Project - MACCARIO Nelly - Different Ways to Motivate Staff

331 BSS – Business Analysis (Project)

Module leader: Mr. Chris Dunn

Module tutor: Mrs. Tina Bass

Academic year : 2011/2012

What are the different

ways to motivate staff?

Nelly Maccario - BA International Business – Year 3

Coventry University: Faculty of Business, Environment and Society

August 24, 2012

What are the different ways to motivate staff? 331 BSS

331 BSS – Business Analysis (Project) | Nelly Maccario

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Abstract ........................................................................................................................................... 4

Chapter 1 - Introduction .................................................................................................................. 5

Chapter 2 – Literature Review ........................................................................................................ 9

A. Scientific Management (Taylor, 1880) ................................................................... 9

B. Human relations (Mayo, 1940) ............................................................................. 11

C. Maslow's Hierarchy of Needs (Maslow, 1940) ..................................................... 11

1) Physiological needs ........................................................................................... 12

2) The need for safety and security ....................................................................... 12

3) The need for belongingness and love ................................................................ 12

4) The need for esteem .......................................................................................... 13

5) The need for self-actualization .......................................................................... 13

D. Herzberg's two-factor theory (Herzberg, 1971) .................................................... 16

E. Theories X and Y of MacGregor (MacGregor, 1960) .......................................... 17

F. The theory of need for achievement (McClelland, 1961) ..................................... 18

G. Expectancy theory or EIV theory (Vroom, 1964) ................................................. 19

H. Theory of knowledge of results (Hackman & Oldham, 1976) ............................. 20

I. Motivating Language Theory (Sullivan, 1988)..................................................... 21

J. Internal motivation and external motivation (Deci, 1975) .................................... 22

Chapter 3 – Methodology ............................................................................................................. 23

Expression of motivations leading to the development of a memory ................... 24

Reflection phase advance leads to the choice of a specific subject ...................... 25

Formulation phase of the problematic assumption ............................................... 25

Phase of documentation and thorough field investigation .................................... 25

Verification of the hypothesis ............................................................................... 28

Synthesis phase of work, writing and development .............................................. 28



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Chapter 4 – Results, Analysis & Discussion: What are the different ways to motivate staff ....... 29

1. Financial motivation ..................................................................................................... 29

a) Salary .......................................................................................................... 30

b) Bonuses ...................................................................................................... 31

2. Non financial motivation .............................................................................................. 32

2. 1. Social benefits ....................................................................................................... 32

2. 2. Profit-sharing of the company............................................................................... 32

2. 3. Corporate Social Responsibility of the company .................................................. 32

2. 4. Labor unions ......................................................................................................... 33

2. 5. Communication within the company .................................................................... 34

2. 6. Working conditions ............................................................................................... 36

2. 7. Workplace atmosphere: social climate ................................................................. 36

2. 8. Career Development ............................................................................................. 37

2. 9. Training & internship ............................................................................................ 37

2. 10. Several styles of leadership ............................................................................... 38

2. 11. One-on-One Coaching ...................................................................................... 38

2. 12. Recognition/Attention ....................................................................................... 39

2. 13. Casual Dress Day .............................................................................................. 39

2. 14. Social activities ................................................................................................. 39

Chapter 5 – Conclusion, Limitations & Recommendations ......................................................... 40

References ..................................................................................................................................... 43



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Abstract

This dissertation is intended to define and analyze the various ways available to managers in

order to motivate employees. A literature review of motivation theories will be treated, to make a

synthesis of existing theories on the subject. A list of tips and ideas will also be explained to

show some ways to motivate employees in their work throughout their working lives.

The research question has been to identify, analyze and make connections between the various

techniques available to leaders in order to motivate their teams, so they can create value added

for the company by being motivated in their daily tasks. The question of motivation at work is

very important because it is the workers who form the company by working towards a common

goal. If the teams are not motivated, they will realize a poor job that will influence customers,

resulting in poor quality product or service. So it is very important that the company employees

are motivated in their work, so they can achieve a good performance for the customer.

In order to answer the question "what are the various ways in services of leaders today to

motivate employees?" I had to analyze the concept of "work motivation", and find out about

different theories of motivation. The bulk of the research forms the literature review. An analysis

of the motivators was also performed (good communication work teams, interviews with

managers and HRD, social activities organized by the company...). Unfortunately there has been

no investigation on the ground, due to time limit, and the complexity of the process in order to

make surveys and questionnaires (primary data). Research results have nevertheless been

successful because many methods have been defined and explained concerning this issue.

The conclusions drawn from the writing of this research is that memory is essential for a

company to motivate its employees to create value and an actual trade relationship with the

employees who will feel confident and thus produce a better job. If the company does not stress

about the motivation of its employees, many risks they face: lack of motivation at work, through

a tense social climate but also turnover and absenteeism. Companies must be vigilant about the

general social climate of society, to avoid the worst.



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Chapter 1 - Introduction

As part of the Bachelor of Arts - International Business option, at the University of Coventry, we

had the chance to make a submission on academic topic of our choice. This study has the aim to

list, evaluate and analyze the different available ways to motivate employees as part of their jobs

into large companies. To achieve this professional dissertation, I chose the topic of employee

motivation in the private sector. The topic of employee motivation particularly interested me,

because as a future worker in Human Resources Management I just wonder how multinational

corporations, in 2012, can motivate their employees. During my passed studies, I studied the

field of Human Resources Management and it is a discipline that I've always liked: I obtained an

"A" level diploma in HRM and then, I got a "Higher level diplomat" with HRM option. Indeed,

human capital accounts for the company's main asset. For example, it is through salesmen, who

dealing with customers that a company will be able to improve its business strategy, and it is

through motivation, know-how, but also experience of employees that an industry will be able to

obtain quality products, and so, create higher value. Ultimately, it is by having motivated

employees, concerned about their business, that a corporation will create value added. More,

when the individual satisfies his needs and expectations, it seeks to make a real contribution for

the development of the organization. So, it seems obvious that in recent years, employee

motivation has become one of the key issues of Human Resource Management. Faced with

economic challenges, social and technological quality, HRM is a key factor in business success.

Leaders know that the optimal mobilization of human resources gives the company a decisive

competitive edge. The writing of this thesis allowed me to open my eyes to the difficulties that

could meet the managers throughout their careers. Managing a team is not easy, and many new

graduates do not have consciousness. So, during the realization of this thesis, I was curious about

the motivations of different techniques adopted by companies in order to motivate their staff.

Nowadays, issues of motivation in work teams are very important. In this sense, a company

which employ skilled workers (eg engineers), cannot lose employees due to demotivation of

staff.



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Motivation is a general term encompassing a whole series of different ambitions, aspirations,

needs and wishes. Motivation has been defined as “all those inner striving conditions described

as wishes, desires, urges and so forth … It is an inner state of man that activates or moves.”

