Research line 1.2 - Essay and Writer's file

What Motivates People at Work 1


Manuel Zoccheddu

563244

11-01-2016


International Media and Entertainment Management

Manuel Zoccheddu

InHolland University of Applied Sciences

What Motivates People at Work?

What Motivates People at Work 4 What Motivates People at Work? Table of Contents

Contents What Motivates People at Work? ................................................................................................... 5 Money as Motivator ........................................................................................................................ 6

Table 1 ........................................................................................................................................ 7 Table 2 ........................................................................................................................................ 8 Table 3 ...................................................................................................................................... 10 Table 4 ...................................................................................................................................... 11

How do Employers Motivate People at Work? ............................................................................ 14 Conclusion .................................................................................................................................... 17 References ..................................................................................................................................... 18


What Motivates People at Work? A friend of mine used to work for a call centre. Many people have worked there before,

especially in young age, but if you haven’t: try to picture yourself in it for a moment. Long shifts sitting behind a screen, a stressful schedule and a strict sales quota to reach, a demanding supervisor who constantly controls you and keeps pushing you to make more sales, impolite and rude costumers who don’t care to hurt your feelings.

Personally, I couldn’t picture myself working in a call centre and I couldn’t figure out why Marije, that friend of mine, would have wanted to keep working there. There must have been some reason why she, deep inside, enjoyed spending her days at the call centre.

At first glance, I thought money was the reason. “Money is definitely the reason why she keeps working at the call centre”, I told myself. In fact, many call centres give you the chance to earn prices or bonuses in cash, for example reaching a fixed quota of sales. You can imagine how surprised I was to hear that the bonuses didn’t actually matter for her, in fact she told me that for the same amount of money she wouldn’t have changed her job.

What was the reason she kept working at the call centre then? If money didn’t actually make a difference, there had to be another explanation. It was then that I decided to research what motivates people at work. Money is important but taking in consideration the same amount of money, what makes a person choose a certain job? What motivates a person to stand up in the morning and go to work? I am sure everybody has experienced lack of motivation at work and with the following article we will try to find out what actually motivates people and what the reasons that bring them to quit their jobs are.


Money as Motivator Searching through the internet, I run into a TED talk called “What Makes us Feel Good

About our Work?” (Ariely, 2013). In this speech, Dan Ariely analyses a series of experiments which show that money isn’t the greatest motivator, and many others factors (such as meaning, creation, challenges, etc.) can influence our motivation at work.

“If you understood how important meaning is, then you would figure out that it's actually important to spend some time, energy and effort in getting people to care more about what they're doing.” (Ariely, 2013)

After watching the speech, I got curious and I decided to run my own test. Creating a small questionnaire and taking the circle of friends around me as target population, I decided to research what motivates people. For this sample, 51 questionnaires were filled in by people with a minimum age of 18 and at least one previous working experience. The first thing I wanted to figure out was if money actually matters or not.

During the survey, people had to face the following question: “If you would be offered a higher salary, would you do a job you don’t like?” As expected, only 19.61% of the candidates answered yes, while 41.18% said that they wouldn’t be willing to do it. What about the rest? The 39.22% of the candidates said that they weren’t sure about it, since the information given in the question was too little (Figure 1).


Analysing those results, I could not help but think of how those numbers were made up. A chi-square test was conducted in order to find a correlation between different age groups and

levels of agreement on whether people would or wouldn’t do a job that they don’t like (Table 1). The results indicate that with increasing age, the tendency to turn down a higher salary for a disliked job increased as well (p = .003 < .05).

Table 1

Cross tabulation of Age and Level of Agreement

Levels of Agreement Age

X2 Φ 18-25 26-35 36+ Yes 5 3 2 15.95a .003 No 3 8 10 Not Sure 12 8 0 Note. Note. (p = .003 < .05)

Figure 1. Percentage of people willing to accept a higher salary to do a disliked job. SPSS.


The percentage of people willing to accept a job that they don’t like decreases with aging, dropping from 50% to 20% (Table 2). A similar result is found within the people who are not sure about it, this percentage is high in the age group 18-25 (60%), lower in the age group 26-35 (40%) and null in the age group 36+. On the other hand, the percentage of people who aren’t willing to do a disliked job rises from 14.3% in the age group 18-25 until 47.6% in the age group 36+. This means that younger people find a more attractive motivator in money than older people.

