An Investigation of the impact of staff motivation on organizational performance: A case study of comparing Primark retail store, Tesco Plc and ASDA Group Ltd.

Aim of Study The training aims to ascertain employee penury levels and its effect on organisational motion at the three sell stores. The circumstance related objectives atomic number 18To guess the completion to which the cheeks provide different need factors for its employees To test the kin amid employee penury and organisational writ of execution Rationale of correction Managers stimulate the responsibility of attaining organisational winner and competitive advantage through humans capital. They fanny do this by improve the motive levels of their employees (Wagner & Hollenbeck, 2010). The proposed hold im break up look for to engraft whether the focal point at the selected organizations has vest in place measures for increasing employee indigence to influence organisational death penalty.Background to the look for Topic/Literature Review demand want is a concept that is specify differently in publications. Some authors specify motivating as t he does where single(a)s localise on satisfy their perceived call for, individualized oddments, and basic goals and this activates human behavior (Guest & Conway, 2004). another(prenominal) definition is demand is a portrayal of the physiological adjoines that lead to stimulation and persistence of a voluntary military action that directed toward specialized goals (Kreitner & Kinicki, 2008). Employees who atomic number 18 ca implement mint be easily spotted found on their dedication, enthusiasm, doing, and their contribution to the objectives and goals of an organization. Other authors observed that a motivated individual has aw arness of the particular goals that put up to be attained in particular ways and focus their efforts on attainment of these goals (Nel et al., 2004).Motivation theoriesVarious theories exact been proposed to explain the demand of employees in organizations. These include Maslows hierarchy of involve, and Herzbergs hygienics possibl eness, the apprehension theory, goal theory, and fair process concept theory.Maslows hierarchy of take assumes that the indigence of individuals is based on achieving a hierarchy of necessarily (Griffin & Moorhead, 2009). Specifically, individuals hit physiological, safety, well-disposed, egotism-importance esteem, and self actualisation postulate that have to be met in the flirt setting. physiological needs include shelter, clothing, food, and water and are at the bottom of the hierarchy of needs. safe needs involve protecting individuals from injuries in the accomplishment setting and providing work conditions that are stress free. Social needs have in mind meaningful interpersonal interactions in the workplace. honour needs are related to a persons disposition for competency, consummation, recognition, prestige, and status. Finally, self actualization entails an individuals desire in reaching the gameest potential. Maslow suggested that higher(prenominal) needs screw only be effectuate after those at the bottom have been met. Therefore, after employees have attained their physiological needs, they want their safety, social, self-esteem and self actualization to be satisfied in that order. Managers female genital organ offer air security, fringe benefits, and ante up to meet the security and physiological needs of their employees. To meet social needs, managers should promote team work in the organization. Concerning esteem needs, these can be met by the paying employees for high procedure with recognition and establishing bondages between accomplishment attainment and pay. Finally, self actualization needs can be met through repugn work, promotion opportunities, training, and indecorum in job performance.Herzbergs hygienics theory contends those individuals are motivated beca phthisis of job satisfaction in their work environment. This theory views that individuals are motivated when special(prenominal) motivators are found in t he work environment (Griffin & Moorhead, 2009). These motivators include advancement, ambitious work, recognition, growth, responsibility and fulfillment. In addition, the theory delineates needs related to the job context or environment. These factors comprise of interpersonal relations, security, status, continuous cultivation opportunities, organizational culture, working conditions, and organizational policies. However, these factors do not result in demand among employees but when they are absent in the organization, employees become dissatisfied with the work setting. base on this theory, a manager can motivate employees by ensuring that twain hygiene factors and motivators are available in the organization.The expectancy theory argues that the behavior of an individual is laid by outcomes based on the concepts ofexpectancy, instrumentality and Valence (Kreitner & Kinicki, 2008). Valence describes the strength of an individuals preference for a takings or outcome for playacting a specific behavior. Expectancy is an individuals belief that a particular action get out lead to a specific final payment or outcome. Instrumentality explains the extent to which a person believes that specific performance levels leave alone result in the achievement of desired outcomes. Therefore, individuals are motivated to lean out specific assignments when they value the issues associated with the motion of the assignment. In this regard, if the outcome or reward of performance is very high, an individual get out be more(prenominal) motivated to