Evaluating the Impact of Lack of Motivation on Staff Performance and Event Success

Running head: EVENT MANAGEMENT
Event Management
Name of the student
Name of the university
Author note

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Executive Summary
This research had examined the impact of lack of motivation on the staff performance and
event success. The major objective of the research was to evaluate the different elements of
lack of motivation and staff performance to highlight the degree and nature of impact.
Hypothesis had been developed based on the goals. The critical analysis of the past literature
had stated the theoretical concepts and identified the gap. Past literatures had not been able to
address this issue in respect to the event industry. Moreover, the main focus had been on the
motivating factors neglecting the aspect of lack of motivation. The study had used a mixed
method analysis where both qualitative and qualitative data had been collected and analysed.
The findings of the research had clearly shown that there is direct relationship between lack
of motivation and staff performance where staff motivation is increased when corresponding
factors of motivation are positive. The research had concluded by linking the objective with
the findings to provide valid recommendation that would improve the motivational level
among staffs in the event industry.

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Table of Contents
Chapter 1: Introduction..............................................................................................................4
1.0 Introduction..........................................................................................................................4
1.1 Background of the Study......................................................................................................4
1.2 Research problem.................................................................................................................5
1.3 Research Aims and Objectives.............................................................................................5
1.4 Research Question................................................................................................................6
1.5 Research Hypothesis............................................................................................................6
1.6 Summary..............................................................................................................................6
Chapter 2: Literature review......................................................................................................7
2.1 Introduction..........................................................................................................................7
2.2 Motivation............................................................................................................................7
2.3 Theories of Motivation.........................................................................................................7
2.3.1 Maslow-Hierarchy of needs..............................................................................................8
2.3.2 Hertzberg’s two factor theory...........................................................................................9
2.3.3 Vroom’s expectancy theory............................................................................................10
2.3.4 Skinner's reinforcement theory.......................................................................................10
2.4 Motivational Factors and process.......................................................................................11
2.5 Staff performance...............................................................................................................12
2.6 Influence of motivation on staff performance....................................................................12
2.7 Motivation and Staff performance in the event industry...................................................12
2.8 Conceptual Framework......................................................................................................14
2.9 Literature Gap....................................................................................................................14
2.10 Summary..........................................................................................................................14
Chapter 3: Research Methodology...........................................................................................16
3.1 Introduction........................................................................................................................16
3.2 Research Philosophy..........................................................................................................16

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3.3 Research Approach............................................................................................................17
3.4 Research Design.................................................................................................................17
3.5 Data Collection and Analysis.............................................................................................18
3.6 Sampling Methods.............................................................................................................18
3.7 Reliability and Validity......................................................................................................19
3.8 Ethical consideration..........................................................................................................19
3.9 Summary............................................................................................................................20
Chapter 4: Findings and Analysis............................................................................................21
4.1 Reliability test....................................................................................................................21
4.2 Quantitative Analysis.........................................................................................................23
4.2.1 Demographic questions...................................................................................................23
4.2.2 Questions on Lack of motivation....................................................................................25
4.2.3 Question on Staff performance and event success..........................................................30
4.2.4 Descriptive Statistics.......................................................................................................30
4.2.5 Correlation Analysis........................................................................................................31
4.2.6 Regression Analysis........................................................................................................31
4.3 Qualitative analysis............................................................................................................34
4.4 Analysis..............................................................................................................................36
4.5 Summary............................................................................................................................37
Chapter 5: Conclusion..............................................................................................................38
5.1 Conclusion..........................................................................................................................38
5.2 Recommendations..............................................................................................................39
References................................................................................................................................40
Appendix..................................................................................................................................45

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Topic: Evaluation of the impact of lack of motivation on staff performance in event industry
CHAPTER 1: INTRODUCTION
1.0 INTRODUCTION
This report has examined the impact of lack of motivation on staff performance in the
event industry. The success of every event is dependent on the performance of the staffs, in
each of their allocated tasks. The go-to team and the support team facilitate in smooth
operation of all the activities. Lack of motivation among different staffs may cause issues and
compromise the overall event. Delay in a small task may have a huge impact on the overall
event and this is one of the characteristics on event management. The research has aimed to
examine the way lack of motivation affects their performance and events.
1.1 BACKGROUND OF THE STUDY
Motivation is a theory that has been studied for a long time and changes in modern
employee needs, there has been significant changes in factors affecting the motivation of the
employees. Employees in different organizations have different attitudes, beliefs,
backgrounds, thinking and attitudes (Malik, Butt and Choi 2015). There are various event
organizations that are not aware of their own diversity which causes an issue for them to
identify clear ways of motivating employees in diverse work environment. Therefore, in
order to motivate the employees, the event director and supervisor needs to be in a position to
understand the varying needs of the different staffs (Jung and Yoon 2015). The physical and
mental requirements for being a part of a big event takes a tool on majority of the employees.
Studies shows that at least one third of the employees are demotivated or have not been
motivated since the day they have joined in the organization.
On the other hand, employees respond to motivating activities positively if the
supervisors are aiming to do so. Event directors are responsible for all the activities
concerning the event but it is not possible for the event manager to be at all places at the same
time (Schaufeli and Taris 2014). Therefore, it is essential to develop an effective team that
consists of motivated and skilled staffs that would be able to manage their respective
responsibilities effectively. Therefore, it is essential for managers to ensure that employees
are committed to their work and provide the best possible output by reaching the peak of their
potential.

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Cooperation and coordination among the team can only be developed by improving
their level of motivation. Employees remain loyal to any business entity only if they feel that
have been included into management decisions (Schaufeli and Taris 2014). This improves
their level of engagement and provides inclusiveness. Employee engagement has been
considered as one of the major factors of employee motivation and inclusion of the overall
team into event planning results in better output. Motivation among employees results in
autonomy and they are self-driven to fulfil the goals of the organization (Malik, Butt and
Choi 2015). Rewards and recognition have also been considered as one of the major factors
for motivating employees. However, the change in modern workforce have different needs
and they are motivated by diverse needs.
Lack of motivation in events may result in disaster and the chances of rectification in
major events is few. Therefore, it is essential to be on point at all times which adds stress to
the employees. Event management is one of the parts of hospitality management where
providing the consumers with the best possible service results in new business opportunities.
Reputation of an event company can be demolished with one disastrous event and it is key to
keep the employees motivated to address the changes in the market. This is the reason it is
essential to examine the factors causing the lack of motivation among employees in the event
industry.
1.2 RESEARCH PROBLEM
Motivation is one of the major issues for employees in every industry. However,
evaluation of the past researches shows that none of the research has been able to address the
lack of motivation in event management companies. Event management staffs have to endure
stressful environment due to the duration of events and the hectic schedule. This is the reason
that a large number of employees move to different sector due to the lack of motivating
factors for them to stay. The employees in the event industries have to remain engaged,
welcoming and cheerful at all times even after being in long stressful shifts. Therefore, it is
critical for the event manager to keep the staffs elevated and motivated for successful events.
The research would address this aspect to examine the ways lack of motivation can hamper
events and strategies to improve the motivation level of the employees.
1.3 RESEARCH AIMS AND OBJECTIVES
The main aim of the research is to evaluate the impact of lack of motivation on the
staff performance and event success. In the research, the way of lack of motivation is