(Berelson 1964). Motivation includes effort, perseverance and goals. It is what drives man to

perform. Human motivation is very complex and can sometimes even be conflicting. Work

motivation can be defined as the taste that the employee has to do its work, the extent to which

they are involved, perseverance and continuity of effort he agrees. Following my research on this

topic, a question emerged: what are the various means known and used by companies in order to

motivate their employees? This question will be the theme of this research. I think this question

of motivation is central; it may be the main concern of Human Resource Services in companies.

Indeed, today, companies are in a situation of hyper competition, and cost efficiency, profits and

economies of scale have become major concerns. Human Resources Services are to the fore, by

their role more and more strategic for companies. And issues related to employee motivation are

an important concern in the management of Human Resources. Indeed, it is certain that the

Human Resource Management team involves some management tools to enhance the skills,

motivation, information and business organization. That is why HR Services can play on:

- Recruitment

- Training

- Conflict management

- Career management

- Remuneration

- Employee relations and unions

- Management of payroll

- Performance evaluation

- Motivation and involvement of staff

- Internal communication

- Working conditions...

All these aspects must be managed consistently to lead to motivation, and retention of employees

thus creating a significant added value for the company.



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Nowadays, the recurring problem is to know how to maintain motivating employees throughout

their working lives. The motivational process is complex and can always be questioned.

Therefore, we may ask what are the motivations techniques adopted by companies? Employee

motivation it is really an important aspect of company’s success?

Over time the leaders have recognized the place of men and women in the productivity and

success of their business. And, at a time when the competition is played worldwide, employee

motivation becomes one of the main targets for Human Resources Management. The tools of

motivation stimulators have evolved with the currents of thought, to meet the needs of new

leaders. We can ask what are the motivational techniques used by leaders today? How to adapt

the language that we take to its employees, according to new constraints and new challenges?

These are the answers to these questions we will try to get through this academic project.

In this document, first, we will discuss the literature review where the different concepts and

theories of motivation will be defined. And then, we will develop the different methods used

today to create and develop the motivation to work in large private sector companies.



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Delighted to have completed this work forward, I want to thank all people who gave me their

time and attention.

First, I thank above all Coventry University, perennial host to me during this year, and for

making me live an extraordinary experience. Indeed, make my Bachelor of Art, in the Faculty of

Business, Environment and Society, has been a pleasure for me.

Then, special thanks to Mr. Xavier Pierron -Senior Lecturer in Business Operations- for his help,

but also, for Mr. Chris Dunn, Principal Lecturer in Strategy and Applied Management, for this

advice and guidance on this thesis.

My final thanks go to my tutor memory, Ms. Tina Bass, Senior Lecturer in Strategic

Management, for the time she devoted to monitoring my work, its advice, his pedagogy, and

patience.



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Chapter 2 – Literature Review

Although the concept of work motivation is not really developed until the second half of the

twentieth century, we now have a multitude of theories and schools of thought on this subject.

Of course we must first give a definition of motivation : the accepted definition of motivation is

to describe as "the hypothetical constructs used to describe the internal forces and / or producing

external triggering, direction, intensity and persistence of behaviour" (Vallerand and Thill, 1993,

p.18). It is therefore understandable that motivation determines behaviour at work and it is

recognized that it is a component of job performance.

The aim of this dissertation is to know how to develop the motivation of employees in

multinationals companies. For that, analysis of scholarly articles describing various theories of

motivation can help us to define the concept of "work motivation" but also the various means

used nowadays by managers in order to motivate employees.

For many years, researchers have been developing theories to help managers in order to better

understand the way that people behave in the course of the business. Indeed, employees must be

productive, that is why they must be motivated. In this section, the most popular theories will be

presented. Managers should be familiar with these and use them to develop their own

motivational approaches.

A. Scientific Management (Taylor, 1880)

The scientific organization of labor is a method of management and organization of production,

developed by Frederick Taylor (1856-1915). Scientific management leads to an extreme division

of labor, the division of tasks. This way of working introduced a radical separation between

those who design (“white collar” who are leaders and managers) and those who produce (“blue

collar” who are workers and performers of manual tasks).

With this theory, the worker is not there to think, but to perform gestures already calculated for

him. Employees feel not motivated because they have no responsibilities and they perform

redundant tasks, this is what is now called the "line work". This theory aim to make the work as

efficient as possible, for example by streamlining the work the introduction of repetitive work to

avoid all useless gestures.



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Certainly, Taylorism has been instrumental in increasing productivity in the industrial world.

May be mentioned as strengths of Taylorism:

- Profitable standardization for firms performing economies of scale leading to lower

prices.

- The rise of living standards of workers due to wage increases.

- Full employment means that a theoretical situation in which all of the available

workforce is employed.

- Phenomenon of mass-consumption.

- Taylorism has accelerated production rates.

But on the other hand this method has also disadvantages: socially it is necessary to mention the

poor working conditions, absenteeism and staff turnover, because employees repeating the same

task, it is the routine. And finally, an important bad aspect is the deskilling of workers. Indeed,

workers are qualified for only one task, so they are not versatile. So there is lack of interest of the

running for tasks, and erosion of motivation. There are so many critics of this theory, especially

with the movie "Modern Times" by Charlie Chaplin, who is social satire against life mechanized

and standardized. More, many criticisms were made of this management style. In the years 60-70

Taylorism is challenged by employees, in fact, they protested against the harshness of line work

and against their infernal work pace. They are unmotivated because they do not realize an

interesting work.



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B. Human relations (Mayo, 1940)

Elton Mayo is an Australian sociologist and a psychologist at the origin of the movement of

human relations. It is considered one of the founding fathers of the sociology of work. According

to the Encyclopaedia Universalis’online website (N.D), “Mayo was convinced that man can find

happiness and security only if it felt its group membership in which he works”. This is the survey

conducted from 1927 to 1932 at the Hawthorne plant of Western Electric Company, which

provides the opportunity to Mayo to base his designs on a real work experience. This experience

shows, against all odds, that material conditions (like lighting, noise, heat...) have no influence

on the behaviour of workers in the factory, but in contrast to being part of a social group (which

is the team work) has a decisive influence on the performance of workers. Therefore, this study

showed that workers work best when cares for them. Elton Mayo was critical of certain aspects

of capitalism and it showed the importance of psychological climate on the behaviour and

performance of workers.

C. Maslow's Hierarchy of Needs (Maslow, 1940)

According to Vránová S. (2011), “this is the most popular theory of motivation in the workplace.

Indeed, Abraham Maslow is known for establishing the theory of a hierarchy of needs, who say

that human beings are motivated by unsatisfied needs. Maslow said these needs are arranged

hierarchically from the most basic to the highest order”. The most basic human needs in terms of

importance are, according to Maslow:



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1) Physiological needs

Physiological needs are the very basic needs such as air, water, food, sleep... When these are not

satisfied we may feel sickness, irritation, pain, discomfort... These feelings motivate us to

alleviate them as soon as possible. Once they are alleviated, we may think about other things.

