FINAL PAPER 35 35 FINAL PAPER Name of the university Name of the student Name

FINAL PAPER H FINAL PAPER 35 35 FINAL PAPER FINAL PAPER Name of the student Name of the university Author note Chapter 1: Introduction 3 1.1 Background of the topic 3 1.2 Research aim 3 1.3 Research objectives 4 1.4 Research questions 4 1.5 Research hypothesis 4 Chapter 2: Literature Review 5 Chapter 3: Methodology 9 3.1 Research philosophy 9 3.2 Research approach 10 3.3 Research design 10 3.4 Data collection methods 11 Chapter 4: Findings and analysis 12 4.1 Findings from the survey 12 4.1.1 Descriptive statistics 12 4.1.2 Frequency distribution 13

Running head: FINAL PAPER
FINAL PAPER
Name of the student
Name of the university
Author note

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Table of Contents
Chapter 1: Introduction....................................................................................................................3
1.1 Background of the topic.........................................................................................................3
1.2 Research aim..........................................................................................................................3
1.3 Research objectives...............................................................................................................4
1.4 Research questions.................................................................................................................4
1.5 Research hypothesis...............................................................................................................4
Chapter 2: Literature Review...........................................................................................................5
Chapter 3: Methodology..................................................................................................................9
3.1 Research philosophy..............................................................................................................9
3.2 Research approach...............................................................................................................10
3.3 Research design...................................................................................................................10
3.4 Data collection methods......................................................................................................11
Chapter 4: Findings and analysis...................................................................................................12
4.1 Findings from the survey.....................................................................................................12
4.1.1 Descriptive statistics.....................................................................................................12
4.1.2 Frequency distribution..................................................................................................13
4.1.3 Reliability analysis........................................................................................................15
4.1.4 Correlation analysis......................................................................................................15
4.1.5 Regression analysis.......................................................................................................16

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4.2 Findings from the interview.................................................................................................17
Chapter 5: Conclusion and recommendations...............................................................................18
5.1 Conclusion...........................................................................................................................18
5.2 Research gaps......................................................................................................................19
5.3 Future research agenda........................................................................................................20
5.4 Recommendations................................................................................................................20
References......................................................................................................................................23
Appendices....................................................................................................................................27
Appendix 1: Survey...................................................................................................................27
Appendix 2: Interview...............................................................................................................33

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Topic: The impact of employee motivation on employees' job satisfaction: a case of
Woolworths
Chapter 1: Introduction
1.1 Background of the topic
Job satisfaction of the employees enable the businesses in increasing the efficiency of the
business operations while addressing the different issues that are being encountered in
accordance with the process inefficiency. According to Al-Madi et al. (2017), factors relating to
employee motivation and empowerment specifically enables an organizational manager
increasing the satisfaction and commitment of the employees while operating in their respective
job positions. The process designs and the recognition for the initiatives along with increased
clarity through communication are the major factors that motivates the employees to perform in
accordance with the common objectives of the businesses. Fiaz, Su and Saqib (2017) stated that
recognition of the efforts and the initiatives that are taken by the employees for meeting the
common objectives of the organizations have considerable contribution towards retaining the
commitment of the employees. Moreover, Ali (2019) opined that the training and development
of the employees helps the organizational managers in influencing the operational efficiency
while operating in accordance with the common objectives of the venture. However, there are
specific issues that are being faced by the organization while keeping their workforce motivated
and empowered. In this connection, the research will take the initiative of identifying the
concerns that are being faced by Woolworths in keeping the workforce satisfied and retaining the
commitment of the same towards their operational efficiency.

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1.2 Research aim
The aim of undertaking the research is to analyze the impact of employee motivation on
employees' job satisfaction.
1.3 Research objectives
The objectives for the study will be:
 To identify the contribution of employee motivation in the organizational performance
 To examine the different aspects of motivators and employee satisfaction
 To analyze the correlation between employee motivation and satisfaction while operating
in Woolworths’ situation
 To suggest recommended activities for Woolworths to improve employee motivation
with the purpose of improving their satisfaction
1.4 Research questions
The research questions for the study will be:
 What is the contribution of employee motivation in improving organizational
performance?
 What are the different aspects of motivators and employee satisfaction?
 How are employee motivation and employee satisfaction correlated to one another while
operating in Woolworths’ situation?
 What are the recommended activities that might be considered by Woolworths to
improve employee motivation with the purpose of improving their satisfaction?
1.5 Research hypothesis
H 0 – Employee motivation does not affect employees' job satisfaction

