Impact of Employee Motivation on Organizational Performance in McDonalds

This study analyzes the impact of employee motivation on organizational performance in McDonalds. It identifies the factors affecting employee motivation and suggests strategies to improve it. The study is significant in the current competitive market for increasing customer engagement and achieving organizational goals.

Running head: EMPLOYEE MOTIVATION ON ORGANIZATIONAL
PERFORMANCE
An Analytical study to understand the impact of employee motivation on the
organizational performance in the context of McDonalds
Name of the student
Name of the university
Author note

1EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Abstract
Introduction
In the competitive business environment, the food industry in US is dealing with the
various challenges for sustaining in the market. Analysing the current scenario in the
food industry, it has been identified that with increasing opportunities in the food
market, numbers of problems have been increased.
Due to increasing competition in the market, sustaining in the commercial level has
become major concern for the organizations.

2EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Acknowledgement:
I will thank to my supervisor for providing me the opportunity to work on the research
study. I would like to thank my friends and family members, who have helped me
while conducting the research. I will thank my parents for their moral and financial
support..
Thanking you,
Yours Sincerely,

3EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Table of contents
Chapter 1: Introduction.................................................................................................6
1.1 Introduction.........................................................................................................6
1.2 Background of the study.....................................................................................6
1.3 Background of the company...............................................................................7
1.4 Rational of the study...........................................................................................8
1.5 Problem statement..............................................................................................8
1.6 Research aim......................................................................................................9
1.7 Research objectives............................................................................................9
1.8 Research questions............................................................................................9
1.10 Significance of the study.................................................................................10
1.11 Structure of the research study.......................................................................10
1.12 Conclusion......................................................................................................11
Chapter 2: Literature Review......................................................................................12
2.1 Introduction:......................................................................................................12
2.2 Theoretical aspects of employee motivation....................................................12
2.2 Concept A: Organizational performance..........................................................17
2.4 Concept B Employee motivation.......................................................................19
Different employee motivational strategies and its major impacts:........................20
Inter-relation between organizational performances and employee motivation.....22
2.5 Relationship between Concept A and Control variable....................................22
2.6 Conclusion:.......................................................................................................25
2.7 Conceptual framework......................................................................................26
2.8 Hypothesis........................................................................................................26
2.8 Summary...........................................................................................................26
Chapter 3: Research Methodology.............................................................................28

4EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
3.0 Introduction:......................................................................................................28
3.1 Research method outline:.................................................................................28
3.2 Research Onion:...............................................................................................28
Figure 8: Research onion........................................................................................29
3.3 Research Philosophy:.......................................................................................29
3.3.1 Justification for the chosen research philosophy:......................................29
3.4 Research Approach:.........................................................................................30
3.4.1 Justification for the chosen research approach:........................................30
3.5 Research Design:.............................................................................................30
3.5.1 Justification for the chosen research design:.............................................30
3.6 Research strategy:............................................................................................31
3.6.1 Justification for the selection of Research Strategy...................................31
3.7 Selection of Sampling Methods and Sample size:...........................................31
3.8 Data collection method:....................................................................................31
3.8.1 Primary Research:......................................................................................32
3.9 Data analysis:....................................................................................................32
3.10 Research ethical consideration:......................................................................32
3.11. Research limitation:.......................................................................................32
3.12 Summary:........................................................................................................33
Chapter 4: Findings....................................................................................................33
4.0 Introduction.......................................................................................................33
4.1 Reliability analysis................................................................................................33
4.2 Quantitative analysis.........................................................................................35
4.2.1 Demographic Questions.............................................................................35
4.2.2 Employee motivation..................................................................................39
4.2.3 Organizational performance.......................................................................49
4.4 Regression............................................................................................................60

5EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Chapter 5: Analysis.....................................................................................................61
5.0 Introduction...........................................................................................................61
5.1 Reliability analysis................................................................................................62
5.2 Quantitative analysis.........................................................................................63
5.2.1 Demographic Questions.............................................................................63
4.2.2 Employee motivation..................................................................................63
4.2.3 Organizational performance.......................................................................66
5.3 Correlation.........................................................................................................70
5.4 Regression............................................................................................................72
Chapter 6: Conclusion and recommendation.............................................................73
6.1 Conclusion:.......................................................................................................73
6.2 Recommendations:...........................................................................................75
6.3 Objective linking:...............................................................................................76
6.4 Future scope of the study:................................................................................78
Reference list and bibliography..................................................................................79
Appendices.............................................................................................................85
Appendix 1..............................................................................................................85
Appendix 2..............................................................................................................88
Appendix 3................................................................................................................1

6EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Chapter 1: Introduction
1.1 Introduction
In the changing market trend, the fastfood industry has become an important
contributor in Us economy (Belasco, 2014). Kuranchie-Mensah & Amponsah-
Tawiah, 2016
It cannot be denied that through the employee motivation initiatives, not only
the employee engagement but also the financial as well as cultural stability in the
workplace can be increased. On the other hand, employee motivation is also
important for increasing the employee engagement towards achieving the
organizational goals and objectives. In this research, the importance of employee
motivation in the context of McDonalds has been discussed.
1.2 Background of the study
Analysing the current scenario in the food industry, it has been identified that
with increasing opportunities in the food market, numbers of problems have been
increased. Due to increasing competition in the market, sustaining in the commercial
level has become major concern for the organizations (Menges et al., 2017). On the
other hand, it cannot be denied that increasing competition and job pressure on the
employees, the rate of employee turnover has been increased. In this situation, it
has become necessary for the organizations to identify essential key influencing
factors that can help to overcome the situation. The purpose of this study is to
highlight motivation as an essential factor for driving organizational performance.
The research has also identified different motivational techniques that can be applied
in the workplace for improving organizational performance in McDonald’s.
Productivity is something that indicates the achievements of every organization. The
productivity in an organization is highly dependent on the process of employee
satisfaction. In order to provide the job satisfaction to the employees, motivational
initiatives are very important. Through this study, the researched has given the
analytical view of motivational techniques and those impact on the organizational
performance.

7EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
1.3 Background of the company
McDonald’s is a popular food chain in America, which was established in the year
1948 by Richard McDonalds and Maurice McDonald (Mcdonalds.com, 2018). In the
initial stage, the application for opening a small hamburger shop was collected by
the brothers from the salesman namely Ray Kons In the current scenerio,
MCDonald’s has become the popular food chain in the world with the numbers of
36000 restaurents uin all over 100 countries (Mcdonalds.com, 2018). McDonalds is
being considered as the world’s most democretic and unoversal brands. The aim of
the company is to be nutrationally mindful for sustiniong in the industry. Analyzibng
the vision of the cpmpany, it has been identifoed that Mcdolass wants to become the
favourite place for the customers for having food and drink. It always aims to meet
the the expectations of the customers. In the uear 1962, the company has
ibcorporated its Logo for creating iots unique brand identity in the market. Bu folloing
the ‘plan and win’ strategy, it aims to maibtain its worldwide operations smoothly. It is
true that in order to promote the standarlized and uunified tem in the workplace, the
company hire the qualified and experienced people for meeting its goals and
objectives. It can not be denied that the company is hoghly commited with its
customers.
Within few years, the compny has established itself as world’s largest food
chain with the revenue of 22.820 billion US dollar in the year 2017. By adopting the
marge and acquisition strategy, the company owened the share of Aroma café and
Donatos pizza. Abnalyzing the Us market, it has been identifioed that in the year
2018, the company provides its servoce through 14146 restaurents in US market. it
is true that in the year 2018, the sales rate of the company aroused 27% durng the
second quarter. Due to sudden jump in the interntiponal sales arte, the reevenue in
the US market tumbled 12% (Mcdonalds.com, 2018).
1.4 Rational of the study
The issue, which has been identified in the research is about the impact of
employee motivation in organizational performance in the context of McDonalds.
Employee motivation has become an integrated part in analysing the organizational
growth for the long term. Analysing the current situation in the workplace, it has been
identified that employee turnover has become the important issue in McDonalds,
which has creased difficulties for implementing business initiatives. As its result, the

8EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
overall organizational performance is getting hampered. Therefore, it can be said
that lack of employee motivation has become the issue in the current fast-food
industry.
Lack of employee motivation has become major issue as it influenced the
individuals’ performance in the workplace. It creating employee motivation for
increasing employee engagement is very important for every organizations as these
factors are required or sustaining in the competitive business environment. It cannot
be denied that in the current situation, with increasing business opportunities,
numbers of competitors in the US market have been increased. In this situation lack
of efficiency in the organizational performance can also create negative brand image
in the market.
Due to increasing rate of employee turnover, the rate of employee turnover
has been increased in the current situation. On the other hand, it is also true that
lack of motivation in the workplace has influenced the employee conflict in the
workplace. It is true that depending on the current situation in the workplace. As its
result, the increasing rate of customer complaints, organizational performance has
become big concern for the organization.
The researcher has shed light on the impact of employee motivation in case
of driving the organizational performance. Through this study, the impact of
employee motivation in case of engaging the employees towards achieving their
goals and objectives have been discussed. It has been discussed in this research
that the employee motivation can help to attract large number of customers for
sustaining in the competitive market.
1.5 Problem statement
In the competitive business environment, the food industry in US is dealing
with the various challenges for sustaining in the market. It cannot be denied that the
food industry has major contribution in the US economy (Belasco, 2014). As the
industry has various opportunities in the market, it has also brought various
challenges which are making difficulties for the food organizations like McDonalds.
Due to increasing competition in the market, pressure on the employees has been
increased, which has created dissatisfaction among the employees. In a recent
article, it has been published that due to massive employee turnover in the

9EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
workplace, stressful situation has been occurred in the workplace (Inc.com, 2018).
With the increasing employee turnover, it has become tough for the rest of the
employees to deliver standard quality of service within the expected time, which has
also created dissatisfaction among the customers. Due to increasing customer
complaints, the brand reputation of the company in now in a danger situation. If the
20 years of employee turnover rate can be analysed, it will be identified that
employee turnover has become a common issue in this organization. In this
situation, it has become necessary for the company to focus on employee
motivation.
1.6 Research aim
The aim of this research is to analyse the key factors that influence the
employee motivation process as well as organizational performance in McDonalds.
The study has also aimed to introduce the measurable techniques so that the
employee motivational techniques can be improved in the workplace.
1.7 Research objectives
 To critically identify the impact of employee motivation in improving
organizational performance in the context of McDonalds
 To evaluate the factors that affect employee motivation that improves
organizational performance in the recent context
 To suggest measurable strategies to motivate their employees in the
organization: in the context of McDonalds
1.8 Research questions
 What are the impacts of employee motivation in improving organizational
performance in the context of McDonalds?
 What are the factors that affect employee motivation that improves
organizational performance in the rent context?
 Which strategies can be implemented by McDonalds to motivate their
employees?
1.10 Significance of the study
In the current competitive market, it has become necessary for increasing
customers’ engagement in achieving the goals and objectives in the workplace.
Analysing the current organizational situation in McDonalds, it has been identified

10EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
that due to lack of employee motivation initiatives, the employee relation in the
workplace is getting hampered. On the other hand, it is true that due to increasing
internal conflicts, the internal organizational culture in McDonalds is getting affected.
The significance of this study is it has shed light on the emerging situation in
McDonalds. It cannot be denied that increasing rate of employee turnover in
McDonalds, has ruined the initiatives of the company. By highlighting different
influential factors that have impacted on the lack of employee involvement in
organizational functions, the study has suggested different recommendations so that
the employee involvement can be increased in the workplace.
1.11 Structure of the research study
Figure 1: Dissertation Structure
(Source: Created by the author)
Chapter 1: Introduction
In this chapter the aim, objectives of the research and problem has been discussed.
By providing the brief introduction of the organization, the study has shed light on the
emerging issue in the company.
Chapter2: Literature review
This chapter is being considered as the vital chapter ion the entire dissertation. In
this chapter different models and theories related to the topic is being discussed.
IntroductionChapter 1
Literature reviewChapter 2
Research MethodologyChapter 3
FindingsChapter 4
AnalysisChapter 5
Conclusion and RecommendationsChapter 6

11EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Chapter 3: Research methodology
In this research methodology chapter research approach and methods are
being discussed depending on which the entire research has been conducted. The
chapter introduces the data collection, data analysis and sampling method.
Chapter 4: Findings
The collected data has been presented in this chapter through table and
graphs. In this chapter the researcher provides the clear understanding of the
collected information for reaching at the research objectives.
Chapter 5: Analysis
In this chapter, the information which has been collected by the researcher
will be analysed.
Chapter 6: Conclusion and Recommendations
In this chapter the objectives of the dissertation are being linked with the
findings. Various recommendations will be provided depending on the findings.
1.12 Conclusion
In the first chapter research aim and objectives have been clarified. By
providing brief description of the company McDonalds, the problems have been
identified in this chapter.

12EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Chapter 2: Literature Review
2.1 Introduction:
Literature review is one of the most effective ways of evaluating the identified
research issue with critical evaluation. Different eminent scholars are involved in
providing their own opinion regarding the impact of employee motivation on
organizational performances. One particular group of eminent scholars have opined
that employee motivation is highly important in rendering business success. On the
other hand, it has also been observed that the lack of employee performance reflects
on organizational productivity. After evaluating data of last five years, it has been
observed that food industry is facing innumerable challenges in maintaining their
organizational glory due to the lack of effective performances from the end of
employees. Keep (2014) opined that overburden of work pressure, rotational shifts,
lack of workspace agility are the most important reasons due to which employees
have showed their reluctant attitude in performing well towards services. This
particular literature review has provided detailed analysis about the importance of
employee motivation in enhancing the performance level of employees, which
indirectly leave positive impact on the overall success of business process.
2.2 Theoretical aspects of employee motivation
Maslow hierarchy of needs
(Source: Healy, 2016)
In the year 1940, the psychologist Abraham Maslow developed the motivation
theory for bringing the development of individuals (Rasskazova, Ivanova & Sheldon,

13EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
2016). In the theory, the psychologist has shown the connection between human
needs and motivation. Using the hierarchical triangle, the needs of the human has
been highlighted in the model. Through the Maslow theory, the sense of well-being
of human has been discussed.
Physiological needs
The psychological needs indicates the concept for explaining the foundation
of motivation. In the psychological needs, the need for water, sleep, shelter and food
are being highlighted.
Social needs
The social needs indicates needs for love, friendship and engaging in the
social activities.
Safety needs
Security needs of human indicates freedom, protection from pain and
dangers.
Self-actualization
Self-actualization indicates the desire for achieving the potentiality of human
that manages the performance.
Esteem needs
In case of self-esteem needs indicates the needs for self confidence in own
capabilities.
Herzberg – two factor theory
In the year 1959, the behavioural scientist Herzberg introduced the two factor
theory. In this theory two factors have been highlighted such as

14EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Figure: Herzberg – two factor theory
(Source: Hur, 2018)
a. Hygiene factors
In the words of Yunus and Kamal (2016), the hygiene factors indicates the job
factors those are essential for motivating employees in the workplace. It is also true
that hygiene factors do not drive the long term positive satisfaction, however, it is
also true that without these factors, the dissatisfaction among the employees can
increase. Psychological needs of human cab be symbolized as hygiene factors for
fulfilling the expectations of individuals. Various factors of hygiene have been
discussed below
Administrative policies
Depending on the company policies the internal culture of the company gets
influenced. If the company will be able to introduce fair policies in the workplace, it
can help to satisfy the needs of the employees.
Payment
It cannot be denied that money is the important motivational factor in
workplace. Therefore, the salary structure of the company needs to be appropriate.
With the competitive and equal payment structure employees can be motivated.
Fringe benefits

15EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Not only the payment structure, but also the others benefits such as health
benefits and benefits for family members helps to motivate the employees towards
achieving the goals and objectives (MICHAEL, KWAO & GYAMFI, 2015).
Psychical working condition
The hygienic working condition helps to manage the situation the company
needs to focus on the other hand, it has become necessary for the organizations to
improve the organizational culture so that employees can perform in the well
maintained organizational environment.
Status
The employee status in the workplace is important for increasing employee
motivation.
Job security
The job security of the employees in the workplace can play an influential role for
motivating them towards improving their performance.
b. Motivational factors
Recognition
The employees need to be praised with proper recognition for accomplishing
the employees for their capabilities.
Promotional and growth opportunities
In order to motivate the employees in the workplace, the professional growth
opportunities like proper promotional structure depending on ability of the employees
(Hur, 2018).
Sense of achievement
Depending on the job position and appreciation in the workplace, the sense of
achievement can be analysed by a person. On the other hand
Responsibilities

16EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Employees should have the sense of responsibility as well as they should
hold themselves responsible for doing the job in the workplace (Alshmemri,
Shahwan-Akl & Maude, 2017).
Equity theory
In order to determine the resource distribution in fair pattern in the workplace,
the equity theory was developed by Adamas in 1960. In this theory the equity has
been measured depending on the contribution ratio and benefits of individuals. In
order to maintain the equity between job input and performance output in the
workplace, the theory has been developed (Kiruja & Mukuru, 2018). It is true that job
inputs and outputs of individuals are being compared with others for eliminating the
inequality perspectives. In the equity theory, perspectives of employees can be
analysed which can influence the output process in the company.
Inputs
The term inputs describes the contributions of participants for relational
exchanges that can be viewed through the rewards. Assets, rewards, liabilities are
being considered as the contribution of individuals. Input describes the diverse and
rich elements of job in which the employees have beliefs. Depending the beliefs, the
job contribution of the employees can get influenced. Commitment, education
experience and loyalty are the major elements that influence the job contribution
process (Miner, 2015).
Outcomes
The rewards are the outcomes which are being provided to the employees
depending on their contribution in the company. Fringe benefits, social reward,
bonus and psychological rewards are the outcomes of contributions.
Equity
Equity is an important employee perspective that helps to motivate them
towards achieving their goals and objectives.
Over rewarded

17EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
If any case, the employee in an organization will feel over rewarded, in that
case also the equity theory gets interrupted. As per the equity theory each and every
employees in the workplace, should over rewarded depending on their contribution.
Unrewarded
If any case, the employees will feel that they are being unrewarded, in that
situation, the equity issue occurs (Miner, 2015).
Assumptions of equity theory
There are two assumptions, depending on which the equity theory was
developed.
1. Depending on the certain outcomes, the contribution of individuals can be
analysed. Depending on the past experience and training, knowledge, characteristics
the over all recognition, promotion and fringe benefits can be influenced (Lawrence
et al., 2015).
2. It is true that depending on the current situation, it becomes easier for
individuals for deciding if the comparison ration between input and outcomes impacts
on the equity existence or not.
2.2 Concept A: Organizational performance
The term organizational performance defined that actual output that helps to
measure the intended output of the organization. Vasquez (2014) opined that
implementing motivational strategy at the workplace is one kind of significant
business strategies, which constantly maintain effective enthusiastic zeal at the
workplace among the employees. Some of the most important factors that effect on
implementing motivational strategy at the workplace are as follows:
 Economic challenges:
Economic challenges are one of the most important factors due to which the
business experts have to face immense difficulties in implementing effective
motivational approaches at the workplace. Alt, Díez-de-Castro and Lloréns-Montes
(2015) opined that motivational approaches include providing bonus and incentives
to the employees, giving them effective training and development session for career

18EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
progression and so on. Due to the lack of these kinds of implementation of strategies
employees, show their resultant attitude in giving their best effort towards services.
Fatimah, Strohbehn and Arendt (2014) opined that large number of food centres is
there who have to face immense challenges in providing additional incentives and
bonus to the employees due to economic constraints. However, this very specific
study has provided in-depth overview on how effective training session can motivate
the employees in updating the career path. Ganta (2014) stated that training and
development session is always important to motivate the employees in enhancing
their professional skills and competency. However, economy has left major
significance due to which business experts fail to invest money for training purposes.
 Lack of communication at the workplace:
Chen et al. (2015) stated that lack of communication is one of the most
important factors due to which employees do not show their interest in performing
well. Large number of organizations belonging to food industry intends to create
autocratic form of leadership style at the workplace. In such a business environment,
employees do not get enough opportunities in exposing their views and thoughts
with the managers. As emphasized by Pinder (2014), the employees are forced to
follow a proper corporate etiquette at the workplace. However, this very specific
study has focused to make detailed overview on how effective communication can
build an enthusiastic zeal among the employees. However, autocratic leadership is
not effective enough in motivating the employees for giving their best endeavour
towards services. In order to motivate the employees the business experts need to
maintain proper communication with the existing workers so that they can get the
scope to share their views and thoughts.
 Lack of implementing effective strategies like compensation strategy:
In order to handle immense work pressure the business experts have to focus
on implementing effective compensation and benefit strategy. Manning and Soon
(2016) stated that due to the economic constraints, the business managers fail to
implement such kind of alluring strategies at the workplace. Therefore, the business
experts have to face immense challenges in getting superior quality of services from
the employees. Compensation benefit strategy does not mean providing incentives
or bonus to the employees all the time. Cerasoli, Nicklin and Ford (2014) commented

19EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
that the employees can be given social recognition as well with the help of which
employees get motivated in keeping up their performances. However, due to the lack
of effective compensation and benefit structure the employees refuse to put any kind
of additional effort towards the services. This particular situation leaves major
negative impact on the overall performances of the organization.
2.4 Concept B Employee motivation
In the words of Afsar, Badir and Kiani (2016), employee motivation is the
critical aspect which is needed for influencing the employee performance in the
workplace. Analysing the competitive business trend, it can be said that the
employee motivation needs to be done in regular basis for sustaining in the
competitive market. It is true that most of the cases the organizations fail to realize
the importance of employee motivation for driving the productivity rate. By supporting
this Kuranchie-Mensah and Amponsah-Tawiah (2016) stated that depending on the
employee motivation techniques it becomes easier for the company to maintain the
strong relationship between the employers and employees in the workplace, which
impacts on the productivity rate of the company. Hence, it can be said that the
motivated employees play an influential role for driving the productivity and achieve
the organizational goals. Through the employee motivation initiatives, creativity and
innovation can be introduced in the workplace. Various benefits of employee
motivation have been discussed below.
Improve employee satisfaction
In order to gain the trust of the employees, employee satisfaction needs to be
increased in the workplace, it cannot be denied that the employee satisfaction is
interconnected with the employee performance (Menges et al., 2017). Therefore, it
can be said that in order to bring the positive growth in the organization, the
employee satisfaction is required. The employee satisfaction also gets influenced by
the employee needs. In that case, if an organization will be satisfy the basis needs of
the employees, it will help to motivate the employees towards their job.
Employee development
Not only the professional goals, but also proper motivation can bring the
personal development in an employee. Through motivational activities, self-

20EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
development as well as group development can be possible. Motivation can increase
the confidence and ability of a person to face the challenges (Deci & Ryan, 2014).
Initial as well as long term goal can be achieved by a motivated person. Creative skill
of an employees can be flourished, which can help to bring organizational
development.
Employee commitment
As the study has already mention that job satisfaction can be measured
depending on the needs of the employees. In case of job satisfaction, the company
can be able to motivate the employees towards their job, it will be beneficial in terms
of increasing the commitment of the employees towards their job (Nie et al., 2015).
Improve efficiency of the employees
The efficiency of the employees can be developed depending on the
qualification and abilities of the employees (Olafsen et al., 2015). In order to bring
the satisfactory performance result as well as maintaining the balance between
efficiency and increasing productivity, motivation play an influential role.
Different employee motivational strategies and its major impacts:
Lazaroiu (2015) stated that before analyzing motivational strategies, some of
the major issues related to employee productivity should be highlighted. At the same
time, it has also been observed that employees are not providing their best
endeavour towards services due to the lack of effective benefits and facilities at
current business scenario of food industry. It has been observed that people
belonging to various geographical backgrounds and attitudes are associated with
business organizations. As emphasised by Men (2014) they have to face numerous
challenges in being associated with an organization. In this kind of situation,
employees lose their interest in delivering their best services to the business experts.
However, in order to overcome this kind of situation, employee motivation is highly
needed. The primary strategies of motivating the organizational employees are as
follows:
 Work agility and flexibility:

21EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
The overarching term agile work environment implies flexible work
environment provided to the employees in order to maintain friendly work
environment. Lim, Antony and Albliwi (2014) stated that people of various
geographical backgrounds and attitudes are associated with a business
organization. In such a business environment, the employees have to face immense
challenges in dealing with the concerned stakeholders. Therefore, by maintaining
agility the business experts intend to follow a friendly work environment based on
which employees can overcome any kind of linguistic barrier, psychological barrier or
cultural barrier. Odunlami & Matthew (2014) opined that agile work environment
enables the employees in sharing their own opinion at the workplace. Automatically
employees get motivated in performing well towards the services.
 Rewards and recognition:
Joung et al. (2015) stated that rewards and recognition is one of the most
effective motivational strategies that most of the business organizations are
implementing in real business scenario. Incentive is considered as one of the most
effective ways of promoting motivation. Incentives can be provided for highest
productivity, best quality services or maximum attendance rate. On the other hand,
employees should be given additional payment for maintaining over time shift hour.
Landy Conte (2016) opined that in a food industry people have to be alert for twenty-
four hours in order to deliver foods. As a result, employees have to maintain
additional shift hour for providing superior quality of services to the employees. In
order to motivate the employees towards taking additional responsibility the business
experts have rendered incentive and bonus structure.
Ton (2014) opined that the business experts are unable to provide any
incentive to the employees due to economic constraints the business experts focus
to giving social recognition to them for motivating their efforts towards reaching
organizational goals. It has been observed that the business experts tend to provide
gift vouchers or trophy to the deserving candidates with the help of which employees
can get enough enthusiasm towards giving their best endeavour.
 Effective communication:

22EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
In order to make the entire business environment liberal the business experts
have to maintain effective communication with the employees. Ton (2014) opined
that effective communication motivates the employees in giving highest productivity.
At the same time, people having language barrier feel hesitated in interacting with
the managers regarding any issues facing at the workplace. In this kind of situation,
business experts tend to use non-verbal communication method, which enables the
employees in escalating their problems.
Inter-relation between organizational performances and employee motivation
Kuranchie-Mensah and Amponsah-Tawiah (2016) opined that organizational
performance primarily implies on how a business organization is able to reach the
peak of its business success. An organization can maintain effective services only
when the business experts need to deal with the customers properly with the help of
which business experts get an effective cooperation from the employees. In this kind
of situation, employees’ performances leave a major positive impact on the overall
organizational performances. Employees can perform well only when they get
immense motivation, benefits and facilities from the business experts. This very
specific study has provided detailed overview on how effective employee motivation
helps in achieving business success.
For this particular literature review, the study has provided detailed analysis
on how employee motivation and organizational performances are inseparably
related to each other. In order to satisfy the needs and demands of the customers
the employees have to deliver their best services. As commented by Wang (2016),
employees intend to perform well only when they get sufficient support and
cooperation from the business managers. However, if the employees fail to provide
effective services the business experts cannot reach the peak of success. Therefore,
organizational performance is highly dependent on employee motivation. In order to
get effective organizational performances employees encourage the employees to
maintain their superior quality of services. Therefore, the two variables of research
issue are inseparably related to each other. Chou (2014) stated that if the employees
do not find any kind of motivation at the workplace, the organizational experts would
not be able to get good performances from the employees.

23EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
2.5 Relationship between Concept A and Control variable
. Alt, E., Díez-de-Castro and Lloréns-Montes (2015) opined that demographic
factors play significant role in case of driving the employee performance in the
workplace. Human resource management has become one of the major field in the
organizations. In the recent years, the increasing issue on employee motivation,
making the process more difficult for the individuals. In most of the cases, it has
been identified that for determining the business success, different demographic
factors play an important role. Analysing the theoretical concepts of performance
growth, it cannot be denied that highlighting different demographic factors, the basic
theories of performance development are being introduced. Based on the
demographic factors the job attitudes of individuals are being defined. In case of
understanding the demographic variables and its impact on the performance
development process, role of gender, age and marital status have been discussed
below.
Gender
Understanding the needs and demands of the employees is a complex
process, in which, based on the gender differences, the motivational strategies are
being changed. Chou (2014) stated that it cannot be denied that financial rewards
play a potential role in case of bringing the improvement in organizational
performance, however, in case of offering the financial benefits to the individuals the
gender variety plays an important influential role. In case of money as the major
motivational initiative, both the male and female employees show the equal interest.
Expressing respect to the employees is very important for encouraging them towards
achieving the organizational goals. In case of women, they generally prefer those
organizations in which employees show consist respect to the co-workers. Not only
or the women, but also men employees prefer those places in which the all the
employees can work in a healthy environment (Odunlami & Matthew, 2014).
Analysing the human characteristics it can be said that the based on the effective
operational initiatives, proper respect can motivate the employees towards
increasing their contribution on organizational development. The female employees
mostly get attracted towards the organization in which the maternity and paternity
leaves are transparent. On the other hand, women mostly avoid the night shift jobs,
hence, if the organization provides the flexible shifting job facilities to the women

24EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
employees, it can play an important role for driving their interests towards achieving
organizational goals.
Age
By examining the age differences it has been identified that in order to drive
workplace performance, age plays an important role. Age has strong relationship
with the work characteristics. In the 20th century, declining fertility rate as well as
increasing life expectancy, aging has brought huge changes in the recruitment
system in the workplace (Odunlami & Matthew, 2014). Through the colonial period,
different conceptualization of age driving the function as well as performance in the
workplace. Functional age as well as performance based age not only drive the
expectation tendency of individuals but also based on the present age group of
workers different motivational initiatives are being introduced by the human resource
developers (Pinder, 2015). in case of most of the European countries, workforce are
ageing, in this situation, both the small and large organizations have contributed in
case of bringing different motivational initiatives for maintaining the uninterrupted
employee dedication towards the organization. Especially in case of motivating the
aged employees, the companies focus on introducing different health and financial
security benefits. At this age the people mostly search for security benefits for their
families. Understanding this need of people, mostly the organizations provide
pension scheme and others facilities, so that their performance level can be
improved. Such motivational strategies of the organizations help to motivate the
employees towards improving their performance. On the other hand, in case of
motivating the employees in between the age group 18 to 20, mostly prefer
adventurous things (Miner, 2015). At this age the employees are being provided
different tour packages for increasing their commitment towards the organization. on
the other hand, the age group of people between 25 to 35 mostly prefer for setting
their life by getting own house for their families. By understanding the needs and
demands of individuals, the organizations introduces different home loan benefits to
the employees so that they can be engaged towards achieving their organizational
targets. Based on the analysis, it can be said that based on different age group of
people the motivational outcomes may vary. Not only the financial rewards,
understanding the different needs of individuals in different age group, the

25EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
motivational strategies are being developed by the organizations so that the
organizational growth can be achieved.
Marital status
Marital status plays an influential role in case of managing workplace
motivation. Motivation can be defined as the process of understanding the
individuals need based on their situation (Miner, 2015). It is true that based on the
marital status, the needs of individuals get changed. A married employee prefer the
security benefits more than financial benefits. If a secure job environment can be
provided to the employees, it influence them towards contributing in the
organizational growth. On the other hand, a bachelor life leading employee mostly
prefers the adventurous things. At this phrase, they avoid to take big responsibilities.
By understanding this need of individuals, different motivational strategies are being
developed by the organizations so that their contribution towards the organizational
performance can be increased. It is also true that responsibilities of married people
increases after changes in their social status, in that case, dedication of those
employees towards achieving the organizational goals decrease.
2.6 Conclusion:
It has been observed that the study has provided detailed evaluation on how
motivational approaches include providing bonus and incentives to the employees,
giving them effective training and development session for career progression.
Training and development session is always important to motivate the employees in
enhancing their professional skills and competency. The employees are forced to
follow a proper corporate etiquette at the workplace. However, this very specific
study has focused to make detailed overview on how effective communication can
build an enthusiastic zeal among the employees. The employees can be given social
recognition as well with the help of which employees get motivated in keeping up
their performances. However, due to the lack of effective compensation and benefit
structure the employees refuse to put any kind of additional effort towards the
services.
Still, the study is not devoid of some of its major limitations. It has been
observed that the entire literature review has not critically evaluated the role of
employee motivation in increasing the performances. At the same time, it has also

26EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
been observed that the study could have made critical evaluation about the impact of
motivational strategies in encouraging employees towards business services.
Conceptual frameworks could have been presented in critical way.
2.7 Conceptual framework
(Source: Lazaroiu 2015)
2.8 Hypothesis
H0: Various factors of employee motivation that do not help to enhance
organizational performances in McDonalds.
H1: Various factors of employee motivation that help to enhance organizational
performances in McDonalds.
2.8 Summary
After evaluating the entire study, it can be summarized that food industry is
facing innumerable challenges in maintaining their organizational glory due to the
lack of effective performances from the end of employees. Overburden of work
pressure, rotational shifts, lack of workspace agility are the most important reasons
due to which employees have showed their reluctant attitude in performing well
towards services. It has been observed that people belonging to various

27EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
geographical backgrounds and attitudes are associated with business organizations.
They have to face numerous challenges in being associated with an organization.
In this kind of situation, employees lose their interest in delivering their best
services to the business experts. People of various geographical backgrounds and
attitudes are associated with a business organization. In such a business
environment, the employees have to face immense challenges in dealing with the
concerned stakeholders. On the other hand, employees should be given additional
payment for maintaining over time shift hour. Especially, in a food industry people
have to be alert for twenty-four hours in order to deliver foods.
It has been observed that the business experts tend to provide gift vouchers
or trophy to the deserving candidates with the help of which employees can get
enough enthusiasm towards giving their best endeavour. Effective communication
motivates the employees in giving highest productivity. At the end, the study has
focused to follow some of the most significant motivational theories and policies that
the business experts can implement within operations. On the other hand, factors
affecting employee motivation and effective organizational performances have also
been critically evaluated in this very specific study. By involving various eminent
scholars the study has made critical evaluation on how employee motivation and
organizational performances highly relate to each other in rendering business
achievements and success.

28EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Chapter 3: Research Methodology
3.0 Introduction:
In order to design a research structure in right manner, research methodology
is important. In this chapter different research methods, research design and data
analysis techniques are being discussed. The research methods help to the research
to deduce the research finding in suitable manner.
3.1 Research method outline:
Using different tools the entire research has been conducted in suitable
manner. Positivism research philosophy has been used by the researcher has shed
light on the objectives. In order to conduct the research, the researcher has used
previous models and theories. The researcher has used deductive research
approach and analytical research design, which has helped the researcher to
achieve the research objectives.
In case of data collection, primary data has been collected by the researcher. Using
qualitative data collection technique, the interview has been conducted by the
researcher.
3.2 Research Onion:
The research onion helps the researcher to design the research paper by
discussing different layers. In different layers of the onion, different research steps as
well as information related to the topic is being discussed. Using different tools the
researcher has gained the knowledge regarding the research paper. Six layers have
been shown in the research onion. In the six layers, research strategies, research
philosophy, research techniques, research process, time horizon and research
choices have been discussed.

29EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Figure 8: Research onion
(Source: Saunders et al. 2009)
3.3 Research Philosophy:
In order to reach in the depth of the research, research philosophy helps to
the researcher to reach at the ultimate result through using models and theories
(Fusch & Ness, 2015). The research philosophy can be developed depending on the
beliefs of the research. The research philosophy can be classified into three types
such as interpretivism, positivism and realism. In order to identify the research
problem in critical manner, the positivism research philosophy is beneficial (Mackey
& Gass, 2015). In case of dealing with the management related research issues,
interpretivism research philosophy is being used. Using the interpretivism research
philosophy, the researcher gets the chance to analyse the current market scenario
that helps to understand the wider perspectives of the research (Lewis, 2015). On
the other hand, realism is being considered as the mixed approach as it deals with
the management and general research problems.
3.3.1 Justification for the chosen research philosophy:
In order to conduct the research, positivism research philosophy has been
selected by the researcher. In order to investigate the topic in more critical and
logical manner, the positivism research philosophy has been beneficial. In this
research, interpretivism and realism have not been selected by the researcher as
these research philosophies are based on the human perception. Using the
positivism research philosophy, the researcher has shed light on the impact of
employee motivation in organizational performance by focusing on McDonalds.

30EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
3.4 Research Approach:
Research approach is important for understanding the psychological
approaches that can help to distinct the research methods for achieving the research
objectives. Inductive and deductive are the two types of research approach. In case
of deductive research approach, the researcher conducts the entire research
depending on the existing theories and models. On the other hand, inductive
research approach is being adopted when the researcher conducts the research
depending on new models and theories.
3.4.1 Justification for the chosen research approach:
In this research, deductive research approach has been selected as the
researcher has used existing theories and models in the research paper. In this
research, the researcher has not chosen the inductive method as here the
researcher has not introduced any new method or theory.
3.5 Research Design:
Research design is very important for fulfilling the research objectives. The
research design is important as it helps to correct and significant conclusion of the
research topic (Silverman, 2016). By selecting an appropriate research design, the
researcher gets chance to develop effective relationship between dependent and
independent variables. Research design can be classified into three types such as
descriptive or analytical, exploratory and explanatory research design. In the
analytical research design, the research approaches are being discussed in detail.
The exploratory research design is mainly being developed depending on the
research hypothesis. In the explanatory research design, the relationship between
variables are being identified.
3.5.1 Justification for the chosen research design:
Using analytical research design, the researcher has provided in the detail
information related to the research topic. By choosing the descriptive research
design, researcher has got the chance to provide depth information as well as
implications of models and theories. It has helped to make the research more
analytical and critical as the methods have provided detail approach to the research
topic.

31EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
3.6 Research strategy:
In order to give the right direction to the research project, research strategies
are being developed (Flick, 2015). There are different types of research strategies
such as focus group, case study, interview and survey methods. In order to collect
the information from human, interview and survey methods are being used. In order
to provide a clear view of thinking of the employees and customers, effective
research design is needed to be introduced.
3.6.1 Justification for the selection of Research Strategy
The research has aimed to analyse the view point of the management for
understand organizational performance with motivational initiatives. In order to
conduct the research survey method has been adopted by the researcher on the
employees in McDonalds.
3.7 Selection of Sampling Methods and Sample size:
Both the non-probability and probability sampling techniques have been used
in the research. Using the simple random sampling technique total numbers of 100
employees have been selected by the researcher. The simple random sampling has
been chosen as in this survey method each participant gets the equal chance
independently provide their opinion. By continuing this it can be said that simple
random sampling helps to represent accurately the larger population. Using this
sampling technique, the researcher has also got the chance to get understand the
research topic in appropriate manner.
3.8 Data collection method:
Data collection method can be classified into two types such as primary and
secondary data (Flick, 2015). Primary data indicates the information that are being
collected through interviews and survey method. In the primary data collection
method, genuine information are being collected by the researcher. In case of
secondary data, the information are being gathered in the printed form. Depending
on the existing data and information from previous research or survey, the secondary
data is being collected. In order to conduct the research primary data collected
method has been followed by the researcher.

32EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
3.8.1 Primary Research:
The primary data has been collected by following the survey method. The
researcher has randomly selected 100 employees in McDonalds and formed a
questionnaire for collecting their responds.
3.8.2.1 Quantitative Data Collection Method:
Quantitative data indicates the numerical values of the collected information.
The researcher has collected quantitative data from 100 participants through survey.
3.9 Data analysis:
In this research, the data analysis process has been done by using charts and
tables. In order to evaluate the quantitative data numerical values have been
transformed into percentage. In order to demonstrate the numerical digits, the tables,
graphs and charts have been used by the researcher.
3.10 Research ethical consideration:
By following the strict guidelines of Data protection Act 1998, the researcher
has followed strict ethical guidelines (Mackey & Gass, 2015). In order to conduct the
research, none of the participants have been forced to be involved in the survey. By
maintaining the confidentiality of the participants the researcher has collected the
data. As per the ethical guidelines, the participants can withdraw their participation
from the research and the researcher cannot force that participants. The information
have been collected from the authentic sources and properly in texted. The
researcher cannot copy the information from any articles and journals without in
texting. The researcher cannot use company logo in questionnaire and the
researcher project will be used only for the academic purpose.
3.11. Research limitation:
In order to conduct the research, the researcher has faced few limitations
related to time and budget. The researcher got only 6 months for conducting the
entire research, which was not sufficient for researcher. On the other hand, the
allocated budget for the research was not sufficient for the researcher, as its result,
the researcher has not got the chance to access expensive paid journals and
articles. If the researcher would have allocated sufficient budget and time for the
research, it would have been better for conducting the entire research in more
descriptive manner.

33EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
3.12 Summary:
The chapter has provided detail information regarding the research methods
and strategies followed by the researcher. After selecting the research methods,
proper justification of the methods have been discussed in the research paper.
Chapter 4: Findings
4.0 Introduction
This chapter of the research has conducted a survey on the employees in
McDonalds which determines the impact of employee motivation on the performance
of McDonalds. The data has been represented into frequency tables, graphs,
correlation matrix, descriptive statistics and regression analysis to test the
hypothesis and evaluate the degree of association among the variables in the
research.
4.1 Reliability analysis
Reliability Statistics
Cronbach’s Alpha N of Items
.976 22
Table 1: Reliability analysis
(Source: As created by author)
Item-Total Statistics
Scale Mean
if Item
Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
Age 78.48 442.616 -.056 .982
Gender 79.34 443.257 -.108 .979
Tenure 78.30 437.465 .054 .981
Satisfaction 76.99 396.798 .912 .974

34EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
completely focused 76.89 396.988 .908 .974
best effort 76.96 396.160 .913 .974
excited 76.92 397.549 .907 .974
completely involved 76.94 395.956 .910 .974
inspired to meet goals 76.88 398.248 .897 .974
growth opportunities 77.00 396.646 .920 .974
proactive in identifying
and mitigating
challenges
76.93 396.611 .911 .974
highly satisfied with
the compensation and
benefits
76.92 397.064 .897 .974
fair wages 76.83 395.880 .911 .974
effective
communication
76.93 395.581 .914 .974
free decision making 76.93 397.924 .903 .974
cooperative
environment
76.88 391.137 .934 .974
feel stressed 76.90 398.657 .896 .974
flexibility 76.92 396.256 .915 .974
diversity and
inclusiveness
76.89 395.230 .906 .974
effective workplace
culture
76.91 397.658 .901 .974

35EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
perform at your
fullest
76.91 392.891 .925 .974
receive ample
opportunities
76.99 398.010 .906 .974
Table 2: Item-total Statistics
(Source: As created by author)
4.2 Quantitative analysis
4.2.1 Demographic Questions
1. Age? (1- Less than 24, 2- 25-34, 35-44, 45-54)
Age
Frequency Percent Valid Percent Cumulative
Percent
Valid Less
than
24
30 30.0 30.0 30.0
25-34 25 25.0 25.0 55.0
35-44 24 24.0 24.0 79.0
45-54 21 21.0 21.0 100.0
Total 100 100.0 100.0
Table 3: Age
(Source: As created by author)

36EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Graph 2: Age
(Source: As created by author)
2. Gender? (1-Male 2-Female)
Gender
Frequency Percent Valid Percent Cumulative
Percent
Valid Male 50 50.0 50.0 50.0
Female 50 50.0 50.0 100.0
Total 100 100.0 100.0
Table 3: Gender
(Source: As created by author)

37EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Graph 2: Gender
(Source: As created by author)
3. Tenure? (1- Under 1year, 2-1-2 years, 3- 2-3 years, 4- 3-5 years)
Tenure
Frequency Percent Valid Percent Cumulative
Percent
Valid Under
1year
22 22.0 22.0 22.0
1-2
years
29 29.0 29.0 51.0
2-3
years
22 22.0 22.0 73.0
3-5
years
27 27.0 27.0 100.0
Total 100 100.0 100.0
Table 4: Tenure
(Source: As created by author)

38EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Graph 3: Tenure
(Source: As created by author)
4. How far do you agree that you are satisfied with the human resource
policies in McDonalds?
Satisfaction
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
8 8.0 8.0 8.0
Agree 7 7.0 7.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 44 44.0 44.0 68.0
Strongly
disagree
32 32.0 32.0 100.0

39EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Total 100 100.0 100.0
Table 5: Satisfaction
(Source: As created by author)
Graph 4: Satisfaction
(Source: As created by author)
4.2.2 Employee motivation
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly
disagree)
5. How far do you agree that you are completely focused at work?
Completely focused
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
6 6.0 6.0 6.0
Agree 9 9.0 9.0 15.0

40EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Indifferent 9 9.0 9.0 24.0
Disagree 36 36.0 36.0 60.0
Strongly
disagree
40 40.0 40.0 100.0
Total 100 100.0 100.0
Table 6: Completely focused
(Source: As created by author)
Graph 5: Completely focused
(Source: As created by author)
6. How far do you agree that you put best effort at work every day?
Best effort
Frequency Percent Valid Percent Cumulative
Percent

41EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Valid Strongly
agree
8 8.0 8.0 8.0
Agree 7 7.0 7.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 41 41.0 41.0 65.0
Strongly
disagree
35 35.0 35.0 100.0
Total 100 100.0 100.0
Table 7: Best effort
(Source: As created by author)
Graph 6: Best effort
(Source: As created by author)
7. How far do you agree that you are excited about your work?
Excited

42EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
6 6.0 6.0 6.0
Agree 9 9.0 9.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 39 39.0 39.0 63.0
Strongly
disagree
37 37.0 37.0 100.0
Total 100 100.0 100.0
Table 8: Excited
(Source: As created by author)
Graph 7: Excited
(Source: As created by author)
8. How far do you agree that you are completely involved in the work you do?

43EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Completely involved
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
8 8.0 8.0 8.0
Agree 7 7.0 7.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 39 39.0 39.0 63.0
Strongly
disagree
37 37.0 37.0 100.0
Total 100 100.0 100.0
Table 9: Completely involved
(Source: As created by author)

44EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Graph 8: Completely involved
(Source: As created by author)
9. How far do you agree that you are inspired to meet your goals at work?
inspired to meet goals
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
5 5.0 5.0 5.0
Agree 10 10.0 10.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 36 36.0 36.0 60.0
Strongly
disagree
40 40.0 40.0 100.0
Total 100 100.0 100.0
Table 10: Inspired to meet goals
(Source: As created by author)

45EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Graph 9: Inspired to meet goals
(Source: As created by author)
10. How far do you agree that there are growth opportunities in your
organization?
growth opportunities
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
8 8.0 8.0 8.0
Agree 7 7.0 7.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 45 45.0 45.0 69.0
Strongly
disagree
31 31.0 31.0 100.0
Total 100 100.0 100.0
Table 11: Growth opportunities

46EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
(Source: As created by author)
Figure 10: Growth opportunities
(Source: As created by author)
11. How far do you agree that you are proactive in identifying and mitigating
challenges?
proactive in identifying and mitigating challenges
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
7 7.0 7.0 7.0
Agree 8 8.0 8.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 39 39.0 39.0 63.0

47EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Strongly
disagree
37 37.0 37.0 100.0
Total 100 100.0 100.0
Table 12: Proactive in identifying and mitigating challenges
(Source: As created by author)
Graph 11: Proactive in identifying and mitigating challenges
(Source: As created by author)
12. How far do you agree that you are highly satisfied with the compensation
and benefits?
highly satisfied with the compensation and benefits
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
7 7.0 7.0 7.0
Agree 8 8.0 8.0 15.0
Indifferent 9 9.0 9.0 24.0

48EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Disagree 38 38.0 38.0 62.0
Strongly
disagree
38 38.0 38.0 100.0
Total 100 100.0 100.0
Table 13: Highly satisfied with the compensation and benefits
(Source: As created by author)
Table 12: Highly satisfied with the compensation and benefits
(Source: As created by author)
13. How far do you agree that you receive fair wages as per the industry
benchmark?
fair wages
Frequency Percent Valid Percent Cumulative
Percent

49EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Valid Strongly
agree
6 6.0 6.0 6.0
Agree 9 9.0 9.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 30 30.0 30.0 54.0
Strongly
disagree
46 46.0 46.0 100.0
Total 100 100.0 100.0
Table 14: Fair wages
(Source: As created by author)
Graph 13: Fair wages
(Source: As created by author)
4.2.3 Organizational performance
14. How far do you agree that communication within the organization is
effective?

50EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Effective communication
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
8 8.0 8.0 8.0
Agree 7 7.0 7.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 38 38.0 38.0 62.0
Strongly
disagree
38 38.0 38.0 100.0
Total 100 100.0 100.0
Table 15: Effective communication
(Source: As created by author)
Graph 14: Effective communication
(Source: As created by author)

51EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
15. How far do you agree that you are free to make your decisions at work?
Free decision making
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
6 6.0 6.0 6.0
Agree 9 9.0 9.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 40 40.0 40.0 64.0
Strongly
disagree
36 36.0 36.0 100.0
Total 100 100.0 100.0
Table 16: Free decision making
(Source: As created by author)
Table 15: Free decision making

52EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
(Source: As created by author)
16. How far do you agree that there is cooperative environment at work?
Cooperative environment
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
11 11.0 11.0 11.0
Agree 4 4.0 4.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 30 30.0 30.0 54.0
Strongly
disagree
46 46.0 46.0 100.0
Total 100 100.0 100.0
Table 17: Cooperative environment
(Source: As created by author)

53EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Graph 16: Cooperative environment
(Source: As created by author)
17. How far do you agree that you feel stressed at work?
Feel stressed
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
5 5.0 5.0 5.0
Agree 10 10.0 10.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 38 38.0 38.0 62.0
Strongly
disagree
38 38.0 38.0 100.0
Total 100 100.0 100.0
Table 18: Feel stressed
(Source: As created by author)

54EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Graph 17: Feel stressed
(Source: As created by author)
18. How far do you agree that there is flexibility at workplace?
Flexibility
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
7 7.0 7.0 7.0
Agree 8 8.0 8.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 38 38.0 38.0 62.0
Strongly
disagree
38 38.0 38.0 100.0
Total 100 100.0 100.0
Table 19: Flexibility

55EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
(Source: As created by author)
Graph 18: Flexibility
(Source: As created by author)
19. How far do you agree that there is diversity and inclusiveness in the
organization?
Diversity and inclusiveness
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
8 8.0 8.0 8.0
Agree 7 7.0 7.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 34 34.0 34.0 58.0

56EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Strongly
disagree
42 42.0 42.0 100.0
Total 100 100.0 100.0
Table 20: Diversity and inclusiveness
(Source: As created by author)
Graph 19: Diversity and inclusiveness
(Source: As created by author)
20. How far do you agree that workplace culture in your organization is
effective?
effective workplace culture
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
6 6.0 6.0 6.0
Agree 9 9.0 9.0 15.0
Indifferent 9 9.0 9.0 24.0

57EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Disagree 38 38.0 38.0 62.0
Strongly
disagree
38 38.0 38.0 100.0
Total 100 100.0 100.0
Table 21: effective workplace culture
(Source: As created by author)
Graph 20: effective workplace culture
(Source: As created by author)
21. How far do you agree that you perform at your fullest at work?
Perform at your fullest
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly
agree
10 10.0 10.0 10.0
Agree 5 5.0 5.0 15.0

58EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Indifferent 9 9.0 9.0 24.0
Disagree 34 34.0 34.0 58.0
Strongly
disagree
42 42.0 42.0 100.0
Total 100 100.0 100.0
Table 22: Perform at your fullest
(Source: As created by author)
Graph 21: Perform at your fullest
(Source: As created by author)
22. How far do you agree that you receive ample opportunities to improve
your skills?
receive ample opportunities
Frequency Percent Valid Percent Cumulative
Percent
Valid Strongly 7 7.0 7.0 7.0

59EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
agree
Agree 8 8.0 8.0 15.0
Indifferent 9 9.0 9.0 24.0
Disagree 45 45.0 45.0 69.0
Strongly
disagree
31 31.0 31.0 100.0
Total 100 100.0 100.0
Table 23: Receive ample opportunities
(Source: As created by author)
Graph 22: Receive ample opportunities
(Source: As created by author)
4.4 Regression
SUMMAR
Y

60EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
OUTPUT
Regression
Statistics
Multiple R
0.984
76119
R Square
0.969
75460
1
Adjusted
R Square
0.969
44597
5
Standard
Error
0.192
23320
7
Observati
ons 100
ANOVA
df SS MS F
Signifi
cance
F
Regressio
n 1
116.11
42256
116.1
14225
6
3142.
16225
1
2.9111
2E-76
Residual 98
3.6214
53382
0.036
95360
6
Total 99
119.73
5679
Coeffi
cients
Standa
rd
Error t Stat
P-
value
Lower
95%
Upper
95%
Lower
95.0%
Upper
95.0%

61EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Intercept
0.132
24989
3
0.0702
72296
1.881
96345
9
0.062
80825
1
-
0.0072
03191
0.271
70297
6
-
0.007
203
0.271
70297
6
X Variable
1
0.965
99861
1
0.0172
33052
56.05
49930
9
2.911
12E-
76
0.9318
0018
1.000
19704
2
0.931
8
1.000
19704
2
Table 23: Regression analysis
(Source: As created by author)
1 1.5 2 2.5 3 3.5 4 4.5 5 5.5
0
1
2
3
4
5
6
f(x) = 1.00388819405708 x − 0.0141349298082423
R² = 0.969754601031638
Regression analysis
mployee MotivationE
rganizational performanceO
Graph 22: Regression analysis
(Source: As created by author)
Chapter 5: Analysis
5.0 Introduction
This chapter has collected data from the respondents through a survey
questionnaire and each of the questions consists of a factor. These factors forms the
different elements required to conduct the inferential statistics in the research. The
data collected has been initially tested using reliability analysis to check the internal
consistency of the collected data.

62EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
5.1 Reliability analysis
Reliability analysis is conducted to check the quality of the data collected from
the survey especially in primary data analysis. It is difficult to obtain reliable data due
to the involvement of human interaction in the research. The internal analysis
facilitates in examining the factors that is correlated by developing index that is
related to the internal consistency of the defined scale. The Cronbach's alpha index
determines the degree of closeness of the factors and elements taken in the
research. It can be considered as a measure of scale reliability and this index can
be defined as the mathematical equivalent of the mean of the correlations between
two equally divided scales. Cronbach’s alpha has been chosen as the most
appropriate method for measuring the internal consistency as it is suitable in cases
of survey questionnaire consisting of multiple questions based Likert scale. The
benchmark value for Cronbach’s alpha is 0.7 and any value greater than 0.7
indicates the quality of the data is good and it will provide significant results in the
research. In this current research, it can be seen that the value of alpha is .976
which means that the collected data is if highest quality and effective use of data will
provide better result in the research.
The table below shows the value of alpha if one of the given elements are
deleted from the research. The different questions have been set on the extreme left
hand side of the table and it will be checked with respect to the corrected Item-total
correlation and the Cronbach’s alpha value if item is deleted. In case of the first two
questions, it can be seen that the value of alpha increases slightly if the first two
questions are deleted. The corrected Item-total correlation value is less for these two
items which means that these two questions can be deleted from the research and
does not have any major contribution to the research. However, these two questions
only aim to provide the demographic scenario of the participants so will not be
omitted. The remaining questions show a decrease in alpha value and the corrected
Item-total correlation value is also high.
5.2 Quantitative analysis
5.2.1 Demographic Questions
1. Age? (1- Less than 24, 2- 25-34, 35-44, 45-54)

63EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
The question aims to identify the age of the participants in the research and in
this scenario, 30% of the respondents below the age of 24years, 25% are between
the age group of 25-34years, 24% are between the age group of 35-44 years and
remaining respondents are between the age group of 45-54years.
2. Gender? (1-Male 2-Female)
The questions depicts the gender of the respondents taking part in the
research. The respondents are equally divided and have 50 respondents of each
gender.
3. Tenure? (1- Under 1year, 2-1-2 years, 3- 2-3 years, 4- 3-5 years)
This question highlights the tenure of the respondents in the research and the
majority of the respondents have been in the organization for more than a year and
less than two years. However, there are considerable amount of respondents having
tenure of more than 3 years.
4. How far do you agree that you are satisfied with the human resource
policies in McDonalds?
This question depicts the satisfaction level of the employees working in the
organization and the results clearly depict that the employees are not satisfied with
the human resource policies. The majority of the employees have disagreed and
strongly disagreed to the survey question.
4.2.2 Employee motivation
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly
disagree)
5. How far do you agree that you are completely focused at work?
The majority of the employees disagreed to the survey question and they are
not completely focused at work. In this question, 76% of the respondents have
disagreed to the research question which indicates that there is something wrong
with the human resource policies within the organization. However, the question has
not been to identify the issues faced by the employees but this question indicates
that the motivation level of the employees are low.

64EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
6. How far do you agree that you put best effort at work every day?
This question aim to identify whether the respondents are putting their best
effort at work every day. However, the majority of the respondents have disagreed to
the research which clearly shows that the employees are highly demotivated and the
company have been unable to develop effective performance management
strategies. The research shows that 76% of the employees have disagreed to the
question and are unable to perform to the best of their capabilities.
7. How far do you agree that you are excited about your work?
This question aims to address whether the employees are excited about the
work they do and the findings of the research show that 39% have disagreed to the
research and 37% have strongly disagreed to the research question. The study
shows that only 15% of the employees have been agreed to the survey question and
9% are indifferent to the survey question. This shows that majority of the employees
does not care about the work they do.
8. How far do you agree that you are completely involved in the work you do?
This survey question evaluates the involvement of the employees in their
respective work and majority of the employees stated that they are not completely
involved with their work. On the contrary, only 15% of the employees are completely
involved in their work which shows that the human resource policies in McDonald’s is
ineffective. However, no definitive conclusion can be derived unless we conduct the
hypothesis testing of the collected data.
9. How far do you agree that you are inspired to meet your goals at work?This
question has aimed to identify whether the employees are inspired to meet their
goals at work and the majority of the employees have disagreed to the survey
question. This shows that the managers have not been able to provide the
consumers with effective motivation and inspire them to meet their goals. There is
definite gap in communication between the employees and the management level
employees which has led to this issue.
10. How far do you agree that there are growth opportunities in your
organization?

65EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
This question depicts the perception of the employees regarding the available
growth opportunities in the organization. The findings shows that 45% of the
respondents have disagreed to the research question and 31% have strongly
disagreed to the research question. On the contrary, only 8% have strongly agreed
and 7% have agreed to the survey question. This clearly shows that employees does
not see any growth opportunities for themselves in the organization and effective
training and development policies are required to provide the employees with better
growth opportunities.
11. How far do you agree that you are proactive in identifying and mitigating
challenges?
This question examines the proactiveness of the participants in mitigating and
identifying challenges. The findings shows that 39% of the respondents have
disagreed to the research question and 37% have strongly disagreed to the research
question. On the contrary, only 7% have strongly agreed and 8% have agreed to the
survey question. This shows that majority of the employees are not motivated
enough to proactively address issues developed in the organization. Therefore, the
organization needs to make improvement to the motivation level of the employees if
they want their employees to work proactively. Effective employee engagement can
be a recommendation for this issue.
12. How far do you agree that you are highly satisfied with the compensation
and benefits?
This question depicts the perception of the employees regarding
compensation and benefits provided by McDonalds. The findings shows that 38% of
the respondents have disagreed to the research question and 38% have strongly
disagreed to the research question. On the contrary, only 7% have strongly agreed
and 8% have agreed to the survey question. In this study, 9% of the employees are
indifferent to the research question which denotes that they do not want to comment
on the human resource practices of the organization. The question reflects that
majority of the employees are satisfied with compensation and benefit structure
developed by the organization and significant boost is required. It has been seen that
in majority of the instances, employees in the hospitality move to other sectors due
to the low pay when compared to the other sectors.

66EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
13. How far do you agree that you receive fair wages as per the industry
benchmark?
This question identifies whether the employees receive fair wage when
compared to the benchmark in the industry. The findings shows that 30% of the
respondents have disagreed to the research question and 46% have strongly
disagreed to the research question. On the contrary, only 6% have strongly agreed
and 9% have agreed to the survey question. This shows that the employees
consider their compensation package and benefits inferior to their benchmark set in
the industry. This clearly depicts that the organization requires a new structure for
compensation and benefits otherwise there will be significant increase in the turnover
rate of the organization.
4.2.3 Organizational performance
14. How far do you agree that communication within the organization is
effective?
This question examines that whether the communication within the
organization is effective or not. The findings shows that 38% of the respondents
have disagreed to the research question and 38% have strongly disagreed to the
research question. On the contrary, only 8% have strongly agreed and 7% have
agreed to the survey question. This shows that the organization has not been able to
develop effective communication strategies and opinion of the employees have not
been accounted for.
15. How far do you agree that you are free to make your decisions at work?
This question highlights whether the employees are free to make their
decisions at work. The findings shows that 40% of the respondents have disagreed
to the research question and 36% have strongly disagreed to the research question.
On the contrary, only 6% have strongly agreed and 9% have agreed to the survey
question. This show that the opinion of the employees are not considered and there
is lack of engagement from the perspective of the employees. The organization
needs to develop better employee engagement policies to improve the motivation
level of the workforce.
16. How far do you agree that there is cooperative environment at work?

67EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
This question highlight the organizational culture and the cooperative
environment at work. The findings shows that 46% of the respondents have
disagreed to the research question and 30% have strongly disagreed to the research
question. On the contrary, only 11% have strongly agreed and 4% have agreed to
the survey question. This shows that the organization has not been able to develop a
cooperative environment at work which results in lack of productivity among the
employees. The employees are not getting enough support from their colleagues in
times of need.
17. How far do you agree that you feel stressed at work?
This question highlight the fact that whether the students feel stressed at
work. The findings shows that 38% of the respondents have disagreed to the
research question and 38% have strongly disagreed to the research question. On
the contrary, only 5% have strongly agreed and 10% have agreed to the survey
question. This shows that in majority of the cases, the employees in the hospitality
industry have to go through immense stress at all times. Therefore, it is essential
from the perspective of the organization to develop effective stress management
strategies.
18. How far do you agree that there is flexibility at workplace?
This question depicts whether there is flexibility at workplace in McDonalds.
The findings shows that 38% of the respondents have disagreed to the research
question and 38% have strongly disagreed to the research question. On the
contrary, only 7% have strongly agreed and 8% have agreed to the survey question.
This show that the organization has not provided flexibility in working hours which is
the reason that the employees are feeling stressed. The response to this question
clearly defines the answers to the previous question and it can be interpreted that
the lack of flexibility within the organization has increased the stress level of the
employees significantly.
19. How far do you agree that there is diversity and inclusiveness in the
organization?
This question aims to identify the level of diversity and inclusiveness with the
organization. The findings shows that 34% of the respondents have disagreed to the

68EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
research question and 42% have strongly disagreed to the research question. On
the contrary, only 8% have strongly agreed and 7% have agreed to the survey
question. This shows that the employees from diverse communities and gender are
not getting enough opportunities. There is lack of inclusiveness which means that
gender bias and racial discrimination is still prevalent where preferences are given to
the Americans.
20. How far do you agree that workplace culture in your organization is
effective?
This question examines the effectiveness of the workplace culture in the
organization. The findings shows that 38% of the respondents have disagreed to the
research question and 38% have strongly disagreed to the research question. On
the contrary, only 6% have strongly agreed and 9% have agreed to the survey
question. This means McDonald’s have failed to develop an effective workplace
where there in harmony and productivity. The lack of diversity and inclusiveness is
another factor that reflects upon this question. The increase in conflict within the
organization is due to these factors and the organization needs to develop effective
strategies to mitigate these issues faced by the employees.
21. How far do you agree that you perform at your fullest at work?
This question identifies whether the employees are performing at their fullest
potential or not. The findings shows that 34% of the respondents have disagreed to
the research question and 42% have strongly disagreed to the research question.
On the contrary, only 10% have strongly agreed and 5% have agreed to the survey
question. This shows that the employees feel that they have the potential of being
more efficient and productive but the lack of effective human resource policies have
caused the employees to perform at mediocre level.
22. How far do you agree that you receive ample opportunities to improve
your skills?

69EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
This question depicts whether the employees are provided ample
opportunities to grow both personally and professionally. The findings shows that
45% of the respondents have disagreed to the research question and 31% have
strongly disagreed to the research question. On the contrary, only 8% have strongly
agreed and 7% have agreed to the survey question. This shows that McDonalds
have not been able to provide the employees with ample opportunities to grow. They
need to develop new training and development policies to provide the employees
with different job roles which will facilitate in motivating them and decrease the
turnover rate in the organization.

70EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
5.3 Correlation
Correlation is the method of analyzing the degree of association between two
variables in the research. In this study, Pearson’s correlation has been used to
measure the strength and direction of relationship between the pair of continuous
elements in the research. Pearson’s correlation aims to check whether there is
statistical evidence of a linear relationship between the chosen variables. However,
the major limitation of the method is the fact that it cannot measure the non-linear
relationship between two variables. The hypothesis for measuring the correlation are
as follows:
Two-tailed significance test:
H0: ρ = 0 ("the population correlation coefficient is 0; there is no association")
H1: ρ ≠ 0 ("the population correlation coefficient is not 0; a nonzero correlation could
exist")
One-tailed significance test:
H0: ρ = 0 ("the population correlation coefficient is 0; there is no association")
H1: ρ > 0 ("the population correlation coefficient is greater than 0; a positive
correlation could exist")
However, in this study two tailed significance have been measured so that
both direction and linear relationship can be measured. The appendix section
consists of the correlation matrix which depicts the correlation between the variables
chosen in the research. As per the appendix 2, it can be stated that all the variables
chosen are significantly in strong correlation with other variables. The correlation
value in majority of the instances is greater than 0.8 which means that the variables
almost perfectly positively correlated. As per the hypothesis stated in the two tailed
significance, the null hypothesis can be rejected in all the instances which shows that
there is some degree of association between the variables and the data is significant
at interval of 0.01(two tailed).
This means that all the elements are interlinked with each other and one
variable affects the other. This has already been discussed while analysing each of
the survey questions where the stress level is directly proportional to the flexibility of
the working hours. Similarly, initially it had been seen that the employees are not

71EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
satisfied with the human resource policies of the organization. The response to each
of the question has provided valid reasons for employees remaining unsatisfied with
the human resource management. The response to each of the question clearly
indicates the lack of motivation among majority of the employees. Therefore, there
is parity between the data collected and the correlation table which determines that
all the factors are highly essential for improvement of the employee motivation and
increasing the performance of the organization.

72EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
5.4 Regression
The regression analysis is a tool to measure the relationship between two or
more variables where it can be represented by a straight line equation y=mx + c. In
this study, linear regression has been used to examine the relationship between
employee motivation and organizational performance. The value multiple R defines
the correlation between two variables employee motivation and organization
performance. The value of multiple R is 0.98476119 which is almost close to 1,
which means that there is perfectly positive relationship employee motivation and
organizational performance. The direction of the linear relationship has been
established in the research which signifies the positive relationship.
The next variable is R2 , which is the coefficient of determination and
measures the goodness of fit of the model. The coefficient of determination also
determines the explaining capability of the characteristics of the independent
variable for the dependent variable. In this study, the value of R² = 0.9698 and this
means that employee motivation can explain 96.98% of the characteristics of
organizational performance. The goodness of fit of a model is high if the value of R2
is greater than 0.8 and this means that majority of the points lie within the regression
line.
The regression equation in the given study is y = 1.0039x - 0.0141, where if
put the value of x as 1 unit, then the value of y becomes 0.9898 unit. This shows the
positive relationship between both the variables where employee motivation is
directly proportion to the organizational performance. However, the statistical
significance cannot be determined unless the F value is determined and the F-value
is expected to be less than 0.05 for any statistical significance in the research. In this
regression analysis, the F value is 2.91112E-76, which is less than 0.05. This means
that the data is statistically significant and the null hypothesis can be rejected and
the alternative hypothesis can be accepted. The findings of the research suggest
that employee motivation has significant impact on the performance of the
employees and in this scenario, the response from the participants have made it
clear that they are highly demotivated and require better human resource policies
and working environment in order to perform to their fullest potential.

73EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
The workforce of any organization is a key element for gaining sustainable
competitive advantage for the organizations. The performance of any service
organization is highly dependent on the performance of their employees as they
regularly interact with the consumers. However, in this scenario as the employees
are highly demotivated, McDonald’s would major losses in the future if they do not
bring about a change in their human resource policies.
Chapter 6: Conclusion and recommendation
6.1 Conclusion:
The entire study has provided in-depth understanding on how employee
motivation leaves significant impact on organizational performances. The productivity
in an organization is highly dependent on the process of employee satisfaction. In
order to provide the job satisfaction to the employees, motivational initiatives are
very important. McDnalds is being considered as the world’s most democretic and
unoversal brands. The aim of the company is to be nutrationally mindful for
sustiniong in the industry. Analysing the current situation in the workplace, it has
been identified that employee turnover has become the important issue in
McDonalds, which has creased difficulties for implementing business initiatives. As
its result, the overall organizational performance is getting hampered. Therefore, it
can be said that lack of employee motivation has become the issue in the current
fast-food industry. On the other hand, it is also true that lack of motivation in the
workplace has influenced the employee conflict in the workplace. It is true that
depending on the current situation in the workplace. As its result, the increasing rate
of customer complaints, organizational performance has become big concern for the
organization.
With the increasing employee turnover, it has become tough for the rest of the
employees to deliver standard quality of service within the expected time, which has
also created dissatisfaction among the customers. Due to increasing customer
complaints, the brand reputation of the company is now in a danger situation. The
primary aim of this very specific study is to understand the factors that affect the
employee motivation in improving organizational performance in the context of
McDonalds. By highlighting different influential factors that have affected the lack of
employee involvement in organizational functions, the study has suggested different

74EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
recommendations so that the employee involvement can be increased in the
workplace. Depending on the employee motivation techniques it becomes easier for
the company to maintain the strong relationship between the employers and
employees in the workplace, which impacts on the productivity rate of the company.
Motivation can increase the confidence and ability of a person to face the
challenges. Initial as well as long term goal can be achieved by a motivated person.
Creative skill of an employees can be flourished, which can help to bring
organizational development. It has been observed that people belonging to various
geographical backgrounds and attitudes are associated with business organizations.
Employees have to face numerous challenges in being associated with an
organization. In this kind of situation, employees lose their interest in delivering their
best services to the business experts.
The study has evaluated that in such a business environment, the employees
have to face immense challenges in dealing with the concerned stakeholders.
Therefore, by maintaining agility the business experts intend to follow a friendly work
environment based on which employees can overcome any kind of linguistic barrier,
psychological barrier or cultural barrier. It has been observed that the business
experts tend to provide gift vouchers or trophy to the deserving candidates with the
help of which employees can get enough enthusiasm towards giving their best
endeavour. At the same time, people having language barrier feel hesitated in
interacting with the managers regarding any issues facing at the workplace. In this
kind of situation, business experts tend to use non-verbal communication method,
which enables the employees in escalating their problems. Large number of food
centres is there who have to face immense challenges in providing additional
incentives and bonus to the employees due to economic constraints. However, this
very specific study has provided in-depth overview on how effective training session
can motivate the employees in updating the career path. However, due to the lack of
effective compensation and benefit structure the employees refuse to put any kind of
additional effort towards the services. This particular situation leaves major negative
impact on the overall performances of the organization. Therefore, the two variables
of research issue are inseparably related to each other. If the employees do not find
any kind of motivation at the workplace, the organizational experts would not be able
to get good performances from the employees.

75EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Using the hierarchical triangle, the needs of the human has been highlighted
in the model. Through the Maslow theory, the sense of well-being of human has
been discussed. The study has evaluated that job security of the employees in the
workplace can play an influential role for motivating them towards improving their
performance. Employees should have the sense of responsibility as well as they
should hold themselves responsible for doing the job in the workplace.
Communication is being considered as an influential key driver in employee
motivation. It becomes easier for the company to encourage the employee towards
achieving their goals and objectives. By selecting effective methodological tools, the
study has collected appropriate data and information from various resources. Data
analysis tools are used to identify the selected research issue. While conducting the
entire study, the researcher has strictly followed ethical considerations for completing
the entire study with proper valuable resources. The researcher by following anti-
discrimination act has involved both male and female participants for providing
necessary feedback on the identified research issue.
6.2 Recommendations:
After evaluating different motivational strategy and its various constraints on
employee motivation the study has provided major recommendations and these are
as follows:
 Fulfil basic needs and demands of employees:
In order to maintain workplace agility the business experts have to fulfil basic
needs and demands of the employees. Sometime, employees seek additional
benefits from the organization due to health issues faced at the workplace. The
business leaders would have to show an effective co-operation with the existing
employees. Automatically, employees would like to compensate these days by
providing additional efforts towards overall services.
 Create a culture of autonomy:
In order to create a culture of autonomy the business experts need to add
agile work environment at the organization. Effective work environment helps the
business experts in maintaining organizational behaviour. In order to maintain
courageous attitudes among the employees the business experts intend to maintain

76EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
autonomous environment at the workplace. Autonomous environment enables the
employees in maintaining effective communication at the workplace, wearing casual
attire and maintaining organizational goodwill. In this kind of situation, the employees
start in enjoying the workflow, which reflects positive impact on the overall
productivity.
 Use participative leadership style
It is however undeniable that immense pressure within organization ultimately
damages overall reputation of the organization. Business managers being extremely
pressurized intend to impose their decision on the employees. Employees do not get
the opportunity to share their own opinion on the overall success of business. In
order to overcome this kind of situation, it can be recommended that the business
managers need to implement participative form of leadership style at the workplace.
Effective participative leadership style motivates the employees in sharing their own
concern. As a result, employees intend to provide quality services to the customers.
 Entertain the employees in raising their workplace issues:
It has been observed that employees do not get enough exposures in sharing
their own opinion after facing workplace issues. As a result, they feel immensely
disgusted in performing well towards the services. In order to overcome such kind of
challenges the business experts should implement group communication methods.
Group communication method enables the employees in focusing on their own
concern. Moreover, by maintaining interpersonal communication the business
experts need to know about the issues faced by employees at the workplace.
6.3 Objective linking:
Objective 1: to critically identify the impact of employee motivation in improving
organizational performance in the context of McDonalds
This particular objective has been linked with question number 2.2 of literature
review, which signifies different employee motivational strategies and its major
impacts. In this very specific part, the study has evaluated that making effective
communication with the employees and providing them rewards and recognition
motivates them immensely. On the other hand, this part has also evaluated on how
effective motivational strategy creates courageous attitude among the employees.

77EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
On the other hand, the study in this section has pointed out on how effective
motivational strategy has left major positive impact on the overall organizational
performances.
Objective 2: to evaluate the factors that affect employee motivation that improves
organizational performance in the recent context
This particular objective has been linked with question number 2.3, which
signifies Factors affecting employee motivation and effective organizational
performances. In this very section, the study has evaluated that economy is one of
the most significant factors with the help of which business experts fail to provide
their best effort towards services. It has been observed that due to increasing
competition in the market, pressure on the employees has been increased, which
has created dissatisfaction among the employees. In a recent article, it has been
published that due to massive employee turnover in the workplace, stressful situation
has been occurred in the workplace. However, in order to overcome this situation,
company needs sufficient amount of money due to which the business experts would
be able to implement training and development program, rewards and recognition
policies and so on. On the other hand, in the data analysis part, factors of affecting
employee motivation have also been evaluated.
Objective 3: to suggest measurable strategies to motivate their employees in the
organization: in the context of McDonalds
This very specific objective has been linked in the last chapter of conclusion in
the recommendation section. In this very specific section, the study has evaluated on
how the business experts can overcome challenges of implementing motivational
strategy. In this part the business leaders would have to show an effective co-
operation with the existing employees. In order to maintain courageous attitudes
among the employees the business experts intend to maintain autonomous
environment at the workplace. In order to overcome this kind of situation, it can be
recommended that the business managers need to implement participative form of
leadership style at the workplace. However, in the recommendation section the
author has clearly mentioned that appropriate form of leadership strategy allows the
employees in sharing their views and thoughts. As a result, the business experts do

78EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
not have to face difficulties in convincing the employees for providing their effective
endeavour towards services.
6.4 Future scope of the study:
After conducting the entire research paper, it can be concluded that the
researcher has enough space to improve the quality of research paper in future.
While conducting data collection method the researcher has focused on primary data
collection techniques only. Primary data collection method is not sufficient in
conducting the entire study successfully. Therefore, while maintaining data collection
technique the researcher would have to equally focus on both secondary as well as
primary data collection technique. Secondary data would help the researcher in
evaluating the identified research issue critically. As a result, the researcher would
get direct feedback from the participants with the help of primary data collection.
On the other hand, secondary data analysis helps the researchers in
analyzing the research from numerous points of views. In addition, the entire
research span would also be expanded in future so that the researcher can get
immense time in collecting the appropriate data resources from numerous reliable
and valid resources. At the same time, the entire literature review would be
conducted with critical analysis so that numerous points of views of the eminent
scholars can be presented in a systematic way. By selecting post-positivism
research philosophy, the study would be able to evaluate the entire research issue
with proper evidence. As a result, the research paper would get immense recognition
to some of the most recognized eminent scholars as well which would help in
enhancing future career path.

79EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
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84EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE

85EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Appendices
Appendix 1
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
Age 100 1 4 2.36 1.124
Gender 100 1 2 1.50 .503
Tenure 100 1 4 2.54 1.114
Satisfaction 100 1 5 3.85 1.184
completely focused 100 1 5 3.95 1.184
best effort 100 1 5 3.88 1.200
excited 100 1 5 3.92 1.169
completely involved 100 1 5 3.90 1.210
inspired to meet goals 100 1 5 3.96 1.163
growth opportunities 100 1 5 3.84 1.178
proactive in identifying and mitigating 100 1 5 3.91 1.190

86EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
challenges
highly satisfied with the
compensation and benefits
100 1 5 3.92 1.195
fair wages 100 1 5 4.01 1.210
effective communication 100 1 5 3.91 1.215
free decision making 100 1 5 3.91 1.164
cooperative environment 100 1 5 3.96 1.310
feel stressed 100 1 5 3.94 1.153
flexibility 100 1 5 3.92 1.195
diversity and inclusiveness 100 1 5 3.95 1.234
effective workplace culture 100 1 5 3.93 1.174
perform at your fullest 100 1 5 3.93 1.273
receive ample opportunities 100 1 5 3.85 1.158
Valid N (listwise) 100

87EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Appendix 2
Correlation
s
completel
y focused
best
effort
excite
d
completel
y involved
inspire
d to
meet
goals
growth
opportunitie
s
proactive
in
identifyin
g and
mitigating
challenge
s
highly
satisfied with
the
compensatio
n and
benefits
fair
wage
s
effective
communicatio
n
free
decisio
n
making
cooperativ
e
environme
nt
feel
stresse
d
flexibilit
y
diversity
and
inclusivenes
s
effective
workplac
e culture
perfor
m at
your
fullest
receive
ample
opportunitie
s
completely focused Pearson
Correlatio
n
1 .813*
*
.880** .857** .828** .834** .864** .825** .832** .832** .839** .885** .841** .818** .869** .819** .862** .812**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
best effort Pearson .813** 1 .828** .840** .836** .872** .855** .817** .849** .865** .831** .832** .805** .874** .835** .847** .854** .837**

88EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Correlatio
n
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
excited Pearson
Correlatio
n
.880** .828*
*
1 .815** .845** .848** .837** .827** .843** .869** .841** .855** .805** .856** .844** .820** .844** .812**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
completely involved Pearson
Correlatio
n
.857** .840*
*
.815** 1 .808** .874** .835** .826** .870** .846** .839** .864** .835** .826** .842** .855** .841** .840**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100

89EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
inspired to meet goals Pearson
Correlatio
n
.828** .836*
*
.845** .808** 1 .784** .786** .841** .819** .834** .855** .835** .842** .826** .857** .819** .858** .866**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
growth opportunities Pearson
Correlatio
n
.834** .872*
*
.848** .874** .784** 1 .883** .830** .865** .858** .844** .899** .811** .873** .828** .875** .854** .834**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
proactive in identifying and
mitigating challenges
Pearson
Correlatio
n
.864** .855*
*
.837** .835** .786** .883** 1 .812** .856** .819** .840** .892** .828** .862** .871** .863** .869** .833**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100

90EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
highly satisfied with the
compensation and benefits
Pearson
Correlatio
n
.825** .817*
*
.827** .826** .841** .830** .812** 1 .818** .844** .852** .863** .840** .809** .847** .795** .859** .860**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
fair wages Pearson
Correlatio
n
.832** .849*
*
.843** .870** .819** .865** .856** .818** 1 .845** .839** .861** .818** .853** .839** .861** .840** .859**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
effective communication Pearson
Correlatio
n
.832** .865*
*
.869** .846** .834** .858** .819** .844** .845** 1 .822** .867** .818** .865** .832** .824** .845** .809**

91EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
free decision making Pearson
Correlatio
n
.839** .831*
*
.841** .839** .855** .844** .840** .852** .839** .822** 1 .859** .809** .822** .834** .830** .854** .829**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
cooperative environment Pearson
Correlatio
n
.885** .832*
*
.855** .864** .835** .899** .892** .863** .861** .867** .859** 1 .834** .876** .861** .885** .883** .848**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
feel stressed Pearson
Correlatio
n
.841** .805*
*
.805** .835** .842** .811** .828** .840** .818** .818** .809** .834** 1 .825** .828** .840** .850** .848**

92EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
flexibility Pearson
Correlatio
n
.818** .874*
*
.856** .826** .826** .873** .862** .809** .853** .865** .822** .876** .825** 1 .833** .853** .859** .845**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
diversity and inclusiveness Pearson
Correlatio
n
.869** .835*
*
.844** .842** .857** .828** .871** .847** .839** .832** .834** .861** .828** .833** 1 .820** .878** .857**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
effective workplace culture Pearson
Correlatio
n
.819** .847*
*
.820** .855** .819** .875** .863** .795** .861** .824** .830** .885** .840** .853** .820** 1 .841** .802**

93EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
perform at your fullest Pearson
Correlatio
n
.862** .854*
*
.844** .841** .858** .854** .869** .859** .840** .845** .854** .883** .850** .859** .878** .841** 1 .835**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
receive ample
opportunities
Pearson
Correlatio
n
.812** .837*
*
.812** .840** .866** .834** .833** .860** .859** .809** .829** .848** .848** .845** .857** .802** .835** 1
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
**.
Correlation
is significant

94EMPLOYEE MOTIVATION ON ORGANIZATIONAL PERFORMANCE
at the 0.01
level (2-
tailed).

Running head: EMPLOYEE MOTIVATION IN ORGANIZATIONAL PERFORMANCE

1EMPLOYEE MOTIVATION IN ORGANIZATIONAL PERFORMANCE
Appendix 3
Quantitative questionnaire
1. Age?
a) Less than 24 b) 25-34 c) 35-44 d) 45-54
2. Gender?
a) Male
b) Female
3. Tenure?
a) Under 1year
b) 1-2 years
c) 2-3 years
d) 3-5 years
4. How far do you agree that you are satisfied with the human resource policies in
McDonalds?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Employee motivation
5. How far do you agree that you are completely focused at work?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
6. How far do you agree that you put best effort at work every day?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
7. How far do you agree that you are excited about your work?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree

2EMPLOYEE MOTIVATION IN ORGANIZATIONAL PERFORMANCE
8. How far do you agree that you are completely involved in the work you do?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
9. How far do you agree that you are inspired to meet your goals at work?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
10. How far do you agree that there are growth opportunities in your
organization?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
11. How far do you agree that you are proactive in identifying and mitigating
challenges?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
12. How far do you agree that you are highly satisfied with the compensation and
benefits?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
13. How far do you agree that you receive fair wages as per the industry
benchmark?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Organizational performance
14. How far do you agree that communication within the organization is effective?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
15. How far do you agree that you are free to make your decisions at work?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
16. How far do you agree that there is cooperative environment at work?

3EMPLOYEE MOTIVATION IN ORGANIZATIONAL PERFORMANCE
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
17. How far do you agree that you feel stressed at work?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
18. How far do you agree that there is flexibility in workplace?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
19. How far do you agree that there is diversity and inclusiveness in the
organization?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
20. How far do you agree that workplace culture in your organization is effective?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
21. How far do you agree that you perform at your fullest at work?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
22. How far do you agree that you receive ample opportunities to improve your
skills?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree

4EMPLOYEE MOTIVATION IN ORGANIZATIONAL PERFORMANCE