Abstract

The fundamental to generating the effective motivation scheme is a reaction to the question of what motivated workforces. The purpose of this research paper is to examine which motivation aspects are the most significant by employees. The aim is to scrutinize discoveries in relation to present motivation theories. The comprehension from the theoretical section of this research paper together with the outcome of the study can be necessary for Etisalat Corporation, administrators and for HR specialists who organize employment campaigns concentrated on enticing workers.

The investigation relied on a questionnaire given out to 152 resource persons from Etisalat Corporation in UAE. The questionnaire asked from a list of thirteen factors of motivation based their significance. The findings established that exciting work and better pay are the most essential factors for all employees. Promotion and growth in the corporation and complete acknowledgment of job carried out were as well incorporated among the five factors on the top based their significance

The outcome indicates that future business people get motivated by aspects from numerous diverse groups. By being aware of the motivating factors that are the most essential for future company growth can tackle the challenge of appreciating, motivating and keeping them.

Key words: Employee motivation, Incentives, Rewards, Motivation factors, Job performance.

Proposal

Purpose of the study:  The research paper investigated the factors that motivate employees at Elisalat Corporation for better performance. It uncovers factors that call for attention in order for best employee performance in the Company. It examines:

1. What factors motivate employees in an organization for best performance?
2. What features connect with people performance in a diverse environment?

Research Statement: At the present day, there is an increasing rivalry on the marketplace. Corporations begin to examine and employ applicants as well as retaining the best performers. Performance is a strategy employed by top world corporations.

Relevance of the study: Owing to a number of theories established in the area of motivation, it is difficult to ascertain the exact factors that motivate employees rather than to carry out an investigation on a particular set company. It is because the level of motivation varies from company to company depending on the manner they treat their employees. It is with this view that the researcher sought to investigate employee motivation at Etisalat Corporation in order to ascertain the company success and provide a recommendation on the way forward.

Research design:  the design adopts the qualitative and quantitative design with the utilization of the questionnaire and interview.  20 resource persons will be conducted where 19 will answer questionnaire and interview the HR.

Table of Contents

Abstract 2

Proposal 3

Table of Contents. 4

Literature Review.. 5

2.1 Work Motivation Concept 5

2.2 Theories of Motivation. 6

2.3 The effects of motivation on employee’s performance. 6

2.4 Motivation factors – employee choices. 7

2.5 Conceptual Framework. 8

2.6 Hypothesis. 8

Methodology and Approach. 8

3.1 Introduction. 8

3.2 Research Design. 9

3.3 Data Collection and analysis. 10

3.3.1 Questionnaire. 10

3.3.2 Interview.. 11

4. Factors Motivate Employees in an Organization for Best Performance. 11
5. Features Connect With People Performance in Diverse Environment 12

Conclusion. 15

References. 17

Appendixes. 19

 1.0 Introduction

Human capital comprises immense world wealth. Management of the employees in an organization is crucial in the pursuit of augmenting effectiveness in an organization. One of the essential functions of human resource management is motivation. The significance of motivating employees at work is clear at all sections of the company.

Etisalat Corporation has 40 years in business specializing in technological products. It is one of the pioneering telecommunication establishments in the UAE. It is the largest seizing an approximate of AED 90 billion market value and gets estimated annual revenue of AED 39 billion that is the equivalent of $ 10.6 billion. Owing to its aggressiveness, it has branches in nineteen countries in Africa, Asia, and the Middle East.

The company is one of the pioneering institutions in the whole of UAE with the cutting edge technologies with utilization of the modern technological advancement in technology. The management is keen to adopting the current technologies in strive to enlarge their market share.

As a way of increasing its market share, in 2014, it acquired 53% of Etissalat Magrib. It saw the company capturing more than 800 million customers. The success and achievement that the company attains every day is worthy. It is not possible without dedicated ad motivated employees. It is with this view that the researcher sought to look at the employee motivation for the Elisalat success.

 Literature Review

2.1 Work Motivation Concept

Motives are longings, wants, feelings or instincts that drive an individual perform a task. Motivation is instigation to action. In an environment of working motivation, is to carry out an assigned task. It is a psychological procedure arising from the shared communication amid the person and the atmosphere that influences a person’s selection, energy, and perseverance. Work achievement connects with motivation. Individuals get motivated if they are optimistic of getting targeted results. Well motivated persons are likely to perform assigned task with the intention of attaining set goals (Batista-Taran et al., 2013).

