Work based Project

The objective of the study will be to investigate the factors that affect motivation in the United Kingdom, a case study of G-TEC Distribution LTD’s Sales department. The independent proposed to be used for the study are; Incentives, compensation, culture and employee relations.

The study shall apply descriptive research design. The target population of G-TEC distribution Sales Department stands at 80 staff this range from the marketing managers, sales executives, and customer care the study plans to target five top management staff, 11 sales executives, and 64 customer care experts.

The sample size proposed to be used is 40. Stratified sampling technique shall be used to divide the heterogeneous population into homogenous strata for easier estimates of the variables and their parameters. Structured questionnaires which have both closed and open questions shall be used.

The questions addressed in the instrument shall focus on gathering answers raised by the research questions. The data will then be analyzed using quantitative and qualitative means so as to develop meaningful descriptions of scores.

CHAPTER ONE

INTRODUCTION OF THE STUDY

Clearly explain the context and rationale for the research.

1.1 Introduction

This section serves as a window of the research work it brings to picture the intentions of the study and the direction it will take.

1.2 Background of the study

There is an old saying that states that you can take a horse to the creek but you can not force the water upon it, it shall drink only out of choice this proverb applies with employees in an organization, individuals in an organization will undertake tasks given either via prompting or through self initiative or motivation. It’s better for the employee to do a task through their own will rather through being made to because then they will give their best as compared to when they are forced to do so and they do only what is required to keep their immediate superiors content. McAuley, Duberley & Johnson (2006)

The APA (American Psychological Association ) define Motivation as the process of starting, directing, and maintaining physical and psychological activities; includes mechanisms involved in preferences for one activity over another and the vigor and persistence of responses. According to Abraham Maslow’s theory of hierarchy of needs, people are motivated by unfulfilled needs which according to his representation are hierarchical in order ranging from the most basic to the most complex.

Motivation has been defined as: the psychological process that gives behavior purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, & Lindner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993).

According to Herzberg There exists two main types of motivation the intrinsic and the extrinsic, intrinsic motivation is when an individual does not need any external factors to influence their level of motivation their drive is inherent, whereas extrinsic motivation is the complete opposite of intrinsic as it requires that someone be prodded from without so as to have them carry out a certain task as required Herzberg who was the originator of this theory went on to add that some factors in the organization can contribute to job satisfaction and that their absence doesn’t necessarily lead to dissatisfaction but contentment is also elusive in such an instance.

For maximum utility of any department in an organization the individuals working there in have to be inclined to put their best foot forward at all instances. Some of the major factors influencing the motivation of staff are incentives, compensation being the most popular, work place culture, and employee relations that is how well the workers in a particular department correlate to each other. Motivation is a skill that must be learned if a business is to survive and succeed in a highly evolving and competitive business world. (Pritchard & Ashwood 2008)

1.2.1 G-TEC Distribution Ltd. Profile

G-TEC DISTRIBUTION LTD was established in 2002 to offer national security installers and CCTV distributors a wide range of CCTV products and CCTV systems that combines value for money, high quality and most importantly excellent after sales customer service. G-TEC is the home of the Serage high end range of CCTV products which offers users exceptional quality and reliable products made by respectable manufacturers in Korea. In July 2010, G-Tec moved to an over 6000 Square ft. warehouse and office space facility where we also offer installers training on the full product range installers training on the full product range In Sep 2011 G-TEC opened a dedicated export department for promoting the SERAGE range Worldwide. G-TEC is well established and recognized in the UK security industry. With over 10 years experience and a vast network of strong relationship that we have built with suppliers and installers, and has had continuous growth in terms of sales, size, coverage and company market share in the UK and Worldwide.

1.3 Statement of the Problem

Not all people are motivated by similar things and motivation for different individuals changes over time.

Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly (Bowen & Radhakrishna, 1991). For example, research suggests that as employees' income increases, money becomes less of a motivator (Kovach, 1987). Also, as employees get older, interesting work becomes more of a motivator.