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affecting the event progress and management is being addressed in the research. The different
factors of motivation in the event industry would be identified along with the factors of job
satisfaction. These factors would be compared to develop a model that would portray the
relationship. The objectives of the present study are enumerated below:
 To identify the different factors of motivation for staffs in the event industry
 To highlight the different elements of staff performance in the event industry
 To examine the impact of lack of motivation on staff performance and event success
 To recommend suitable strategies to keep staffs motivated in the event industry
1.4 RESEARCH QUESTION
 What are the different factors of motivation for staffs in the event industry?
 What are the different elements of staff performance in the event industry?
 What is the impact of lack of motivation on staff performance and event success?
1.5 RESEARCH HYPOTHESIS
H0: Lack of motivation does not have any significant impact on staff performance and event
success
H1: Lack of motivation have any significant impact on staff performance and event success
1.6 SUMMARY
This chapter has provided a concise introduction on the topic of research and the
purpose of conducting the study. The chapter includes the research objectives, research
questions and research hypothesis which facilitates in understanding the intent of the
research. Introduction has provided a background for moving into the next chapter by
establishing the research problem

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CHAPTER 2: LITERATURE REVIEW
2.1 INTRODUCTION
This chapter has critically evaluated the different peer reviewed journals on
motivation and staff performance. Employee motivation has been one of the key topics of
discussions for the past decades and different theories on motivation has been developed to
identify the ways human resources can be used to improve the work level of the employees
(Shahzadi et al. 2014). However, the needs and motivational factors of the employees have
been changing for the past years due to the change in generation and changes in importance
of key elements of motivation on the employees.
2.2 MOTIVATION
As stated by Gerhart and Fang (2015), motivation has been defined as the
psychological feature driving the employees to fulfil their personal and professional goals. It
also contributes to the degree of commitment of a person. Shahzadi et al. (2014) states that
the word motivation is derived from motive so it is based on the desires, wants, drives and
needs. The process of motivation is used to inspire people to improve their actions for
achieving the desired goals. Motivation has been considered as an incentive that facilitates in
improving the performance of the employees. Motivation can be further classified into
extrinsic and intrinsic motivation. According to Perryer et al. (2016), motivation has been
defined as the development of enticement and stimuli that allows employees to perform to
their fullest capabilities. As per the human resource management strategies, it is essential for
the organizations to provide employees with energy, motivation and understanding of the
goals. This facilitates in perpetration of energy needed for achieving the organizational goals.
As stated by Hinojosa et al. (2017) motivation is necessary for developing sustainable growth
within organizations and has been acknowledged by scholars such as McCelland, Alderfer
and Maslow.
2.3 THEORIES OF MOTIVATION
Osabiya (2015) has categorized the different motivational theories into three parts and
they are need, cognitive and reinforcement theory of motivation. On the other hand, Cook
and Artino Jr (2016) states that motivational theories are divided into process theories and
content theories. The process theories focus on how of human behaviour and the content
theory focuses on what of the human behaviour. However, the content theories have not been

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able to completely explain the factors that motivate the employees and the process theories
consists of different organizational process that improves motivation.
Image 1: Motivational theories
Source: Cook and Artino Jr (2016)
2.3.1 MASLOW-HIERARCHY OF NEEDS
This theory has condensed the needs into five categories and consists of psychological
needs, safety, belonging, love, esteem and self-actualization. As stated by Maslow (1943), the
lowest unsatisfied need is the most significant or dominant factor. The needs of the
employees are developed are represented in a pyramid which states the most basic and
complex needs which has been denoted by hierarchy. The hierarchy starts from instinctual
needs to personal satisfaction and self-fulfilment (Shaughnessy, Moffitt and Cordova 2018).
As per the Maslow’s hierarchy of Needs, the bottom of the pyramid consists of basic needs
such as food, shelter, warmth and water. A person moves to the next stage when the basic
needs are fulfilled. The second stage is the safety need which consists of the stability,
freedom and security. The third stage deals with sense of belonging and need for love which
focuses on friends, family, lover and spouse (Morrical, Graves and Shelby 2018). The next
stage is the self-esteem need which addresses the need to be acknowledgement and for
acceptance. The last stage is the self-actualisation need which addresses the personal growth

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and fulfilment. However, this theory has received major criticism from various researchers
where there is lack of empirical data to support the conclusions. Moreover, all employees are
considered same and it mostly focuses on job satisfaction and not on employee motivation.
Image 2: Maslow’s Hierarchy of Needs
Source: (Morrical, Graves and Shelby 2018)
2.3.2 HERTZBERG’S TWO FACTOR THEORY
Hertzberg (1987) stated that there are some factors that motivate the employees
known as motivating factors and there are some that causes dissatisfaction and are known as
hygiene factors. The theory also stated that opposite of satisfaction is no satisfaction and not
dissatisfaction (Alshmemri, Shahwan-Akl and Maude 2017). The job satisfiers deal with the
factors involved in fulfilling the job and the dissatisfiers deals with the factors that defines the
context of the job. Therefore, the hygiene factors were required to make sure that employees
are not dissatisfied and the motivating factors are required to make sure employee have
motivation and job satisfaction for increasing productivity. The major factors for job
satisfaction are recognition, achievement, responsibility, work and advancement (Sanjeev and
Surya 2016). On the contrary, the different factors of job satisfaction are working conditions,
salary, interpersonal relationship, company policy, administration, supervision and salary.

