Henley Management College What Motivates Public Sector Employees in New Zealand? The Case of the Accident Compensation Corporation by Gavin Pearce A dissertation submitted in partial fulfilment of the requirements for the degree of Master of Business Administration 2008
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Henley Management College
What Motivates Public Sector Employees in New Zealand?
The Case of the Accident Compensation Corporation
by
Gavin Pearce
A dissertation submitted in partial fulfilment of the requirements for the degree of Master of Business Administration
2 INTRODUCTION................................................................................... 8 2.1 BACKGROUND TO ACC.............................................................................. 8 2.2 BACKGROUND ON THE TOPIC ..................................................................... 8
3 AIMS, OBJECTIVES, RESEARCH QUESTION............................... 9 3.1 WHY THIS TOPIC IS IMPORTANT TO INVESTIGATE? ................................... 9 3.2 PERSONAL DEVELOPMENT OBJECTIVES ..................................................... 9 3.3 CAREER DEVELOPMENT OBJECTIVES....................................................... 10 3.4 ACC’S OBJECTIVES ................................................................................. 10 3.5 HENLEY’S OBJECTIVES ............................................................................ 10 3.6 RESEARCH QUESTIONS............................................................................. 11
4 LITERATURE REVIEW..................................................................... 12 4.1 DEFINITION OF MOTIVATION.................................................................... 12 4.2 MOTIVATIONAL THEORIES ....................................................................... 12 4.3 EARLY WORK ON MOTIVATION ............................................................... 13 4.4 SCIENTIFIC MANAGEMENT....................................................................... 14 4.5 HAWTHORNE STUDIES ............................................................................. 15 4.6 ATTITUDE SURVEYS................................................................................. 15 4.7 MASLOW’S HIERARCHY OF NEEDS THEORY ............................................ 15 4.8 THEORY X AND THEORY Y ...................................................................... 17 4.9 HERZBERG’S TWO-FACTOR MOTIVATION THEORY.................................. 18 4.10 JOB CHARACTERISTICS............................................................................. 19 4.11 EQUITY THEORY ...................................................................................... 19 4.12 EXPECTANCY THEORY ............................................................................. 20 4.13 GOAL SETTING THEORY........................................................................... 21 4.14 SOCIAL COGNITIVE THEORY .................................................................... 22 4.15 CRITICAL MANAGEMENT THEORY ........................................................... 23 4.16 THE HIGH-PERFORMANCE CYCLE............................................................ 24 4.17 MOTIVATION IN THE PUBLIC SECTOR....................................................... 26 4.18 MOTIVATION IN COUNTRIES OUTSIDE THE UNITED STATES ..................... 30 4.19 SUMMARY ................................................................................................ 31
5 RESEARCH DESIGN .......................................................................... 32 5.1 APPROACH ............................................................................................... 32
10 ALIGNMENT WITH MOTIVATIONAL THEORIES.................... 67 10.1 HERZBERG’S TWO-FACTOR THEORY ....................................................... 67 10.2 JOB DESIGN THEORY................................................................................ 67 10.3 GOAL SETTING THEORY........................................................................... 69 10.4 SOCIAL COGNITIVE THEORY .................................................................... 70 10.5 THE HIGH-PERFORMANCE CYCLE............................................................ 70
11 CONCLUSIONS AND RECOMMENDATIONS.............................. 72 11.1 WHAT MOTIVATES EMPLOYEES AT ACC................................................. 72 11.2 ALIGNMENT WITH THE HIGH-PERFORMANCE CYCLE ............................... 72 11.3 PUBLIC SECTOR MOTIVATION.................................................................. 73 11.4 MOTIVATION OF NEW ZEALAND WORKERS ............................................. 73 11.5 RECOMMENDATIONS ................................................................................ 74
12 LIMITATIONS OF THE RESEARCH.............................................. 79
13 FURTHER WORK ............................................................................... 80
Consequences: Commitment to organisation and willingness to accept future challenges
Source: Locke & Latham (1990)
4.16.3 The cycle starts on the left hand side with employees facing high challenge
or difficult goals. If high challenge is accompanied by high expectancy of
success or self-efficacy, high performance results, given that there is
commitment to the goals, feedback, adequate ability and low situational
constraints. High performance is achieved through four mechanisms:
direction of attention and action, effort, persistence and the development
of task strategies and plans. High performance, if rewarded, leads to job
satisfaction, which in turn facilitates commitment to the organisation and
its goals.
4.16.4 Latham (2007) states that the theoretical significance of the High-
Performance Cycle is that it provides a comprehensive sequence of causal
relationships that is consistent with research findings based on a number
of different theories. Latham also states that the practical significance of
the High-Performance Cycle is that it provides a model or framework for
creating both a high performing and a highly satisfied workforce.
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4.17 Motivation in the Public Sector
4.17.1 Perry & Wise (1990) suggest that public service motivation is an
individual’s predisposition to respond to motives grounded primarily or
uniquely in public institutions and organisations.