Table 2


Levels of Agreement Age

Total 18-25 26-35 36+ Yes 5

50.0% 3

30.0% 2

20.0% 10

100.0% No 3

14.3% 8

38.1% 10

47.6% 21

100.0% Not Sure 12

60.0% 8

40.0% 0

0.0% 20

100.0% Total 20

39.2% 19

37.3% 12

23.5% 51

100.0% Note. % within Levels of Agreement. Categories 36-45, 46-55, 56-65, and 65+ have been grouped into category 36+.


“Maslow, a sociologist writing in 1943, suggested that individuals are motivated to satisfy a set of needs which are hierarchically ranked according to their salience” (Brooks, 2009).

While younger people are still focussing on the need of safety, trying to find a good employment or purchase properties, older people who have already achieved those needs are now seeking self-esteem or self-actualisation. This is the reason why a raise of salary would not necessarily motivate a person in the group 36+.

Figure 2. Maslow's hierarchy of needs. https://en.wikipedia.org/wiki/Abraham_Maslow


Once I established the percentage of people willing to do a job that they don’t like (19.61%), I wanted to figure out how much their salary had to increase to convince them to change jobs. Another chi-square test (Table 3) was conducted in order to find a correlation between the levels of agreement on whether people would or would not do a job that they don’t like and how much their salary would have to increase to convince them to do it (p = .001 < .05). As expected, the results (Table 4) indicate that people who answered yes are more inclined to accept a smaller raise of salary. Most of them chose the option €200-€500 per month (40%), while most of the people who answered no are not willing to do a job that they don’t at all (66.77%). On the other hand, the majority of people who weren’t sure whether they want to do a job that they don’t like answered that they will do it only for an amount of money higher than €500 per month (45.0%).

Table 3

Cross tabulation of Level of Agreement and Salary Increase

Salary Increase Levels of Agreement

X2 Φ Yes Not Not Sure € 100 - € 200 per month 2 0 2 21.54a .001 € 200 - € 500 per month 4 0 6 More than € 500 per month

3 7 9

I am not willing to do a job that I don't like

1 14 3 Note. Note. (p = .001 < .05)

What Motivates People at Work 11 Table 4


Salary Increase Levels of Agreement

Total Yes No Not Sure € 100 - € 200 per month 2

20.0% 0

0.0% 2

10.0% 10

7.8%% € 200 - € 500 per month

4 40.0%

0 0.0%

6 30.0%

21 19.6%%

More than € 500 per month

3 30.0%

7 33.3%

9 45.0%

20 37.3%

I am not willing to do a job that I don't like

1 10.0%

14 66.7%

3 15.0%

18 35.3%

Total 10 100.0%

21 100.0%

20 100.0%

51 100.0%

Note. % within Salary Increase.

Taking a further look at these tables, we can say that in most of the scenarios people were not willing to accept a salary increase to do a job that they don’t like, and in order to convince them to do it, the raise would have to be very high. In conclusion, we can say that Dan Ariely was right and that money is not the main motivator at work.


In order to understand what motivates people, I realized I also needed to learn what demotivates them. Through some experiments Ariely shows that ignoring employee’s effort demotivates them almost as much as putting them down (What Makes us Feel Good About our Work, 2009). In the survey, people were asked to answer what demotivates them most at work. The majority of the people said that lack of recognition was the most demotivating factor at work

(37.25%), while only 13.73% answered “being put down by your manager”. This shows that Ariely was once again right and that motivation is much more than what we think. Affiliation, achievement and power needs are all factors a manager should consider when it comes to motivate its employees (McClelland, 1961).

McClelland’s achievement needs theory (Brooks, 2009) identifies those three basic needs as the most essential and he claims that an individual will develop a dominant bias toward one of those, without excluding the others. In order to be motivated, the subject must meet the need that drives his desire.

Figure 3. Percentage of main factors that lead to demotivation at work. SPSS.


