Analysis of Motivation of Employees of an IT Company in Singapore - Research Paper Example

Analysis of Motivation of Employees of Company in Singapore 1.0 Introduction The concept of motivation has been applied in many companies as a way of increasing the workers’ morale during, so that the company could realize high output in terms of quantity and quality. Notably, a motivated worker would feel encouraged to put more effort in whatever duty he/she is performing, in order to improve the quality of the product and increase the number of unit productions. Different companies have various ways of making sure that their workers are motivated. In this regard, some of the ways in which the companies motivate their workers include, increasing their salary, creating a safe work environment, respecting diversity and opinions, treating the workers in a dignified manner (Dessler 17). This should be done without any form of discrimination, and promoting the workers based on their qualification and experience (Dessler 17). Therefore, the paper is an analysis of the various ways, in which Tesco Company, which is based in Singapore, motivates the employees through comparing data from other regions. In the approach used, the paper has an introduction, outlining an overview of the concept motivation. Under the introduction, the paper presents background information of the company’s history of motivation. It then gives the objectives of the study and the research questions to be investigated. A critical literature review outlining the findings from the related topic follows, after which the research methodology is presented. Under the research methodology, the paper explains data collection and analysis in an explicit way. This is followed by presenting the research findings, them a summary of data and its analysis. The research is then concluded with the researcher’s recommendations, based on the solid findings of research. 2.0 Background The application of motivation in organizations is not a recent phenomenon, but seems to have been used for many years. According to Adams, many companies have realized that the motivated workers carry out their duties diligently to achieve the targeted quality and quantity (Adams 14). The highly aggressive and vibrant contemporary business environment needs the workers who are motivated, so that they are able to produce quality goods, which are competitive in the market. Apparently, many companies have used motivation in their various forms to retain their productive workforce, because it is through this practice that they could maintain the quality of their products (Dessler 21). Through motivation, the workers become willing to increase their efforts in making the organization to realize its potentials. The measures which would have impacts on the employees’ psychology have to be adopted, if meaningful success has to be achieved. Some of the key fundamentals that the company has used in motivating their employees include the intensity, direction and persistence of the application (Dessler 21). This is more important because it would make sure that the workers’ interests gain meaningful increase and production is consistent, and through this, the company is assured of sustainability and profit generation. Therefore, the company has adopted the practice as one of the important aspects of the policy formulation. In addition, the elements are a way of creating an intrinsic impulsion to continue doing the best, in producing high quality goods (Dessler 22). The employees in this case, realize the need to accomplish a specific task that would add vale to the overall production system in the company. Furthermore, they remain focused to achieve such in the future, meaning the urge becomes intrinsic and considerate, thus achieve to the greatest magnitude possible (Dessler 27). Through various responses to the motivational factors, each worker would achieve a specific task differently and produce goods of varying quality. Therefore, it is up to the company management to identify the individual worker’s response to the motivation factor so that they do not apply a uniform criterion in implementing the stimulus. The persistency in application of the motivation entails the timeframe, in which it could be sustained (Dessler 31). There are some forms of motivation, which are expensive and cannot be applied for a long time, while others are fairly less expensive for the company. For example, the company preferred to use the monetary incentives, which the majority of the workers were interested on, and was less expensive when compared to other forms such as sponsoring vocational trips (Adams 15). In this regards, the different motivational aspect used has to be acceptable and not expensive to the company. 3.0 Objectives Every study aims at achieving a given purpose, and helps the researcher in making decisions and recommendations about the improvements, which should be done to make advancement on the previous condition. The main aim of the study is to discover the various methods of motivation that the company uses and their impacts on the employees’ performance. The other objective is to determine the workability of the motivational approaches in achieving the organizational goals. Finally, the research aims at establishing the specific motivational factors persuading the workers within an organization and their implication. 