4.17.2 In 1982, Perry & Porter (1982) noted that “the literature on motivation
tends to concentrate too heavily on employees within industrial and
business organisations”.
4.17.3 Nearly 20 years later, Wright (2001) stated that “while work on
motivation has been a prominent area of interest in organizational
behaviour and continues to be one of the most frequently discussed topics
in psychology, it has been and continues to be largely ignored by public-
sector scholars”.
4.17.4 However, there has been some work specifically focused on the motivation
of public sector employees and the potential differences when compared to
private sector employees.
4.17.5 Perry & Wise (1990) surmise that a variety of rational, norm-based and
affective motives appear to be primarily or exclusively associated with
public services. These “public service motives” are set out in the table
below.
Table 4.2 – Public Service Motivators
Rational:
• Participation in the process of policy formulation
• Commitment to a public programme because of personal
identification
• Advocacy for a special or private interest
Norm-Based:
• A desire to serve the public interest
• Loyalty to duty and to the government as a whole
• Social equity
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Affective:
• Commitment to a programme from a genuine conviction
about its social importance
• Patriotism of benevolence
4.17.6 Perry & Wise (1990) propose that one of the behavioural implications of
public service motivation is that public organisations that attract members
with high levels of public service motivation are likely to be less dependent
on utilitarian incentives to manage individual performance effectively.
4.17.7 Maidani (1991) compared public sector and private sector employees’
ratings of the importance of fifteen job factors. The purpose of his study
was to identify how Herzberg’s Two-Factor Motivation Theory applied to
these two different working populations. One of his conclusions was that
public sector employees place a significantly higher value on extrinsic,
hygiene factors than private sector employees. Interestingly, one of
Maidani’s other conclusions was that for both groups the extrinsic,
hygiene factors were also sources of satisfaction, which conflicts with
Herzberg’s Two-Factor Motivation Theory that hygiene factors are sources
of dissatisfaction rather than satisfaction.
4.17.8 In contrast to Maidani (1991), Wittmer (1991) found that public
employees view the importance of status or esteem needs as lower than do
private sector employees. And Newstrom et al (1976) found that there was
no difference.
4.17.9 Khojasteh (1993) investigated the differences in the motivation of private
versus public sector managers via a survey of intrinsic and extrinsic factors
based on Herzberg’s Two-Factor Motivation Theory. He concluded that
“pay” and “security” had significantly greater motivating potential for
private managers but that “recognition” had a higher motivational
potential for public sector managers.
4.17.10 Rainey & Bozeman (2000) assessed several major streams of empirical
research comparing public and private organisations. They concluded that,
in spite of general agreement that public organisations have more goal
complexity and ambiguity, public managers do not differ from business
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managers in response to survey questions about such matters. Also, public
managers do not differ from business managers on perceptions about
organisational formalisation, in spite of assertions that government
agencies have more red tape and rules than private firms do. However,
public managers do show very sharp differences in response to questions
about constraints under personnel and purchasing rules.
4.17.11 Perry (2000) developed a process theory of public service motivation,
based on four premises:
- Rational, normative and affective processes motivate humans
- People are motivated by their self-concepts
- Preferences or values should be endogenous to any theory of
motivation
- Preferences are learned in social processes
4.17.12 Perry’s (2000) theory is summarised in the following diagram.
Figure 4.2: Perry’s Public Sector Motivation Model
Education - Professional
training - Education
level
Socialisation - Religion - Parental
relations
Life Events - Observational - Learning/
Modelling
Abilities
Competencies
Rational Choice
Rule-
Governed Behaviour
Obligation
Institutions - Beliefs - Values - Ideology
Job Characteristics
Organisational
Incentives
Work Environment
Self-Concept - Values - Identity
Self-Regulatory Processes
Sociohistorical Context
Motivational Context
Individual Characteristics
Behaviour
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4.17.13 Research by Wright (2001a) found that nearly 75% of the variance in
work motivation among public employees was explained by the three
variables – job goal difficulty, job goal specificity and self-efficacy. As these
variables are the foundations of Goal Setting Theory and Social Cognitive
Theory, these findings support the application of both theories in the
public sector.
4.17.14 Wright’s (2001) review of the literature on public sector work motivation
led him to surmise that not only have no consistent public-private sector
differences been found, little has been done to identify whether any
differences have a meaningful impact upon work motivation.
4.17.15 Following his literature review, Wright (2001) combined theory and
empirical evidence regarding the unique characteristics of public
organisations and employees with contemporary psychological theories of
work motivation to develop a revised public sector model of work
motivation, which is summarised in the diagram below:
Figure 4.3: Wright’s Public Sector Model of Work Motivation
Employee Motives
Work Context
Job Attitudes
Job Characteristics Work
Motivation
Organisational Goals
Importance
Conflict
Specific
Rewards
Procedural Constraints
Goal Content
Difficult
Specific
Goal Commitment
Goal Importance
Self-Efficacy
4.17.16 Wright (2001) asserts that this model provides a theoretical framework
for future public sector research on work motivation that may be able to
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identify specific leverage points that can increase work motivation, and
therefore productivity, in the public sector.