2.2 Theories of Motivation

Maslow’s perception of the hierarchy of wants is less influential approach. It describes motivation as an outcome of unsatisfied wants. Herzberg concentrated on dissimilarity amongst motivators categorized as extrinsic and intrinsic. The analysis illustrates that depicts substantial flaws. Vroom’s expectancy-theory describes that motivation happens when the connection in performance and results is apparent and practical. Goal theory stresses the responsibility of feedback and placing goals relative to performance and motivation. The theory of the equity theory explains that individuals get motivated more if they receive equal treatment (Burchell, & Tumawu, 2014).

2.3 The effects of motivation on employee’s performance

Managers scrutinize means to motivate workers since they presume that motivation can direct to some optimistic results for the company. Studies present that certainly there is a relation amid motivation and performance. Establishments frequently employ inducements to motivate their workforces (Harvard Business School, 2007). A meta-analysis on the influences of inducements on workstation performance indicates that the average influence of all inducement packages in all work locations shows a 22% boost in performance. It implies that inducements can considerably augment performance and get implemented with much caution. In the investigation, settings better than others display a reasonable degree of performance. Also, the program length determines the performance rate and long programs produce high-performance rates than short programs. It as well established that the competition between employees with benefits has some influence in performance (Javed, L., & Javed, 2013).

Inducements in terms of money have a direct bearing in the rate of performance as compared to non-monetary inducements. The ambitions of individuals vary and affect the performance based on certain motivating factors. Individuals who are maximizing on income get motivated differently with individual seeking for status. The person seeking income maximization get motivated when money is a motivating factor whereas person who is seeking status get motivated more when given a position with some status (Khan, Farooq, & Ullah, 2010).

2.4 Motivation factors – employee choices

There are vast researches carried out and establish that full appreciation of the work done, feeling of attachment in on things and exciting work are the essential motivators for workforces. The motivating factors for each employee in an establishment are safety-implying that employees who get concerned with their job security perform best with the intention of keeping a job. Interesting job is another factor-it is the job with no boredom that gets workers work to their best and delivers results. When there is a chance for progression in the job, employees tend to concentrate very well and hence high performance. Consequently, when employees get appreciation, discharge of duties and task is to hasten with the intention of getting appreciation and compliments now and then from the boss. The administration of the Corporation as well plays a critical role in the performance. Good visionary management can get workers perform better (Wani, 2013).

It, therefore, concludes that there are factors that motivate a group of employees more than others in a different group. Therefore, factors of motivation vary from company to company, from groups to groups, from programs to programs, and from persons. All these variations depend on the approach adopted by the organization and the individual based on the set goals.

2.5 Conceptual Framework

Figure 1: Conceptual framework

(Source: Researcher)

As the research investigates the interconnection between motivation, motivation factors, and job performance, employees of Etisalat are the sample of the study. The dependent variable is the independent variable is job performance, and intervening variables are the motivation factors. The framework of the proposed conceptual model is shown.

2.6 Hypothesis

H1: Employees’ performances are optimistically connected to the organization’s profitability.

H2: Employees’ motivation is optimistically connected to their performances.

 

 Methodology and Approach

3.1 Introduction

The study sought to find out employee motivation. In particular, it sought to find out employees’ motivation in relation to the success of Etisalat Corporation. The study uses two methods-qualitative and quantitative approaches. The reason is to bring into line the researcher’s stand-point, which has come out from an interpretation idea that understanding of the Company purposely as composed of individual‘s working encounter with others (Flick, 2014).

Cooper and Schindler (2010) assert that qualitative-research is utilized by scholars to scrutinize facts from their own standpoint and dig-out the facts and suggestion so as to get an all-inclusive judgment of a dilemma. Based on a study by Corbin and Strauss, (2008) the five features of qualitative research are inductive reasoning, illustrative data, concern with the procedure, and naturalistic. The meaning emphasizes the need and significance of qualitative research.

In investigating the current Company system, the tangible justification following such system and what formed the place with Etisalat Corporation in UAE; the study adopts an informative position via questionnaire. Also, a phenomenological approach fit with the research-problem. This process takes care of the experiences of an individual’s view as championed by Flick (2014), that this approach provides details of the perceptions of human beings via qualitative technique.