2) The need for safety and security

According to Sadri Golnaz (2011), “the safety need, as defined by Maslow, consists of the need

to be safe from physical and psychological nuisances”. As with physiological needs, wages and

salaries help to provide a safest place to live, which is a basic need. Employees need to feel in

security regarding health (both physical and mental). For example, it is expected that companies

extend health coverage to other family members. In addition, companies are providing disability

and life insurance, which adds to the feeling of long-term safety and security and helps build

employee trust and loyalty to the company.

3) The need for belongingness and love

Love and belongingness are the next. Humans have a desire to belong to groups: clubs, work

groups, religious groups, family... People need to be accepted by others people. Concerning the

world of work, cohesive teams benefit employers as well as employees. Teams are able to

produce synergy (output that is greater than the sum of all the individual parts). Thus, a company

can become more efficient and develop new and creative ideas by allowing employees to

collaborate and work in teams. This is a win-win situation for the company. Other programs that

companies have implemented to meet the belonging need of employees are company luncheons,

banquets, retreats, company-sponsored sports teams, clubs, mentoring and programs that allow

employees to bring children at work. In addition, open plan offices and break rooms where

employees have opportunities to meet and interact with one another help satisfy belonging needs.



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4) The need for esteem

Maslow’s esteem need includes the needs for responsibility, reputation, prestige, recognition and

respect from others. Research has shown that lack of recognition from their direct supervisor is

one of the main reasons why employees leave their jobs. So managers should be more concerned

and should listen to employees and not to denigrate them, listen to their advice or ideas for

improving services. That is why; the establishment of "boxes of ideas" can be interesting.

Because, receiving recognition and praise are fundamental motivators across all levels of

employees. Recognition and praise help an individual to know if people have appreciated the

work that this person has accomplished. Again, self-confidence is strengthened and motivation is

created for continued hard work. Other strategies to satisfy esteem needs and motivate

employees are for example: set up recognition programs within the company (employee of the

month or year) and/or throughout the community (recognition announcement in local paper or

trade journal).

5) The need for self-actualization

The fifth and final tier of Maslow’s hierarchy is the need for self-actualization, which is the need

for self-fulfillment and to become the best one that we are capable of becoming. Therefore, this

layer within the hierarchy is used to inspire employees and to help them perform at their highest

levels.

According to Maslow (1954), “each need has to be satisfied substantially in order for an

individual to progress to the next level”. “Managers are able to motivate their employees by

providing rewards that help satisfy needs. Once a need has been satisfied, it ceases to be a

motivator. Then, employees move to the next level in the need hierarchy and work on satisfying

those unsatisfied needs”. (Sadri, G., Bowen, R., 2011).

The following sections define Maslow’s five needs in a simplified diagram. It is important to

notice that, “if the lower-order needs are satisfied, the higher-order needs begin to take

precedence. If some of the needs are satisfied, they cease to act as a stimulus”. (Maslow 1954).



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Figure 1 – Pyramid of Maslow’s needs

Maslow, 1944

According to Roberts-Phelps, G. (2000), “people do things for reasons, these are called motives.

Everything an employee does is to satisfy a motive. If an employee fails to do something, it is

generally because he or she does not see any personal advantage in doing it”. Manager’s job is to

apply Maslow’s hierarchy of needs in the workplace. Furthermore, a manager’s job is to get

people to do things because they want to do them. The successful manager is one who provides

his employees with the opportunity to satisfy their own needs. So, managers must be aware of

the things that motivate their employees. Matching jobs and individual needs is one way to

satisfy employees’ needs. Once the manager understands what an employee’s basic needs are, he

can be more sensitive to these needs and try to match the employee with jobs that offer him the

opportunity to satisfy individual needs.

Self-actualization

Esteem

Love/Belonging

Safety

Physiological



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Several utilizations of Maslow’s theory

According to Michael Beer (1968), “in recent years industrial psychologists have shown interest

in Maslow's need hierarchy and theory of motivation. Several theorists and numerous

practitioners have directly or indirectly employed Maslow's conception of a need hierarchy”.

McGregor's writing (1960) represents the most direct and well known example of such theories.

According to McGregor, “motivation is enhanced by management practices such as

decentralization, participation, job enlargement, and performance planning and review. These

allow the individual a greater opportunity to satisfy higher order needs of esteem, autonomy, and

self-actualization in the process of work itself.”

Recent studies by Porter (1962, 1963) have been aimed at studying differences in patterns of

need satisfaction (as measured within Maslow's framework) between organizational levels.

Individuals at upper levels of management tended to be more satisfied than those at lower levels

with respect to self-actualization, esteem, and autonomy. Porter also found that self-actualization

and autonomy needs were the most important to management personnel at all levels of the

organization. But, Porter's work has concentrated on management level jobs only. No research

on need satisfaction along Maslow's hierarchy has been conducted at organizational levels. The

main criticism of this model is that it insinuates a hierarchy between the needs. Individuals

sometimes seek to meet the needs of higher order even when the base of the hierarchy remains

unsatisfied. For example, a casual worker may be more motivated than those who benefit from

the employment security.



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D. Herzberg's two-factor theory (Herzberg, 1971)

According to Rivaleau Chantal, (2003), “this theory connects the motivations and satisfaction at

work and uses an assumption common to all theories of need: the unmet need is the

motivation. [...] Herzberg said that the need to achieve is the only motivator; to meet this need,

the man never tires to do as much as possible, not only to achieve but to exceed the goal it has

set”.

In clear, this theory states that job satisfaction and job dissatisfaction acted independently.

Thus, the opposite of satisfaction is not dissatisfaction but no satisfaction. Similarly, the opposite

of dissatisfaction is the absence of dissatisfaction. (Herzberg, Mausner & Snyderman 1959). It is

therefore possible for an employee to be both satisfied and dissatisfied in their work. Herzberg

contrasts the real sources of motivation for the simple satisfaction, called bi-factorial model.

Herzberg divides the factors into external and internal stimuli.

Real motivation: The internal stimuli or “motivators” relate to the work content. They

include the work itself, responsibility, recognition, promotion, achievement, and

opportunity for growth. So, the motivation is to closer to the job content, success,

advancement, independence and autonomy.

Simple satisfaction: The external stimuli or "dissatisfies" relate to the working conditions,

they include company administration, management quality, work conditions, relationship

with peers, salary, job status, job security, and personal life. So, it is the work context, in

relation with compensation, working conditions, team relationships...

Herzberg's approach was a resounding success thanks to its simplicity, and its originality. It

scientifically demonstrates that to motivate people in their work, there must be job enrichment

making work more interesting and rewarding for employees. However objections exist: data

based on interviews can lack objectivity and analysis may be differences of interpretation. In

1980, Herzberg's theory has been abandoned but his scheme was originally much research on the

motivation.



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E. Theories X and Y of MacGregor (MacGregor, 1960)

Douglas McGregor was professor of management and has served as an advisor in human

relations in many firms. His theory is based on two distinct value systems.

