Evaluating Different Strategies of Motivation Used by SAJA Pharmaceutical Company - Case Study Example

Title: Evaluating different strategies of motivation used by SAJA pharmaceutical company, do the tools always work? Introduction The main aim of this study is to investigate the effectiveness of motivational techniques used by SAJA pharmaceutical company in the Gulf Region. SAJA is a joint venture between Japanese pharmaceutical companies, Daiichi Sankyo Co., Ltd., Astellas Pharma Inc and the premier Saudi healthcare company, Tamer. The company specializes in distributing different pharmaceutical products (SAJA, n.d.). This study will assess whether the different strategies used by the senior managers in the company contribute to employee motivation and lead to the achievement of the aimed goal. It will further highlight the strengths and weaknesses of the company’s approach to employee motivation. This study will particularly establish whether the type of reward system commonly used in the company helps in enhancing employee motivation. This topic is of great interest mainly because it touches on employee motivation, which is a very important aspect of human resource management. The overall performance and success of an organisation may hinge on employees’ motivation at work. Therefore, by investigating the efficacy of motivational techniques, this study will provide invaluable insight on the strategies that work and those that don’t work. It will further provide insight on the measures and strategies that companies can employ in order to enhance employee motivation and overall performance of the organisation. Theoretical Framework Employees are considered to be the most valuable asset of an organisation since they play a critical role in influencing the performance and success on an organisation (Drake et al., 2007). A number of studies have suggested that motivating employee is crucial to organisational success and performance (Afful-Broni 2012; Chew 2005; Peterson 2007; Roos & van Eeden 2008). In essence, motivating employees can result to increased performance in their various work roles. Although there is wide consensus in literature that motivating employees can result to improved performance, there is no consensus in literature on which strategies are the most effective for motivating employees. Some studies have found that using techniques such as financial incentives may contribute to employee motivation (Fang & Gerhart 2012; Sprinkle 2000). For example, a study by Sprinkle (2000) found that, providing incentive-based compensation increased employee motivation and performance particularly in terms of the amount of time that employees dedicated in performing tasks and their analysis and use of information. Similarly, a study by Fang & Gerhart (2012) established that financial based incentive (i.e. pay for individual performance) may also increase employee motivation. This study also established a close connection between financial incentives and higher levels of employee anatomy, competence and intrinsic interest in their work (Fang & Gerhart 2012). Conversely, some studies refute the claims that financial incentives contribute to employee motivation and instead suggest that non-financial incentives such as recognition and provision of better working condition are more effective (Jenkins et al, 1998; Luthans & Stajkovic, 1999). For instance, in their study Jenkins et al (1998) found that financial incentives do not necessarily improve the employee motivation particularly towards performance quality. Over time, scholars have come up with different theories in a bid to provide insight on employee motivation. Some of the notable theories include; Abraham Maslow’s “Hierarchy of Needs” (1943) and Frederick Herzerberg’s “Two Factor Theory” (1959) among others. In his theory Maslow argued that, there are five key hierarchies of needs that motivate individual’s action. These needs include; physiological needs (food, water, sleep, shelter etc), safety needs (security and protection from danger, stability etc), belonging needs (family, friends and social intimacy), self-esteem needs (recognition and respect from others) and self-actualization needs (achievement, inner peace, fulfillment, etc) respectively. Maslow argued that these hierarchies of needs are what motivate individual’s action and until the first order of needs is satisfied, an individual may lack motivation and interest in the following order of needs (Arnolds & Boshoff, 2002:Goodman 1968). On the other hand, Herzerberg’s “Two Factor Theory” (1959) postulates that there are two key factors namely hygiene and motivation factors that contribute to employee motivation and satisfaction at work. Hygiene include factors such as; clean work environment, job security, work relationships and work conditions. Motivation factors