coiffure the demand tasks to achieve the outcomes. This theory indicates that managers can employ various strategies to enhance pauperization among employees including setting achievable performance standards and crack the required support such as training to increase perceptions that employees effort volition result in performance. In addition, managers should link rewards given to employees to performance s tandards and the employees personal goals.The goal theory postulates that individuals are motivated to achieve challenging goals (Kreitner & Kinicki, 2008). The theory contends that goals are vital in guiding the actions and responses of individuals. This theory places goal acceptance, specificity, and difficultness. finis difficulty describes the distributor point to which a specific goal demands a lot of effort. Thus, assigning goals with more difficulty leads to higher performance levels. Goal specificity is associated with an adequately defined target for directing performance. Goal acceptance is associated with the extent to which goals are genuine as legitimate by individuals. Therefore, goal setting results in higher motive as it allows individuals to focus their efforts in the required direction (Daft & Marcic, 2009). Managers can influence the want of employees through goal setting by providing feedback about the employees progress in achieving the goals and by linki ng incentives to the achievement of the goals (Kreitner & Kinicki, 2008).Finally, the fair process concept theory deals with the degree to which organizational members perceive that the organization treatments them in a fair manner (Greenberg, 1993). This theory focuses on procedural and distributive arbiter. Distributive justice is related to perceptions of fairness in allocating rewards among employees. adjective justice is about perceptions of fairness in the procedures use in deciding reward allocations. Therefore, employees perceptions about the equity dimensions in allocation of rewards influences their pauperism levels (Greenberg, 1993). Therefore, employees can be motivated by honour them based on performance, using a performance appraisal system for accurately step the performance of employees, consistently using standardised standards for all the employees, and openly sharing learning on the organizations reward programs (Hellriegel & Slocum, 2007).Intrinsic and ext rinsic motivation Motivation of employees depends on both(prenominal) extrinsic and unalienable factors working together to improve the inscription of employees to task performance (Danish & Usman, 2010). outside motivation emphasizes external rewards including procedures and policy, awards, supervision, salary and fringe benefits. Extrinsic motivation has a great and fast effect on the level of motivation but it cannot be sustained for a longer period.However, intrinsic motivation places stress on internal rewards and deals with quality of the work setting. Therefore, intrinsic motivation is about rewarding employees for what they actually enjoy doing and has a measure effect on motivation levels. An organization can achieve intrinsic motivation by providing employees with challenging work and autonomy to enable employees to derive competence, achievement, and accomplishment from performing such tasks.The effect of motivation on performanceAn organization with a extremely m otivated hands is able to achieve its goals through the performance of work tasks by employees. It is suggested that motivated employees are highly inclined to be highly productive compared to those individuals who are not motivated (Chaudhary, Javed & Sabir, 2012). Khan (2012) completed a compulsory association between the performance of employees and their training and motivation and utter that organizations that want to enhance their employees performance should shorten on training as this motivates the workforce to attain higher performance levels. Frimpong and caramel (2009) observed that motivation among employees has a solid effect on productivity and that managers should focus on channeling motivation toward the achievement of both organizational and personal goals. The questioners concluded that motivational factors and motivation have a positive effect on the performance of teams (Frimpong & Fan, 2009).Another researcher argued that motivation is one of the main (prenominal) factors in the productivity of employees (Mullins, 2006). The author suggested that providing employees with comprehensible job goals, a supportive work setting, and the adequate skills are inadequate in themselves for ensuring that the job is performed and that employees should have adequate levels of motivation to exert the required efforts levels to the realization of the specific work objectives (Mullins, 2006). Other researchers discovered that employee motivation through recognition, benefits, promotion and payment leads to higher productivity (Khan et al., 2010). Indeed, Gana and Bababe (2011) established that adequate motivation of employees using appropriate incentives enhances their performance and in turn this take ins the achievement of organizational performance goals.In summary, this section has explored applicable literature on employee motivation and its effect on performance. Based on this, the proposed dissect result examine whether the case stud y organizations use different motivating factors to influence the motivation of their workforce and achieve higher performance. explore Questions and Methodology The research questions for this study forget includeWhich motivational factors are utilize in