Of course, to underestimate the role of money would be a mistake, in the end money provides basic motivation and without it people wouldn’t even bother to show up at work (Heatfield, 2015). Once that a fair amount of money is provided, what makes people stay? As we can see from figure 4, right after job security (23.53%) and financial benefits (23.53%), people

valued the sense of affiliation to be the most important (21.57%) followed by the fact that they find the job interesting or challenging (17.65%). Only a small percentage of the interviewed revealed that the reason why they don’t quit their jobs is the lack of alternative options (9.80%) or other reasons (3.92%).

Telling exactly what motivates people at work is difficult, but there are a few things we acknowledged through this small analysis. First of all we proved that money, despite the fact that it’s a basic motivator, it’s not the greatest one. Second, the main reason for demotivation at work is the lack of recognition and finally, that sense of achievement and affiliation are some of the most important factors to consider when it comes to motivation at work.

Figure 4. Percentage of most chosen factors that lead to keep the working place. SPSS.


How do Employers Motivate People at Work? As shown in figure 5 and figure 6, the majority of the people interviewed said to be

satisfied (62.75%) and motivated to do a good job (76.47%). But how does a manager deal with demotivated employees? Employees that are demotivated tend to show up later at work and to reduce productivity (McCarthy, 2009). Motivating employees can often be a challenge for a manager.

In order to motivate people, a good manager needs to understand what their needs are. As previously said, needs differ from person to person. The two-factor theory focusses on intrinsic and extrinsic motivational factors as components that lead to satisfaction in the workplace (Herzberg, 1968). Herzberg claims that extrinsic factors (such as working conditions, job security, salary, etc.) would motivate employees in the short run but intrinsic factors (such as sense of achievement, recognition, personal growth, etc.) would motivate them in the long period. He also assert that a lack of extrinsic factors may lead to dissatisfied employees, but a

Figure 5. Percentage of people satisfied with their current jobs. SPSS. Figure 6. Percentage of people motivated to do a good job. SPSS.

What Motivates People at Work 15 lack of intrinsic factors would demotivate them completely. A combination of the two factors would be the ideal situation in which the employees are motivated (1968).

A practical example would be Marije’s situation. Marije’s wages are not as high as she would like it to be and this causes dissatisfaction. However, she considers the job exciting and challenging. Applying Herzberg’s two-factor theory, we could say that this causes her to be motivated to do a good job but dissatisfied by the working conditions.

Taking a look at figures 7 and 8, we can see that salary (25.49%) and working conditions (23.53%) were considered the most important extrinsic factors within the sample of the questionnaire. Responsibilities (23.53%), self-improvement (17.65%) and sense of achievement (17.65%) were considered the most important intrinsic factor.

In the questionnaire, people were asked if their manager does enough to motivate them at work and what they do to motivate them. Despite the fact that the majority of the people said to be motivated and satisfied at work (figures 5 and 6) , figure 9 shows that more than half of the

Figure 8. Percentage of intrinsic factors that motivate people at work. SPSS. Figure 7. Percentage of extrinsic factors that motivate people in the workplace. SPSS.

What Motivates People at Work 16 people interviewed feel that their managers don’t do enough to motivate them. 27.45% of the candidates (figure 10) said that no approaches are used to motivate them at all, followed by

“employees ideas are recognized and valued” (15.69%). Other options were “rewards are offered to the best employees” (13.73%), “positive activities to improve well-being and team affiliation” (11.76%) and “every employee is equally trained and followed in its growth” (11.76%).

Once again, we notice that giving people credit and make them feeling important are important factors that every manager should consider, and in 15.69% of the situations this already happens (figure 10).

Figure 9. Percentages of people who think that their manager does enough to motivate them at work. SPSS.

Figure 10. Percentages of the most used motivational approaches at work. SPSS.


Conclusion

Through this article, we analyzed different factors and theories of motivation. We understood that money is a basic motivator but not the greatest one and that motivation changes through different stages of life. Lack of recognition is one of the most powerful factors in demotivating employees and intrinsic factors, such as self-achievement and self-improvement, are important to keep a person motivated in the long run.

Motivation is subjective and we cannot tell what motivates people in general. Every person has different motivators and a good manager should spend time and energy into researching what motivates its employees. From Maslow to McClelland, Herzberg and many others, the theories of motivation are countless. Of course, a manager shouldn’t focus too much on one single theory but try to blend them into one, shaping them to fit their situation. A

professor of mine used to say that theories are like a pair of glasses with different colored lenses: using different lenses we can see the world in a different way (Visser, 2015).