Theory X proposes a hypothesis that men do not like work. They avoid responsibilities,

have no ambition, and do not like change. They do no initiatives and therefore, they need

strict guidelines, controls and sanctions. Theory X is based on three assumptions:

The average person feels an innate aversion to work,

Because of this characteristic aversion towards work, people must be

coerced, controlled, and directed.

And, the average person prefers to be directed, wishes to avoid

responsibility, has relatively little ambition, and only seeks security.

Theory Y is the opposite of the first one and guess that the physical and mental effort is

required to work are made naturally, that staff is capable of initiatives, self-control, and

creativity. Theory Y also assumes that threat of punishment are not the only ways to get

an effort directed towards objectives. And that the avoidance of responsibility and lack of

ambition is generally consequences of experience rather than innate characteristics of

human beings.

A critique may be designated, in the sense that theory X is a fairly authoritarian style of

management, often resented by employees. It increases the aversion to work. It follows from

theories of McGregor that the company management is primarily responsible for staff

motivation. While the theory of X could give guidance to the easy excuse to explain his troubles

by human nature, limited and hostile workplace, theory Y returns the responsibility for framing.



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F. The theory of need for achievement (McClelland, 1961)

McClelland identified three types of needs encouraging motivation at work:

- the need for liquidity (the desire to succeed, the accomplishment)

- the needs of power (the desire to have influence on others)

- the needs of affiliation (the need of satisfying social relationships).

According to Royle, M. Todd and Hall, Angela T. (2012) “developed by McClelland, needs

theory contends that individuals are motivated by three basic drivers: achievement, affiliation,

and power.”

Achievement Needs

McClelland’s (1961, 1985) need for achievement describes a person’s drive to excel with respect

to some established set of standards. “Individuals’ achievement needs are satisfied when they are

able to actualize their own purposes relative to and regardless of the situations of others”

(Yamaguchi, 2003). McClelland (1961) noted that individuals high in this dimension

differentiate themselves from others by their desire to perform at a more advanced level than

their peers.

Power Needs

The need for power denotes individual desires to be influential. “This could manifest itself in

attempts to make others behave, so it is peer influence, in order to make them do things they

might not have done voluntarily or in a manner that they might not have otherwise”.

(McClelland, 1961). In other words, individuals high in this need seek position power so that

they can compel the actions of others.

Affiliation Needs

“The need for affiliation reflects the desire to have close, friendly, relationships with others”.

(McClelland, 1961, 1985; Robbins, 2003). “Those high in this dimension tend to spend

considerable time seeking interactions with others”. (McClelland & Koestner, 1992). “Further,

those with strong affiliation needs pursue team activities in which interdependence and

cooperation with others are paramount”. (Yamaguchi, 2003). According to Robbins (2003),

“affiliation needs have garnered relatively less critical scholarly attention than the other two of

McClelland’s needs theory”.



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G. Expectancy theory or EIV theory (Vroom, 1964)

According to Kermally, S. (2005), “Vroom’s expectancy theory explains that when employees

are given choices they choose the option that promises to give them the greatest reward”.

Employees generally ask three questions to motivate themselves: Can I do what I am being asked

to do? Would I be rewarded for doing it? Do I want the reward on offer?

There are three basic elements of his expectancy theory:

Expectation, E

This is an individual’s belief that by making a great deal of effort, he will accomplish a lot. An

individual’s expectancy in relation to the effort plays a key part in his behavior. If an individual

feels that no matter how hard he works the company will not pay any attention, he will not make

much effort. This belief or perception is generally based on an individual’s past experience, self-

confidence, or the difficulty of achieving set goals.

Instrumentality, I

Even if an individual works hard if his efforts are not going to be awarded, (for example, if he

feels he is now at the top of the salary scale) there is going to be a lack of motivation. The

instrumentality is the belief that if he works hard the outcomes will earn him reward which can

be in a form of salary increase or promotion, or some form of recognition.

Valence, V

This simply refers to the value an individual places on an event or outcome. Even if an employee

believes that his contribution will lead to an improvement in the company’s performance and

that his award will be commensurate with his effort and contribution, he will be poorly

motivated if those rewards have a low valence to him.

This theory has been severely criticized, primary because research evidence so far has not

supported the expectancy theory, then because it is a very complicated theory. Furthermore, in

many work situations individuals do not have choices. And it is difficult to find out how much

value is attributed to various outcomes. Finally, it reduces motivation to a logical analysis of

value and expectation.



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H. Theory of knowledge of results (Hackman & Oldham, 1976)

According to Xavier, Vincent (2009), “in their theory of motivation on the characteristics of the

task, they demonstrated the importance of knowing the results make a motivating work.

Knowing the results obtained through his work stimulates the interest of the individual by

indicating the level of performance achieved, which allows it to adjust its efforts by providing

the elements necessary to correct the growth of its business”.

Figure 2 - Facets of job satisfaction

(Hackman & Oldham, 1980; Smith, Kendall, & Hulin, 1969).



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I. Motivating Language Theory (Sullivan, 1988)

According to Jacqueline & Milton Mayfield (N.D) “Motivating Language Theory (Sullivan,

1988) may offer a bridge to help close the leader communication knowledge gap in reduction of

discretionary absenteeism. MLT proposes that strategic leader communication can be directly

linked to critical worker outcomes, including performance, turnover, and absenteeism, loyalty,

and job satisfaction”.

Figure 3 - An effective organizational feedback system

Jacqueline & Milton Mayfield (N.D)



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J. Internal motivation and external motivation (Deci, 1975)

According to this theory, work motivation comes from external sources, exchange between the

individual and the organization through awards received, and internal motivations related to the

nature of work. Deci analysis process and discusses the concept of "locus of control". If the

person considers that the task it performs is directly under his responsibility, he uses his "place

of internal control". If it receives external rewards, it is the "external locus of control" that

occurs. The question is whether the two kinds of motivation are additive. Deci believes such a

system to pay the incentive is not always consistent with a participative management.

The effort involved the work can come from either external sources of motivation (exchange

work / rewards) or come from internal sources of motivation (nature and meaning of work).

These two sources are the result of psychological processes clearly differentiated by Deci, who

warns about the negative effects of moving from internal motivation to external motivation. In

practice, this analysis indicates that a system of salary incentive is not always compatible with a

climate of participative management.



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Chapter 3 – Methodology

This part of the dissertation is intended to:

Define the aim/objective of the subject

Explain what data I have collected, from where and how I analyzed it

Show that the methodology is relevant to the research objectives

Justify the methodology

Explain which type of research I used (primary or secondary research)

In all dissertations in higher education, the methods depend on the subject and means available

to the candidate: state of the literature, surveys, questionnaires, case studies, interviews...