In arriving at the investigation of Etisalat Corporation in UAE, the researcher got instigated by the success of the Corporation. Therefore, he came up with the goals of looking employees’ motivation in relation to the success of Etisalat Corporation and how the penetrate the various markets in UAE and some sections of Africa. It is evident that the qualitative approach is essential for the study, and that is why the researcher opted to conduct the research in the background of quantitative and qualitative approach.

The sample is 20 resource-people-employees of the Corporation, 19 for questionnaires, and 1 HR for interview questions (Celsi et al., 2011).

3.2 Research Design

The study utilized a mixed system. The adoption of the method adopted since it facilitates utilization of both research-methods. The study employed the questionnaire for capturing a quantitative collection of data and interview with open-ended questions for qualitative collection of data (Flick, 2014). Jackson (2014), asserts that the researcher get discretion to use both quantitative and qualitative methods that aid sensitivity, contextual, coherence, and creativity and born in mind that the mixture of quantitative data does imply the use of both diverse approaches (Jackson, 2014). The two methods complement one another. The introduction of the quantitative questionnaire in the research is to dig deep into the problems at hand in the study environment.

3.3 Data Collection and analysis

Based on mixed research blue-print, interviews and questionnaire were the principal systems of collecting data. The researcher undertook the interview and issue out questionnaires for data collection.

3.3.1 Questionnaire

This data collection method utilized to examine employees’ motivation in relation to the success of Etisalat Corporation. It is thirteen point-scales for rating and evaluating employees’ motivation in relation to the success of the Corporation. The researcher chooses as it offers an opportunity to gather information regarding the employees’ motivation in relation to success. Kumar (2005) support that the method utilized via alteration of sentiments and apprehension concerning employees’ motivation in relation to the success as it provides a deeper understanding on employees’ motivation, hence the employees’ motivation in relation to the success of Etisalat Corporation. Kumar (2005)  further assert that scales of attitude offer the depth of an aspect or concern as it  provides a way of merging diverse aspects to one indicator thereby reducing the danger of manipulating of opinions by a section of respondents on the matter at hand (Kumar, 2007). In addition, a scale for Etisalat Corporation developed which provide a chronological point to the major issues. Zikmund, Babin, Carr, and Griffin, (2012)assert that this present an opportunity for resource-persons to rate themselves with motivating factors and performance It is possible with the use of Likert scale presented as a bi-directional checklist with positive and negative statements ( Zikmund, Babin, Carr, & Griffin, 2012).

3.3.2 Interview

According to Jackson (2014), interviews are major parts of gathering data with the use of mixed-research. Additionally, an interview is an essential for generating procedure of recognizing other incidences. Therefore, the researcher felt that interviews provided an excellent way of getting information from the resource-persons to grasp their opinions and encounters because in an interview situation is probably a researcher to get comprehensive facts by questioning (Kumar, 2005, p.131). Hence, cross-examination is a perfect means of gathering data in a situation requiring thorough facts.

4. Factors Motivate Employees in an Organization for Best Performance

It is clear that the most essential factor selected was interesting work. It leads to ranking by mean due to the position of ranking with many respondents.  Percentage of interesting work was 55%, 22%-good wage, 74%-well informed.

Interesting work, good wages, and feeling of being well informed and involved are essential, and other factors followed in order of importance starting with full appreciation of the work done, promotion and growth in the organization, freedom to plan and execute work independently, job security, open communication, a good match between job requirements and abilities and experience, good working conditions, participation in goal setting, personal charisma to employees by supervisors, and discipline by supervisors. The last place is that of the supervisor getting 22% of responses from employees and more that 50 percent placed on the three positions ranked last. The supervisor’s individual loyalty to workers positioned in twelve and positioned in three places by 33 percent of the employees. The table 1 below illustrates the results.

 

Factors	Results
Job Security	4.5
Interesting Work	4
Personal Loyalty to employees from supervisors	7
Good Wages	3.5
Good working Conditions	8.5
Promotion and Growth in Organization	4.7
Tactical Discipline from Supervisors	8
Full Appreciation of work done	6.5
Open Communication	8.1
Feeling of being Well informed and Involved	8.3
Freedom to plan and execute work independently	6.9
A good match between job requirements and abilities and experience	8.6
Participation in goal Setting	10.1

 

 

Figure 2: Mean ranks and other factors

 

5. Features Connect With People Performance in Diverse Environment

In looking at gender, there is no statistically-significant difference between the distributions in means ranks of men and the mean ranks of women.

The rho correlation test of Spearman employed to assess the relationship between complete ranks given by men of women indicating strong conformity between the groups.