Of course, if you are a manager and you run out of ideas, you can always try to entertain your employees dressing as a gorilla (Markowitz, 2011).

Figure 11. Eric Ryan, founder of Method, dressed as a gorilla. http://www.inc.com/ss/7-unusual-ways-motivate-employees


References Ariely, D. (2013). What Makes us Feel Good About our Work? Retrieved November 17, 2015,

from https://www.ted.com/talks/dan_ariely_what_makes_us_feel_good_about_our_work/transcript?language=en

Brooks, I. (2009). Organisational Behaviour: Individuals, Groups and Organisation. Pearson Education.

Heatfield, S. M. (2015, October 25). What People Want From Work: Motivation. Retrieved December 6, 2015, from http://humanresources.about.com/od/rewardrecognition/a/needs_work.htm

Heatfield, S. M. (2015, December 6). 10 Tips and the Bottom Line for Motivating Employees. Retrieved December 6, 2015, from http://humanresources.about.com/od/motivationrewardretention/a/motivating_employees.htm

Hertzberg. F. (1968). One More Time: How do you Motivate Employees? Harvard Business Review.

Markowitz, E. (2011, October 13). 7 Unusual Ways to Motivate Your Employees. Retrieved December 6, 2015, from http://www.inc.com/ss/7-unusual-ways-motivate-employees

McCarthy, K. (2013). Mazars Employee Motivation Survey 2013. Retrieved December 15, 2015, from http://www.mazars.ie/Home/News/Publications/Surveys-Studies/External-Employee-Motivation-Surveys/Employee-Motivation-Survey-2013

What Motivates People at Work 19 McClelland, D. C. (1961). The Achieving Society. New York: Van Nostrand Reinhold.


International Media and Entertainment Management

Manuel Zoccheddu

InHolland University of Applied Sciences

Writer’s File

What Motivates People at Work 21 Writer’s File Table of Contents Contents

Ted Talk Summary ....................................................................................................................... 22 Research Proposal ......................................................................................................................... 23

Research Objective and Relevance of the Research ................................................................. 23 Central Questions and Related Sub-Questions ......................................................................... 23 Theoretical Framework ............................................................................................................. 24 Provide Reasoned Arguments for the Research Methodology and Research Instrument Proposed .................................................................................................................................... 26 Reliability and Validity ............................................................................................................. 26

Bits and Pieces .............................................................................................................................. 27 Appendix 1 - Questionnaire: “What motivates you at work?” ................................................. 27 Appendix 2 – Tables, Cross-Tabulations and Chi-Square Tests From SPSS ........................... 29 Appendix 3 – Information retrieved from the book Organisational Behaviour: Individuals, Groups and Organisation. ......................................................................................................... 33 Appendix 4 – Susan M. Heatfield talks about the role of money at work ................................ 36 Appendix 5 – Markowitz lists “7 Unusual Ways to Motivate your Employees” ..................... 37 Appendix 6 – Results on McCarthy’s “Mazars Employee Motivation Survey 2013” ............. 37


Ted Talk Summary Ted Talk, Dan Ariely: What Makes us Feel Good About our Work?

In this 20 minutes speech, Dan Ariely talks about what motivates people in their job and how to motivate them to do a better job.

Through different experiments, Ariely shows that money is not the only motivator for work and that creating a sense of meaning makes a difference. Small meaning makes a huge difference, therefore it is important to spend more time, money and energy in getting people to care about what they are doing.

I chose this subject for the following reasons:

- We need to understand how a team works and how to motivate them in order to study management and learning how to be a good leader;

- This is a subject we will study in management and organisation, therefore working and research it will help me to understand it and assimilate it better.


Research Proposal Research Objective and Relevance of the Research

With this article I will list the different motivation theories and, combining them with actual workplace experience, research whether there is a best way to motivate people. I chose to research motivation in the workplace because I wanted to acquire knowledge and achieve personal growth: I am studying management and it is interesting for me to know what the different approaches are to motivate people at work. In fact, being able to understand what motivates people and how to motivate them is an essential characteristic of a good leader.