4.0 Research Questions The research seeks to answer the questions related to the objectives. In this research, the three specific questions, which would be addressed, include; first, what are the various methods of motivation that the company uses and their impacts on the employees’ performance? Secondly, to what extent does the motivational approach help in achieving the organizational goals? Third, what are the specific motivational factors persuading the workers within an organization and their implication? In essence, answering the above questions succinctly would shed lights on the successes and failures of the organization. 5.0 Literature Review As Croxton pointed, increasing the employees’ salary and use of incentives such as allowances and gifts are the major motivators for the workers (Croxton 1). Giving such increment and incentives is to assure the workers of the social good, so that they develop particular interest in their duties. Many researches conducted have revealed the relationship between motivation and increased quality and quantity of the products, low absenteeism and the desire to improve the skills in the work (Dessler 32). The only important thing that the company has to consider is the motivational factor that would influence the greatest number of workers (Croxton 1). Preliminary research has shown that many employees are aroused by the intrinsic rewards, in a greater extent than the use of salary, which is an extrinsic reward (Croxton 1). However, the issue is relative and could not be used to explain the occurrence in other areas. This leads to the question of whether the motivation that the company used was more of intrinsic than extrinsic, thus justifies the need for research. Bearing in mind that the workplace is characterized by intrinsic, or extrinsic, or both, individual companies apply the one they consider suitable for the majority of their workers (Dessler 32). Intrinsic motivations are those that originate from inside the person, and are really called true motivators, for example, a personal conviction on his/her duty (Lai 13). In this regard, the management style has to conform to the wishes of the workers for positive results to be realized in the company (Adams 19). Moreover, authoritarian regimes do not have a chance in many companies, because through better management practices, managers can assure the workers of consistent support in developing the culture of intrinsic motivation (Roberts 54). This self-generated desire is very important because it lasts in the person, longer than the extrinsic one that could be withdrawn at will. In fact, such circumstances have frustrated many employees, whose morale has been reduced, as a result of the actions. The extrinsic motivations are the ones, which are generated from an outside source, for instance, the financial and non-financial reward that the company would offer their employees to increase their morale in the work (Dessler 33). The extrinsic rewards are mostly used by the companies to keep their employees happy and consider themselves as part of the business entity. In this manner, they would perform the tasks as in own business enterprise; thereby eliminate the risks of poor performance (Roberts 56). Many studies have shown that the companies having problems with employees neither listen to their wishes nor reward them for the efforts (Dessler 34). In such cases, the employees do not perform their duties as required and with the intention of proper outcome, but with the view that they do not have an alternative (Dessler 34). Therefore, their output in terms of quality and quantity is compromised, and the company cannot benefit from their work. In addition, the poor outcome might reduce the company’s reputation and lower the sales, indicating the need for motivating the workers (Dessler 34). To a larger extent, the employees who are given the freedom to exercise their creativity, and help the company in decision- making would make substantial contributions to their success in the business. When the company recognizes their good work and gives the corresponding rewards, they might advance in their career (Adams 16). In a motivational analysis that Broeck and Buelens conducted in 2007, to ascertain the differences between private and public sector in Belgium, a total of 3,314 employees from the private organizations and 409 from public organizations were surveyed (Croxton 2). They realized that the workers from the public sector were free to carry out their duties in an environment that is supportive to their work than being given the extrinsic rewards (Croxton 2). The supportive environment increased their desire to carry out the duties than their colleagues who are driven by the monetary value of their work. In addition, the workers from the public organizations choose simple and balanced life, compared with those from private sector, whose lifestyle is more complicated and need more finances to fulfill their mission and obligations (Adams 16). Possibly, the aspiration to create a difference in their community and the lives of majority, building an image of public integrity could explain the reason for their motivation (Roberts 58). Since they are responsible for their actions and the impacts of such actions to the community, is part of the driving force for public