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2.3.3 VROOM’S EXPECTANCY THEORY
This is a process theory and puts emphasis on the content and process of motivation.
It also integrates equity, reinforcement and need theories. Victor Vroom’s (1964) expectancy
theory explains the ways in which the choices are being made by the actions of the people.
Vroom has defined motivation is the process which governs the choices of individuals among
all the possible alternatives of voluntary behaviour (Lloyd and Mertens 2018). The desired
outcome is based on the decision and the theory stems from this perspective. There are three
appraising factors that determines the motivation for engagement. These factors are as
follows:
 Expectancy- If a person has the believe that more effort will result in success then
that person would provide better performance
 Instrumentality- It is based on the belief that there is a link between goal and
activity
 Valence- It is based on the value that has been put on the rewards by a person
According to Vroom’s theory instrumentality, valence and expectancy are multiplied to
provide motivation. This means that an individual that does not see any link between
performance and effort will have zero expectancy (Kohli et al. 2018). Similarly, the same
individual has zero instrumentality as the person fails to examine the link between goal and
activity. On the other hand, an individual that does not value the outcome will have zero
valence.
Image 3: Vroom’s expectancy theory
Source:(Lloyd and Mertens 2018)

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2.3.4 SKINNER'S REINFORCEMENT THEORY
Reinforcement theory states that consequences can affect the behaviour of an
individual. However, reinforcements can use both positive and negative. Positive
reinforcements consist of appreciation, praise, money, promotion or other forms of rewards
that would assist in developing repetitive rewarded behaviour (Vargas 2017). On the
contrary, negative reinforcement consists of any form of punishments. As stated by the
theory, positive reinforcement has high degree of preference when compared to negative
behaviour as it only aims to stop a behaviour that is undesirable but does not provide any
alternative behaviour. It also develops negative attitudes and bad feelings towards the person
responsible for punishment. Moreover, it only suppresses the behaviour of the person but
does not eliminate the behaviour permanently.
2.4 MOTIVATIONAL FACTORS AND PROCESS
Aguenza and Som (2018) states that monetary benefit has been considered the
strongest factor in motivating employees among all other factors as it is essential for
respectable and quality life. Financial incentives have been considered as the major factor in
driving majority of the employees. However, in the long run, it cannot be used to improve the
employee performance. De Vito et al. (2018) states that studies show that rewards have
positive influence on the performance of employees as it increases job satisfaction. Cooper
(2015) states that leadership is another way of improving the performance of the employees
as it is necessary for the supervisors to makes sure that employees trusts them. Employees are
often demotivated due to the incapability of their managers or supervisors. A trusted leader
can motivate the employees to work appropriately. De Vito et al. (2018) states that employee
training and development programs are also crucial for motivating employees as modern
employees wants to grow personally and professionally in their respective organizations. Shin
et al. (2015) argued that effective performance appraisal is critical for improving the
performance of the employees. However, this factor can be included into the capabilities of
the leaders as they provide positive and constructive feedback to motivate their employees.
Motivation is divided into two categories, one is intrinsic and extrinsic motivation.
According to Kuvaas et al. (2017), extrinsically motivated individuals are affected by the
external factors such as verbal support, money and other rewards whereas intrinsic
motivation consists of factors such as recognition, self-expression, growth and purpose.
Gerhart and Fang (2015) argued that extrinsic motivation is negative impacted by intrinsic

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motivation. The author also stated that lack of contingent fiscal measures reduces the intrinsic
motivation. On the contrary, Hennessey et al. (2015) stated that even though there is
significant difference in the work done by extrinsic and intrinsic motivation, it has supporting
impact on one another. Intrinsic motivation can improve the performance of the employees
once the extrinsic motivation has been dealt with.
2.5 STAFF PERFORMANCE
Törmä et al. (2018) states that employee performance can be defined as the skill level
of each employees. Employees have certain area of expertise and consists of factors such as
yield, quality, accommodative nature, work closeness and yield opportunity. The
performance of employees is measured based on three criteria personal data, production and
judgements. Hedberg (2016) states that activity of doing thinks as per the job requirement is
known as employee performance. It can also be considered as the expected activities from the
employees. Supervisor and managers monitor performances of employees based on key
performance areas to facilitate improvement.
2.6 INFLUENCE OF MOTIVATION ON STAFF PERFORMANCE
Said et al. (2017) states that past studies show that motivation has been one of the
major factors for improving the performance level of the employees. It has also been seen
that effect of intrinsic motivation on the performance of the employees can be considered to
be significant and positive. Kiruja and Mukuru (2018) states that there is negative
relationship between perceived training and motivation of employees. On the contrary,
Kwapong, Opoku and Donyina (2015) states that another descriptive research that aimed to
establish the relationship employee motivation and employee performances showed that there
is weak correlation between the variables but it is statistically significant. This means that
employee performances increase with increase in motivation. Saka, Akor and Opaleke (2016)
conducted a mixed method analysis to check the relationship between employee motivation
and employee performance which showed that future growth opportunities and promotion are
the major factor for improving employee performance. The research has also revealed that
wages, salaries and bonuses have weak motivational influences.
2.7 MOTIVATION AND STAFF PERFORMANCE IN THE EVENT INDUSTRY
Aisbett and Hoye (2015) stated event industry provides dynamic and challenging
context form motivating employees and managing staff performances. This is one of the

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significant challenges for the human resource management in event organizations.
Engagement of staffs, volunteers and contractors are key aspect for increasing the motivation
of the employees. Event can be classified as projects in comparison with stable business
organizations and their operations. This implies that each event is handled as separate and
distinct entities and can be considered as unique and temporary endeavours (Giampiccoli,
Lee and Nauright 2015). Therefore, it is essential to develop continuous commitment among
these employees for ensuring that the project is a success. Kim and Cuskelly (2017) states
that even though various may have some similarities in terms of their features but every event
is unique as they have requirements specific to each event. Therefore, the human resource
management is faced with new challenges with every new event. Staff requirements are
different for different events which makes it more challenging.
Hashim, Ismail and Hassan (2016) opined that majority of the events are run by
taking support from third party contractors that play a significant role in the success of the
project. This results in issues such as quality, reliability and control. Moreover, the staff
needs are higher in these events consisting of paid, causal and volunteer employees.
However, it is essential to provide opportunities to these employees that they can grow
individually. Commitment and satisfaction among employees is key factor to event success
where employees require favourable working environment. Giampiccoli, Lee and Nauright
(2015) stated that positive feedback from the event team is one of the most important
contextual factor. Event management teams needs to provide recognition to their staffs be it
voluntary, casual or paid so that develop high level of satisfaction and motivation among the
employees. The voluntary employees aim to learn new skills and aim to diversify their
horizon which is the reason that the event management team should provide diversified and
challenging jobs to every employee that they can grow effectively. This means that event
management need to provide high level of motivation to these employees as staff demands
are always high in events and it is necessary to keep reserve staffs. Therefore, improving
employee engagement and keeping them motivated at all time is a necessity for events.