Now, I will present you the project structure, for this desk research:

Observation

Critical review of the academic literature

Focused problem

Framework

Research design

Sampling design

Conclusion



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There are several steps in order to make an academic dissertation:

Expression of motivations leading to the development of a memory

This first step aims to find out why this memory has been achieved. In this case, it is to put the

memory in the construction of a particular university course. Indeed, under the Bachelor of Arts

"International Business - 3 year" as I prepare for Coventry University, as "part time student" I

have to do an academic dissertation of 10,000 words to validate this license (in addition to my

five subject area – International Business, International Human Resource Management, Business

Strategy, Project Management and English for Business- already validated by several

courseworks and exams).

It should be also question of the appropriateness of the subject that this dissertation and further

training planned. Indeed, the subject of this memory is a subject oriented in the field of Human

Resources Management, which defines as being just a set of practices to administer, mobilize

and develop human resources (all staff, employees, officers or other) ensuring the company's

business. In recent years, this discipline has become a major issue for companies. Because today

more than ever, HR services need tools reliable, efficient and flexible to meet the various

challenges facing the company. Due to the economic environment increasingly uncertain,

companies, especially multinationals, are facing an increasingly competition. So, companies

must develop a strategy that allows them to identify and keep their competitive advantage.

Today, with the effects of the crisis, the objective of the Human Resources department is to

improve the profitability of the company. This requires, among other things, training and career

changes, but also through staff motivation.

To achieve this dissertation, it was essential to thoroughly reflect on their chosen field: it had to

have a topic related to my studies. I chose HRM, because in France I obtained a Bachelor of

"Science and Technology of Management - Human Resource Management option" with a

mention. In England, the equivalent is an "A" level, which allowed me access to higher

education. Then, I got a "Higher level diplomat" option HRM. Then I went to do my degree at

the University of Coventry, where I still study the HR, but with an international perspective. It

just means that my academic career naturally lead me to choose a subject as vast and interesting

that the Human Resources Management with an International aspect. It is not sure that in my

professional career I want to work within a Human Resources department, but for now, this and

the research associated with it interest me.



25

Reflection phase advance leads to the choice of a specific subject

The main problem of this phase is to move gradually from a fairly general theme of a real

subject. This preliminary reflection should lead to respond to a series of questions to determine

and address a range of aspects like:

The delineation of the area studied, the "subject" and object of research: HRM

The delineation of the unit of time and space on which bears investigation

Set up new perspectives on the specificity of the subject and its interest

Measure the available documentation and specify the number of available studies

on the subject already, but also data and documentation available for the study

Formulation phase of the problematic assumption

This phase is actually the selection and definition of the central issue, i.e in this case "In the

current context, what are the different ways for a multinational company to motivate its

employees?"

Phase of documentation and thorough field investigation

This is to make work documentation in depth. Some general rules must be observed: Always

include very specific references to documents used by using the Harvard style, although well

reference these sources, check the veracity of sources and informations:



26

Is there a renowned author?

Is it a serious web site?

There have academic references?

The article is it dated?

According to Dunn Chris (2012), in every dissertation there is a method to follow: it is the

“Research method”. We can say that “research design turns a research question and objectives

into a project” (Saunders et al. 2009).

So, then you define your research design, you will have to make choices about the methodology

to use. For this dissertation, I only have used secondary data; this is data that already exist (such

as statistics, case studies or reports). First of all because they are extremely reliable (it is

essentially academic articles), and because I have a very important time limit to do this

dissertation. So I did not use primary data (new data like questionnaires, interview...) and also

because primary research, there is a very important thing to consider; the ethical approuvement,

a heavy and binding program. Therefore, I did not do questionnaires and interviews.

Research method



27

But I used observations from the other authors with the literature review, and some case study. In

order to find informations I used the Library Online Catalog (Locate), then, in “subject database”

I choose “Academic Search Complete (EBSCO)” because it is the Business Source Complete of

the database, and this corresponds exactly to the research I wanted to lead. I had to log in, and

after, I can choose several data base. I always choose: “Academic Search Complete” who is the

world's most valuable and comprehensive scholarly, multi-disciplinary full-text database, with

more than 8,500 full-text periodicals, including more than 7,300 peer-reviewed journals. Or

“Business Source Complete” who is the world's definitive scholarly business database,

providing the leading collection of bibliographic and full text content. After that, I just had to

choose / the good word (s) keyword (s) to complete my research.

Methodology was primarily to define clearly the theories of motivation. Indeed, it is thanks to

these theories I have subsequently been able to analyze the various measures put in place. This

phase of research was conducted using the software developed by the University to make

available to students all the resources available via the internet. Thanks to the website "locate" I

could find articles newspapers, academic articles, blogs, news articles, conferences that we could

help me identify, analyze and understand various known theories. Then, I also search the

internet, the various means used by companies to motivate their employees. I found newspaper

articles respected French, but also blogs that gave advice to managers to make work more

rewarding. It took still remove some websites not serious (eg Wikipedia).



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After that, I had to register for Ethics Governance procedure, and my research project is

classified as low risk, as you can see below:

Verification of the hypothesis

This is the critical phase of any research, the use of data and sources collected and pooled for

the verification of the hypothesis. It involves: a listing of collected data, a ranking in order of

importance, and a reflection on the methodology, quantitative or qualitative processing and,

finally, an analysis of results. For this part, I had to put in place all the elements that I found on

the subject, and of course details, explain and criticize ways that are known to motivate

employees. And that by taking into account cultural differences (eg, England unions are an

important, in France there are powerful works councils, but medical expenses and mutual betting

in place by companies to protect the health of employees but also their families).

Synthesis phase of work, writing and development

This includes thinking about being clear, accurate, concise, but also avoid duplication and

repetition, it is clearly reference the style and Harvard, but also treat the spelling, punctuation,

layout and style, so that the dissertation is enjoyable to read.



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Chapter 4 – Results, Analysis & Discussion: What are the different ways

to motivate staff

1. Financial motivation

Employee motivation is what makes him act, that is to say what drives him to work (positive

motivation) or not to work (negative motivation). For the classical school (F. Taylor), the man

works only because it is constrained: it is motivated by money (compensation) and not by social

satisfaction. Individuals work primarily for subsistence. Certainly, when their physical needs are

satisfied, they seek to meet other needs less dependent of the compensation (autonomy, personal

fulfillment). Financial motivation is twofold: fixed compensation (salary) and variable pay

(bonuses). In this section we will analyze the both of these ways to motivate staff. According to

William D. Crano (1991), “theories regarding the effects of money on behaviour have been a

part of the literature of psychology for many years (cf. Taylor, 1911)”.

But, contrary to popular belief, compensation is neither the only nor the main source of

motivation. Indeed, if we follow Maslow's theory, the pay is a motivator for people to whom it

can meet physiological needs (eating, dressing) they did not meet before. So, as such, the

compensation is not motivating for low wages. In fact, compensation is a motivating factor when

bound to other motivational factors: remuneration can be seen as recognition of the work (see

Maslow's esteem of others), as a response to an expectation (cf. theory EIV) or as a sign of a fair

and equitable treatment. In all these cases, the amount of compensation is not important in itself,

but compared to something else. More, employees need to have job security. According to Fazıl

Şenol (2011), “today unemployment is an important problem almost every country suffers from.