workers. However, many workers in private organizations are more concerned with the job security and salary increases as their motivational factors. Notably, incentives are divided into various categories and explained into details in the table below; Monetary Incentives Non-Monetary Incentives (Tangible) Non-Monetary Incentives (Intangible) Direct Compensation: Treats: Offering Free Meals: Social Rewards: Salary Free beverage/Food Informal recognition Commission Festival Bashes Verbal Recognition Bonus Coffee breaks Formal recognition Indirect Compensation: Picnics Feedback Provision of health insurance Birthday treats Back pat Provision of disability insurance Awards: Advise solicitation Provision of life insurance Trophies or Plaques Suggestion Being included in the plans for sharing profit Certificates Club Privileges Being assured of adequate retirement plans Appreciation Letters Company, equipment, facilities, supplies for projects intended to suit an individual. Being included in the ownership plans for the company stock Knick-Knacks: Task Related Rewards: Educational reimbursement Decorative More responsibility Fair overtime policy Tie pins Meaningful work Being guaranteed paid leave Calendars Job rotation Being granted unpaid leave Diaries Special assignments Subsidized utilities Watches Training Subsidized housing Cameras, software, mobile phones, mp3, appliances and other electronic items. Being chosen as a company representative at the public forum Travel expenses Newspaper subscription Being a participant in the company decision-making Childcare Magazine subscription Growth opportunities Tokens: Work autonomy Tickets to sport events Promotion Tickets to concerts Flexible schedules Ticket to films Gift certificates Accessories and other garments with company logo Sponsored vocational trips Presents for anniversaries Birthday presents Sponsored nature tourism Source: Calista Lai, p. 18. Sometimes, majority of the population are motivated by generation factors, such as the self-fulfillments of the duties (Lunsford 2). In the company, the technology related duties that the employees do, characterize the modern generation and it is a full-filling to the general workforce, who are proud of the duties they perform. From this information, not only had the aged workers pronounced such responses, but also a younger generation who are flexible to, and identify with the use of technology. Despite the generation’s arguments, financial incentives are still justified for its short-term and immediate impact on the workers’ actions (Lunsford 2). It is therefore more effective than the other ways of motivation, which are intended to achieve a long-term impact on the organization. Here, the uniformity of motivating the workers does not apply, because they are motivated differently depending on age and the personal preferences. For example, Lunsford asserted that the older workers are motivated by the comfort of their duties, which they would like to keep (Lunsford 4). On the contrary, the younger workforce is mostly interested in learning and growing their skills on the duties, which they perform (Lunsford 4). Therefore, they much flexible to the organizational changes, and they are agents of management changes. Such changes aimed at increasing the management’s responsiveness to the workers’ development and creativity actually motivates the young workers (Lunsford 4). As a result, it is most important for the company to create an enabling environment that would motivate the workers, to increase the production both quantitatively and qualitatively. Khan, Farooq and Ullah conducted another research to establish the role that the rewards play in motivating the employees (p. 37). In exploring the determinants of reward impacts on the workforce, they realized that there were considerable increments in the performance culture of the company (Khan, Farooq and Ullah 37). This is a proof that rewards have significant impacts on the employees’ output both in the unit production and the quality. In studying the descriptive statistics of the research, they noted that there was a systematic trend considering the demographic trend that was presented (Khan, Farooq and Ullah 37). The other significant inference was that there are various factors explaining the employees’ motivation and subsequent performance: not forgetting the distinctive approaches, their significance, and the particular roles they play in increasing the workers morale (Khan, Farooq and Ullah 37). In this study, the researcher distributed 200 questionnaires, out of which 167 were duly completed (Khan, Farooq and Ullah 37). Notably, the employees who have served the company for a number of years, who have gone through successive promotions in their career are likely to be motivated by the security of their job (Lai 37). They understand that losing the job at this advanced level would lead to much frustration and loss of income. Therefore, they would rather protect whatever they have at hand. This is compounded by the fact that, in Singapore, increase in age reduces the chances of a person being considered for employment (Lai 37). Lai notes that with increase in age, vigor, flexibility and innovation decreases, making the aged people unemployable. The company understands that it is mostly from the young mind, filled with vigor could be flexible enough to generate new ideas (Lai 37). In addition, the young employees are highly motivated and able to work for longer hours without much complaint. 