4.18 Motivation in Countries outside the United States
4.18.1 Analoui’s (2000) study of senior managers in Romania concludes that
although there are similarities between what motivates senior managers in
both Western and Eastern European countries, the differences point to the
need for better understanding of senior managers, their perception and
their views as well as organisational and the wider contexts in which they
work.
4.18.2 Jabroun & Balakrishnan’s (2000) study suggests that Porter & Lawler’s
Expectancy Theory is valid in predicting the level of motivation to
participate in decision-making among managerial employees in the public
sector setting in Malaysia.
4.18.3 Ruthankoon & Ogunlana (2003) conclude from their study that
Herzberg’s Two-Factor Motivation Theory is not entirely applicable in the
construction industry in Thailand.
4.18.4 Katsva & Condrey (2005) investigated the motivation of employees
working in nuclear power plants in Russia. They concluded that nuclear
power plant employees in Russia have the same kind of motivation as U.S.
public employees. This contradicted previous research which indicated
that the mentality of Russian employees differed from the mentality of
Western employees mainly because it is based on Orthodox rather than
Protestant values.
4.18.5 Pathak et al (2005) conducted a study of shipping companies in Cyprus.
Their findings confirmed the applicability of ‘Best Human Resource
Management Practices’ and the existence of a positive association between
employees’ experience of a high number of ‘Best Human Resource
Management Practices’ and psychological contract, higher motivation and
commitment levels.
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4.19 Summary
4.19.1 Locke & Latham (2004) suggest that:
“When beginning to study the plethora of existing work motivation theories,
one’s reaction is sometimes bewilderment at the enormous variety of concepts
and approaches. But, if one looks closely, it is evident that, for the most part,
these theories, though flawed and/or limited in various respects, do not so much
contradict one another as focus on different aspects of the motivation process.”
4.19.2 A review of the literature has not revealed any studies regarding the
motivation of employees working in the New Zealand public sector.
4.19.3 The current motivational theories are based predominantly on employees
working in the United States private sector. There is evidence that some of
the existing theories are not valid in certain circumstances, including the
public sector and/or other countries. For the Accident Compensation
Corporation, an organisation within the New Zealand public sector, using
one of the existing theories to inform human resource decisions (e.g.
redesigning its performance evaluation and reward systems) without
considering its appropriateness or applicability could be problematic.
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5 Research Design
5.1 Approach
5.1.1 Saunders et al (2003) suggest that research methods do not exist in
isolation. Further, it may be beneficial in a single study to combine two or
more research methods and to use both primary and secondary data.
5.1.2 Jick (1979) defines triangulation as the combining of research methods in
the study of the same phenomenon. Jick (1979) suggests it is possible that
researchers can improve the accuracy of their judgements by collecting
different kinds of data bearing on the same phenomenon.
5.1.3 Jick (1979) further states that triangulation may be used not only to
examine the same phenomenon from multiple perspectives but also to
enrich our understanding by allowing for new or deeper dimensions to
emerge.
5.1.4 It was therefore decided to employ two different research methods and two
sources of data in this study of what motivates employees at ACC:
- a qualitative method: phenomenology, where data will be collected
directly from employees via semi-structured interviews, and
- a quantitative method: structured survey, where secondary data
collected from a survey undertaken by ACC’s Human Resources
department will be used.
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6 Qualitative Research
6.1 Phenomenology
6.1.1 Phenomenology, most simply stated, is the study of conscious phenomena:
that is, an analysis of the way in which things or experiences show
themselves. The term “phenomena” is derived from the Greek verb, which
means to show oneself or to appear (Sanders, 1982).
6.1.2 As a research method, the aim of phenomenology is to study human
phenomena without considering questions of their causes, their objective
reality, or even their appearances. The aim is to study how human
phenomena are experienced in conscious, in cognitive and perceptual acts,
as well as how they may be valued or appreciated aesthetically.
Phenomenology seeks to understand how people construct meaning and a
key concept is intersubjectivity. Individuals’ experiences of the world,
upon which their thoughts about the world are based, are intersubjective
because they experience the world with and through others. Whatever
meaning they create has its roots in human actions, and the totality of
social artefacts and cultural objects is grounded in human nature (Wilson,
2002).
6.1.3 Wilson (2002) states that phenomenology demands that the researcher
seeks to discover the world as it is experienced by those involved in to. It
is about the nature of human experience and the meanings that people
attach to their experiences. In trying to arrive at this kind of
understanding, the researcher is asked to “bracket”, or suspend belief in
the phenomena of the external world, to put them aside and focus on the
consciousness of that world. Consequently, phenomenology is not a
hypothesis testing mode of research, nor is it one that must be guided by
theoretical models.
