses. Answers to the

questions were put into tables, graphs and pie charts. The similar themes were put together

before the actual analysis and discussion of the results. The various themes were then

compared and analyzed according to the research objectives. The results were categorized to

make the various relationships that exist between them clearer.

3.6 Ethical Issues

The importance of ethical issues was one of the main watchdogs during the study. All the

participants were informed about the study and its objectives. The participants were briefed

about the study and its benefits, how it could contribute towards the improvement of

organizational performance. Consent of all participants were sought and enough time given

for them to prepare and decide if they could take part in the study. This was done to avoid the

deceitful notion about the researcher who they might consider to be undercover investigator

(May 2001). Anything in terms of bad language that could damage rapport or ill treatment,

during the course of the data collection was avoided (Robson, 2003). And all the respondents

were guaranteed high degree of anonymity and confidentiality of any information that was

obtained from them.


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3.7 Summary

The study adopted quantitative research methodology and the data was gathered using

questionnaire. Although other methods were considered, it was deemed appropriate to use

questionnaire for the study. The questions were piloted to check the accuracy before they

were used for the study and with high degree of ethical considerations. Although there were

some limitations that might have affected the results, the study will help organisations for

future practice and policy formulation.


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CHAPTER FOUR

ANALYSIS AND DISCUSSION OF RESULTS

4.1 Introduction

In the previous chapter, the method of data collection, the approach used to gather the data

was explained. The research methodology was explained to illustrate how it was used to

gather the data, taking into considerations the ethical issues in research. This chapter

examines the nature of motivation as employed in Tesco to enhance the performance of the

employees.

4.2 Background and Activities of Respondents

All the participants involved in the study are all full-time employees of Tesco, although their

activities vary, based on the job they do and their experience. In all twenty five workers

participated in the study. Twenty junior staff answered the questionnaires and the remaining

five were all senior members in the supermarket. Three are supervisors and the remaining

two were managers. They never indicated their specific roles, whether they human resource

managers or work in the financial department. Three supervisors look after the junior staff

who works on the till and those stacking food stuffs on the shelves. All the respondents have

worked in the supermarket for at least one or more years.

4.3 Nature of Employee Motivation

Employee motivation has been a concern to many managers, stakeholders and shareholder or

many organisations these days. With the ever increasing economic hardships and many

customers reducing their buying rate, which is forcing companies to collapse, motivating

employees who are under performing will not only annoy shareholders but other stakeholder.


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When asked whether the supermarket effectively motivates all employees, the responses

provided have been indicated in the table below.

A Table showing the nature of motivation of employees

Effective motivation of employees Percentage of Response

Strongly disagree 0

Disagree 10

No comment 5

Agree 5

Strongly agree 80

Total 100

Source: Author

As it became obvious from the figure 1, below, the nature of motivation system in the

supermarket is very effective. However 5% of the respondents did not give any comments

and 10% also disagreed to the statement that the supermarket effectively motivates all the

employees. The information provided shows that, there are many motivation systems being

initiated by the supermarket. Nearly all the respondents 95% showed that, the reward systems

that used in the supermarket are good. Although they indicated that, they are not satisfied the

way the way they are being motivated. Over 85% strongly disagree or disagree that the

employees are satisfied the way they are being motivated.


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A graph showing eff ective motivation systems of employees

Source: Author

As to whether the employees are well remunerated to carry out their job, the response

provided has been indicated in Table 2 below. It became clear that, 80% and 10% strongly

disagree or disagree respectively with the statement that they are well remunerated to do their

work. This contradicts the earlier respondents that the system of motivation is good, when it

is obvious that they are not well remunerated.

A table showing whether employees are well remunerated

Adequate remuneration for employees Percentage of Response

Strongly disagree 80

Disagree 10

No comment 0

Agree 10

Strongly agree 0

Total 100

Source: Author

The results have been shown in Graph 2 below.


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Source: Author

The evidence showed that, majority of the respondents does not agree that remuneration for

employees is good. This could affect the way employee work and could also reduce their

satisfaction in the workplace.