Today, job security is perceived as an indispensable right of an employee which guarantees that

the employee and his/her family will not be deprived of their income and maintains an

honourable life.”



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a) Salary

According to Jai Prakash Sharma and Naval Bajpai (2011) “salary is a form of periodic payment

from an employer to an employee, which is specified in an employment contract. It is contrasted

with piece wages, where each job, hour or other unit is paid separately, rather than on a periodic

basis”.

Plus, wages and salaries help to provide a safe place to live, a basic need according to Maslow’s

theory (1943). Indeed, the safety need consists of the need to be safe from physical and

psychological harm. And, the fact that a salary is paid monthly to help employees feel that

stability.

We can notice that pay has been considered an important reward to motivate the behavior of

employees (Taylor and Vest, 1992). All other behavioral factors are important for enhancing job

satisfaction of employees but satisfaction from pay is must. Indeed, salary satisfaction is a much

narrower construct than job satisfaction because employees must feel that their pay is fair

compared to the work provided and the personal investment. If an employee believes that his

salary is not enough compared to the value it brings to the company, it will be less productive

than a person whose salary in line with expectations. Pay satisfaction has been shown to

influence overall job satisfaction, motivation and performance, absenteeism and turnover

intensions, and may be related to pay-related grievances and lawsuits (Cable and Judge, 1994).

Positive impact of income satisfaction on job satisfaction can be viewed in every walk of life.

According to C. Spiridon and O. Şaramet (2009), “the principle of equality of treatment of men

and women was established by the European Directive “76/207” and concerns the equality of

treatment of men and women regarding the access to employment, training and professional

promotion and working conditions.” But unfortunately in the world of work nothing happens like

that. Indeed, according to the French newspaper “Le Figaro”, in 2009 “Women still earn 20%

less than men. [...] This inequality is calculated based on hours of work the same for men and

women. But if one takes into account the number of hours actually worked over the year, the gap

increases again, due to the higher proportion of women working part-time while they earn nearly

30% of less than men. Positive, however, wage inequality tends to be reduced in less than 25

years”.



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b) Bonuses

Accoring to Maryline Bourdil (2009), “in general, overall public and private sector, premiums

objectives are increasingly used by businesses. These the last seek to assign a monetary award to

an employee or team for their performance. It appears from empirical studies that the variable

compensation linked to performance is a source of motivation to work.”

There are two main types of bonus: Commissions and bonuses objectives. These are both

individual and team salaries, variables, and performance-related (Donnadieu, 1993, Saint-Onge

and al, 1998). Despite these similarities commissions and premiums objectives are clearly

differentiated:

Commissions

A commission is a percentage that receives an intermediary to a sales transaction. Commissions

are quantitative (in relation to the number of personal sales made in months) is therefore an

indisputable way to boost the wages of trade, and so consequently motivate them to sell more.

Incentive compensation

Premiums objectives, unlike commissions depend on achieving thresholds (the goals). They can

be either qualitative or quantitative, or mixed. But also individual or collective. Thus, in

calculating the premium of objectives can be considered the behavior of individuals. Premiums

objectives appear to have an advantage compared to the commissions. Indeed, the company can

shape its prime objectives so that it has effects on productivity (use of quantitative criteria),

while controlling the behavior of individuals (qualitative criteria).

Moreover, if one refers to the equity theory (Adams, 1963, 1965), premiums team goals are

perceived as unfair by employees performing. Indeed, the performance of individual employees

would be performing embedded in the overall performance of the team. Their individual effort is

not rewarded fairly.



32

2. Non financial motivation

2. 1. Social benefits

In order that an employee is operational, a company must invest time and money (integration

time, training...). Among the tools available to multinational companies there are social benefits.

These are benefits of being in a specific position in a specific business. For example a business

has at its disposal a company’s car, paid by the company. This can also be a home office, a

telephone function, business travels, and the reimbursement of restoration costs (for a business

lunch with potential customers). This can also be debt recovery (social benefit most used in

France). All these social benefits are intended to retain and motivate employees while providing

financial benefits for the company as the exemption of all or part of payroll taxes.

2. 2. Profit-sharing of the company

In order to motivate staff, a company can set up the

profit-sharing on the result of the company. Note

that the profit-sharing is a voluntary mechanism for

employees to benefit from an additional payment

based on the achievement of objectives relating to

the performance or business results.

2. 3. Corporate Social Responsibility of the company

The concept of social responsibility reflects the desire to take the business consequences of his

actions towards the several stakeholders. This concept is closely linked to that of the corporate

image and the ethical issue of the company. According to a teacher of Coventry’ University,

Brenda Hollyoak (2012), “corporate social responsibility (CSR) is the commitment by

organizations to behave ethically and contribute to economic development while improving the

quality of life of the workforce and their families as well as the local community and society at

large”. CSR is defined in two different aspects:

Internal aspects: employee’s welfare, working conditions, job design and intellectual property.

External aspects: environmental issues, products, marketing, suppliers, employment, community

activity, human rights.



33

Another, according to Bhattacharya (2012), “few companies are clear about how investing in

social initiatives will change stakeholder behavior. Now that stakeholders pay increasing

attention to the social and environmental footprints of business. We now see companies

reengineering supply chains to make them "greener," supporting social causes through volunteer

programs for employees…”

It is important to report that an employee who knows his business employment of children to

produce the goods it sells (like Nike or Ikea recently), will be shocked and demoralized in his

work because it will reflect poorly on his employer. Usually, the corporate image is crucial for

customers, but it can be extremely important for employees because they are also central to the

company and may be demotivated by the actions of the company. On the contrary, an employee

who knows that his company respects the environment by recycling waste, avoiding wasting

paper and turning off the building at night, can be proud to work in a business that would

account for the environment. Such as the famous search engine Google which qualifies its

activities by investing in renewable energy. Indeed, the Californian company is launching a

research program whose objective is to produce energy cheaper than coal.

2. 4. Labor unions

According to Boone and Kurtz (1999), “labor union is a group of workers who have banded

together to achieve common goals in the areas of wages, hours, and working conditions at local,

national, and international levels”.

According to Tove Helland Hammer (1978), “in the field of organizational behavior, theories

and research on worker performance and attitudes have largely ignored the role of the union who

have not received much attention since the "dual loyalty research" of the 1950s which tested the

hypothesis that positive attitudes towards the union would lead to negative attitudes towards the

employer (Dean, 1954)”. But, the study of Tove Helland Hammer, from Cornell University

shows the relationships between local union characteristics and worker behavior and attitudes.

And, it appears that the union is an important contributor to employees' perceptions and attitudes,

and its effects on the individual worker deserve attention. The inclusion of union membership as

a variable in satisfaction, motivation and performance theories is now relevant.