6.1.4 According to Sanders (1982) there are three fundamental components in a
phenomenological research design:
1. Determining the limits of what and who is to be investigated. The
individuals to be investigated are those who posses the characteristics
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under observation or those who can give reliable information on the
phenomena being researched.
2. Collection of data. It is realistic to believe that sufficient information
may be collected from interviewing approximately three to six
individuals. It is better to ask fewer questions and to probe them
intensively that it is to ask many questions assuming that more
questions will yield more data. This is simply not the case.
3. Phenomenological analysis of the data.
6.1.5 Sanders (1982) goes on to state that there are four levels of
phenomenological analysis:
1. Description of the phenomena as revealed in the interviews.
2. Identification of themes or invariants: Themes are commonalities
identified within and between narratives.
3. Development of noetic/noematic correlates: These correlates are the
subjective reflections of the emergent themes. Noema is described as
the “what” of experience, and noesis as the “how” of experience.
4. Abstraction of the “essences” from the noetic/noematic correlates:
Essence is described as the “why” of experience.
6.1.6 In summary, Sanders (1982) suggests that the phenomenological
researcher asks four questions:
1. How may the phenomenon or experience under investigation be
described?
2. What are the invariants or themes emergent on those descriptions?
3. What are the subjective reflections of those themes?
4. What are the essences present in those themes and subjective
reflections?
6.1.7 To produce lived-experience descriptions, van Manen (1990) suggests the
interviewee needs to:
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- Describe the experience as they live/d through it, avoiding as much as
possible causal explanations, generalisations or abstract
interpretations.
- Describe the experience from the inside as it were; almost like a state
of mind: the feelings, the mood, the emotions, etc.
- Focus on a particular example or incident of the object of the
experience: describe specific events, an adventure, a happening or a
particular experience.
- Try to focus on an example of the experience which stands out for its
vividness, or as it was the first time.
- Attend to how the body feels, how things smell/ed, how they
sound/ed, etc.
- Avoid trying to beautify their narrative with fancy phrases or flowery
terminology.
6.2 Methodology
6.2.1 The rationale for choosing phenomenology as a research method is that, in
the first instance, the researcher is aiming to identify what motivates ACC
employees, rather than test whether a particular theory fits the ACC
environment.
6.2.2 The approach taken was to conduct individual semi-structured interviews
with ten ACC employees.
6.2.3 The researcher took the following steps:
1. A list of open ended questions were developed and approved for
release by ACC’s General Manager of Human Resources.
2. Identified ten suitable interviewees.
3. Conducted semi-structured interviews with these employees.
6.2.4 The reason for conducting individual semi-structured interviews, rather
than running focus groups, was to get more unbiased responses, especially
from more junior staff. That is, based on experience running work
35
meetings with groups of junior ACC staff there are usually one or two
outspoken individuals and the rest of the group tend to conform to the
views of those individuals rather than expressing their own, possibly
alternate views.
6.3 Selecting Interviewees
6.3.1 The list of interviewees was constructed via two processes. Firstly, five
ACC employees were approached directly by the researcher as they were
known to be reasonably highly motivated in their work and high
performers. All five were happy to assist in the research project. In
summary the five interviewees:
- Were aged between 36 and 55
- Had all worked elsewhere before joining ACC and had many years of
work experience.
- Were at tier 1 (i.e. the Chief Executive), tier 2 (i.e. General Manager)
or tier 3 (i.e. reported to a General Manager)
- Worked in the corporate office and were people managers
6.3.2 Secondly, the attributes of another group of potential interviewees was
identified that differed from the first group and hence provided the
greatest overall diversity between the interviewees. These attributes were:
- Less than 30 years old
- Worked at ACC less than 2 years
- Not a people manager
- ACC was either their first or second employer.
- At tier 4 or below
6.3.3 The manager of the Business Service Centre (“BSC”) was then asked to
identify four to six people with these attributes. The reason for contacting
the BSC was that, within ACC, this area has the greatest concentration of
young employees with the aforementioned attributes. This area has also
experienced a relatively high level of staff turnover in the last year. Hence,
36
an investigation in to what motivates staff in the BSC, as well as why they
join ACC and/or might leave, could be beneficial to ACC and the BSC
manager.
6.3.4 The names of six employees were provided by the BSC manager. The
researcher contacted all six employees via email and ended up conducting
interviews with five of them. The sixth person did not to respond to the
researcher’s email.
6.3.5 This method of selecting the interviewees could be described as purposive
sampling. The particular purposive sampling strategy employed is often
referred to as typical case sampling (Saunders et al, 2003).
6.3.6 In summary the ten interviewees selected:
- Ranged in age from 19 to 55, with an average age of 34.3 years.
- Ranged in length of service from 6 months to 33 years, with an average
of 5.2 years.
- Represented three of the eight ACC business groups.
- Ranged from the Chief Executive (i.e. tier 1) to tier 5 within the
organisational structure.