An employee's performance typically is influenced by motivation, ability, and the work environment. Some deficiencies can be addressed by providing training or altering the environment, motivation problems are not as easily addressed (Bowen & Radhakrishna, 1991).

Despite extensive research into motivation it has been poorly practiced within organizations as its not seen to be contributing directly to the bottom line, this is not true because those that do influence revenues gained by the organization need to be emotionally in sync with their various tasks and this is only feasible if the are properly motivated

The assumptions of scientific management were that work is inherently unpleasant for most people and the money they earn is more important to employees than is the nature of the job they are performing.(Smith 1990)

Maslow was of the opinion that an employee even though provided with the necessary resources needed for them to carry out their respective tasks might not do their assignments to the best of their ability; this might be brought about by problems inherent to the organization or those that are within an individual

This study aims to try and find out some of the factors that affect the motivation of employees in the organization.

A) Background

Have clear aims and objectives.

1.4 Objective of the study

The objective of this study is to come out with a better understanding of the factors that influence motivation in the sales department of G-TEC distribution limited.

1.4.1 Aim of the Study

The studies major purpose was to determine factors affecting motivation in the United Kingdom

1.4.2 Specific Objectives

a) To asses the effect of incentives on motivation

b) To find out the effect of office culture on motivation

c) To investigate the effect of compensation on motivation

d) To establish the effect of employee relations on motivation

1.5 Research Questions

a) The study will attempt to answer the following questions;

b) In what ways do incentives affect motivation?

c) What is the effect of office culture on motivation of employees?

d) To what extent does compensation affect motivation?

e) What is the influence of employee relations on motivation?

A) Explain some of the practical issues which have engendered interest in the student for this research.

1.6 Significance of the Study

1.6.1 Marketing managers

The study will help the marketing managers to understand factors that influence motivation in the place of work so that they can use them while relating with employees of their department.

1.6.2 Employees

The study shall assist employees in finding out some of the reasons that might lead to them not being motivated to carry out their various assignments

1.6.3 The researcher(s)

The research will broaden the research spectrum and knowledge regarding motivation in the work place and it shall be of use to academics as a perusal and as a guide for further research as it will act as reference material

Why its like a chapter 1 2 and …

CHAPTER TWO

LITERATURE REVIEW

B) Literature review

Provide evidence of adequate theoretical literature review drawn from academic journals and sources

WHERE IS THE ANSWER FOR THAT QUSTION ?

Identify a relevant theoretical basis for undertaking the intended research and present a clear justification for its applicability to the research topic

2.1 Introduction

This chapter concentrates on the relevant literature to the study so as to familiarize the researcher with the findings related to motivation as explored by other scholars and accredited researchers who have published their various accounts on the topic of motivation.

2.2 Review of Theoretical Literature.

There was a period in history when employees were considered just another cog in the wheel of industry this way of reasoning was turned on its stomach by Elton Mayo through his Hawthorne Studies, conducted from 1924 to 1932 (Dickson, 1973). This study offered that employee’s motivation was not just determined or influenced by money and that employee behavior was linked to other factors (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedeian, 1993).

.2.2 Review of Analytical literature and gaps to be filled

In this study we are going to focus on four common variables that influence the motivation of employees. These are incentives, compensation culture, and employee relationships.

2.2.1 Incentives

Incentive is defined as an act or promise for greater action. (Hollyforde and Whiddett 2002)

It serves as a stimulus to greater action. Incentives are something given in addition to money paid. It means additional remuneration or benefit to an employee in recognition of exceptional work done or to encourage the performing of great work or spur a competitive atmosphere amongst the work force. (Pritchard and Ashwood 2008)

There exists two types of incentives monetary and non monetary; monetary incentives are those that reward employees by means of money this was highly advocated for in the early school of management motivation in monetary means is important as it’s a prerequisite of satisfying the needs of people, Abraham Maslow argued that the behavior of an individual at a particular moment is determined by his or her strongest need. He came up with a hierarchy of needs and stated that people were motivated by unmet needs and cannot act towards satisfying other needs unless lower needs in the hierarchy are satisfied.