the selected organizations What is the effect of motivational factors on the motivation of employees in the selected organizations What is the restore of employee motivation on organizational performanceTo solution these questions, this study will combine both interpretivism and positiveness research philosophies. Interpretivism is concerned with intellectual the research participants subjective reality in relation to the study topic (Saunders, Lewis & Thornhill, 2007). Therefore, to bewilder knowledge about the motivating factors of employees at the selected organizations will involve collecting soft data from the employees. On the other hand, positivism involves considering social reality as sovereign from actors and de cimal methods are used in collecting data. Therefore, quantitative data in terms of a survey with managers will be cool and analyzed to square the relationship between employee motivation and organizational performance. Therefore, utilizing both quantitative and soft research methods will enable a more comprehensive and holistic approach to be used in investigating the study topic.Relevant information required and Data collection methods Both qualitative and quantitative data will be collected in this study. The qualitative data will involve interviewing 5 employees in the selected organizations to attend the motivating factors offered by major(postnominal) management in a way that is not influenced and controlled by the researcher (Patton, 2002). The interviews will be conducted using an interview guide with relevant open ended questions. Thus, interviewing the employees will ensure that important insights on motivation from the aspect of employees are acquired.On the other hand, quantitative data will be garner using a survey questionnaire administered to senior managers at the organizations. The survey questionnaire will have questions related to the motivating factors available in the organization and the extent to which managers perceive these factors as influencing different organizational outcomes.Accessibility, reliability, and validity and moral philosophy The participants for the study will be accessed by contacting senior management of the selected organizations via email to accommodate their permission to conduct the study. The senior managers will then ask the sampled employees to be part of the study. The confidentiality and anonymity of the participants will be keep by not revealing every identifying information in the data analysis. The results of this study will be valid and reliable as accurate measures of motivation and organizational performance will be used to collect quantitative data. The validity of qualitative data will be a chieved by capturing the actual meanings of the participants during transcription and analysis of data. Furthermore, the use of suitable data analysis procedures to acquire findings indicating the relationship between employee motivation and organizational performance will further establish the validity and reliability of this study.References Chaudhry, A., Javed, H., andSabir, M. (2012) The impact of transformational and transactional leaders styles on the motivation of employees in Pakistan, Pakistan sparing and Social Review. Vol.50, No.2, pp. 223 231.Daft, R., & Marcic, D. (2009) Understanding management. the States Thompson southernmost Western.Danish, R., and Usman, A. (2010) Impact of reward and recognition on job satisfaction and motivation an verifiable study from Pakistan, International ledger of barter and Management, pp. 159-167Frimpong, S., and Fan, L. (2009) Comparative study on the relationship between employee motivation and team performance of the Banks in Gh ana and China, minutes of the 7th International Conference on Innovation & Management, Wuhan Wuhan University of Technology Press, 2009Gana, A., and Bababe, F.B. (2011) The effects of motivation on workers performance (A case study of Maiduguri Flour Mill Ltd, Borno State, Nigeria), Continental Journal of Social Sciences. Vol. 4, No. 2, pp. 8 13.Greenberg, J. (1993) The social side of fairness Interpersonal and informational classes of organizational justice, In R. Cropanzano (Ed.), Justice in the workplace Approaching fairness in human resource management (pp. 79103). Hillsdale, NJ ErlbaumGriffin, W., & Moorhead, G. (2009) organisational behavior managing population and organizations. USA Thompson South WesternGuest, D., and Conway, N. (2004) Employee wellbeing and the psychological construct. London Chartered nominate of Personnel and Development.Hellriegel, D., & Slocum, J.(2007) organisational behavior. USA Thompson South-WesternKhan, I., (2012) The impact of training and m otivation on performance of employees, Business Review. Vol.7 No. 2, pp. 84 95.Khan, K., Farooq, S., and Khan, Z. (2010) The affinity between rewards and employee motivation in mercenary banks of Pakistan, search Journal of International Studies. visible(prenominal) at (Accessed on December 1, 2014)Kreitner, R., & Kinicki, A.(2008), Organizational behavior. Boston McGraw-hillMullins, L. J. (2006) Essentials of organizational behavior. USA learner HallNel, p., van Dyk, P. , Haasbroek, G., Schultz, H., Sono, T., & Werner, a.(2004) Human resources management. USA Oxford University PressPatton, M.(2002) Qualitative evaluation and research methods. Thousand Oaks, CA SageSaunders, M., Lewis, P., & Thornhill, A. (2007) Research methods for business students. USA Pearson Education LtdWagner, J. and Hollenbeck, J. (2010) Organizational Behavior Securing Competitive Advantage. 1st edition. refreshed York Routledge