6.4 Preparing the Interview Schedule
6.4.1 The interview schedule consisted of the following sections and questions:
- A brief introduction on the research topic and the purpose of the
interview, including discussion on the difference between work
“satisfaction” and “motivation” as the researcher was only interested in
hearing stories about times when the interviewee was motivated to do,
but not necessarily satisfied with, the work they were doing.
- A personal commitment from the researcher not to allow the interview
recording or subsequent transcripts to be heard or seen by any third
party other than the person doing the transcribing, and that no
comments would be directly attributed to any individual in this
dissertation.
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- Initial protocol questions to get the interviewee “warmed up” and
comfortable. These included questions about the interviewee’s age,
how long they had worked at ACC, type of work they did and a brief
history of their previous work experience.
- A question to initiate a period discussing times when the interviewee
was motivated at work. These should be specific situations or work
tasks, not necessarily at ACC, and as detailed as possible including
how the interviewee felt at the time and why they thought they had
those particular feelings.
- A question to initiate a period discussing why the interviewee took the
job at ACC, including what drew them to ACC and what criteria they
used to evaluate the job offer.
- A question to initiate a period discussing whether they are considering
leaving ACC, and if so why? Also, if they were to leave in the future,
why might they leave? That is, what criteria would they use to evaluate
their employment options?
6.4.2 A memorandum was sent to Denise Cosgrove, ACC’s General Manager of
Human Resources, outlining the intended research and interview schedule
and seeking her approval to go ahead with the proposed interviews.
Approval was given on 27 November 2007.
6.5 Conducting the Interviews
6.5.1 The interviews were all done face-to-face in meeting rooms at ACC’s
offices at 81 – 83 Molesworth Street and 110 Featherston Street,
Wellington, New Zealand.
6.5.2 The responses were recorded on a digital voice recorder, with the
agreement of the participants. This proved very useful as it meant the
researcher could concentrate on listening to the interviewee and asking for
clarification or more detail when necessary, rather than focusing their
attention on taking interview notes.
6.5.3 The researcher had anticipated the interviews taking approximately one
hour. In fact, the interviews ranged in duration between 17 and 49
minutes. The average interview time was 31 minutes.
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6.6 Transcription & Analysis
6.6.1 Karen Jackson, the author’s partner, kindly transcribed the recorded
interviews in to separate Microsoft Word documents.
6.6.2 The researcher then employed the following transcription methodology,
loosely based on Devenish (2002) and Schweitzer’s method (cited in
Devenish, 2002), to analyse the interview transcripts:
6.6.3 Stage 1:
1. Initially read and digest each interview transcript, allowing the
information to “speak for itself”.
2. Conduct an initial analysis of each transcript, locating categories of
meaning which point to experiences and meanings related to the topic
of employee motivation. The idea being to adopt a mindset which
allows the practice of “discovery” rather than that of “verification”.
3. Construct a research key with categories related to the research topic.
4. Isolate the natural meaning units contained within each transcript.
5. Number these natural meaning units according to the categories in the
research key.
6. Sort the numbered natural meaning units into categories determined
by the research key.
7. Remove repeat and redundant natural meaning units.
8. Combine the remaining natural meaning units in to central themes.
6.6.4 Stage 2:
1. Consider the central across all the interview transcripts looking for
any trends, patterns or clusters.
2. Collate the central themes.
3. Rank the central themes in order of importance based on both the
frequency and intensity with which they were expressed by the
interviewees.
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4. Reflect on personal motivational experiences. Also consider the
relevant literature relating to employee motivational theory.
5. Identify where central themes align to one or more of the existing
motivational theories.
6.7 Practical Issues
6.7.1 The interviewer had anticipated having problems finding willing
interviewees, especially younger employees, but this fear was unfounded
as all the people the researcher approached, except one, were happy to
assist in this research.
6.7.2 Whilst conducting the first few interviews the interviewer had to stop
himself from “leading” the interviewees based on his beliefs and
knowledge gained from reading the literature on motivation. The
researcher was struggling with one of the fundamental concepts of
phenomenology – “bracketing”. That is, rather than suspending his beliefs
regarding the phenomena of motivation the interviewer found himself
asking leading questions that tested hypotheses based on various
theoretical motivational models. Fortunately the few occasions when this
happened tended to be towards the end of the interviews and so did not
“taint” the information gained from the interview to any great extent.
6.7.3 During some of the earlier interviews the interviewer also had to stop
himself from talking too much. Sometimes, more so with younger
interviewees, rather than allowing a period of silence to continue too long
the interviewer would rephrase or expand on the original question and in
doing so appeared to interrupt the interviewee’s train of thought.
6.7.4 The interviewer also found during the first few interviews that once he got
to the end of the interview and stopped the tape recorder some
interviewees would start asking questions about the research topic. In
some cases, these completely unstructured conversations led to the
interviewee providing more valuable statements about their own sense and
sources of motivation and so the interviewer would have to turn the tape
recorder back on to capture these verbal comments. To overcome this, in
later interviews the interviewer consciously did not switch off the tape
40
recorder until all conversation had stopped and both the interviewer and
interviewee stood up to leave the meeting room.