Money is helpful to satisfy the social needs by possessing various material items an employee experiences immediate reward for their extra effort. Therefore, money not only satisfies psychological needs but also the security and social needs., in many organizations, various wage plans and bonus schemes go towards motivating and stimulating the people to work. (Buford 1990)

Non-monetary incentives- are non-financial incentives which go to reaffirm the self esteem or ego and self- actualization needs of employees as offered by Abraham Maslow’s hierarchy of needs this includes job satisfaction, pride for accomplishment job promotion, and job security, Therefore, incentives can sometimes work to accomplish the objectives and aims set out by the management of a particular department this is highly evident in some departments that are highly competitive than others e.g. the sales department. Management can use incentives as a motivational tool for different purposes such as psychologically satisfy a person which leads to job satisfaction, inculcate zeal and enthusiasm towards work, get the maximum of their capabilities so that they are exploited and utilized maximally. For the increase of productivity, To enhance commitment in work performance, drive or arouse a stimulus work, shape the behavior or outlook of subordinate towards work, (Bedeian, 1993).

Higgins 1994 was of the opinion that there existed to definitions of incentives Positive Incentives and negative incentives. Positive incentives are those incentives which provide a positive assurance for fulfilling the needs and wants. Positive incentives generally have an optimistic attitude behind and they are generally given to satisfy the psychological requirements of employees. For example-promotion, praise, recognition, perks and allowances, etc. It is positive by nature. Negative Incentives are those whose purpose is to correct the mistakes or defaults of employees. The purpose is to rectify mistakes in order to get effective results. Negative incentive is generally resorted to when positive incentive does not work and a psychological set back has to be given to employees. It is negative by nature. For example- demotion, transfer, fines, penalties.

2.2.1 Compensation

Compensation is the monetary gains awarded an employee after they finish a task given its used to motivate them to see their job through and to do it to the satisfaction of the one rewarding them.

Under theories of motivation, Vroom's expectancy theory links an impenetrable relationship between moderation and compensation. According to this theory, satisfying one's expectations and giving value (rewarding) for his efforts will result in motivation. Generally employee in any organization is primarily at the organization for the monetary gains to be received.

Some employees are motivated by money. In fact, most of the human resource in an organization is motivated by money; at least for their basic needs. Employee motivation through compensation can come in the form of profit sharing, commissions, raises, performance bonuses, or any number of "perks e.g. paid for vacations, or other tangible items purchased and used as rewards. Compensation can be a strong driver of employee behavior under the right

In jobs where significant variability in pay occurs in compensation and where it is closely related to key performance factors, then pay can be a big motivator many companies that put in company-wide incentive plans have gotten great productivity results with well-designed plans.

Every employee working in the companies concerns about regular payment of salaries by the management and it is fact that regularly payment of salaries shows positive impact on motivation of employee. Hence there is direct linkage between compensation and motivation of employee.

The theory of motivation states that “Failure in Compensation Design Leads to Failure to Motivate (behavioral change)”

2.2.3 Culture

Organizational culture can be defined as the collective behavior of people in an organization and the meanings that the people attach to their actions which includes the, visions, , working language, values systems, norms, beliefs and habits of that organization. It is the environment in the workplace that has been formulated by the employees through their interactions.

Henry Mintzberg has described organizational culture as the “soul of the organization-the beliefs and values and how they are manifested.

