Thesis Chapters 1-3 (2) motivation

EULOGIO “AMANG” RODRIGUEZ INSTITUTE OF SCIENCE AND TECHNOLOGY

CAVITE CAMPUS General Mariano Alvarez, Cavite

Motivating Factors Affecting the Performance of the Office Staff Working in the Municipality of Silang, Cavite

An Undergraduate ThesisPresented to the Faculty of Eulogio “Amang” Rodriguez

Institute of Science and TechnologyCavite Campus

In Partial FulfillmentOf the Requirements for the Degree in

Bachelor of Science in Office AdministrationMajor in Office Management

by:

Aguinaldo, Czarina Sen N.Baja,Rodalyn B.

Divina,Ma.Annika D.Jacobe,Donna May M.

Vasquez,Jomila R.

October 2015



Chapter 1

The Problem and Its Background

Introduction

Leaders most often fulfill their organizational goals through the work of employees.

Thus, leaders need to have highly efficient and productive staff members. Although many

factors contribute to productivity, job performance is viewed to be the most influential one. Job

performance itself is a function of someintrinsic and extrinsic factors: ability, understanding of

task, environment, and motivation (Mitchell, 1982, pp.82-83). Motivation, then, is

fundamentally an inside job (Bruce/Pepitone, 1998, p.2). It originates from within the individual

and causes him/her to be internally stimulated. This type of motivation is called intrinsic

motivation.

Despite its significance, many a time people act not because they are intrinsically

motivated, but rather because external factors prompt them to take action (Ryan/Deci, 2000,

p.60). This type of motivation is called extrinsic motivation,and it concerns whenever an

activity is done in order to attain an outcome that is separable from the activity itself (ibid.). In

a career context, extrinsic motivation means the desire to satisfy needs or goals that are not

related to the work itself. For example, work as a mere tool for earning money.

Accordingly, in order to perform well, employees need to have the knowledge and

tools that are required for the job as well as the willto do what is asked from them. Therefore,



motivation can be generally equated with action and the understanding of motivation unfolds

to be a key to the success of any private or public organization.

Every employee wants to feel that their contribution and work performance are being

rewarded with their pay. If an employee feels underpaid it will result in the employee feeling

hostile towards the organization and perhaps with their co-workers, which may result in the

employeenot performing well at work anymore. It is subtle variables that also play an

important role in the feeling of equity. Just the idea of recognition for the job performance in

the mere act of thanking the employee will cause a feeling of satisfaction and therefore help

the employee feel worthwhile and have better outcomes. Motivation plays a key role in

employee job performance. Thus, employee motivation has long been a central research topic

for scholars and practitioners. To that end, this thesis aims at finding theoretical factors and

practical tactics that can help public sector managers to motivate their employees.

Statement of the Problem

This research study seeks to analyze the factors that affect the performance of the

office staff working in the Municipality of Silang, Cavite.

Specifically, this research study will try to answer the following questions:

1. What is the profile of the office staff working in the Municipality of Silang, Cavite

as to the following:

1.1. Name

1.2. Age



1.3. Gender

1.4. Position

1.5. Number of years in the service

2. How do the respondents – office staff workers of the Municipality of Silang,

Cavite perceive their satisfaction as to:

2.1. Salary

2.2. Benefits

2.3. Incentives

2.4. Working environment

2.4.1. Facilities

2.4.2. Relationship with co-workers

3. Does the factor affect the Respondent Municipal Office Staff performance as to:

3.1. Salary

3.2. Benefits

3.3. Incentives

3.4. Work environment

3.5. Lifestyle

3.6. Health

3.7. Punctuality and attendance



Importance and Significance of the Study

The main objective is to identify, analyze and discuss important motivational factors

among office staff working in the government. The secondary objective of the thesis is to

produce new knowledge by proving insight into the employee motivation.

The study is very significant to the head of theMunicipality of Silang Cavite, municipal

office staff, theresearcher, and other government organizations in the following ways. First the

study is helpful to the mayor or head of the municipal office that may find the findings of this

studyrelevant to their organization/agency. Since this study analyzes what particular factors

influence employees’performance, this will help the heads of the municipal offices to better

cater to the needs of their employees leading them to be motivated to perform well in their

respective work areas. Furthermore, this study will help them understand what new strategies

they could implement in order to motivate employees for better outcome.

The study is relevant to other researchers who are presented with the factual

information onthe factors affecting employees’performance or productivity.The

recommendations of this proposed study will be good topics for future researches.