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7 Quantitative Research
7.1 Positivism
7.1.1 Positivism is a philosophy that states that the only authentic knowledge is
scientific knowledge and that such knowledge can only come from
positive affirmation of theories through strict scientific method
(Wikipedia, 2008).
7.1.2 The empirical research approach, of which quantitative research methods
are examples, has its root in positivism.
7.1.3 Positivism alone has been shown to be inadequate in the study of social
sciences as it neglects the complex nature of human behaviour. It is this
tension between positivism and qualitative research approaches such as
phenomenology that makes triangulation most productive.
7.2 Survey of High Performers
7.2.1 During the last quarter of 2007, prior to starting the research phase of this
dissertation, a structured survey of ACC’s “high performers” was
constructed and implemented by ACC’s Human Resources Group.
7.2.2 The main reason for the survey was to analyse reasons for staff turnover
and subsequently inform a company retention strategy. The need to
develop a retention strategy came from observations of an increasing staff
turnover rate and the negative impacts of this on the organisation. In
particular, if the turnover rate continued to trend upwards it could have a
considerable impact on the sustainability of ACC’s workforce, potentially
impacting on the quality of service to clients, ACC’s external reputation as
a good employer, the ability to recruit future talent as well as generating
higher recruitment and training costs.
7.2.3 Given the relationship between employee motivation, satisfaction and
retention (Latham, 2007), and rather than “re-inventing the wheel”, the
researcher decided to incorporate this survey in to the research phase of
this dissertation.
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7.3 Selecting the Survey Participants
7.3.1 ACC’s current staff performance review system revolves around managers
rating each of their direct reports relative to pre-agreed objectives. The
scale of ratings is:
- Outstanding
- Exceeded
- Achieved
- Partially Achieved
- Not Achieved
7.3.2 Those employees rated as “outstanding” or “exceeded” at their last
performance review were considered “high performers”. Of the survey
participants, 42 had “exceeded” and 109 were “outstanding” at their last
performance review.
7.4 Preparing the Survey Questionnaire
7.4.1 The survey was designed to capture quantitative through the use of rating
scales and qualitative information through the use of open-ended
questions.
7.4.2 Staff were assured that their feedback would be treated in the strictest
confidence.
Job Factors
7.4.3 Staff were asked to rate the level of importance they placed on 24 different
job factors grouped in five broad categories: professional development,
remuneration & rewards, nature of job, leadership and culture. The factors
are set out in Appendix 1.
7.4.4 The rating scale was from 1 (not important at all) to 5 (very important).
7.4.5 Staff were also asked to rate the degree to which ACC meets their needs on
each of the 24 job factors.
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Engagement
7.4.6 Using the same 1 to 5 rating scale, staff were asked to rate the degree to
which they agree with four ‘engagement’ statements:
- Overall, I am satisfied with ACC as my employer.
- I am proud to say I work for ACC.
- I am willing to ‘go the extra mile’ in my role.
- I would say ACC is a good place to work.
Future Career Plans
7.4.7 Staff were asked to indicate their career plans at this point in time. The
specific question asked was:
“As you think to the future, which of the following best describes your
career plans at this time?”
7.4.8 Staff were asked to choose between five statements:
1. Will leave ACC within the next 12 months
2. Will leave ACC within 1-2 years
3. Will leave ACC within 2-3 years
4. Will leave ACC within 3-5 years
5. No plans to leave ACC employment in the foreseeable future.
Open Ended Questions
7.4.9 Staff were then asked four open ended questions:
- What factors have contributed to your answer to the question above?
- What are the top 3 factors that would cause you to leave ACC?
- What factors or initiatives will motivate you to stay longer at ACC?
- Any further comments?
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7.5 Conducting the Survey
7.5.1 The survey was conducted, by members of ACC’s Human Resources
department, over the phone with the 151 high performers selected.
7.5.2 The survey responses consisted of:
- a series of numbers/ratings, which were recorded in an Excel
spreadsheet, and
- statements in response to open ended questions, which were recorded
in a Word document.
7.6 Practical Issues
7.6.1 The most obvious issue when using the results of the structured survey is
that it is secondary data and hence the researcher had to take what he was
given. That is, the researcher had no input in to the design or
implementation of the survey questionnaire, including the questions
themselves and the way in which participants were asked to respond to
them (i.e. the 1 to 5 rating approach).
7.6.2 An initial analysis of the ratings pertaining to the importance of the 24 job
factors revealed that most participants rated the factors as a 4 or 5. The
following graph shows the distribution of ratings for each of the five
categories of factors as well as in total.