34

2. 5. Communication within the company

Internal communication is assigned many of the most basic functions (send information) to more

elaborate (and motivate staff involved). Indeed, any company, regardless of its size and activity,

cannot function without exchange. The chart shows the system of formal organization. It allows

everyone to know his role in the company, and to be recognized by others as such. The network

information associated with it must allow the proper functioning of the company. In

multinationals companies, communication (internal and external) is paramount in the

communication department (or the human resources department) to disclose a clear and

consistent message to all business partners (customers, suppliers and employees primarily).

Internal communication enables the involvement of employees, who when informed of

strategies, long-term goals, understand and agree that advantage when they are not aware. In this,

the internal communication can promote motivation. In a company, there are three types of

information:

The downlink information that comes from direction (N+1). It is a question of order, directives,

operational data, but also of values and principles that wishes to convey management. This

information is essential, but they should not be the only ones present, as is unfortunately too

often the case.

The bottom-up information allows the ascending hierarchy of listening to staff. This feedback,

the feedback of information is necessary to know if the information is passed down, but also to

know the mindset of staff, expectations, propositions. They must encourage by appropriate tools.

The side information have the role is to establish effective communication between staff

members of the same service or a different service. They allow to compare points of view,

exchange ideas, to remove misunderstandings, get to know, understand, and be a real coherent

group solidarity. This implies an awareness of the importance of this communication and a

willingness on the part of senior management to develop it.



35

Internal communication also has a social role. It establishes a relationship between the company

and staff. Managers must be attuned to the employees to meet their expectations and concerns,

informing them by different means: official website of the company, intranet, interviews with

N+1 or with the annual appointment with the HRD, and also the company magazine who

educates and informs readers about the realities that surround it. It has become in some

companies the only way to have a global vision of his company. The magazine meets different

objectives: federate employees of an entity, create a serious link between employees and

hierarchy, and giving substance to corporate culture.

According to Jean-Baptiste Brès (N.D), “a function of internal communication is to transmit a

information, keep abreast of economic, financial, social, political, ethical and cultural needs of

society in order to impress a strategy to employees who will be the actors. Nothing is more

damaging to a society that poor information internal. The French company Danone has been

sorely costs when, some years ago a large national newspaper revealed the plan of the company

to close a number of factories in France. The consequences have been not only a loss of

confidence in-house employees to the company, but beyond an effect on the public image of the

company”.



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2. 6. Working conditions

Employees spend a large share of their time to their professional activities. They participate in

the achievement of the organization employing them. That is why working conditions play a

major role in their motivation. When working conditions are good, they have a positive impact

on health and human motivation at work. Professional performance and quality of life improved.

Conversely, when conditions are bad, the impact is negative: absenteeism, illness, loss of

productivity, depression. Working conditions generally mean the environment in which

employees live at their place of work. They understand the hardship and risks of the work done

and the work environment. For example in a factory it will be: noise, heat, exposure to toxic

substances, and time of production or sales of a product). Or in employment agencies it can be

open spaces where there is not privacy of employees. According to Laure Daussy (2009) from

the French newspaper "Le Figaro", in general, "the office is a place of very strong symbol.

Having your own private office, it's a sign that we are well positioned hierarchically. It is also a

guarantee of peace for work, and ability to customize, ownership of the workplace. In contrast,

the bullpen is a plateau, often 30 to 50 people, without partition, and with desktops completely

anonymous, depersonalized. In the ultimate form of open space, employees do not even know

which office they will be the morning when they arrived.” More for office jobs which require

long stay in the same position in front of a computer, some actions are set up so as not to feel

pain (headache, sore legs, sore eyes...).

2. 7. Workplace atmosphere: social climate

The social climate is an important indicator of employee satisfaction. This is actually a reflection

of the atmosphere, the overall degree of motivation and satisfaction of staff of an organization.

As for "moral" of a person, it is difficult to measure the social climate of a company, but can be

appreciated by indicators (level of absenteeism, number of delays, staff turnover, index

productivity, staff mobility ...). The social climate is analyzed through social audits. According

to Zair Y (2001), “a social audit is in fact a formal review of a company's endeavours in social

responsibility.



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2. 8. Career Development

According to Martin Dewhurst; Matthew Guthridge and Elizabeth Mohr (2010), “a recent

McKinsey Quarterly survey1 underscores that the economic crisis provides a great opportunity

for business leaders to reassess their incentives strategies. The survey's top three nonfinancial

motivators play critical roles in making employees feel that their companies value them, take

their well-being seriously, and strive to create opportunities for career growth”.

According to Barry A. Stein (1981), “continuing opportunity is the motivator must people need

to keep them working with a high degree of effort and enthusiasm. People who have that

opportunity respond with high aspirations, self-confidence, a strong task focus, and constructive

attitudes.”

Professional future, career development, and opportunities of development are also important

factors in motivating employees, including executives of large companies.

2. 9. Training & internship

According to Susan M. Heathfield (N.D) “one key factor in employee motivation and retention is

the opportunity employees want to continue to grow and develop job and career enhancing skills.

In fact, this opportunity to continue to grow and develop through training and development is

one of the most important factors in employee motivation.”

Nowadays with increasingly competition between strong dynamic and versatile employees,

“these appreciate the opportunity to develop their knowledge and skills without ever leaving

work or the workplace. Internal training and development brings a special plus.”

Formations and training are useful for employees, in many ways:

Primarily, they are useful in their quotidian job, and at longer term in ways that promote the

professional development of employees or in case of unemployment can more easily find a job.

More broadly, in an economic environment where the ability to change is a guarantee of survival

and a prerequisite for good corporate performance, and even though the need for change is now

well assimilated and understood by employees, training is one of the key tools to better drive the

changes.

1 McKinsey Quarterly conducted the survey in June 2009 and received responses from 1,047 executives, managers,

and employees around the world. More than a quarter of the respondents were corporate directors or CEOs or other

C-level executives. The sample represents all regions and most sectors.



38

2. 10. Several styles of leadership

Laisser-faire: The leader is passive, it does not feel concerned, it is socially isolated, it is

inactive, it gives up, he is not involved, and it is folded on itself.

Authoritarianism: It is in work-oriented leader, socially distant, closely controls, it is concerned

with productivity, is directive, and power structure research work.

Participation: The leader seeks consensus, he delegates, he is socially close, relationship-

oriented society, it involves, sharing power, showing consideration for others.

The team leader must above all be flexible in terms of their behavior; reactions must be tailored

to the personality, culture of its employees. Similarly, in the style of leadership, there is no bad

management style. However, it must be adapted to the team at the time, and activity. It should

consider: skills and expectations of subordinates, working conditions, nature of tasks, the culture

of service or department, characteristics of the industry, the technological and economic

environment and the value system defined by the national culture. Finally, whatever the

leadership used, a leader has a responsibility within its functions: First, make future plans, set

goals, identify steps that will achieve them and provide the necessary resources. Then, organize

tasks and distribute them, assign them to appropriate persons by delegating responsibilities.

Solve problems if necessary. And finally, motivate employees by mobilizing their needs, values,

emotional resources, so they have the energy to overcome obstacles.