This study will also benefit the government organizations. Since this study tries to

identify the motivating factors of human resources as a basis for increasing the quality of

providing services at local level authorities, they will better understand the importance and the



effect of human resources about the need of assessment, motivation in order to fulfill their

requirements which might lead to better services providing to the society.

Definition of Terms

Motivation- is a theoretical construct used to explain behavior. It represents the

reasons for people's actions, desires, and needs. Motivation can also be defined as

one's direction to behavior or what causes a person to want to repeat a behavior and

vice versa. A motive is what prompts the person to act in a certain way or at least

develop an inclination for specific behavior.

Incentives- is something that motivates an individual to perform an action. The study

of incentive structures is central to the study of all economic activities (both in terms of

individual decision-making and in terms of co-operation and competition within a larger

institutional structure).

Extrinsic Motivation- refers to the performance of an activity in order to attain a

desired outcome and it is the opposite of intrinsic motivation. Extrinsic motivation

comes from influences outside of the individual.

Intrinsic Motivation- is the self-desire to seek out new things and new challenges, to

analyze one's capacity, to observe and to gain knowledge.It is driven by an interest or

enjoyment in the task itself, and exists within the individual rather than relying on

external pressures or a desire for reward.

https://en.wikipedia.org/wiki/Behavior

https://en.wikipedia.org/wiki/Theoretical_construct



Productivity- is often used in the workplace. It can describe the performance of

individual workers, a department, or even an entire industry.

Job Performance- The work related activities expected of an employee and how well

those activities were executed. Many business personnel directors assess the job

performance of each employee on an annual or quarterly basis in order to help them

identify suggested areas for improvement.

Lifestyle- A way of living of individuals, families (households), and societies, which

they manifest in coping with their physical, psychological, social, and economic

environments on a day-to-day basis.

Organization- A social unit of people that is structured and managed to meet a need

or to pursue collective goals. All organizations have a management structure that

determines relationships between the different activities and the members, and

subdivides and assigns roles, responsibilities, and authority to carry out different tasks.

Local Government- Administrative body for a small geographic area, such as a city,

town, country, or a state. A local government will typically only have control over their

specific geographical region, and cannot pass or enforce laws that will affect a wider

area. Local governments can elect officials, enact taxes, and do many other things that

a national government would do, just on a smaller scale.

Office Staff- is the group of people who performs the general functions of an office.

http://www.businessdictionary.com/definition/improvement.html

http://www.businessdictionary.com/definition/order.html

http://www.businessdictionary.com/definition/quarterly.html

http://www.businessdictionary.com/definition/director.html

http://www.businessdictionary.com/definition/personnel.html

http://www.businessdictionary.com/definition/business.html

http://www.businessdictionary.com/definition/executed.html

http://www.businessdictionary.com/definition/staff.html

http://www.businessdictionary.com/definition/activity.html

http://www.businessdictionary.com/definition/work.html



Salary- is a form of periodic payment from an employer to an employee, which may be

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.

Benefits- a payment or gift, as one made to help someone or given by an employer,

an insurance company, or a public agency.

Working Environment- is used to describe the surrounding conditions in which an

employee operates. The work environment can be composed of physical conditions,

such as office temperature, or equipment, such as personal computers. It can also be

related to relation of the staff members within the organization.

Ability- An acquired or natural capacity, talent, skill, and knowledge that enables an

individual to perform a particular job or task successfully.

Scope and Delimitation of the Study

The researchers will focus on determining the factors affecting the performance of the

municipal office staff atSilang, Cavite.Particularly, it will try to identify the employees’ level of

satisfaction upon the job.The respondents of the research study will be the office personnel of

the Municipality of Silangwhose control and management are directly under the government.



Setting of the Study

Figure 1. Setting of the study is at Municipality of Silang, Cavite

The Municipality of Silang (Filipino: Bayan ng Silang) is a first class

landlocked municipality in the province of Cavite, Philippines. According to the 2010 census, it

has a population of 213,490 people in an area of 209.4 square kilometers (80.8 sq mi). Silang

is located in the eastern section of Cavite.

https://en.wikipedia.org/wiki/Philippines

https://en.wikipedia.org/wiki/Cavite

https://en.wikipedia.org/wiki/Philippine_province

https://en.wikipedia.org/wiki/Philippine_municipality

https://en.wikipedia.org/wiki/Filipino_language

1. Profile of the respondents as to:

Name

Age

Gender

Position

No. of years in service

2. Municipal Office Staff perceived

their satisfaction as to:

Salary

Benefits

Incentives

Work Environment

Facilities

Relationship with co-

workers

Lifestyle

Health

Punctuality and Attendance



Conceptual Framework

The focus of this study was to find out the factors affecting the performance of Office

Staff in Municipal Office in Silang, Cavite. Likewise, it will also introduce the new strategies to

be employed so as to improve government employees’ performance and work satisfactory.