Considering that the reader is either an employer or an employee, the article is interesting for both of them. From an employer’s point of view, the article shows how to motivate people in the workplace, whereas from an employee’s point of view, it helps them to determine whether they are motivated enough to do their current job effectively.

Central Questions and Related Sub-Questions

- Is there a best way to motivate people at work? If yes why? - What motivates people at work? - Is money a good motivator at work? - Which are the different motivation theories? - How do employers motivate people at work?

What Motivates People at Work 24 Theoretical Framework

To answer the main question “Is there a best way to motivate people at work?” we first have to research and analyse what different approaches are used to motivate people at work. Those approaches take origins in many motivation theories, which study what actually motivates people and keep them efficient and effective at work.

Once we understand what actually motivates people at work, what the different theories of motivation are and how managers and leaders apply them, we will be able to draw some conclusion and tell if there is actually a best way to motivate people at work.

To understand and answer the sub-question “What motivates people at work?” I will use different articles written by psychologists, and human resources experts.

Ariely, D. (2013). What Makes us Feel Good About our Work? Retrieved November 17, 2015, from https://www.ted.com/talks/dan_ariely_what_makes_us_feel_good_about_our_work/transcript?language=en

Heatfield, S. M. (2015, October 25). What People Want From Work: Motivation. Retrieved December 6, 2015, from http://humanresources.about.com/od/rewardrecognition/a/needs_work.htm

Wallace, A. (n.d.). Work and motivation: Why do people work? Retrieved December 6, 2015, from http://www.eoslife.eu/articles/35-social/145-work-and-motivation-why-do-people-work

To answer the sub-question “Which are the different motivation theories?” I will use the book “Organisational Behaviour: Individuals, Groups and Organisation” in which all the

What Motivates People at Work 25 motivational theories are listed and explained. Further references are listed in the book such as Hertzberg and McClelland’s motivation theories.

Brooks. (2009). Organisational Behaviour: Individuals, Groups and Organisation. Pearson Education.

Hertzberg. F. (1968). One More Time: How do you Motivate Employees? Harvard Business Review.

McClelland, D. C. (1961). The Achieving Society. New York: Van Nostrand Reinhold.

To understand and answer the sub-question “How employers motivate people at work?” I will use psychology articles such as “10 Tips and Bottom Line for Motivating Employees” written by the human resources expert Susan M. Heatfield. To explore alternative approaches of motivation, I will also use the article “7 Unusual ways to Motivate Your Employees” written by Eric Markowitz, a journalist who reports on start-ups, entrepreneurs, and issues that affect small businesses. For this project, I will make use of field research. I will use the human resources expert McCarthy’s employee motivation survey as template for my own questionnaire.

Heatfield, S. M. (2015, December 6). 10 Tips and the Bottom Line for Motivating Employees. Retrieved December 6, 2015, from http://humanresources.about.com/od/motivationrewardretention/a/motivating_employees.htm

Markowitz, E. (2011, October 13). 7 Unusual Ways to Motivate Your Employees. Retrieved December 6, 2015, from http://www.inc.com/ss/7-unusual-ways-motivate-employees

What Motivates People at Work 26 McCarthy, K. (2013). Mazars Employee Motivation Survey 2013. Retrieved December 15, 2015,

from http://www.mazars.ie/Home/News/Publications/Surveys-Studies/External-Employee-Motivation-Surveys/Employee-Motivation-Survey-2013

Provide Reasoned Arguments for the Research Methodology and Research Instrument Proposed For the sub-questions “What Motivates People at Work?”, “Is Money a Good Motivator at Work?”, and “How do Employers Motivate People at Work?” a combination of desk and field research will be used. Through desk research I will understand the general concept of motivation at work and how to formulate the questions that I need for the survey. Motivation is a subject that has already been researched by many psychologist. To have a closer look at it, I decided to create my own questionnaire and distribute it within the circle of friends around me. The collected data will be analysed with the statistic software SPSS and the results will be used in the research paper.

To retrieve the answers to the sub-question “Which are the Different Motivation Theory?” I will make use of the management and organisation book “Organisational Behaviour”. The motivation theory included in the book will help me to understand and analyse better the survey’s data collected.