David’ McClelland’s theory was built on Maslow’s work by identifying three motivators that are common to human beings. According to McClelland, these motivators are learned .McClelland was of the opinion that regardless of people’s gender or age, they all have three motivating drivers, and one of these is their dominant motivating driver. This dominant motivator is largely dependent on culture and life experiences. The three motivators are achievement, affiliation, and power. (D. McClelland 1988)

Motivation and satisfaction are vital in any organizational culture where a strong culture will have high levels of employee motivation and satisfaction where a weak culture will have a high employee turnover

A culture that incorporates regular employee input especially when it comes to matters change goes to remind the employee that what they are doing is important and necessary and that they share the same goals and values of the organization. Motivating employees through the values that they can relate with and own helps ease the achievement of said goals. Both organizations and employees come out winners when proper culture practices are put into place.

2.2.4 Employee Relationship:

Employee relation ship entails the camaraderie that exists between the human resource of a particular department when the employee relationship is positive there exists open lines of communication and interdependency. When it comes to completion of tasks employees will tend to be more cohesive towards each other and will be focused and motivated towards achieving setout objectives. (Bowen & Radhakrishna, 1991).

When employee relations are strained motivation levels suffer because every employee depends on themselves to achieve the assignments they are tasked with and where as when they do it together they might achieve faster, coordinated and greater results ie. Sales territories, factory floors, they tend to fumble their way through their work and end up with mediocre out comes

Present a conceptual framework or relevant hypothesis that synthesise your approach (these do not necessarily have to be original).

2.5 Conceptual frame work

FIGURE 2.1 Conceptual Frame work

Independent variables

( Source: (2012) ) ( DEPENDENT VARIABLE ) ( EMPLOYEE RELATIONSHIP ) ( COMPENSATION ) ( INCENTIVE ) ( CULTURE )

CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY

C) Methodology

The research proposal should:

Identify an appropriate research methodology that is relevant for the topic and provide a rationale for the selection of this approach over others.

Explain how the chosen methodology is relevant to the aims and objectives of the intended research.

Explain how you intend to collect in your data (via primary and secondary data)

Demonstrate an understanding of the limitations of the chosen methodology.

D) Research Design

The research proposal should:

Present an outline of how data is to be collected, verified and recorded

Explain the sources of data, possible interviewees or targeted subpopulations

The processes through which the data would be examined and analysed

3.1 Introduction

This chapter specifies the nature of the research design, target population, sample and design data collection method, data analysis and the results that were expected.

3.2 Research Design

The researcher will use descriptive research design to collect information. Descriptive research is used when collecting information about people’s attitudes, opinions, and habits or any of the variety of social issues (orodho and Kombo 2002) and therefore the is of the opinion that it would best serve his purpose. The respondents were expected to give description on their understanding of the factors affecting motivation in the UK

3.3 Target Population

The target population is a complete set of individuals with some common observable characteristics (mugenda &mugenda 1999). The study will target 80 employees of G-TEC Distribution Ltd. Ranging from management, sales executives and customer care the target population of the study was as follows:

Table 3.1 Target Populations

Source Author (2012)

3.4 Sample Design

Sampling is the process by which a relatively small number of individuals, objects or event is selected and analyzed in order to find out something about the entire population from which it is selected. A sample is a small proportion of targeted population selected using some systematic form.

Due to the nature of the study, the researcher used a stratified random sampling technique because it enabled generalization of a larger population with a margin of error that was statistically determinable and also gave the employees equal opportunity to participate.

Therefore the researcher shall consider a sample of 40 employees. The size will be as follows:

Table 3.2 Sample Size

Source: Author (2012)

3.5 Data collection methods

Questionnaires will be used in the study. Questionnaires shall be hand delivered and collected after a few days. The questionnaires used shall be both open ended and close ended questions closed ended questions will be used to ensure that the given answers are relevant. In open ended questions, space shall be provided for detailed explanations to be provided by the respondents.

3.5.1 Validity and Reliability of the Data collection Instruments:

Pilot study shall be rolled out to pre-test the methods and tools of data collection. The researcher shall develop ten questionnaires which will be sent to selected respondents and then the information acquired evaluated to assess reliability of the instrument.