include; recognition, achievement responsibility and work advancement (Tietjen and Myers 1998). Over the years, scholars and practitioners have used these theories as reference when it comes to developing motivational strategies for employees. Drawing on these theories some practitioners employ motivational strategies based on financial incentives such as pay per work and bonuses. In contrast some practitioners use non-financial/ intrinsic motivational strategies such as recognition, career advancement opportunities and developing suitable working conditions (Morrell 2011). Over time, several other theories such as; the goal setting theory, expectancy theory and the Adam equity theory have been developed in an attempt to explain the approaches that may be used to motivate employees (Fried & Slowik 2004; Isaac et al, 2001). Proposed Method This study will employ a qualitative research design. A qualitative research design can be described as a form of scientific research that uses interpretative techniques which focus on decoding, describing and interpreting research issues so as to establish.This approach involves the use of a multi-method focus that incorporates a naturalistic and interpretive approach of examining research issues. Essentially, this approach involves studying research phenomena in their natural settings and trying to make sense of phenomena in terms of the meaning conveyed to them. It may involve collecting of a wide range of empirical materials in form of interview recording, observational text, visual texts, historical account, personal experience, life story and case studies (Borkan 2004). A qualitative research design will be used in this study mainly because it is more suitable for addressing the objectives of this study than a quantitative approach. Unlike a quantitative research approach which is suitable for comparing, measuring and quantifying research variables, a qualitative design is more suitable for this study mainly because it explores and interprets complex research issues in-depth. Converse to the quantitative approach which produces generalized findings, a qualitative research approach enables one to avoid generalizations and allows the collection of data that is contextually specific particularly with regards to people’s opinion, beliefs, behaviour and practices (Borkan 2004). The data collection process in this study will involve the use of face to face in-depth interviews. This is a method of data collection where the researcher engages in a conversation with a respondent in order to obtain information about specific research issues. In this case, three second line managers and 14 medical representatives from SAJA Pharmaceutical Company will be interviewed. The interviews conducted will be semi structured in nature. In this case, a set of questions will be prepared prior to the interview. Nevertheless, additional questions will be asked in order to seek for clarification and obtain more information from the interviewees. The interviews will focus on getting the perspectives of the managers on the strategies that they use to motivate their employees and the outcomes that these strategies have helped to achieve. Interviews with the medical representatives will focus on exploring and evaluating the strengths, weakness and overall effectiveness of the motivation strategies used by the managers in the company. Face to face interviews was selected as the method of data collection mainly because as compared to other methods such as questionnaires which generate generalized findings, interviews help to generate data that is more specific and in-depth. Moreover, unlike the use of questionnaires interviews provide a platform to clarify and seek more understanding (Opdenakker 2006). Reflection In the course of this study, there are several practical and empirical obstacles that are likely to occur. Firstly, the use of a qualitative research approach may make it difficult to subject the data collected to statistical analysis. This is mainly due to the fact that the data collected is descriptive and detailed in nature. Thus subjecting such data to statistical analysis may be difficult. Secondly, the qualitative research approach is subjective in nature thus it may leave room for biases. Since this approach involves the use of interpretative techniques to analyse and create meaning from people’s experiences, views, opinions, there is the possibility that some of the information gathered may incorporate bias from either the research participants or the researcher. In order to prevent or minimise potential biases, the data collected will be verified by analysing and comparing it to evidence from previous studies in order to verify (Borkan 2004). The use of face to face interviews is also likely bring about some practical challenges especially when it comes to accessing