RESEARCH PARADIGM

INPUT PROCESS OUTPUT

FEEDBACK

Figure 2 Input, Process and Output Model of the Study

Gathering Data

Interview Observation

Conduct reading regarding the topic

Direct survey

Survey Questionnaire

Factors Affecting the Performance of the Office Staff working in the Municipality of Silang, Cavite



Theoretical Framework

Herzberg’s Two-Factor Theory

In late 1950s, another theory about human motivation was developed by Frederick

Herzberg and his colleagues at the Psychological Service of Pittsburg, extending the earlier

theory of Maslow. Their specific target of study were two hundred engineers and accountants

from eleven industries. Their conclusion was that two distinct factors influenced motivation

this were:

1. Hygiene and maintenance factors.

These are elements or conditions in work (such as better working conditions,

salary, effective supervision) that make employees neutrally satisfied, meaning,

they are satisfied but not necessarily motivated. Absence of this factor will lead

to dissatisfaction or demotivation. Continually increasing the hygiene factor (like

pay) will not motivate the employees once it has become adequate. Only, it will

keep the employees from becoming dissatisfied.

2. Motivator or job content factors.

These are the real motivators such as achievement, recognition, responsibility.

When continuously paid attention to (like providing more opportunities for

employees to experience them), these factor will not necessarily yield

dissatisfaction. Only, the absence will not highly motivate the employees.



Maslow’s Hierarchy of Needs

Human are organisms that seek and pursue the satisfaction of their need. According to

Maslow, these needs are present in a person but vary in intensity, depending on the

circumstances. In general, one progresses from one dominant need to the other following this

succession:

1st Level: Physiological. This comprises survival need for food, drink, sleep, movement,

air, warmth, light, and the like. This set is basic sustain human life. Although this dominant

among infants, there are instances in the adult life where the physiological needs stand out as

the top priority.

2nd Level: Safety and Security. Having adequately provided for the first level needs,

people would like to have an assurance that these adequacy would continue, if possible, for a

long time. Their offices have devices and means to protectemployees from fire, accidents,

calamities, thieves, pollution, etc. They open bank accounts. They and\or their company pay

for insurance. They look forward for retirement benefits. All these reflect people’s concern for

protection from possible physical harm and economic difficulty.

3rd Level: Social. This refers to a set of needs that causes people to seek from other

people affiliation, companionship, camaraderie, or plain conversation, for them to feel that

they belong and are part of a group, or that they are needed by a group, company, or

individual.



4th Level: Esteem. There is a need of a person to believe and feel within oneself that

others who are credible and respected by that person, likewise, confirm such value of oneself.

A worker feels that whatever his work is, his respect and dignity must be upheld. His

aspiration and capability as an individual must be recognized. This need encompasses the

need for independence, self-confidence, reputation, and appreciation.

5th Level: Self–Actualization. There is a time in the life of a person when satisfaction in

accomplishing something is more important what others say about it. It becomes a need when

the person craves to utilize and “push to the limit” all his or her natural endowments or

potentials. This need is not common among ordinary people as there are only a few who

reach this level; many are forever preoccupied with lower level needs.



Chapter 2

Review of Related Studies and Literature

This chapter present the background readings under taken by the researchers on the

variables that are focused in the study. Likewise it supports the framework presented by the

researcher on the knowledge of the subject for further research work.

Related Studies

Foreign

Public service motivation can be characterized as a reliance on intrinsic over extrinsic

rewards. Intrinsic rewards are derived from the satisfaction an individual receives from

performing a task. Public sector employees place a higher value on helping others, serving

society and the public interest, and performing work that is worthwhile to society (Houston,

2000). Perry and Wise (1990) identified three bases of public service motivation: rational,

norm-based, and affective. Rational motives involve actions grounded in individual utility

maximization. Norm based motives refer to actions generated by efforts to conform to norms.