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2.8 CONCEPTUAL FRAMEWORK
2.9 LITERATURE GAP
The majority of the literature have focused on evaluating the impact of employee
motivation on the performance of the employees. However, none of the studies have taken
into account the approach of evaluating the impact of lack of motivation on staff
performance. These studies have conducted in different industries and diverse countries
where there is deviation in results due to the varied society and population. On the other
hand, it can be stated that motivational factors of employees are affected by control variables
such as demographics. The majority of the studies have not considered demographics as a
control variable. Moreover, none of the studies have focused on event industry so this current
research addresses the impact of the lack of motivation on staff performance. Even though,
majority have developed positive results, there are still arguments which needs to be
addressed as different employees belonging to different generations have diverse needs.
2.10 SUMMARY
This chapter in the research has evaluated past literature consisting of peer-reviewed
journals and articles on employee motivation and performance in diverse sectors. Various
authors have provided diverse arguments but majority of the instances have addressed that
motivation has positive impact on employee performance. However, the impact of lack of
LACK OF
COMMITMENT
LACK OF
MOTIVATION
LACK OF COORDINATION
LOW CUSTOMER
SATISFACTION
INCREASE IN
ABSENTEEISM
LACK OF PRODUCTIVITY
EMPLOYEE PERFORMANCE
AND EVENT SUCCESS

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motivation has not been addressed in majority of the studies. This is a major gap in the
literature as some of the studies are conducted in developing countries in diverse continents.
The results obtained in Kenya would be different from the results obtained in United
Kingdom due to the diversity in demographic conditions in each of the country.

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CHAPTER 3: RESEARCH METHODOLOGY
3.1 INTRODUCTION
Methodology choses a philosophical framework based on the objective of the
research. On the other hand, research can be described as the systematic way of finding out
the unknown from a research. This research has followed the Saunders research onion and
describes the research designs, approaches and methods highlighting the ones to be used in
this specific research (Kumar 2019). Research methodology consists of paradigmatic
assumptions that forms the basis of performing the research. The methodology is chosen
based on its goal which may consists of prediction, explanation and description (Quinlan et
al. 2019). The main aim of the research is explanation and will use experimental method to
go beyond behavioural description to support cause and effect relationship and reliable
predictions between two variables. This study has used mixed method for research which
consists of using both qualitative and quantitative methods.
3.2 RESEARCH PHILOSOPHY
Research philosophy consists of the values, beliefs and assumptions which facilitates
in knowledge development. A number of assumptions are made in every stage of the
research. This consists of assumptions regarding encountered realities (ontological
assumptions), knowledge development (epistemological assumptions) and influence of values
and ethics on the process of research (axiological assumptions) (Padilla-Díaz 2015). This
facilitates in understanding the research questions and the way data can be interpreted. A
credible research philosophy would consist of set of well-thought-out assumptions. The data
collection techniques, research strategy and methodological choice are based on these
assumptions. As per the research questions and objectives of the research, qualitative and
qualitative methods would be required to develop relevant findings in the research. There are
different types of research philosophies such positivism, interpretivism, realism and
pragmatism (Hughes and Sharrock 2016). However, in this research pragmatism has been
chosen as the philosophy of research as it facilitates in using mixed method analysis.
Pragmatism believes that multiple realities may exist and a single problem can be interpreted
in different ways. Pragmatism accepts methods if they are supported by actions and develops
research methods based on the objective of the research and the nature of the research

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questions. This will focus on solving the research problem and develop informed practices for
future purposes.
3.3 RESEARCH APPROACH
Research approach provides the broad assumptions of choosing the different method
essential for collection data and analysing it. The nature of the problem in the research
defines the approaches and consists of two aspects. They are data collection approach and
reasoning. This study has used the pragmatism research philosophy so both deductive and
inductive approach will be used (Sekaran and Bougie 2016). The difference between the
choice of inductive and deductive approach depends the relevance of hypothesis in the
research. In this currents study, hypothesis has been developed so deductive approach has
been used to test the hypothesis in the research and validate the existing theories (Jackson
2015). On the other hand, the inductive approach has been used to examine the different
elements of staff performance and motivation. This has facilitated in addressing the problems
at different levels and provide a different dimension to the research. Therefore, theories
validated by using the deductive approach can be compared with the tentative theories
developed from the qualitative analysis. This would assist in improving the reliability and the
validity of the research.
3.4 RESEARCH DESIGN
There are mainly three types of research design and they are explanatory, exploratory
and descriptive. Research designs have defined differently by diverse authors where some
propose it as the method of choosing between the qualitative and quantitative method
(Creswell and Poth 2017). On the other hand, it can be also considered to be the overall plan
of action for conducting the research. Exploratory research only explores data to form the
basis of performing of future research on a topic. Exploration is done on topics that is
comparatively and there is lack of research. Exploration facilitates in developing prospects
for future research on the same topic using other forms of research approaches (Meyers,
Gamst and Guarino 2016). Descriptive research design is used for providing valid conclusion
and addresses a particular research problem. This facilitates in developing suitable
recommendations based on the findings and results. It is used to describe various functions
and characteristics of phenomenon and consists of method such as case study, cross sectional
study, longitudinal study, case series study and retrospective study (Creswell and Poth 2017).
On the other hand, explanatory research design is used to establish the relationship between