the research participants and scheduling interviews. Interviews can sometime be time-consuming this may in turn make it difficult for some research participants to find for interview sessions. In order to avert such challenges, interview sessions will be scheduled earlier in advance with each of the research participants. In addition to this, the use of face to face interviews may be costly especially in a case where many research participants are involved. In such a case one is likely to incur high communication and transport costs (Opdenakker 2006). Moreover, there are a number of ethical issues that are likely to arise in the course of this study. As a result, several ethical considerations will be taken into account. First, prior to undertaking the study, it will be important to seek consent from relevant authorities so as to avert any ethical issues. In this case, before conducting the interviews consent will be sought from relevant company management. Furthermore, consent will be sought from the research participants. They will be duly informed about the objectives and nature of the study. They will be requested to participate in the study on a voluntary basis. The research participants will also be informed about their rights to withdraw from the study. Ethical issues pertaining to privacy and confidentiality are also likely to emerge in the course of this study. As a result, participants will be requested not to reveal any private or confidential information in the course of the interviews. The names and overall identity of the research participants will also not be revealed when presenting or publishing the findings of this study (BERA 2011). Additionally, ethical issues associated biases brought about by the interpretation and analysis of findings are likely to emerge. In order to avoid biases and ensure that the findings of this study are reliable and valid, extensive consultation with supervisors and peers will be carried so as to enhance objectivity. In this case, peer review and discussions will help to identify biases and clarify contentious meanings that are likely to emerge in the course of the study research (BERA 2011). Timetable Activity Date August 2015 Sep. 2015 Oct. 2015 Nov 2015 Dec. 2015 Jan 2016 Feb 2016 March 2016 April 2016 May 2016 June 2016 July 2016 Preliminary Research x Ethical Approval x Research Proposal. X Submit proposal x Literature Review X x x Drafting of interview questions X Interview scheduling and arrangements X Data collection; Conduct interviews x x Analysis of findings x x Preliminary Draft X Final Draft & Submission X References British Educational Research Association (BERA) 2011, Ethical guidelines for educational research. Available at: http://www.bera.ac.uk/resources/ethical-issues-online-research>: accessed at October 7 2015. Borkan, J.M., 2004, “Mixed Methods Studies: A Foundation for Primary Care Research”, Annals of Family Medicine vol 2, no. 2, pp. 4-6. Drake, A., Wong, J., and Saltar, S. (2007) “Empowerment, Motivation and Performance: Examining the impact of feedback and Incentives on non-management employees”. Behavioral research in accounting, 19: 71 – 89. Fang, M. & Gerhart, B., 2012, ‘Does pay for performance diminish intrinsic interest’, The International Journal of Human Resource Management vol 23, no.6, pp. 1176-1196. Fried, Y. & Slowik, L.H., 2004, ‘Enriching Goal-setting Theory with Time: An Integrated Approach’, Management Review vol 29, no. 3, pp. 404-422. Isaac, R.G., Zerbe, W.J., Pitt, D.C., 2001, “Leadership and Motivation: The Effective Application of Expectancy Theory”, Journal of Managerial Issues vol 13, no2, pp. 212-226. Jenkins, D., Mitra, A., Gupta, N. & Shaw, J.D., 1998, “Are Financial Incentives Related to Performance? A Meta-Analytic Review of Empirical Research”, Journal of Applied Psychology vol 83, no. 5, pp. 777-787. Luthans, F. and Stajkovic, A. (1999) “Reinforce for performance, the need to go beyond pay and even rewards”. Academy of management executive, vol 13, no. 2, pp. 49 – 57. . Opdenakker, R., 2006, ‘Advantages and Disadvantages of Four Interview Techniques in Qualitative Research’, Qualitative Social Research vol 7, no. 4, pp. 11-23 Peterson, T.M, 2007, “Motivation: How to Increase Project Team Performance”, Project management journal, vol 1, no, 10, pp, 60-69. Sprinkle, G.B., 2000, ‘The Effect of Incentive Contracts on Learning and Performance’, The Accounting Review, vol 75, no. 3, pp. 299-326. Roos, W. & van Eeden, R, 2008, “The relationship between employee motivation, job satisfaction and corporate culture”, SA Journal of Industrial Psychology, vol 34, no.1, pp. 54-63. Saudi Arabian Japanese Pharmaceutical Company (n.d) About SAJA, viewed October 14 2015 Tietjen, M.A, and Myera, R.M 1998, “Motivation and Job Satisfaction”, Management Decision, vol 36, no. 4, pp. 226 – 231. Read More