Besides, there are dissimilarities in order of factors for men and women. Growth and promotion are critical to men. Women critical areas are involvements and getting informed. Other factors ranked high are open communication, a good match amongst job requirements and abilities. It received high ranking by women. Independent work execution and freedom of planning ranked high by men. Table 1 indicates the ranking by both male and females.

 

 

 

Factors	Male	Female
Job Security	7	9
Interesting Work	1	1
Personal Loyalty to employees from supervisors	11	11
Good Wages	2	2
Good working Conditions	12	10
Promotion and Growth in Organization	3	6
Tactical Discipline from Supervisors	13	13
Full Appreciation of work done	4	4
Open Communication	8	5
Feeling of being Well informed and Involved	5	3
Freedom to plan and execute work independently	6	8
A good match between job requirements and abilities and experience	10	7
Participation in goal Setting	9	12

 

Table 1: Ranking of motivation by gender

 

Figure 3: Factors that motivate other people.

In looking at subordinate staff, figure 3 indicates the results with a good wage being the leading factor that motivates people to work.

From the results, the predominant factors are interesting work and good remuneration for employees of Etisalat. It confirms the factors established by Xie, and Haidung, (2013). Work, that is interesting to employees get them performs better owing to interest and concentration. Remuneration is another critical factor. Monetary terms, allow employees to meet all the needs and want in life hence they work best when given better terms. According to the theory of Maslow, the wants on a higher rank take place when the lower get met. It explains why better pay is a critical factor for employees. Money allows one to meet basic need connected to everyday expenditures.

McClelland (1968) proposed that needs alter over time. The reason is that people modify them via experience.  Because a comparable group of factors was more crucial for women than for men, the difference is worth to mention. Kovach proposed that maybe women are more interested in interpersonal relations and communication than men. That confirmed in the study of employees. Open communication, was, in fact, more important for female employees than for male employees. The reason is due to the orientation to work as a life responsibility (Hafiza et al., 2011).

The study establishes that the probable options of turning a job interesting is designing a job through a variety of tasks and enlarging it. Another good way is enriching the job however; it affects the pay level since there is an increase in responsibilities. Appreciation and a good work environment are other factors that emerged in the study. Therefore, Elisalat and other organizations must ensure that these factors are in place for good work performance.

Conclusion

The reason of carrying out the investigation was to establish which motivation factors thought as the most crucial by employees of Etisalat Corporation. The theoretical part of the research paper depicts that motivation is very multifaceted and with no simple solution to the question what inspire workers. The outcome of the research carried out so as to establish and scrutinize factors that inspire workforces from Etisalt Corporation illustrated that motivating factors in the category of intrinsic and extrinsic are among the top of the list.

The outcome advocates that administrators and HR specialists who deal with employees or newly employed workers must not rely only on monetary terms as a principal motivation instrument. Conversely, even though non-monetary motivating factors are strong, they are not likely to direct to the optimum performance if they are the only source of motivation. The study further suggests that the most suitable motivation and reward scheme must endeavor to gratify an assortment of requirements from more than one group. The perfect job for a person has to be interesting and well remunerated. Furthermore, the work atmosphere should generate a feeling of attachment, indebtedness, and protection.

Conceivably there have to be as well an immense opportunity for elevation. The designated job would encourage workforces to execute tasks very well. Even though, it may be difficult to present a position that meets all those necessities, Etisalat and another Corporation must be aware of their presence. Establishments can convene the task of drawing, inspiring and keeping workforces by being equipped for a multiplicity of the anticipations. The facts gotten from the research paper may be a decent beginning position for generating motivation structures for employees as well as for the preparation of recruitment focused on future employees for Etisalat Corporation.

References

Achim, I. M., Dragolea, L., & Balan, G. (2013). The Importance of Employee Motivation To

Increase Organizational Performance. Annales Universitatis Apulensis Series Oeconomica, 2(15).

Batista-Taran, L. C., Shuck, M. B., Gutierrez, C. C., & Baralt, S. (2013). The Role of Leadership

The style in Employee Engagement.

Burchell, B., & Tumawu, K. D. A. (2014). Employee Motivation and Work Ethic in the State and

The private sector in Ghana: A Survey of Teaching and Banking Professions. Online Journal of African Affairs, 3(4), 55-62.

Cooper, D.R., & Schindler, P.S. (2010). Business Research Methods. 8th Edition.