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two variables. This facilitates in examining the nature and extent of cause and effect
relationship. In this research, the study has used sequential explanatory design as the
research design. It consists of using mixed method to analyse the data where primarily the
quantitative analysis is performed and then the qualitative analysis is performed. The findings
from the quantitative analysis is validated by using the qualitative analysis.
3.5 DATA COLLECTION AND ANALYSIS
There are mainly two types of data collection method, one is primary data collection
and another is secondary data collection. In this study, primary data has been collected
through survey questionnaires and interviews. The data for the quantitative analysis has been
collected through surveys which consists of close-ended questions (Sutton and Austin 2015).
The close-ended question facilitates in developing relevant answers using highly structured
questionnaire. On the contrary, the data for the qualitative analysis has been collected through
interviews which consisted on open ended questions (Palinkas et al. 2015). These questions
are developed to gather in-depth answers on the research questions which facilitates in
providing a diverse to the research.
The data collected for the quantitative analysis has been analysed using statistical
techniques and tools. Statistical package for Social Sciences (SPSS) has been used in the
research for using inferential statistics (Brannen 2017). The frequency responses are
represented in the form of graphs and tables. Descriptive statistics has been calculated to
identify the mean, median, mode, standard deviation and variance. The research has used
Pearson’s correlation to examine the correlation among the different elements. On the other
hand, regression analysis has been conducted to test the hypothesis in the research and to
establish the relationship between lack of motivation and staff performance (Brannen 2017).
Regression analysis has developed a model that portrays the linear relationship between the
variables. On the other hand, the data from the qualitative analysis is analysed by using
coding where both axial coding and open coding has been used. Open coding is used to
extract key phrases and keywords based on the pattern in the qualitative data. Axial coding
has been used to relate the collected data to the existing theories and form tentative results
(Palinkas et al. 2015). The results from the quantitative analysis has been compared with the
qualitative analysis to validate the results and generate effective analysis of the results.

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3.6 SAMPLING METHODS
Sampling is the method of choosing elements from the whole population in the
research. Sampling is performed in studies where the target population is huge and taking the
overall population into the research increases the level of complexity, time and cost of the
research. Sampling process starts with choosing the target population in the research and in
this study, the target population consists of the employees working in United Kingdom (Bell,
Bryman and Harley 2018). The next step is choosing the sampling frame for the research
which narrows down the target population to the ones relevant to the research. In this
research, sampling frame consists of the employees working in the event industry in the
United Kingdom. The third step of the sampling process is choosing the sample size and this
research has chosen 100 participants for the quantitative research and 3 participants for the
qualitative research. It is essential to choose a large sample size for the quantitative analysis
for reducing the sampling error but still there would be chances of 10% sampling error.
However, we cannot make efforts to reduce the sampling error as the cost and time is one of
the major limitations of the research. The following step requires selecting a sampling
method suitable for this particular research. In this research, simple random sampling has
been used to select participants for the quantitative analysis. On the contrary, in case of the
qualitative analysis convenience sampling has been used as the method of choosing managers
that are available for the research.
3.7 RELIABILITY AND VALIDITY
Reliability is used to analyse the reproducibility of the research framework used in
this current research. In this current study, reliability of the quantitative data is measured
using Cronbach’s Alpha test which measures the internal consistency of the collected data
(Bonett and Wright 2015). This measures the scale reliability of the data collected. On the
other hand, the reliability of the qualitative data is checked by using test retest reliability
where different data sets are used to check whether similar results are developed or not. The
validity of qualitative data is high but in case of the quantitative data construct validity has
been used to check whether all the instruments are appropriate to the research or not (Heale
and Twycross 2015).
3.8 ETHICAL CONSIDERATION
The research has adhered to the data protection act of 1998 and maintained the
privacy of the respondents (Haggerty 2016). The anonymity of the respondents has been

20EVENT MANAGEMENT
maintained and none of their personal data has been used for any other purpose. The research
has also taken full consent of the participants before proceeding with the survey and
interview. The participants have been provided information regarding the purpose of the
research and they can leave the survey at point. The research has not made use of any
discriminatory language which would offend any of the participants in the research.
Moreover, the research has maintained high level of objective throughout the course of the
research.
3.9 SUMMARY
This chapter has described the different research methods, instruments and framework
needed to achieve success in this research. The research methodology identified in this
chapter has been used to develop relevant findings in the next chapter. This means that
research methodology has described the overall action plan for collecting data and evaluating
it effectively.

21EVENT MANAGEMENT
CHAPTER 4: FINDINGS AND ANALYSIS
4.1 RELIABILITY TEST
Reliability test measures the internal consistency of the collected data in the study.
Cronbach’s Alpha has been used in the research to measure the scale reliability of the items.
The value of Cronbach’s Alpha should be more than 0.7 to the reliable and acceptable.
However, in this research, the value of Cronbach’s alpha is 0.969 which is high and this
means that the internal consistency and scale reliability of the data is high. The item total
statistics measures the value of alpha when one of the items are deleted. The value of alpha
may decrease or increase when one of the items is deleted; if the value of alpha increases then
removing that item would increase the overall internal consistency. On the other hand, if the
value of alpha decreases then the item has significant contribution to the research. The
findings clearly show that the value of alpha decreases in case of each of the item so each of
item is making significant contribution to the research.
Reliability Statistics
Cronbach's
Alpha N of Items
.969 7
Item Statistics
Mean Std. Deviation N
Commitment level 1.99 1.141 100
Absenteeism 1.93 1.139 100
Productivity 1.91 1.065 100
Coordination 1.96 1.127 100
Satisfaction level 1.90 1.096 100
Consistency of event service 1.92 1.143 100

22EVENT MANAGEMENT
Staff performance and event success 2.02 1.044 100
Item-Total Statistics
Scale Mean if
Item Deleted
Scale Variance
if Item Deleted
Corrected
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
Commitment level 11.64 37.021 .888 .963
Absenteeism 11.70 37.020 .890 .963
Productivity 11.72 38.022 .876 .964
Coordination 11.67 37.213 .885 .964
Satisfaction level 11.73 37.492 .891 .963
Consistency of event
service
11.71 36.955 .892 .963
Staff performance and
event success
11.61 38.180 .883 .964

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4.2 QUANTITATIVE ANALYSIS
4.2.1 DEMOGRAPHIC QUESTIONS
Figure 1: Age
Source: (As created by author)
This question aims to evaluate the age of the respondents participating in the research.
The results show that 27% of the respondents are less than 24 years of age, 27% of the
respondents are between the age group of 45-54, 25% of the respondents are between the age
group of 25-34 and remaining percentage of the respondents belong to the age group of 35-
44. This shows that there is diversity in age group among the respondents which has
facilitated in gathering varied responses.

