[Employee Motivation in Organisations]

by

Acknowledgement

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

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Contents

CHAPTER 1: INTRODUCTION1

1.1 Background of the Study1

1.2 Research Question1

1.2.1 Hypothesis2

1.3 Aims and Objective of the study2

1.4 Rationale of the Study2

1.5 Limitations & Delimitations of the study2

1.6 Outline of the Study3

1.7 Summary3

2.1 Needs and expectations at work - Intrinsic and extrinsic motivation4

2.2 Employee Motivation Theories5

2.3 Highly Motivated and Engaged Employees Positively Impact Firm Performance10

2.4 Organizational Performance and Employees10

2.5 Job Characteristics Model11

2.6 Motivation Theory Conclusions13

CHAPTER 3: METHODOLOGY15

3.1 Research Design15

3.2 Data Collection Methods15

3.3 Sampling15

3.4 Ethical consideration16

3.5 Reliability and validity17

3.6 Research Instrument18

3.7 Approach to Analyse the Data18

CONCLUSION19

BIBLIOGRAPHY20

APPENDIX26

Questionnaire26

Timeline27

Chapter 1: Introduction

1.1 Background of the Study

A high performance workforce is an important element in creating a successful business. When competitive advantage through technology, a superior product, and entry barriers is not possible, people are often what differentiate a successful organization from an unsuccessful one. Creating a high performance workforce, however, is not an easy task. Studies on human behavior within organizations have shown that the creation of a high performance workforce is complicated. Many factors affect whether or not an organization can in fact become high performing.

Human resource management (HRM) research finds that people practices correlate positively with firm performance. In addition, research suggests that high levels of employee job satisfaction link to increased employee motivation (Herzberg, 1966). High levels of motivation link to increased organizational performance. Highly engaged employees drive higher performance (Hewitt, 2004). This research suggests that employers should focus attention on motivating and engaging their employees in an effort to improve firm performance (Herzberg, 1966; Hewitt, 2004). Generational cohort differences between employees compound the complexity in creating a high performance workforce.

1.2 Research Question

What are the factors that affect employee motivation in an organization?

1.2.1 Hypothesis

There a positive relationship between individual variables and core job dimensions.

1.3 Aims and Objective of the study

The key objectives are firstly; identify the main relationships between the individual variables in relation to the core job dimensions. Secondly, to what degree are these factors are presented in the selected organisation. Lastly, how important are these factors to the employees of the selected organisation.

1.4 Rationale of the Study

The main rationale of the research topic is to gain a deeper understanding about the similarities and differences in the motivation of employees which may help organisations to motivate its employees and create organisational commitment.

1.5 Limitations & Delimitations of the study

A number of limitations of our study must be mentioned. These limitations also provide avenues for further research. First, the sample of our study will restricted to a specific region in Europe. Additional research might use cross-country or cross-continent ...