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H 1 - Employee motivation affects employees' job satisfaction
Chapter 2: Literature Review
The motivation of the employees play an important part in retaining the commitment of
the same towards the organizational processes. It has been noted that the motivated employees of
an organization contributes effectively towards improving the productivity along with
collaborative functioning towards achieving the common goals of growth and expansion
(Candradewi and Dewi 2019). However, it has been noted that most of the companies consider a
customer centric model with the purpose of improving the scope of business sustenance and
growth while disregarding the needs of the human resource. The absence of significant amount
of considerations on the welfare and motivational needs of the employees might affect the
capabilities of the organization in supporting the sustenance and growth of the operational
systems while addressing the common goals of the venture.
Transparency of communication is one of the major factors that affects the commitment
and trust of the employees while operating as per the common goals of the business (Froese et al.
2019). The maximized involvement of the stakeholders in the different operation of an
organization provides the business with a competitive edge over the existing players. The two
way communication between the management and the employees contributes to the efficiency of
the process structure and the core operational efficacy. According to Nurun Nabi and Dip TM
(2017), transparency of communication enables an organization in promoting active participation
among the employees in the different organizational needs. The collaborative functioning of the
management with the employees and making all the business stakeholders aware of the different
business processes through effective communication supports in maximizing the engagement of
the employees (De Sousa Sabbagha, Ledimo and Martins 2018). The inter- trust factor is often

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influenced by clear communication between the management and the employees leading to
higher rate of satisfaction among the same and a motivated approach towards the operations.
Again, the rewards and recognition activities of the organizations plays a major role in
improving the capability of the organizations in keeping the workforce motivated. The rewards
are provided by the business organizations to the employees for empowering and praising their
initiatives and hardships towards the operational efficiency of the business model. Hewagama,
G., Boxall et al. (2019) stated in a research that reward programs are conducted by most of the
businesses with the purpose of building a positive workplace environment and an inter-team
competition. However, Fatmasari, Al and Wulida (2018) opined that most of the companies
avoid the HR best practice of rewarding the employees for their contribution due to the increased
cost of operations. The disregard for the rewards and recognition related aspects have curtailed
the capability of the organizations in keeping their workforce motivated and empowered towards
meeting the business objectives and goals. According to Hitka et al. (2019), incentive schemes
play a pivotal role in upholding the interests of the business stakeholders like the employees
while empowering the same to improve their performance. The monetary benefits that are
offered by the organizations specifically aims at adhering to the wellbeing of the employees
while motivating the same to bring forth significant improvements in their performance.
Therefore, the organizations plan their incentive schemes while adding as an extra perk to the
remuneration that the same provides to the employees. Khan et al. (2019) reflected on the
performance appraisals as means of driving innovation in the business processes and bringing
forth eventual modifications in the performance criteria of the employees while aligning with the
common objectives of growth and expansion. The grade pays and compensation that are
provided by the businesses enables the same in adhering to the common wellbeing and

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sustenance related needs of the employees (Novianty and Evita 2018). Application of the
concept of Maslow’s hierarchy of needs I the context of judging the behavioral aspects of the
workforce have significantly contributed in the enumeration of the HR best practices for the
organizations. It has been observed from a cross sectional study that the employees in retail
organizations are provided with lower grade pays which gradually affected the rate of staff
turnover in the sector (Kuo et al. 2019). Therefore, it might be noted that remuneration along
with employee rewards and recognition are the major factors that contribute to the increasing
capabilities of the organization in empowering, motivating and retaining the commitment of the
employees.
Organizational culture and leadership approaches play a major role in retaining the
commitment of the employees while operating in a competitive market environment. Kianto,
Vanhala and Heilmann (2016) stated that the approach of the leaders towards the employees and
the application of LMX values helps in strengthening the bond between the employees and the
management while collaborating towards achieving the common goals. Moreover, Panatik and
Nojumuddin (2018) opined that the LMX model (Leader- Member Exchange) critically
evaluates the manner in which the collaboration between the management and the workforce
improved organizational performance. In this connection, the top-down and bottom up
communication standards are followed by the management with the objective of integrating with
the workforce. In most of the cases, it has been found that the managers take the initiative of
implementing employee centric policies with the purpose of retaining the commitment and
loyalty of the stakeholders towards the smooth functioning of the business model (Lorincová et
al. 2019). Moreover, the positive workplace culture empowers the activities of an workforce
while empowering their contribution towards achieving the common objectives of the business.