2. 11. One-on-One Coaching

During the annual negotiation meeting, many employers sit their workers down for a review. At

that time, the employee finds out what they've been doing right or if there are areas in need of

improvement. But what happens the other 364 days of the year? Employees need to be heard and

being coach throughout the year. According to Katherine Graham-Leviss (2011) “coaching is a

different approach to developing employees' potential. With coaching, managers provide the

opportunity to grow and achieve optimal performance through consistent feedback, counseling

and mentoring”.



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2. 12. Recognition/Attention

According to Dave Worman (N.D), in order to motivate staff, managers and supervisors must

have the appreciation for the efforts made. We can say that being recognized for his talents and

skills but also as an employee who is competent, that is what many employees aspiring.

Certification is a shift by the consideration of the individual. But unfortunately few managers

know that. Indeed, every employee needs a certain certification. If an employee feels slighted by

his direction, he may see his work motivation waned and even indulge in the sinking.

To the United Kingdom, one week has been proclaimed even for

professional recognition: it is the “employee recognition week”.

According to Angela Tague (N.D): “During an employee

appreciation week, supervisors and management level employees

recognize their staff for their diligent work. Recognizing

achievements and hard work increases morale and confidence at the

workplace”.

2. 13. Casual Dress Day

In companies, it is considered normal to have appropriate attire for meeting clients or suppliers.

To lighten the mood in the office, some companies are implementing "casuals days". The

concept is simple: once a week (Friday through habit), employees can come dressed more casual

than the rest of the week, it's a way to escape the strict formal dress code of the company.

Whereas, during the rest of the week, business shirts, suits, ties, trousers, and dress shoes would

be the norm, on Casual Friday workers might be allowed to wear more casual dress. Some

companies might allow jeans, casual blouses or T-shirts, hoodies, track jackets, and sneakers.

This allows employees to take some liberties on their clothing in order to feel more relaxed while

working very hard.

2. 14. Social activities

Scheduled offsite events enhance bonding which in turn helps team spirit, which ultimately

impacts your positive work environment. For example: Halloween costume parties, picnics on

July 4th, Memorial Day or Labor Day, and Christmas parties are only some of the ideas that

successfully bring people together for an enjoyable time.



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Chapter 5 – Conclusion, Limitations & Recommendations

The purpose of this thesis focused on ways to improve the motivation of employees in large

companies. To carry out this work, the various theories of employee motivation have been

identified, analyzed and criticized. So we could see that many theories had been discovered and

that managers were trying to use them on their workplace. An analysis was then made of the

different means used by companies in order to motivate employees. Thanks to this research

paper, it was discovered that many are so used to motivate, and finally, according to Wiley

(1997), the universally accepted main motivational tools are:

To be appreciated for a good job

To be perceived as an important (useful) person

Have positive approach to personal problems

Job security and fair wage

Interesting (attractive) job

Promotion possibility

Personal or organizational commitment

Good working conditions (work safety)

Discipline in the workplace

One weakness of this case was the lack of investigation into real businesses. Indeed, in this case,

there has been no investigation on the ground, indeed, time constraints and the process too

complicated ethics does not allow it to conduct a survey with questionnaires and achieving

interviews with professionals. The main limitation of this issue is the lack of field research,

because the fact of questioning professionals but also employees would have to show that there

were probably differences in perception between the last two on the issue of employee

motivation.



41

For future research that I will perform as part of my studies or my work, it would be interesting

to conduct a survey and ask people directly related to the subject, this would see the gap between

theories and practice. But this process takes much longer than for the purpose of this brief,

because you have to develop a questionnaire is an important tool for observing and for

quantifying and comparing information. It must first think about the choice of the sample:

choosing the population with respect to the subject of the investigation, the assumptions chosen,

the nature of the documents available, the constraints of the evaluation, the degree homogeneity

of the population, and the territory of the investigation. Then you must think about the choice of

the questionnaire:

The closed questionnaire where questions needed to meet a specific form of response

and a limited number of possible answers.

The open questionnaire where the respondent develops an answer that the interviewer

takes notes. Leaves an open question so the answer in its free form and in its length.

We must also consider the logical order of questions in order to structure and write the best the

questionnaire to make it clear to all who will respond. And, before performing the field survey

must test the questionnaire on a few people to ensure that the questionnaire is understandable and

allow a quantitative results as well as qualitative.

For this research to be better, it would have also had to conduct interviews and make it to an

"interview guide" is a document with all the subjects that must be addressed during the

interviews, both collective and personal. That is why there is no appendices in this case because

there is no interview guide or questionnaire have been made.

Thanks to this important document, it was specified that the HR departments of large companies

must consider many factors before setting up a political motivation. Indeed, the means of levers

and incentives are different depending on each employee and according to each culture. These

contingency factors are related to the business of the company, the different personalities of the

employees but also to economic conditions. And in the current economical crisis, the Human

Resources Department must redouble its efforts regarding the implementation of the motivation

of its staff. In addition, a field analysis would have shown that HR departments are facing

employee dissatisfaction causing morale problems, detrimental to business performance and

creating a real problem within the companies concerned: the absenteeism.



42

According to a document from the French National Agency for the Improvement of Working

Conditions (ANACT), (N.D), “absenteeism characterizes any absence of an employee at work,

which could have been avoided by a sufficiently early prevention of the degradation factors of

working conditions in the broad sense.” The impact of absenteeism in the workplace is enormous

in many respects, including direct costs, global incidence, indirect costs, and service quality.

Indeed, absenteeism results in significant costs to the company: replacement at short notice for

employees, delayed deliveries, poor quality service... Company performance depends on its

ability of keeping employees at work. It is interesting to note that the absenteeism rate is

usually calculated as a ratio between the numbers provided (theory number) and the staffing

level for a specified period.

Absenteeism rate =

Number of days absent (or hours) for a period /

Theoretical number of days (or hours) during the same period

Absenteeism at work is most often a combination of factors in the company. It may include:

Particularly strenuous working conditions who can affecting the health of employees

intense physical and mental effort, shift work, noise exposure, heat ...)

An inadequate work organization and / or very stressful (the need to ensure a quality

customer relations in a context of strong time pressure, chronic overwork)

Bad management (degraded social relations, multiplication of contradictory injunctions,

without recognition of the work leading to demotivation and disengagement teams...)

Problems in the relationship between work and family life of employees (combination of

atypical work schedules with significant time constraints and difficulties of travel.

Note that we can find this fact, developed in Chapter 4, that is to say the results of the analysis.

Indeed, to reduce absenteeism at work should focus on different ways to motivate employees,

because a motivated employee will always be a better job that an employee who is not satisfied

with his work. Companies will therefore have a greater value on the part of employees if they are

motivated and well in their work.

Finally, the realization of this thesis allowed me to acquire much knowledge about employee

motivation, which will be useful for my future career in human resources. Even if the memory

takes time, research and reflection, I am pleased to have completed this work and enriching

contributions that he has given me, especially in theory since I have not been able conduct

research in the field.



43

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