24EVENT MANAGEMENT
Figure 2: Gender
Source: (As created by author)
This question aims to examine the gender of the participants in the research.
The findings of the research that 55% of the respondents are male and remaining are female.
The gender of the respondents can be used as a control variable to understand the difference
in opinion between the two genders.
Figure 3: Tenure
Source: (As created by author)

25EVENT MANAGEMENT
This question aims to examine the tenure of the respondents in the research.
The findings show that 25% of the respondents have been working in the organization for
less than a year, 29% of the respondents have been in the organization for 1-2 years, 26% of
the respondents have been working for 3-5 years and remaining respondents have been
working for 2-3 years. This shows that there are respondents having variety of experience on
the industry which has provided better data for analysis.
4.2.2 QUESTIONS ON LACK OF MOTIVATION
Figure 4: Commitment level
Source: (As created by author)
The question has aimed to understand whether lack of motivation decreases the
commitment level of employees or not. The results show that 40% and 39% of the
respondents have strongly agreed to the research question. On the other hand, 10% are
indifferent, 4% disagreed to question and 7% have strongly agreed to the research question.
This shows that respondents think lack motivation will reduce the commitment level of the
employees. As per the motivational theories, employee commitment is highly dependent on
the motivational factors which has been reflected in the data collected.

26EVENT MANAGEMENT
Figure 5: Absenteeism
Source: (As created by author)
The question has evaluated whether lack of motivation increases the absenteeism
level of employees or not. The results show that 45% and 34% of the respondents have
strongly agreed to the research question. On the other hand, 10% are indifferent, 5%
disagreed to question and 6% have strongly agreed to the research question. Employees tend
to look for a different job when they are not motivated at work which results in excess
absenteeism. Moreover, employees try to escape the situation by holding on the job but they
are already looking for better options.
Figure 6: Productivity

27EVENT MANAGEMENT
The question has highlighted whether lack of motivation decreases the productivity
level of employees or not. The results show that 44% and 3% of the respondents have
strongly agreed to the research question. On the other hand, 10% are indifferent, 8%
disagreed to question and 3% have strongly agreed to the research question. As stated in both
process and content theories, motivation is a key factor in improving the productivity of the
staffs. However, lack of motivation reduces the commitment level of the employees which in
turn effects the production level.
Source: (As created by author)
Figure 7: Coordination
Source: (As created by author)
The question portrays whether lack of motivation decreases the coordination among
staffs or not. The results show that 42% and 37% of the respondents have strongly agreed to
the research question. On the other hand, 10% are indifferent, 5% disagreed to question and
6% have strongly agreed to the research question. Lack of motivation is one of the major
factors for increase in turnover rate within organization. High turnover rate means that recruit
of new staffs and frequent intervals which causes coordination issues among the staffs. The
new staffs take time to understand their job role and adapt to the work culture.

28EVENT MANAGEMENT
Figure 8: Satisfaction Level
Source: (As created by author)
The question has depicted whether lack of motivation decreases the satisfaction level
of the staffs or not. The results show that 46% and 33% of the respondents have strongly
agreed to the research question. On the other hand, 10% are indifferent, 7% disagreed to
question and 4% have strongly agreed to the research question. As stated by the motivational
theories, lack of motivation reduces the satisfaction level of the employees. Staffs may get
no satisfaction from the work they have been doing due to the lack of motivation. Employee
satisfaction depends on various factor and motivation is linked to all these factors. The
employee may not be dissatisfied with their wok but no satisfaction is a reason enough to
reduce the productivity of the staffs.

29EVENT MANAGEMENT
Figure 9: Consistency of service
Source: (As created by author)
The question has depicted whether lack of motivation decreases the satisfaction level
of the staffs or not. The results show that 46% and 33% of the respondents have strongly
agreed to the research question. On the other hand, 10% are indifferent, 7% disagreed to
question and 4% have strongly agreed to the research question. As discussed in the earlier
questions, it can be seen that lack of coordination is a critical impact of lack of motivation
among employees. Lack of coordination among employees results in compromise of
consistency in service as it difficult for new employees to adjust to the new job role within
limited period of time.

30EVENT MANAGEMENT
4.2.3 QUESTION ON STAFF PERFORMANCE AND EVENT SUCCESS
Figure 10: Staff performance and event success
Source: (As created by author)
The question has depicted whether high level of motivation is required for effective
staff performance and event success. The results show that 34% and 45% of the respondents
have strongly agreed to the research question. On the other hand, 10% are indifferent, 7%
disagreed to question and 4% have strongly agreed to the research question. The results have
clearly shown that high level of motivation is critical for increase in production of the
employees which in turn results in the increase in the event success.
4.2.4 DESCRIPTIVE STATISTICS
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation Variance
Commitment level 100 1 5 1.99 1.141 1.303
Absenteeism 100 1 5 1.93 1.139 1.298
Productivity 100 1 5 1.91 1.065 1.133
Coordination 100 1 5 1.96 1.127 1.271
Satisfaction level 100 1 5 1.90 1.096 1.202

31EVENT MANAGEMENT
Consistency of event
service
100 1 5 1.92 1.143 1.307
Staff performance and
event success
100 1 5 2.02 1.044 1.091
Valid N (listwise) 100
The descriptive statistics of the data shows that all the values are close to 2 which
means that majority of the respondents have agreed to the research question. On the other
hand, the average variance of the data shows that majority of the values range from 1 to 3.
4.2.5 CORRELATION ANALYSIS
The correlation matrix shows that there is high degree of correlation among all the
elements in the research and all the correlation values are significant at two tail. The value of
correlation varies of 0.78 to 0.85 which means that all the elements are highly interlinked
with each other. This means that if there is a lack of commitment among the staffs then it
would definitely increase the absenteeism. Similarly, consistency and coordination are highly
linked to employee commitment where increase in one will increase the other. Similarly,
Staff performance has high degree of correlation with all the elements which is significant at
two tail. Comparison of the correlation data in the appendix section to these explanations has
facilitated in identifying the various impacts of lack of motivation on staff performance.
4.2.6 REGRESSION ANALYSIS
Regression Analysis is the method of developing a model that would explain the
nature, direction and degree of relationship between the independent and the dependent
variable. It also facilitates in testing the hypothesis in the first chapter. The value of Durbin
Watson is 1.811 which is between 1.5 to 2.5 and this means that there is no autocorrelation
within the data. The value of multiple R in the research is 0.893 which is quite close to 1.
This means that the prediction capability of the model is high. The value of R square in the
study is 0.797 which measures the variance in the explaining capability of the predictors. The
acceptable value of R square is 0.7 but in research involving human interpretation, the value
is expected to be low as it is difficult to predict human behaviour. This means that predictors
can explain 79.7% of the characteristics of staff turnover and event success. Moreover, the