New York: Mc GrawHill

Corbin, J., & Strauss, A. (Eds.). (2008). Basics of qualitative research: Techniques and

procedures for developing grounded theory. Sage.

Celsi, M. W., Money, A. H., Samouel, P., & Page, M. J. (2011). Essentials of business research

methods. ME Sharpe.

Flick, U. (2014). An introduction to qualitative research. Sage.

Hafiza, N., Shah, S., Jamseheed, H., & Zamam, K. (2011). Relationship between rewards and

employee motivation in the non-profit organization of Pakistan. Business Intelligence Journal, 4(2), 327-334.

Harvard Business School. Press. (2007). Managing Performance to Maximize Results. Harvard

Business Press

Javed, L., & Javed, N. (2013). An Empirical Study on the Factors That Affect Employee

Motivation and Their Relationship with Job Performance.

Jackson, S. (2014). Research methods: a modular approach. Cengage Learning.

Khan, K. U., Farooq, S. U., & Ullah, M. I. (2010). The relationship between rewards and

employee motivation in commercial banks of Pakistan. Research journal of international studies, 14, 37-52.

Kumar, R. (2005). Research Methodology: A step-by-step guide for beginners (2nd ed.).

Thousand Oaks, CA: Sage

Rouzbahani, M. T., Hoseini, M., Yadrooj, H., & Shirafkan, A. (2013). The Effect of Employee

Motivation and Perception Using Knowledge Transfer.

Wani, S. K. (2013). Job stress and its impact on employee motivation: a study of a select

commercial bank.

Xie, W., & Haidung, L. (2013). The Role of Job Satisfaction and Motivation in Professional

Development.

Zikmund, W., Babin, B., Carr, J., & Griffin, M. (2012). Business research methods. Cengage

Learning.

 

 

 

 

 

 

 

 

 

 

 

 

Appendixes

1. QUESTIONNAIRE FOR EMPLOYEES

Dear employees

In the course of my research project, I would like to ask you to fill a short questionnaire about factors that motivate you in your job.

Your answers are anonymous and confidential. It will take no more than 3 minutes to complete the questionnaire. Tick where applicable.

1. Gender:

Male

Female

2. How old are you?
3. What is your nationality?
4. Do you already have a study related job?

Yes

No

5. Please rank the following factors in order of how each one will motivate you in your future job or motivates you if you already have a study related job. Insert a number in front of the factors.

(Where 1 = Most, 13 = Least)

1. Job security
2. Interesting work
3. Personal loyalty to employees from your superiors
4. Good wages
5. Good working conditions (such as light, temperature, cleanliness, low noise level)
6. Promotion and growth in the organization
7. Tactful discipline from your superiors
8. Full appreciation of work done
9. Open communication
10. Feeling of being well informed and involved
11. Freedom to plan and execute work independently
12. A good match between your job requirements and your abilities and experience
13. Participation in goal setting

6. If there is any other factor that you find motivating at work please state it here:

……………………………………………………………………………………………………

……

7. What are three the most important factors that motivate other people?

(Please mark them using X)

1. Job security
2. Interesting work
3. Personal loyalty to employees from superiors
4. Good wages
5. Good working conditions (such as light, temperature, cleanliness, low noise level)
6. Promotion and growth in the organization
7. Tactful discipline from superiors
8. Full appreciation of work done
9. Open communication
10. Feeling of being well informed and involved
11. Freedom to plan and execute work independently
12. A good match between job requirements and abilities and experience
13. Participation in goal setting
14. Your help is very much appreciated.

Thank you for your support

 

1. INTERVIEW QUESTIONS FOR HR
2. What kind of motivating system or method are you currently using for reporting progress on your organization?
3. What kind of metrics or measure do you currently use to measure the employees performance in your organization?
4. How do you follow through on work that you delegate to workforce? Can you give an example of the method employed?
5. Indicate some of the significant development efforts you have undergone in the last few years in performance management.
6. What are the challenges encountered in the organization in relation to the performance management and employee motivation?
7. What are the challenges do you encounter in relation to poor performance?
8. How do you deal with these challenges
9. Is the organization has reward system/structure? How often do you reward your employees?
10. What are the motivating factors employed in the company as a way of motivating employees?
11. Describe in your own words motivation system in the organization. How has it assisted in the organization’s function?
12. In general what can you say about the performance appraisal system in relation to the company/ achievements?

Thank you for your support

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