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Most of the companies have taken the initiative of implanting a positive workplace culture based
on values related to collaboration, integrity and trust as the major attributes among the members.
However, it has been noted that certain companies have implanted negative culture through
discrimination among the employees and instigation of internal politics for inducing a value
based competition among the different departments while fulfilling their short term goals of
profitability (Bustasar, Sumarsih and Nugroho 2019). Again, Mahmood et al. (2019) noted that
most of the companies have prioritized the customer needs and profitability concerns over staff
interests while framing their policy structure. Therefore, exposition of effective leadership style
is capable of inducing significant modifications in the organizational operations while motivating
the employees and empowering the same towards the varied work processes.
The HR policies and work healthy safety measures are primary influencers or motivators
for the employees. In most of the cases, employees resign from their respective posts due to the
absence of effective workplace health and safety activities. From the study conducted by Minh et
al. (2019) an estimated 37% of the retail organizations face issues in retaining the employees due
to insufficiency of work health safety procedures. The commitment of the employees towards an
organization are chiefly grounded on the values and beliefs. However, the lack of efficient
workplace safety elated measures might loosen the commitment of the employees towards
improving the organization’s position.
Training and development projects are often considered by the organization with the
purpose of inducing skills and experience among the employees on the changing course of
business roles. According to Hilmi and Adam (2017), the training and development programs act
as empowerment for the employees while adapting themselves to the ever- changing business
environment and the changing requirements of the clients. Moreover, Siengthai and Pila-Ngarm

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(2016) opined that inadequacy of training activities to the employees might frustrate the same,
finding their job roles to be more complex, resulting to increased staff turnovers. Therefore,
training and development measures are undertaken by the businesses not only to support the
continuous operations of the business processes but also to improve the experience of the
employees while operating on their respective job requirements. Nikolaev, Shir and Wiklund
(2019) opined that the effective training and development programs that are initiated by the
organizations specifically enables an organization in increasing the efficiency of the process
designs while adhering to the common objectives of the business. However, Priarso, Diatmono
and Mariam (2019) opined that the work- life balance works as the key factor that generates and
controls the level of satisfaction of the employees. The increasing work pressure and the
changing business operational models have significantly contributed to the evolution of complex
work systems. The overburdening work results to psychological and health related issues
among the employees of an organization while operating in accordance with the common goals
of the venture (Soomro and Shah 2019). Therefore, most of the organizations have taken the
initiative of dividing the resources and the work burden equally among the employees with the
purpose of minimizing the concentration of workload on a single department. However, in most
of the practical cases, it has been found that the inability of the organizations to distribute the
workload equally among the workforce have resulted to dissatisfaction among the employees and
increased rate of staff turnovers.
Chapter 3: Methodology
3.1 Research philosophy
The study was conducted through the application of the concepts of positivism
philosophy which enabled in recognizing the constructive phenomenological aspects of

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employee motivation and the manner in which the same guides job satisfaction and performance.
The implementation of the concepts of the positivism philosophy in the study enabled in
identifying the multifaceted nature of the human expectations and the manner in which the
business operation might be ascertained (Gibson 2017). The exposition of the positivism
philosophy has also helped in observing the nature of expectations of the employees and thereby
evaluate the causes of discontent leading to resignation. Finally, the application of the positivism
philosophy has greatly supported in identifying the contribution of employee motivation in the
context of improving the effectiveness of the business operations while adhering to the common
objectives.
3.2 Research approach
Deductive approach was used in the research as most of the data was collected from
existing reliable sources. The research did not present any new conceptual framework on the
aspects of employee motivation and its impact on the employees’ job satisfaction. Data was
derived from different sources which reflected the need of employee motivation and the manner
in which the same empowered job satisfaction among the employees. Data from organizational
sustenance reports, journals and surveys has been collected and analyzed in the research study
with the purpose of identifying the loopholes in organization’s motivational factors and the
resultant relating to downgrading employee satisfaction in the work processes.
3.3 Research design
The study was commenced with the application of the explanatory research design which
aimed at evaluating and justifying the causal relation between the employee motivation and
satisfaction of the employees. The causal relationship specifically aimed at delineating the need
for motivation among the employees and the manner in which it empowers their content while

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operating in a business scenario. The application of the explanatory research design in the
current study assisted in maintaining the internal consistency and validity through systematic
selection of the samples. Moreover, the application of the causal design assisted in identifying
the effect of employee motivation on employee job satisfaction, while identifying the specific
issues that are being faced by Woolworths in retaining the commitment of the employees
towards their existing process designs.
3.4 Data collection methods
The data for the research study has been collected through the utilization of the mixed
methodology, consisting of quantitative surveys and qualitative interviews. The surveys were
conducted among 100 employees of the concerned organization, Woolworths, and their
feedbacks were recorded for analysis. A survey questionnaire consisting of 10 close ended
questions were circulated among the participants after discussing on the objectives of conducting
the study. A convenient sampling mechanism was considered while undertaking the survey with
the purpose of easing the data collection method while avoiding forced data collection. The
questionnaire consisted of questions that specifically aimed at identifying the motivational
activities that are undertaken by the organization and assess whether they are well satisfied with
the treatment that their management met out. The survey specifically aimed at assessing the
concerns that are tainting the experience of the employees while they operated on their respective
job requirements in the concerned organization. Therefore, the survey specifically assisted in
identifying the concerns that are being faced by the employees while operating in the context of
the concerned organization and thereby understand expectations for formulating recommended
course of activities.