6.0 Research Methodology As a secondary research, the methodology was based on the available information, from archives, academic journals and electronic books. Since the topic has many other related information from previous research, the method involved a careful selection of the materials, with relevant literature. The company employees, in this situation constituted the entire population, from which the researcher drew the samples for the interview. In addition, the sampling was done randomly from all the different departments of the company, meaning that the sample size, in this case was representative. A representative sample ensures that the entire population is involved in the study and the outcome could be reliable. 6.1 Data Collection During the study, the researcher carefully selected the findings from past researches, from the extensive reading of similar literature and the information from the company website and reports and public relation journals. Notably, the information acquired helped the researcher to compile the literature review section and later used in making recommendations concerning the necessary amendments, which the management had to consider undertaking. In addition, the researcher conducted interviews within the organization, distributed the questionnaire. Considering the quantitative methodology that the researcher applied, the motivation questionnaires were distributed to the various people who were selected from different departments. Notably, the questionnaires were used as the instruments of measurement to measure the quantitative data. Here, the selection was done in a random way, because this would limit the chances of getting pre-determined or, biased responses. On interviews, the population was sampled and the carefully selected people from the samples were interviewed, regarding their opinion and experiences with motivation. In addition, the questions asked during the interview were both open and closed ended. Whereas the open ended questions needed the personal take on the matter, the closed ended ones required fixed answers such as yes, no, or a given figure. 6.2 Data Analysis The analysis of data was done using descriptive statistics, after which the inferential statistics were analyzed on the particular variables. Since the research intended to establish the correlations between rewards and employee performance, the researcher applied statistical analysis method called Analysis of Variance (ANOVA). Notably, ANOVA was used to determine the significant relationship among the various variables, whether they correlate or they do not. Particularly, the F-test and the t-test were used to calculate the statistical inferences at 95 percent confidence level. 7.0 Research Findings From the research, it was established that the opinion and other responses varied significantly, due to personality differences. Some of the findings, in terms of descriptive statistics are as described below; 7.1 Descriptive Statistics Notably, the descriptive statistics are the tabulated quantitative research findings, which the researcher collected from either the interviews, or the questionnaire. They are used in making inferences, conclusion and recommendations to the company, and future research. The descriptive statistics have to be reliable so that the outcome is not misleading and could be replicated. In addition, the descriptive statistics allows the researcher to compare different findings, from various regions, thereby being able to make conclusions and adjustments in his/her study. 7.1.1 Summary of Data and Analysis Table 7.1: Respondents’ biographical information Frequency Percentage Valid Cumulative Percentage Valid Female 9 5.4 5.4 5.4 Valid Male 158 94.6 94.6 100 Total 167 100 100 Source: Khan, Farooq and Ullah, p. 43. Explanation The information presented here was to show the number of respondents according to their gender. Evidenced from the table, the respondents mainly consisted of the male, accounting for 158, or 94.6 percent of the total, (n = 158). On the other hand, the female accounted for the majority 9, or 5.4 percent of the total, (n = 9). Table 7.2: The respondents’ Marital Status Frequency Percentage Valid Cumulative Percentage Valid Single 69 41.3 41.3 41.3 Valid Married 98 58.7 58.7 100 Total 167 100 100 Source: Khan, Farooq and Ullah, p. 43. Explanation The information presented here was to show the number of respondents according to their marital status. Evidenced from the table, the respondents largely consisted of the married, accounting for 98, or 58.7 percent of the total, (n = 98). Alternatively, the single consisted of 69, or 43.1 percent of the total, (n = 69). Table 7.3: The Respondents Age Group Years Frequency Percentage Valid Cumulative Percentage 20-25 7 4.2 4.2 2.4 26-30 28 16.8 16.8 21.0 31-35 44 26.3 26.3 47.3 36-40 30 18.0 18.0 65.3 41-45 20 12.0 12.0 77.2 Above 45 38 22.8 22.8 100.0 Total 167 100.0 100.0 Source: Khan, Farooq and Ullah, p. 44. Explanation Considering the different age groups, as presented on the table, the workers aged between 31 and 35 years constituted the majority of the respondents, which is 26.3 percent. Those aged above 45 years came second at 22.8 percent. 