4.4 Motivation and Job Satisfaction

Motivation and job satisfaction was another issue that was noted during the investigation as

one of the important components of motivation systems. When asked whether the

respondents get all that they need to make their work easier, the responses were very

convincing that they get everything they need to make their work easier. Almost the whole

respondents agreed to that statement. Fifty five (55%) percent and 45% agreed or strongly

agreed that, they get all that is needed for their work.

However, when the respondents were asked whether, they were satisfied with their work, the

responses provided has been put in Table 3, and the Pie Chart below. When asked whether

they were satisfied, 60% and 10% strongly disagree or disagree respectively. Just 10% and

15% said they and strongly agree respectively to the statement.


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A Table showing whether employees are satisfied at their work

Employee satisfaction at work Percentage of Response


Disagree 10

No comment 5

Agree 10

Strongly agree 15

Total 100

Source: Author

As it would be observed from the pie chart below, majority either strongly disagrees or

disagree that they are satisfied with the work they do.

Source: Author

It was made clear from the study that, employees personal and work related needs are not

fulfilled by the organization. The findings showed that, 85% and 15% strongly disagreed and

disagreed respectively that, the supermarket is meeting their needs. Although the study did

not investigate the type of personal needs, but it was made clear that, because they are not


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well motivated at work it presupposes that their needs are not met. This also shows why they

maintained that they not well remunerated at in the work they do. Although out of the 100%

responses, 10% agreed while 90% disagreed that they are well remunerated. The 10% might

be from those who are either in management position or supervisors who are rewarded.

4.5 Motivation and Employee Performance

Motivation and employee performance is one of the areas that was considered during the

investigation. When asked if the nature of employee performance is measured objectively,

there were conflicting responses provided. Seventy percent (70%) strongly disagree or

disagree that performance is measured objectively, while the remaining 30% either agree or

strongly agree that employee performance was measured objectively. The responses provided

have been shown in Table 4 and the pie chart below.

A Table showing objectiveness of how employee performance is measured

Objective measurement of employee

performance

Percentage of Response


Disagree 30

No comment 0

Agree 20

Strongly agree 10

Total 100

Source: Author

The pie chart makes the response provided in the table above very explicit. The figure clearly

shows that majority of the respondents show some high degree of subjectivity in terms of


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how performance is measured. That clearly shows that, it not clear and does not show what

they measure for performance.

Source: Author

A Graph showing employee appraisal systems and work

It was observed from the results that, the supermarket profit sharing is not used as mechanism

to reward higher performance staff. All the respondents agreed (100%) that, the way


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employees are rewarded is not based on higher performance. However, the overall nature of

employee appraisal systems has a strong influence in individuals work pattern and behaviour,

although the nature of motivation is relatively low.

4.6 Summary

The study concludes that, for employees to become encouraged to do their best, there is the

need to motivated them very well. The motivation systems should be made known to the

employees so that, they can work hard and achieve their potential. The study concludes that,

employees of Tesco feel better and are encouraged to work if the reward system is better.


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CHAPTER FIVE

CONCLUSION, RECOMMENDATION AND LIMITATIONS

5.1 Conclusion

The literature showed that, motivation is one of the key ingredients to make employees feel

happy and become encouraged to work. Although in most of the management discourses,

motivation and reward are well considered to be important way of enhancing employee

performance, many organisation do not take those things seriously. It would be concluded

from the study that, the nature of motivation system in Tesco supermarket is not very good as

indicated in the study. Most of the employees personal and work related needs are not

fulfilled by the organization. It would be concluded that the supermarket is not meeting the

needs of the workers and this could demotivate them.

It became obvious that, they are not well motivated or remunerated for the work they do. This

was made obvious in the overwhelming response that, there is little remuneration for the

workers and this could demotivate them and also weaken the performance. Although a small

number indicated that, they were remunerated, this could be due to the small number of

supervisors and managers who might said are remunerated, did so because the rewards they

receive from the work they do. It would be concluded that, if employees are well rewarded

and appraised, it will have significant impact on their performance.

5.2 Recommendation

The study has therefore proposed the following recommendations as some of the things that

organisations can do to improve their staff performance and overall organisational

improvement, performance and achievement of objectives.