Reliability and Validity In the questionnaire, people of a minimum age of 18 and with at least one previous working experience were asked to answer some questions about motivation at work. No problems were encountered during the distribution, collection and analysis of the data but, due to a short time

What Motivates People at Work 27 frame, only 51 surveys were filled in and retrieved. The research is considered reliable and valid but if I had more time to collect data, it could have been more accurate.

Bits and Pieces Appendix 1 - Questionnaire: “What motivates you at work?” The original questionnaire can be found at http://www.surveygizmo.com/s3/2498596/What-motivates-you-at-work

1) Age 18-25 / 26-35 / 36-45 / 46-55 / 56-65 / 65+

2) Gender Male / Female

3) What is your highest level of completed education? Middle school / High school / Bachelor degree or equivalent / Masters degree /Others

4) What is your income per year? €0-€5.000 / €5.000-€20.000 / €20.000-€50.000 / €50.000-€100.000 / Over €100.000

5) How satisfied are you with your current job? Very dissatisfied / Dissatisfied / Neutral / Satisfied / Very satisfied

6) How motivated do you consider yourself at your current job? Not at all motivated / Slightly motivated / Neutral / Motivated / Very motivated

7) Which of the following rewards motivates you the most? Salary raise / Bonus / Promotion / Time off / Awards / Title / Others


8) Which of the following job factors motivates you the most? Salary / Security / Competition / Organisational goals / Working conditions / Leadership / Others

9) Which of the following personal factors motivates you the most? Opportunity for personal advance and growth / Trust in organisation and management / Self-improvement / Sense of achievement / Teamwork / Responsibility / Others

10) Which factor makes you stay at your current job? Job security / Challenging or interesting work / Financial benefits / Nice people to work with / Lack of alternative options / Others

11) Do your managers/ leaders do enough to motivate you at work? Yes / No / Not sure

12) What does your manager/ leader/ supervisor do to motivate you and your colleagues at work? Every employee is equally trained and followed in his growth / Promotion opportunities / Salary increases / Positive activities to improve well-being and team affiliation / Rewards are offered to the best employees / Employees ideas are recognized and valued / No approaches are used to motivate the employees in any way / Others

13) What demotivates you at work? Being put down by your manager / Lack of recognition / The manager doesn’t deal with unsatisfactory performance / The manager sets unrealistic expectations / Insufficient financial rewards / Others

14) If you would be offered a higher salary, would you do a job you don’t like? Yes / No / Not sure


15) Considering the previous question, how much would your salary have to be increased to make you do a job you don’t like? €0-€100 per month / €100-€200 per month / €200-€500 per month / More than €500 per month / I am not willing to do a job that I don’t like.

Appendix 2 – Tables, Cross-Tabulations and Chi-Square Tests From SPSS

Q10_Stay

Frequency Percent Valid Percent Cumulative

Percent Valid Job security 12 23,5 23,5 23,5

Challenging/ interesting work 9 17,6 17,6 41,2 Financial benefit 12 23,5 23,5 64,7 Nice people to work with 11 21,6 21,6 86,3 Lack of alternative options 5 9,8 9,8 96,1 Others 2 3,9 3,9 100,0 Total 51 100,0 100,0

Q11_Motivation_manager


Percent Valid Yes 24 47,1 47,1 47,1

No 20 39,2 39,2 86,3 Not sure 7 13,7 13,7 100,0 Total 51 100,0 100,0


Q13_Demotivate


Percent Valid Being put down by your

manager 7 13,7 13,7 13,7 Lack of recognition 19 37,3 37,3 51,0 The manager doesn't deal with unsatisfactory performance

6 11,8 11,8 62,7

The manager sets unrealistic expectations 5 9,8 9,8 72,5 Insufficient financial rewards 7 13,7 13,7 86,3 Others 7 13,7 13,7 100,0 Total 51 100,0 100,0

Q12_Motivation_approach


Percent Valid Every employee is equally

trained and followed in his growth

6 11,8 11,8 11,8

Promotion opportunities 3 5,9 5,9 17,6 Salary increases 4 7,8 7,8 25,5 Positive activities to improve well-being and team affiliation