Affective motives refer to those triggers of behavior that are grounded in emotional responses

to various social contexts. A variety of rational, norm-based, and affective motives appears to

be primarily or exclusively associated with public service. Rational motives refer to



participation in the process of policy formulation, commitment to a public program because of

personal identification, and advocacy for a special or private interest. Norm-based motives are

a desire to serve the public interest, loyalty to duty and to the government as a whole, and

social equity. Affective motives are commitment to a program from a genuine conviction about

its social importance, and patriotism of benevolence.

Wiley’s survey of employee motivation was used by Islam and Ismail (2008) to study

motivating factors in Malaysian workforce. This study involved 550 employees from 96

organizations and found that the 6 most effective motivating factors are high wage, good

working conditions, promotion, job security, interesting work and full appreciation of work

done. The authors recommend that program focus on developing managers also included

factors affecting employee work life.

This results rang true for Kaliprasad(2009) who observe practices in China and South

Africa. Kaliprasad discusses a meta-analysis of work place motivation base on the content-

approach motivation theories, including ERG. The technician articlepresented nine

employment needs which include pay, job security, nice co-workers, recognition and credit for

work well done a meaningful job, opportunities for promotion/advances, comfortable, safe and

attractive work condition, competent and fair leadership, and reasonable order and directions

it recommended that employers listen to their staffs, value and respect the staff, value a free

and clear mind, and provide information, support and resources, among others.

Arnold and Boshoff (2009)investigated the influence of need, satisfaction on esteem

and job performance based on ERG through surveying top level executive and front line



employees in a variety of industries in South Africa. They received 517 responses from the

2500 survey that were mailed. The result confirmed that esteem as personality variable exerts

a significance influence on the job performance on both top managers and front line

employees. The study noted the top managers are motivated by growth needs in their

performance intensions are influenced by their perception of opportunity for growth and

advancement. Arnold and Boshoff also found the front line employees find satisfaction in peer

relationship and compensation by pay and benefits did not influence esteem. Front line

employees need for growth did influence performance. They recommended a study

investigate the relationship between self-esteem in job performance.

Another study was conducted by Manalastas (2008) revealed that the following factors

such as school policies. Change of using once own ideas on the job amount of pay, salary

corresponding to volume of work, benefits adequacy of supplies to the work environment

failed to reach and satisfied scale of 4.00. It revealed also that nonacademic personnel

defendant on their monthly salary. It has similar finding claimed that this study is considered

very important for employees in Ireland, the United States and Japan immediate superior is

important in United Kingdom and Japan while cooperation means a lot for the employees in

Netherlands. In Czech Republic and Russia remuneration place the most important role. The

study also brings into light the fact that no matter the country, the development of human

resources in the daily activity are very important factors for increasing employees’ satisfaction.

Allen and Heims (2006) research confirmed the importance of regular expressions of

appreciation by manager and leaders to encourage behavior of employees to reach strategic

goals; and this was true for each of the strategies they examine.



According to Fisher (2007) the results of a recent poll show that 79 % of the employees

who quit their jobs attributes to the lack of appreciation. Such appalling static certainly

reinforce the importance social rewards in a work place and can be compared to other

tangible incentives because social rewards serve the purpose to satisfy needs for affiliation,

esteem and self-actualization.

Local

Productivity measures assist development planners in determining the pace of

economic growth. In general, productivity is a measure of how well resources are utilized to

produce goodsand services (Aganon, M. & S. Arnante, 1988). While there are a variety of

productivity measures appropriate to different levels of analysis, the ultimate measure is the

extent to which the human resource applies him/herself to work, in order to produce a

particular commodity or service. A compendium of studies on human factors related to

productivity indicates that job motivation and work suitability significantly influence work

performance and productivity (Cavilan-Buen, 1979; De Jesus &Teodoro, 1983; De Jesus,

1985; Peralta, 1985—cited by Mendoza, A., 1988).

Work motivation has been defined as "theconditions which influence the arousal,

direction and maintenance of behaviors relevant in work settings" (McCormick, E. & D. Ilgen,

1980). The behaviors influenced by motivation are those which are related to work

productivity, and include: turnover, absenteeism and individual performance.

One of the most popular theories used to explain work motivation is Herzberg's Two-

Factor Theory (1966). Briefly, the theory distinguishes between two sets of human needs: the



need to avoid pain and the need towards self-realization. Mirroring these drives, according to

Herzberg, are two sets of motivating conditions which he called hygiene and motivator factors.