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o The way organisations motivate their staff must be made known to allemployees, to reduce the level of jealousy, anger and lack of cohesion among

staff, but also make the workers know and understand what they need to do so

that they do not complain when others are rewarded.

o It became evident that employee satisfaction is dependent on the work they doand not the position they occupy. Therefore all employees who perform well

must be rewarded so that they can perform well and become motivated to

work to their best. Well motivated staff is more likely to become satisfied and

work to achieve their potential and organisational objectives.

o It would be recommended that, although pay can make employees happy andstay in the job, other factors can also play an important role in retaining

employees. Holiday entitlements, healthcare schemes for employees family

members, bonuses, pension schemes, just to mention a few, could be given to

all staff who perform well to enable them feel motivated and work harder.

5.3 Limitations

In spite of the degree of success, there were some limitations that in one way of the other

affected the results. The use of questionnaires alone to gather the data, although gave the

opportunity for the respondents to freely express themselves and provided the needed

information for the study, there were not opportunity to probe back some of the unclear

responses. Therefore if interviews had been used to support the questionnaire data, it would

have helped to increase the validity of the results. Some of the responses were not returned

also affected the results, however it would help organisation to effectively the concept of

motivation to enhance their employee performance.


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5.4 Areas of Future Research

This study has thrown light onto new areas that need to be investigated to improve the work

of organisations, more especially private sector companies. The following has been suggested

for future study;

o What are the underlining reasons behind employees relentless strike actions?:In this study, the researcher will find out why workers embark on strike

actions and what could be done to reduce these negative practices that affect

the performance of organisation.

o Understanding different ways to motivate employees: a comparative studybetween the bigger supermarkets and corner shops. In this study, an

investigation would be carried out to ascertain whether corner shops or bigger

supermarkets which one better motivate their staff.


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REFERENCES

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AppendixQuestionnaire for Respondents

I am undertaking a research survey to ascertain the nature of employee motivation in this

supermarket. Please answer the following questions based on your understanding and

agreement with the responses. Note that the responses you provide will be treated

confidential and no third party will have access to the information. Thanks in advance for

agreeing to answer the questions.

Personal Information

1. What is your gender? a. male b. female2. How long have you been working in this supermarket? a. less than a year b. one year

c. about five years d. over ten years

3. What is the nature of your job in this organisation? a. work on the till machine b.pack food stuffs on the shelves c. supervisor d. manager e. security


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Please tick from a scale below which have been indicated 1-5 one showing strongly disagree

and 5 strongly agree. Tick you response to show whether you agree or disagree base of your

feelings about the statement.

1=strongly disagree 2=disagree 3=neutral 4= agree 5= strongly agree

I. Motivation and Employee Performance

Nature of Employee Motivation4. This supermarket effectively motivates all the

employees.1 2 3 4 5

5. There are many motivation systems in this supermarket 1 2 3 4 5

6. The reward systems that are used in this

supermarket is good

1 2 3 4 5

7. I can confidently say that the employees are satisfied the

way they are motivated.1 2 3 4 5

8. I am adequately remunerated to carry out my job 1 2 3 4 5

Motivation and Job Satisfaction

9. I get all I need to make my work easy. 1 2 3 4 5

10. On the whole, I am satisfied with my job. 1 2 3 4 5

11. Generally, I can confidently say that my personal

and work related needs are fulfilled.

1 2 3 4 5

12. The supermarket cares about all employees well-being, progress and advancement

1 2 3 4 5

13. Conditions of my job allow me to be productive as

work for this organization

1 2 3 4 5

Employee Performance

14. Employees have faith in performance appraisal

system.

1 2 3 4 5

15. Performance is measured objectively based on

how employee works

1 2 3 4 5

16. Employees are provided performance based

feedback and counseling.

1 2 3 4 5

17. In our organization, profit sharing is used as a

mechanism to reward higher performance

1 2 3 4 5

18. Overall the nature employee appraisal systems has a

strong influence on individuals work behavior

1 2 3 4 5


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assignment sample-2_excluding references & table of contents 5400 words

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