Figure 7.1: Distribution of Ratings
Distribution of Ratings
0%
10%
20%
30%
40%
50%
60%
1=Not important atall
2 3 4 5=Very important
Rating
Perc
enta
ge o
f Res
pons
es
A. Professional Development B. Remuneration & Rewards C. Nature of JobD. Leadership E. Culture Total
45
7.6.3 In total, 84% of the ratings given in the survey were either a 4 or 5. This
implied that most factors were either “important” or “very important” to
the survey participants. At the individual factor level, the lowest
percentage of 4 or 5 ratings was 53% for the factors “Secondments” and
“Alternative Rewards”. Given this highly skewed distribution of ratings, it
was difficult to draw any strong conclusions regarding the relative
importance of the 24 job factors and the 5 categories of factors using the
raw ratings provided.
46
8 Results/Data Analysis
8.1 Qualitative Research
8.1.1 The interviews were transcribed in to individual Word documents and
named using the format “interviewee_name.doc”. Copies of these Word
documents were also made and named using the format
“NMU_interviewee_name.doc”.
8.1.2 These “NMU_interviewee_name.doc” files were then edited, deleting
superfluous comments and identifying individual statements or sections of
the interview relating specifically to motivation (i.e. the “natural meaning
units”).
8.1.3 For each “NMU_interviewee_name.doc” document, the identified natural
meaning units were then copied from the Word documents in to an Excel
workbook. The Excel workbook included one sheet for each of the ten
interviews as well as a sheet containing the statistical information collected
during the interview process (i.e. interviewees’ ages, length of service at
ACC and length of interview).
8.1.4 Development of the research key was an iterative process as the researcher
read through and analysed the ten interview transcripts. Some “motivating
factors” were expanded and others contracted as the researcher reflected
on the identified natural meaning units within each transcript. The
identified “motivating factors” were sorted in to central themes and then
each factor was given a reference number (“REF”).
8.1.5 The final research key is set out below.
47
Table 8.1: Reference Key
REF MOTIVATING FACTORS CENTRAL THEMEAC1 Achievement of clear targets, KPIs, goals, outcomes etc AchievementAC2 Helping others - external clients, team members, staff etc AchievementAC3 Making most of prior education AchievementAC4 Making positive change for the company AchievementAC5 Sense of accomplishment AchievementAC6 Sense of making a difference AchievementAD1 Being selected/chosen for new work, project AdvancementAD2 Prospect of career development, future opportunities, long term outlook AdvancementAD3 Prospect of selection for further education, courses, training AdvancementCO1 ACC = Good employer CompanyES1 Feeling needed, wanted, valued EsteemES2 Obligation to deliver - people relying on me EsteemES3 Other people's perception of me - positive, exceeding expectations EsteemES4 Personal values EsteemES5 Proving myself to myself and/or others (not a failure) EsteemIN1 Motivating manager Interpersonal supervisionNO1 Lifestyle - continue current, do things now or in future Non-workNO2 Family = motivation, #1 priority Non-workNO3 Financial security - provide for family Non-workNO4 Motivation/positive attitude in non-work life (flow over effect) Non-workRC1 Competition/doing well compared to others RecognitionRC2 Feedback from manager/team leader/colleagues/customers - verbal, statistics, written RecognitionRC3 Recognition of effort (non-monetary) RecognitionRC4 Status RecognitionRS1 Freedom/flexibility - to try new things, do thing differently ResponsibilityRS2 Responsibility, accountability, empowerment ResponsibilitySA1 Money SalarySO1 Interaction with other people SocialSO2 Work environment - fun, relaxed SocialWO1 Agree with/connected to the company's vision Work itselfWO2 Autonomy Work itselfWO3 Diversity/flexibility/variety/trying or learning new things Work itselfWO4 Working with great people - clever, competent, reliable, fun, pleasant Work itselfWO5 Out of comfort zone, pushed, extended, tested, stretched Work itselfWO6 Work that aligns with personal interests, skills, Work itself
8.1.6 Each set of natural meaning units were coded using the “REF” codes in the
Reference Key. Where an interviewee had explicitly indicated that a
particular factor was not motivating this was identified by a negative
symbol. That is, for example, if an interviewee had said that salary or
money was not a motivating factor the resulting natural meaning unit was
coded as “SA1-“.
8.1.7 The “Pivot Table” functionality within Excel was then used to summarise
the identified motivating factors in to tables, one table for each of the ten
interviews as well as a summary table combining all factors from the ten
interviews. This summary table is set out below, sorted in descending
order of frequency.