6 11,8 11,8 37,3

Rewards are offered to the best employees 7 13,7 13,7 51,0 Employees ideas are recognised and valued 8 15,7 15,7 66,7 No approaches are used to motivate the employees in any way

14 27,5 27,5 94,1

Others 3 5,9 5,9 100,0 Total 51 100,0 100,0


Q14_Higher_salary * Q1cat_Age Crosstabulation

Q1cat_Age

Total 18-25 26-35 36+ Q14_Higher_salary Yes Count 5 3 2 10

% within Q14_Higher_salary 50,0% 30,0% 20,0% 100,0% No Count 3 8 10 21

% within Q14_Higher_salary 14,3% 38,1% 47,6% 100,0% Not sure Count 12 8 0 20

% within Q14_Higher_salary 60,0% 40,0% 0,0% 100,0% Total Count 20 19 12 51

% within Q14_Higher_salary 39,2% 37,3% 23,5% 100,0% Q14_Higher_salary * Q1cat_Age Crosstabulation

Q1cat_Age

Total 18-25 26-35 36+ Q14_Higher_salary Yes Count 5 3 2 10

% within Q1cat_Age 25,0% 15,8% 16,7% 19,6% No Count 3 8 10 21

% within Q1cat_Age 15,0% 42,1% 83,3% 41,2% Not sure Count 12 8 0 20

% within Q1cat_Age 60,0% 42,1% 0,0% 39,2% Total Count 20 19 12 51

% within Q1cat_Age 100,0% 100,0% 100,0% 100,0% Chi-Square Tests

Value df Asymp. Sig. (2-

sided) Pearson Chi-Square 15,952a 4 ,003 Likelihood Ratio 20,221 4 ,000 Linear-by-Linear Association 3,203 1 ,074 N of Valid Cases 51 a. 5 cells (55,6%) have expected count less than 5. The minimum expected count is 2,35.


Q14_Higher_salary


Percent Valid Yes 10 19,6 19,6 19,6

No 21 41,2 41,2 60,8 Not sure 20 39,2 39,2 100,0 Total 51 100,0 100,0

Q15_How_much


Percent Valid € 100 - € 200 per month 4 7,8 7,8 7,8

€ 200 - € 500 per month 10 19,6 19,6 27,5 More than € 500 per month 19 37,3 37,3 64,7 I am not willing to do a job that I don't like 18 35,3 35,3 100,0 Total 51 100,0 100,0

Q15_How_much * Q14_Higher_salary Crosstabulation

Q14_Higher_salary

Total Yes No Not sure Q15_How_much € 100 - € 200 per month Count 2 0 2 4

% within Q14_Higher_salary 20,0% 0,0% 10,0% 7,8% € 200 - € 500 per month Count 4 0 6 10

% within Q14_Higher_salary 40,0% 0,0% 30,0% 19,6% More than € 500 per month Count 3 7 9 19

% within Q14_Higher_salary 30,0% 33,3% 45,0% 37,3% I am not willing to do a job that I don't like

Count 1 14 3 18 % within Q14_Higher_salary 10,0% 66,7% 15,0% 35,3%

Total Count 10 21 20 51 % within Q14_Higher_salary 100,0% 100,0% 100,0% 100,0%


Chi-Square Tests

Value df Asymp. Sig. (2-

sided) Pearson Chi-Square 21,543a 6 ,001 Likelihood Ratio 26,218 6 ,000 Linear-by-Linear Association ,000 1 1,000 N of Valid Cases 51 a. 8 cells (66,7%) have expected count less than 5. The minimum expected count is ,78.

Appendix 3 – Information retrieved from the book Organisational Behaviour: Individuals, Groups and Organisation.

1. Maslow’s Needs Theory


2. McClelland’s Achievement Needs Theory


3. Herzberg’s Two-Factor Needs Theory

What Motivates People at Work 36 Appendix 4 – Susan M. Heatfield talks about the role of money at work

What Motivates People at Work 37 Appendix 5 – Markowitz lists “7 Unusual Ways to Motivate your Employees”

Appendix 6 – Results on McCarthy’s “Mazars Employee Motivation Survey 2013”

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Research line 1.2 - Essay and Writer's file

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