18 percent consisted of the respondents between 36 and 40 years, and only 12 percent of the respondents aged between 41 and 45 years. Finally, the respondents aged between 20 and 25 years consisted of the least 4.2 percent. Therefore, it can be deduced that the age group of a worker determines his/her probability of participating in such studies. Table 7.4: The Respondents Qualification Education Years Frequency Percentage Valid Cumulative Percentage 12 11 6.6 6.6 6.6 14 62 37.1 37.1 43.7 16 90 53.9 53.9 97.6 18 4 2.4 2.4 100.0 Total 167 100.0 100.0 Source: Khan, Farooq and Ullah, p. 44. Explanation From the table, the respondents whose education years are 16 constituted the majority, 53.9 percent. This reduces with the years as the respondents whose education was 14 years constituted 37.1 percent, while those with 12 years of formal education drastically dropped to 6.6 percent, possibly because of their low employment rate. Similarly, the respondents with 18 years of formal education were few at 2.4 percent. This low involvement could be because they form the management of the company, who are few. Table 7.5: Respondents’ Experience Years of Experience Frequency Percentage Valid Cumulative Percentage Below 1 17 10.2 10.2 10.2 1-5 72 43.1 43.1 53.3 6-10 8 4.8 4.8 58.1 11-15 19 11.4 11.4 69.5 16-20 12 7.2 7.2 76.6 21 or longer 39 23.4 23.4 100.0 Total 167 100.0 100.0 Source: Khan, Farooq and Ullah, p. 44. Explanation Considering the table, the respondents whose experience range between one and five years constituted the majority with 43.1 percent getting involved in the study. Perhaps, they are still active in the company activities. The respondents whose experience is 21 years or more followed at 23.4 percent. Notably, their participation could be this high due to their long experience on such issues in the company. Those with 11 to 15 years came third at 11.4 percent, those below one year, possibly still under probation came forth at 10.2 percent. They were followed closely with those having 16 to 20 years in the company, at 7.2 percent, and those with six to ten years of working experience consisted of the least participants at 4.5 percent Table 7.6: Questionnaire’s Results Variable Mean Standard Deviation Payment 2.89 0.65 Promotion 3.23 0.64 Recognition 3.79 0.62 Benefits 2.87 0.63 Employee Motivation 3.77 0.64 Source: Khan, Farooq and Ullah, p. 44. Explanation Considering the variables, the mean ranges from 2.87 to 3.79, while the standard deviation ranges from 0.62 to 0.65. Since the descriptive statistics of the variables, in terms of mean and standard deviation are not extremely skewed, it implies that the company workers are significantly motivated. 7.2 Inferential Statistics Using the Pearson’s Product Movement Correlation Coefficient (PPMCC), the relationships that exist between the variables of rewards, at 99.99 confidence level were computed and shown in the figure below; Table Variables Employee Motivation at Work Pearson Correlation Significance (2-tailed) Payment 0.78 0.000 Promotion 0.86 0.000 Recognition 0.65 0.000 Benefits 0.74 0.000 Source: Khan, Farooq and Ullah, p. 45. Also, the computed mean regarding the age of the employee are tabulated as shown in the table below; Age N (Population) M (Mean) S (Standard Deviation) 20-25 7 2.69 0.73 25-30 28 2.68 0.70 31-35 44 2.39 0.52 36-40 30 2.99 0.59 41-45 20 2.67 0.49 45 and Over 38 3.20 0.69 Source: Khan, Farooq and Ullah, p. 47. Graphically, the table could be represented as follows; Figure 1 Explanation From the graph, one concludes that the workers who fall between the ages of 31-35 had very low motivation at work compare to their colleagues. Perhaps, they are young, educated and has very high expectations, which the company does not provide. Alternatively, the workers who are 45 years and over had very high motivation at work compare to their colleagues. Possibly, they have long experience on the work and job security that keep them spirited for the work. In other inferential statistics, Lai also sent 378 questionnaires to the respondents who were having white collar jobs in Singapore, in which the mean of the responses were calculated and tabulated as shown below; Motivating Factor Mean Interpersonal Relationships 4.53 Workplace Environment 4.49 Interesting Work 4.32 Career Advancement 4.25 Recognition 4.16 Respect 4.06 Treatment and Development 3.88 Internal Communication 3.66 Benefits 3.48 Money 3.13 Autonomy 3.07 Appraisal 2.90 More Responsibility 2.57 Job Security 2.34 Source: Calista Lai, p. 33. Graphical Representation of Lai’s mean Figure 1: Mean of Motivating Factors Explanation According to the graph, it could be deduced that the interpersonal relationships, as a motivation factor had the highest mean. This was closely followed by the workplace environment that is reflected as conducive and favoring the company employees. The work was also perceived by many as interesting, thus increasing the workers motivation. The company also offered career advancement and recognized the workers. We could also deduce that the company employees were respected and given equal treatment and development, in terms of career personal skills. Internal communication was also seen as effective; leave alone the benefits and the monetary rewards, which the company offered to their employees. In addition, there is autonomy of work and the employees are given appraisal. Each worker is given more responsibility to keep them busy throughout their duties. Last, the company offers the job security to their employees, making them become interested in working more . 