48
Table 8.2: Summary of Identified Factors
REF Total Motivating FactorWO3 42 Diversity/flexibility/variety/trying or learning new thingsRC2 26 Feedback from manager/team leader/colleagues/customers - verbal, statistics, writtenAD2 22 Prospect of career development, future opportunities, long term outlookAC1 14 Achievement of clear targets, KPIs, goals, outcomes etcWO5 13 Out of comfort zone, pushed, extended, tested, stretchedWO4 13 Working with great people - clever, competent, reliable, fun, pleasantAC6 11 Sense of making a differenceES3 10 Other people's perception of me - positive, exceeding expectationsSA1 9 MoneyRS2 9 Responsibility, accountability, empowermentES5 9 Proving myself to myself and/or others (not a failure)AC2 9 Helping others - external clients, team members, staff etcSA1- 8 MoneySO1 7 Interaction with other people WO1 6 Agree with/connected to the company's visionRS1 6 Freedom/flexibility - to try new things, do thing differentlyNO1 6 Lifestyle - continue current, do things now or in futureSO2 5 Work environment - fun, relaxedIN1 5 Motivating managerRC1 5 Competition/doing well compared to othersAC5 4 Sense of accomplishmentNO2 4 Family = motivation, #1 priorityWO6 3 Work that aligns with personal interests, skills,WO2 3 AutonomyNO3 3 Financial security - provide for familyES1 3 Feeling needed, wanted, valuedCO1 3 ACC = Good employerAD1 2 Being selected/chosen for new work, projectAC4 2 Making positive change for the companyRC3 2 Recognition of effort (non-monetary)AD3 2 Prospect of selection for further education, courses, trainingES4 2 Personal valuesAC1- 1 Achievement of clear targets, KPIs, goals, outcomes etcRC4- 1 StatusES2 1 Obligation to deliver - people relying on meAD2- 1 Prospect of career development, future opportunities, long term outlookNO4 1 Motivation/positive attitude in non-work life (flow over effect)Grand Total 273
8.1.8 The identified motivating factors were also aggregated up to the next level
of “Central Theme”, as set out in the Reference Key (Table 8.1 above). The
results of this aggregation are set out in the table below, again sorted in
descending order of frequency.
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Table 8.3: Summary of Central Themes
REF2 Total Central ThemeWO 80 Work itselfAC 40 AchievementRC 33 RecognitionAD 26 AdvancementES 25 EsteemRS 15 ResponsibilityNO 14 Non-workSO 12 SocialSA 9 SalarySA- 8 SalaryIN 5 Interpersonal supervisionCO 3 CompanyRC- 1 RecognitionAD- 1 AdvancementAC- 1 AchievementGrand Total 273
8.2 Quantitative Research
Respondent Details
8.2.1 A total number of 151 staff were surveyed, as detailed below:
Table 8.4: Survey Participants
Business Group Count
HR
Finance
Chief Executive’s Office
Injury Prevention
Strategic Policy & Research
Levy & Scheme Management
Information Management
Operations
n=1
n=3
n=4
n=4
n=5
n=6
n=8
n=120
Position
Case Co-ordinators
Team Managers
Case Managers
48 other job titles
n=10
n=17
n=48
n=76
PRS rating
Outstanding
Exceeded
n=109
n=42
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Job Factor
Importance
8.2.2 Staff were asked to rate the level of importance they placed on 24 different
job factors, grouped in to five categories, as listed in Appendix 1.
8.2.3 The graph below shows the distribution of ratings at for the 24 job factors.
At a factor level, 11 of the 24 factors were rated as 5 or “very important”
by at least 50% of respondents.
Figure 8.5: Job Factors - Level of Importance by Factor
Job Factors: Importance
6.6%
7.3%
7.3%
6.6%
6.6%
12.6%
7.9%
15.2%
6.6%
7.9%
17.9%
15.2%
17.9%
13.9%
17.2%
19.9%
22.5%
41.3%
23.2%
31.8%
25.8%
30.5%
27.2%
33.1%
32.5%
31.8%
35.8%
41.1%
34.4%
37.1%
31.1%
44.4%
43.7%
46.4%
33.1%
39.7%
37.7%
43.7%
35.1%
39.7%
40.4%
30.7%
47.0%
36.4%
72.2%
66.2%
65.6%
62.9%
58.3%
57.6%
57.0%
52.3%
51.0%
51.0%
51.0%
49.7%
48.3%
45.0%
43.7%
42.4%
42.4%
41.7%
39.1%
37.7%
35.8%
22.7%
22.5%
16.6%11.9%
7.3%
0% 20% 40% 60% 80% 100%
Quality of leadership
Support f rom manager
Work-life balance
Availability of tools and equipment to do the job
Supportive, collaborative relationships w ith colleagues
Clarity of role expectations
Authority and empow erment to do the job
Work challenge
Availability of job related training
Performance based pay
Job security
Opportunity to put one's skills and talents to best use
Effective internal communication
Feedback & recognition from manager
Opportunities for career planning & development
Base salary
Benefits
Work variety
Opportunities for career advancement/promotion
Reputation of the organisation
Work environment
Alternative rew ard systems
Availability of mentors/coaches w ithin ACC
Opportunities for secondments/ new assignments
Distribution of responses
1=Not important at all 2 3 4 5=Very important
51
8.2.4 Confidence intervals, at the 99% level of certainty, were then constructed
for the percentage of participants that rated each factor as “very
important”, based on a normal approximation to the binomial distribution.
The results of this analysis are illustrated in the graph below. The yellow
bars represent the 99% confidence interval for each factor and the vertical
line in the middle of each bar represents the observed percentage of
participants in the survey sample who rated the factor as 5 or “very