The first set serves to reduce pain, and as such cannot contribute to positive satisfaction but

only to the avoidance of dissatisfaction. Such factors include drives related to one's personal

life, working conditions, interpersonal relations with peers and supervisors, and concern for

company policies. The second set, on the other hand, relates to the drive towards self-

fulfillment and can only be achieved through the fulfillment of factors intrinsic to work itself:

recognition, advancement, achievement,the nature of the job, and responsibility. An updated

version of the Two-Factor Theory is Myers' formulation of maintenance and motivation needs

(Myers, 1964, in Mc- Cormick&Ilgen, 1980). In this theory, maintenance needs include

concern for security, job orientation, work status, physical conditions, social relations, and

economic concomitants of a job. Motivation needs, in turn,refer to desires for growth,

achievement, responsibility, and recognition on-the-job. Like Herzberg, the Myers' hypothesis

considers as motivators both those conditions which (1) are pertinent to a job itself (motivation

needs), and (2) conditions surrounding a job (maintenance needs). Factor analysis of

motivator factors for government employees illustrates that these frontline workers are

primarily concerned with satisfiers that touch both intrinsic and extrinsic qualities of work. In

particular, the most significant factor has to do with being satisfied with working conditions—

Factor 1—including opportunities for achievement and growth, and with the work itself, but

also with conditions that bear on maintenance needs of workers. Similarly,Factor 2, which

accounts for 10% of the variance, pertains to satisfaction with rewards and incentives on the

job—not only in terms of economic needs but also in terms of growth needs. Of the five

remaining motivator factors extracted from the data, two have to do with motivation needs



while three relate to maintenance needs. Clearly, therefore, government employees are

motivated by both maintenance and motivation needs. The maintenance needs expressed

most 'loudly' deal with social, economic, and physical requirements. In addition, opportunities

for growth, recognition, achievement, responsibility, and the nature of work itself are

motivating features of a job. Stated differently, government employees are concerned with

both hygiene and motivator elements of a job. In fact, the most significant motivator factor

which emerges from the study defines work motivation in terms of experiencing satisfactory

work qualities which are both intrinsic and extrinsic to work.

Related Literature

Foreign

To Fairweather (2005) employees will feel happier and work better if they perceive their

employer as reasonable and fair. Cory (2006) contends that when workers perceive inequity ,

they will try to re-establish equitable changes. Leaders who develop and communicate a

compelling vision of their organization can make a profound impact on employee motivation

(Afful-Broni, 2004). Blanchard and Witts (2009) stressed that employees crave for a job well

done including being noticed and acknowledged when they do something well. Yet what

typically happen are nothing or worse yet , the assignment of more work they posit that when

firms do not take the time to actively reward the recognized good performance the passion for

the job diminishes with every unrecognized accomplishment. Employees are motivated by

performance feedback with the desire to do well.



Haizlip (2008) believes that involving employees in decision that affect them not only

increases their personal commitment, but also motivate them to be advocates for their

decisions. Supporting this assertion, Agarwal (2008) contends that when employees are

involved in making decisions and planning the implementation of changes that affect them,

they implement changes faster with higher performance than employees who are merely

communicated to about the change according to Bianchard and Witts (2009), employees

greatly desire to have the tools, training, support, and authority to make decisions and

perform their jobs correctly.

In agreement, (2005) states that employees do not perform well in situation where they

lack autonomy, specially after they have gained the skills to work independently growth,

according to Boldman and Deal (2003) is not a fringe benefits, but rather a necessity for

successful employment.

According to the article of Stephany Fagnani (2012) entitled “Waya Manager can

motivate an employee using the classical theory” stated that providing employees with precise

and detailed job descriptions help to clear up any misunderstandings about exactly what

expected on a daily bases. Knowing from the start precisely what they need to do to reach

those daily and long term organizational goals help to keep employees focused on the task at

hand, thereby achieving maximum productivity profit for the entire organization having a clear

vision supported by open communication with a manager can help employees perform their

task seamlessly which can increase their morally and job satisfaction.

Local



How effectively work as accomplished depends a great deal on the supervision people

receive. Good supervision encompasses motivation, performance review, the ability to make

decisions and communicate expectations and disappointments, and ordinary common sense.

Motivation comes from a Latin word which means “to move.” Thus motivation is the

internal process that moves or energizes you to fulfill various goals. Motivation techniques are

important to your job of supervising others. Such techniques include the following:

1. Set objectives – Help employees establish challenging, measurable objectives that

will motivate them. Follow through to see that the objectives are achieved.