32EVENT MANAGEMENT
ANOVA test shows that the F- value in the research is .000 which less than 0.05. This means
that the null hypothesis can be rejected and the alternative hypothesis has been accepted in
the research. However, while analysing the interaction between the predictors and the
dependent variable. The summary model as per the coefficients and their significance shows
that Absenteeism and productivity are two critical impacts of lack of motivation which
affects the success of the event.
Staff performance and event success= 0.260 + 0.202Absenteeism +0.358Productivity
Model Summaryb
Model R R Square Adjusted R Square
Std. Error of the
Estimate Durbin-Watson
1 .893a .797 .784 .485 1.811
a. Predictors: (Constant), Consistency of event service, Productivity,
Satisfaction level, Commitment level, Absenteeism, Coordination
b. Dependent Variable: Staff performance and event success
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 86.093 6 14.349 61.024 .000b
Residual 21.867 93 .235
Total 107.960 99
a. Dependent Variable: Staff performance and event success

33EVENT MANAGEMENT
b. Predictors: (Constant), Consistency of event service, Productivity, Satisfaction
level, Commitment level, Absenteeism, Coordination
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) .260 .104 2.487 .015
Commitment level .049 .094 .054 .526 .600
Absenteeism .202 .093 .220 2.167 .033
Productivity .358 .092 .365 3.896 .000
Coordination .122 .096 .132 1.279 .204
Satisfaction level .169 .097 .177 1.738 .086
Consistency of event
service
.015 .100 .016 .148 .883
a. Dependent Variable: Staff performance and event success
Charts

34EVENT MANAGEMENT
The normal probability plot shows that the data collected shows that the data is
following normal distribution. The data is expected to follow a straight line and the data
collected quite precise considering the fact that human behaviour is difficult to predict.
4.3 QUALITATIVE ANALYSIS
Questions Comment Coding

35EVENT MANAGEMENT
1. What are the different
motivating factors for
staffs? Explain.
“The different motivating
factors for staffs are good
salary, benefits, involvement
in decision making and
rewards. Event industry
requires their staffs to be
dedicated. Compensation is
key as staffs tend to move
on to different organizations
for better salaries. Staff
involvement in decision
making makes them feel
important.”
“We try to motivate our
staffs by sending them to
industry events and
incentive travels. Growth
and development are key for
staff motivation and we
want our staffs to learn
more. Staffs can interact
with professionals, improve
their existing skills and learn
new skills. Incentive travels
results in effective team
bonding. However, these
measures are relatively
expensive so frequency of
these events are less.”
“Compensation, Benefits,
Rewards, training and
development are key
Compensation, benefits,
training and development,
industry events, incentive
travels

36EVENT MANAGEMENT
motivating factors for
employees working in the
event industry. These
components are used to
retain the skilled employee
and provide them with
growth opportunities. “
2. What are the different
impacts of lack of
motivation on staff
performance and event
success?
“Commitment level,
productivity and
absenteeism are key issues
we face due to lack of
motivation among
employees.”
“Consistency at work and
lack of coordination are key
issues we face due to lack of
motivation among
employees”
“lack of coordination,
consistency, commitment
and low productivity are the
key issues we face with
demotivated employees”
lack of coordination,
consistency, commitment
and low productivity
3. Do you face issues with
staff motivation? How
much does it impact event
success? Explain
“Yes, we face issues with
motivation with some of the
employees. It is not possible
to motivate all the
employees as it is difficult to
address every one’s
individual needs. The impact
is quite high as it increases
the turnover rate and at the
same time, causes
High impact on event
success, reduces customer
retention, coordination
issues during the event

37EVENT MANAGEMENT
coordination issues. Event
may fail if some staffs are
not performing their duty”
“Yes, we face issues with
motivation among the
employees. It affects the
success of the events and
many a times event fails. We
are not able to provide the
desired service and customer
retention is affected.”
“Yes, there is issues with
motivation and we have
been trying to implement
different strategies to
motivate them. The impact
is quite high as it increases
the turnover rate and at the
same time, causes
coordination issues. Event
may fail if some staffs are
not performing their duty.”
4.4 ANALYSIS
The qualitative analysis of the data clearly shows that lack of motivation affects the
staff performance and event success. The event is dependent on the job performance of each
of the employees as they are held responsible for each of their assigned activities. The
analysis of the codes can be related back to the different theories of motivation which shows
that lack of motivation affects the performance of the employees. The pattern of the
qualitative data collected shows that compensation, benefits, training and development,
industry events, incentive travels are key motivating factors in the event industry. Lack of

38EVENT MANAGEMENT
coordination, consistency, commitment and low productivity are key issues faced by the
event supervisors due to the lack of motivation and the success of the events gets affected
heavily. While comparing the results from the quantitative analysis it can be clearly seen that
the survey has produced similar results. The results from the qualitative analysis has validated
the results from the quantitative analysis.
4.5 SUMMARY
This chapter has conducted a mixed method analysis based on the goals of the
research. The finding of the research clearly shows that staff performance and event success
are highly affected by lack of motivation among employees. The results from the quantitative
analysis shows that absenteeism and productivity are two major concerns even though other
variables are highly correlated with these two variables. On the other hand, the result from
the qualitative analysis shows that all the above-mentioned factors are critical for the success
of an event. The results from the qualitative analysis has validated the data from the
quantitative analysis.