3.6 Data Analysis

Data analysis procedures include the process of packaging the collected information putting it in order and structuring its main components in a way that the findings are easily and effectively communicated. After the field work, before analysis, all questionnaires shall be checked and verified. Editing, coding and tabulation will be carried out. The data shall be analyzed using quantitative and qualitative techniques.

Proposed Time Schedule

A timescale in the form of a Gantt chart for how the research is to be conducted over a period of time

Gantt chart for the schedule:

Key:

- Duration

Source: (2012)

An outline of questionnaires or interview guides that are likely to be used for collecting primary data.

QUESSTIONNAIRRE

Please answer the questions by checking/ticking the appropriate box or by writing in the spaces provided.

Section I: General information

A. Gender

(a) Male [ ]

(b) Female [ ]

B. Age in years?

a) 18-26 [ ]

b) 26-34 [ ]

c) 34-43 [ ]

d) 43-54 [ ]

C. Highest level of education?

a. Primary [ ]

b. Secondary [ ]

c. College [ ]

d. University [ ]

Marital Status?

a) Single [ ]

b) Married [ ]

c) Separated [ ]

d) Divorced [ ]

Section II: Effects of availability of incentives

5 In your view how would you rate availability of incentives in the sales department?

a) Very high [ ]

b) High [ ]

c) Moderate [ ]

d) Low [ ]

e) Very low [ ]

6. Do you think availability of incentives would influence motivation in the sales department?

Yes [ ] NO [ ]

7. How can the organization use incentives to motivate the staff in the Sales department?

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Section III Effect of Culture

8. According to your judgment how would you rate the effects of culture on motivation in the sales department?

Excellent [ ]

Good [ ]

Bad [ ]

9 Do you think culture influences motivation in the sales department?

YES [ ]

NO [ ]

10. How would culture affect motivation in the sales department?

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Section IV Effects of compensation

In your view how would you rate the effect of compensation on motivation in the Sales department?

Minimal [ ]

Bad [ ]

Very bad [ ]

Grave [ ]

12. Do you think compensation would influence motivation in the sales department?

Yes [ ]

No [ ]

13. How do you think compensation affects motivation in the sales department?

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Section V Effects of Employee Relationship

14. In your view how would you rate employee relationship in the sales department as an influencer of motivation?

Very high [ ]

High [ ]

Moderate [ ]

Low [ ]

Very low [ ]

15. Do you think employee relationship influences motivation in the sales department?

Yes [ ]

No [ ]

16. How do you think employee relationship affect the presence of motivation in the sales department?

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A list of resources needed to conduct the research

Where is the Conclusions and recommendation ?

References

Bedeian, A. G. (1993). Management (3rd ed.). New York: Dryden Press.

Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. New York: John Wiley & Sons.

Vroom, V. H. (1964). Work and motivation. New York: Wiley.

Bowen, B. E., & Radhakrishna, R. B. (1991). Job satisfaction of agricultural education faculty: A constant phenomena. Journal of Agricultural Education, 32 (2). 16-22.

Buford, J. A., Jr., Bedeian, A. G., & Lindner, J. R. (1995). Management in Extension (3rd ed.). Columbus, Ohio: Ohio State University Extension.

Buford, J. A., Jr. (1990). Extension management in the information age. Journal of Extension, 28 (1).

Dickson, W. J. (1973). Hawthorne experiments. In C. Heyel (ed.), The encyclopedia of management, 2nd ed. (pp. 298-302). New York: Van Nostrand Reinhold.

Higgins, J. M. (1994). The management challenge (2nd ed.). New York: Macmillan.

Kovach, K. A. (1987). What motivates employees? Workers and supervisors give different answers. Business Horizons, 30. 58-65.

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, July 1943. 370-396 management and development handbook (2nd ed.).

Smith, K. L. (1990). The future of leaders in Extension. Journal of Extension, 28 (1).

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