2. Give recognition – Recognition should be given through verbal praise, a thank you

letter, the company newsletter, etc.

3. Enrich the job – Give employees a greater variety of duties to perform only if he or

she has the time and the desire to do them. Make the job more challenging so that

you help him/her prepare for advancement. This can also be secured by additional

education. Seminars, workshop, or classes can provide a greater understanding of

the job and duties. This contributes to promotional possibilities.

4. Develop a team – Productivity can increase when each person in the group

contributes to the effectiveness of the team. Motivation stars when you give your

undivided attention to the people you supervise.

5. Compensate the job appropriately – Yearly or semiannual performance reviews that

reward good work can help motivate.



Gines (2003) emphasizes that psychologists who have analyzed motivation have found

that motive has two components, needs and drive. Needs are based on the same deficit

within the person. The deficit may be physiological or psychological. In either case, however

the deficit must lie within the person. Drives, on the other hand, are based on needs and have

the other feature of an observable change in behavior. Drives imply motion of some sort. The

person is not considered to be in a drive state until the need has goaded the person into

action. The term motive refers to a drive (an activated need) that is directed toward or away

from the goal. Therefore, the inner deficit (need) pushes the person into action (drive) toward

or away from some particular goal (motive).

Garovillas (2004) states that motivation is the way in which needs or drives direct a

person of effort placed by an individual to seek specific goals. Managers, however, cannot

observe the motivation process directly because it occurs internally so they observed

behavior and make conclusions about a person’s motivation.

Chapter 3



Research Methodology

This chapter discusses the methods and proceduresthat were used in this study. It

includes the method of research used, subject of the study,population, sample size, sampling

design, research instrument, and the procedure in collecting of data, and the statistical

treatment of the data gathered.

Method of the Research Used

For this particular study, the researcher will usethe descriptive design method in

gathering data. Descriptive Researchdescribes and interprets “what is”. It reveals the

conditions or relationship that exist or do not exist, practices that are held or are not held;

processes that are going on orotherwise, effects that are being felt, or trends that are

developing.

According to Calderon, Descriptive Method of Research is a purposive process

of gathering, analyzing, classifying, and tabulating data about prevailing

conditions,practices, beliefs, processes, trends, and cause effect relationship and then

makinginadequate and accurate interpretation about such data with or without the aid

of statistical methods.

It attempted to describe the motivation factors that affects the job performance of

the Office Staff working in Municipality of Silang, Cavite.



Subjects of the Study

In this study, the process used was a survey of the responses of the five (5)

Office Staff in fourteen (14) offices in the Municipality of Silang Cavite.

Population, Sample Size and Sampling Technique

The researcher’s respondents of the study are the Offices Staff infourteen (14)

department of the Municipality of Silang, Cavite.There are a total of five (5)

Respondents- Employers in every offices who participated in the study about motivation

factorsaffecting the performance of Office Staff in the Municipality of Silang, Cavite. The

Respondent- Employee's are chosen on that basis of their knowledge of theinformation

needed.

Research Instruments

This research help the researcher to gather information and data for the purpose

of gaining evidence for the study. It will give the answer to the statement of the

problem.The survey was conduct in the form of questionnaire and interview. A lot of leg

work was use in gathering some information and data in an effort to achieve thevalid

objective opinion.

Questionnaire (Respondent - Office Staff). The questionnaire with

anattachment letter of request to make a survey to your offices. It is distributed fromthe

Office Staff of different department or Offices of Municipality of Silang, Cavitethat will

help more for the completion of the particular study. Questions and additionalcomments



as the substitute interview for the prospective Office Staff in hopes ofobtaining a variety

of useful information.

-Survey questionnaire and interviews are the researcher’s sources of information. It helps the

researchers in gathering of data concerning the current status of the subject of the study

determining how the employer can motivate their employees.

The information from the questionnaire will be tabulated, and the data will be analyzed

and interpreted by the researcher in order to answer the existing problem.

The study will be summarized, conclusions will be drawn, and recommendations will be

made based on the conclusions reached from analyzing the study.

Data Gathering Procedure

The researcher use the two major type of collecting data which are the primary

sources and secondary sources.

Primary Data Collection. It is direct method of gathering data from the

respondent. The researcher use the survey questionnaire.

Secondary Sources. It is indirect method of getting the data from

differentpublished and unpublished materials. The researchers used the books and

electronicsource.

Statistical Treatment



Thesis Chapters 1-3 (2) motivation

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