39EVENT MANAGEMENT
CHAPTER 5: CONCLUSION
This has provided significant conclusions by linking the objectives of the research to
the findings of the study. Motivation is one of the key factors for staff performance and even
with advancement of technology, the performance of the workforce is a key aspect of event
success.
5.1 CONCLUSION
Objective 1: To identify the different factors of motivation for staffs in the event industry
Compensation, benefits, training and development, industry events and incentive
travels have been identified as the key factors of staff motivation in the industry.
Compensation and benefits as per the standards in the industry needs to be followed to retain
employees and maximize their potential. Similarly, training and development is another
aspect which facilitates in growth at personal and professional level. Industry events and
incentive travels are crucial strategies in motivating the employees. Industry events are great
opportunities for staffs to learn new skills and polish their existing skills by meeting up with
professionals.
Objective 2: To highlight the different elements of staff performance in the event industry
Lack of coordination, consistency, commitment and low productivity are key
elements of staff performance. These factors affect the performance of the staffs in the event
industry. The performance of the employees is monitored based on these factors and overall
staff performance is affected by these factors.
Objective 3: To examine the impact of lack of motivation on staff performance and event
success
The quantitative and qualitative analysis of the collected has shown that lack of
motivation has level of impact on staff performance and event success. The ANOVA test
shows that the F- value in the research is .000 which less than 0.05. This means that the null
hypothesis can be rejected and the alternative hypothesis has been accepted in the research.
However, while analysing the interaction between the predictors and the dependent variable.
The summary model as per the coefficients and their significance shows that Absenteeism
and productivity are two critical impacts of lack of motivation which affects the success of
the event. The summary model shows that absenteeism and lack of productivity is the major

40EVENT MANAGEMENT
concerns that impact the performance of the staffs. Moreover, the value of R and R square
has shown that the developed model is precise. The data from the qualitative analysis has
shown similar results. The response from one of the managers is “Yes, we face issues with
motivation with some of the employees. It is not possible to motivate all the employees as it
is difficult to address every one’s individual needs. The impact is quite high as it increases
the turnover rate and at the same time, causes coordination issues. Event may fail if some
staffs are not performing their duty”. This shows that coordination problem and consistency
are also significant issues even though the model did not consider those variable significant.
However, the correlation matrix has shown that all the elements are linked to each other
which means that impact one variable will affect the other variable. This shows that all the
elements considered in the research are significantly important and has high impact on staff
performance and event success. Event success depends on staff performance and is one of the
key elements. The irregularities in staff performance will definitely impact the overall event
as they are directly proportional to each other.
5.2 RECOMMENDATIONS
Objective 4: To recommend suitable strategies to keep staffs motivated in the event
industry
Based on the results and analysis of the data following recommendations have been
suggested:
 Event organizations should send their staffs to industry events where they are
provided with unparalleled opportunities of connecting with other professionals,
learning new and improving on their existing skills.
 Event organizations should send their staffs on incentive travels for improving the
bonding among the team members and gaining knowledge and new ideas.
 Organization should develop better two-way communication broadcasts for engaging
the employees in a better way.
 Employees need to be provided with rewards and recognition for keeping them
motivated

41EVENT MANAGEMENT
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Törmä, J., Winblad, U., Saletti, A. and Cederholm, T., 2018. The effects of nutritional
guideline implementation on nursing home staff performance: a controlled
trial. Scandinavian journal of caring sciences, 32(2), pp.622-633.
Vargas, E.A., 2017. BF Skinner’s theory of behavior. European Journal of Behavior
Analysis, 18(1), pp.2-38.

46EVENT MANAGEMENT
APPENDIX
Correlation
Correlations
Commitment
level Absenteeism Productivity
Commitment level Pearson Correlation 1 .807** .814**
Sig. (2-tailed) .000 .000
N 100 100 100
Absenteeism Pearson Correlation .807** 1 .803**
Sig. (2-tailed) .000 .000
N 100 100 100
Productivity Pearson Correlation .814** .803** 1
Sig. (2-tailed) .000 .000
N 100 100 100
Coordination Pearson Correlation .824** .808** .788**
Sig. (2-tailed) .000 .000 .000
N 100 100 100
Satisfaction level Pearson Correlation .822** .835** .814**
Sig. (2-tailed) .000 .000 .000
N 100 100 100
Consistency of event service Pearson Correlation .835** .833** .783**
Sig. (2-tailed) .000 .000 .000
N 100 100 100
Staff performace and event
success
Pearson Correlation .797** .825** .847**
Sig. (2-tailed) .000 .000 .000
N 100 100 100

47EVENT MANAGEMENT
Correlations
Coordination Satisfaction level
Consistency of
event service
Commitment level Pearson Correlation .824** .822** .835**
Sig. (2-tailed) .000 .000 .000
N 100 100 100
Absenteeism Pearson Correlation .808** .835** .833**
Sig. (2-tailed) .000 .000 .000
N 100 100 100
Productivity Pearson Correlation .788** .814** .783**
Sig. (2-tailed) .000 .000 .000
N 100 100 100
Coordination Pearson Correlation 1 .806** .860**
Sig. (2-tailed) .000 .000
N 100 100 100
Satisfaction level Pearson Correlation .806** 1 .816**
Sig. (2-tailed) .000 .000
N 100 100 100
Consistency of event service Pearson Correlation .860** .816** 1
Sig. (2-tailed) .000 .000
N 100 100 100
Staff performace and event
success
Pearson Correlation .799** .822** .788**
Sig. (2-tailed) .000 .000 .000
N 100 100 100
Correlations
Staff performace and event
success

48EVENT MANAGEMENT
Commitment level Pearson Correlation .797**
Sig. (2-tailed) .000
N 100
Absenteeism Pearson Correlation .825**
Sig. (2-tailed) .000
N 100
Productivity Pearson Correlation .847**
Sig. (2-tailed) .000
N 100
Coordination Pearson Correlation .799**
Sig. (2-tailed) .000
N 100
Satisfaction level Pearson Correlation .822**
Sig. (2-tailed) .000
N 100
Consistency of event service Pearson Correlation .788**
Sig. (2-tailed) .000
N 100
Staff performace and event success Pearson Correlation 1
Sig. (2-tailed)
N 100
**. Correlation is significant at the 0.01 level (2-tailed).

49EVENT MANAGEMENT
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
Question on Lack of motivation
4. How far do you agree that lack of motivation decreases the commitment level of the
staffs?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
5. How far do you agree that lack of motivation increases the absenteeism of the staffs?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
6. How far do you agree that lack of motivation decreases the productivity of the
employees?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
7. How far do you agree that lack of motivation decreases the coordination among the
staffs?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
8. How far do you agree that lack of motivation decreases the satisfaction level of the
consumers?

50EVENT MANAGEMENT
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
9. How far do you agree that lack of motivation decreases the consistency of event
service?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Question on Employee performance and Event Success
10. How far do you agree that high level of motivation is required for staff performance
and event success?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Qualitative Questions
1. What are the different motivating factors for staffs? Explain.
2. What are the different impacts of lack of motivation on staff performance and event
success?
3. Do you face issues with staff motivation? How much does it impact event success?
Explain