8.0 Conclusion and Recommendation There are many ways of motivating the employees in organizations, meaning that it cannot be applied uniformly across all sectors. Broadly, the two ways of motivating employees include intrinsic and extrinsic. As well, the extrinsic motivations are categorized into various forms including, monetary rewards, non-monetary rewards, which are tangible, and the non-monetary rewards, which are intangible. The companies apply them, depending on the wishes of the majority of the employees, especially those forms, which are intended for improving the quality of products. Notably, the management has the right to determine the kind of reward strategies, tactics and policies dude to the different impacts, which such motivation would have on the people. In other words, motivation is the only way of making sure that the company realizes its objectives regarding the quality and quantity of production. Notably, various people respond differently to diverse motivational methods depending on the circumstances. It is therefore recommendable that the company understands diversity and the situational differences under which the employees react to incentives. In addition, the management has a role to discover the alternatives regarding the job situation so that they could satisfy majority of the majority of workers. Since motivational strategies have different impacts on the workers, the company should employ a motivational method that would be less expensive and creates positive results for the company. In this regard, there should be a comparative approach to the application of the rewards in the company, through comparing the employees’ responses and their outcomes so that the employees’ performance could be improved. Noting that the rewards change has direct impact on the workers, it should be the responsibility of the management to shift their reward tactics, which the employees would not oppose. This makes the workers believe that they are part of the company, thus perform the duties as stakeholders to increase their public reputation. It is also imperative that the company offers better and significant rewards, which meet the demands of the workers, as this would raise the motivation and performance level of the employees. Furthermore, the rewards should be appropriate and suits the needs of the workers, across the diversity. Indeed, the company stands to benefit from increased quality and quantity of the production, because of the expected high returns and the stakeholders’ confidence in working with the company. Works Cited Adams, Jeremy. Managing people in Organizations: Contemporary Theory and Practice. New York, NY: Palgrave Macmillan. Croxton, Rebecca. An Analysis of Employee Motivation within the Public Sector. 15 April, 2009. Web. 24 Dec, 2011. Dessler, Gary. Human Resource Management. New Jersey, NJ: Pearson Prentice-Hall. Khan, Kalim., Farooq, Syed and Ullah, Muhammad. The Relationship between Rewards and Employee Motivation in Commercial Banks of Pakistan. May, 2010. Web. 24 Dec, 2011. Lai, Calista. Motivating Employees through Incentive Programs. Feb, 2009. Web. 24 Dec, 2011 Lunsford, Seleste. Survey Analysis: Employee Motivation by Generation Factors. Florida: AchieveGlobal, Inc., 2009. Publication. Roberts, Roshan L. Relationship between Rewards, Recognition and Motivation At Insurance Company. Western Cape: University of the Western Cape, 2005. Print. Appendices Sample Questionnaire 1. Does the company management always use intrinsic rewards? Yes___ No___ 2. The management partially uses intrinsic rewards, but shift to other strategies depending on the employees’ demands. Yes___ No___ 3. The diverse groups of employees have different responses to the various rewards strategies, which the company applies. Yes___ No___ 4. Does the company uses interpersonal relationships as a motivation factor for the employees? Yes___ No___ 5. Is the work environment conducive for the majority of the employees? Yes___ No___ 6. Does the company offer career advancement for the workers? Yes___ No___ 7. Are the workers recognized and respected? Yes___ No___ 8. Are the workers treated fairly treated and given the opportunity for development? Yes___ No___ 9. Is there an effective internal mechanism for communication in the company? Yes___ No___ 10. Are the workers accorded benefits in the company upon retirement? Yes___ No___ 11. Is money the basis of motivation in the company? Yes___ No___ 12. Does the company make sure that the workers carry out their duties autonomously, without much interference? Yes___ No___ 13. Does the company offer, or provide for appraisals? Yes___ No___ 14. Does the company quarantine the workers more responsibility during work? Yes___ No___ 15. Does the company guarantee the workers job security? Yes___ No___ 16. Is the company dynamic enough to the employees’ motivational needs? Yes___ No___ 17. Does the company appreciate the workers’ skills? Yes___ No___ 18. Is there a significant crisis in the company on the basis of motivation? Yes___ No___ 19. What are the implications of motivation in the company? 20. Does the company achieve some or, all the intended goals? Read More