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The qualitative interviews was conducted with the HR personnel of Woolworths. A semi-
structured interview was conducted with 6 open ended questions that aimed at identifying the
viewpoint of the managers towards employees need for motivation and the resultant relating to
increased job satisfaction. The interview questions were framed in a manner so that the responses
from the HR personnel would significantly identify the different strategies that are considered by
the organization for motivating the employees and the drawbacks in the HR policies of the
venture, resulting to higher rate of employee turnover. The confluence of the interviews with the
surveys enabled in validating the data that is gathered for identifying the major concerns and
pitfalls that are being faced by Woolworths while keeping the employees motivated. Therefore,
the overall research methodology aimed at identifying the impact of employee motivation as a
major factor for driving job satisfaction while detailing on the case organization, Woolworths.
Chapter 4: Findings and analysis
The study examined the impact of employee motivation on job satisfaction in
Woolworths. Employee motivation is analysed to be one of the major factors essential for
gaining sustainable competitive advantage in the market. The study performed mixed method
analysis where both qualitative and quantitative data analysis has been performed. The
quantitative analysis has used descriptive and inferential statistics to analyse the data collected.
Reliability analysis has been performed to examine the internal consistency and reliability of the
data collected. A survey instrument has been used to gather quantifiable information. Qualitative
analysis has been used to interview managers and gather qualitative data. The qualitative data
has been analysed using coding where patterns in behaviour of the managers have been
investigated.

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4.1 Findings from the survey
4.1.1 Descriptive statistics
Descriptive statistics has been used as a measure of identify the standardisation of the
data collected. It evaluates whether the data set follows a standard normal distribution or not. In
this study, the skewness value is within the given range which means that data set is almost equal
to a normal distribution. The means shows that there is more men than women where in terms of
age of the respondents, the majority belongs to the millennial generation. On the other hand, in
the income section, the mean value is moderate which means that majority of the respondents
have an income of $50,000 to $75,000.
4.1.2 Frequency distribution
In terms of gender, it can be seen that women respondents are more in number with 53%
and the remaining are male employees. Therefore, there is parity among the gender of the
employees and perspective of both the genders can be easily understood. In this research, 28% of
the employees belong to the age group of 40-49 years, 24% of the employees belong to the age
group of 31-39 years, 21% of the employees belong to the age group of 21-29 years, 13% of the
employees belong to the age group of 18-20 years and the remaining employees belong to the
age group of 50-59 years. It shows that the majority of the employees are above the age group of
30 years and less than the age of 49 years.

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The income of the respondents have been evaluated. The research shows that 29% of the
employees have an income of $75000 to $95000, 32% of the employees have an income of less

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than $50000, 22% of the employees have an income of $51000 to $75000 and 17% of the
employees have an income of greater than $95000. It shows that more than 50% of the
employees are earning below $75,000 which is below the average income of individuals in the
country. It poses serious concern for the employees as they may feel demotivated due to
inadequate compensation.
4.1.3 Reliability analysis
The reliability analysis of the data collected shows that the value of alpha is .992 which
means that there is high internal consistency among the data collected. It also implies that the
internal consistency of the data collected is relatively higher for the study. In the item total
statistics table, it can be seen that the value of alpha decreases when one of the factor is deleted,
it implies that scale reliability of the data collected is relatively high when all the variables are
grouped together.

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4.1.4 Correlation analysis
Pearson’s correlation has been used to evaluate the bivariate correlation between the
variables where it can be seen that compensation and job security has high correlation between
them at two tailed significance. It means that employees having higher compensation feel more
secure. Similarly, there is almost perfect positive correlation between promotion, compensation
and job security. It implies that employees having opportunities for growth within the
organisation feel secure and they are expected to be highly motivated. It is similar for other
variables where there is positive correlation among all the variables where the correlation is
almost close to 1 in all the cases. It shows that all the aspects of human resource management are
closely linked with each other. The change in one of the aspect affects the change in the other. In
this table, it can be seen that relationship between job satisfaction and its corresponding variables
have been evaluated. Compensation, job security, promotion, training and development
opportunities, performance feedback, work life balance and job satisfaction are significant
factors having positive impact on job satisfaction. The relationship is statistically significant at
two tailed which means that the relationship is bidirectional in nature where the decrease in job
satisfaction is due to one of these variables.
4.1.5 Regression analysis
Regression analysis measures the hypothesis stated in the proposal where it statistically
identifies the relationship between employee motivation and job satisfaction. In this study, the
value of multiple R is .974, which implies that the correlation between the predictors and the
dependent variable is high. Moreover, it also signifies that the predictive ability of the model is
high. R square is the coefficient of determination which examines the explaining capability of
the independent variable. It also reflects the goodness of fit of the data collected. In this study,

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the value of R square is .948 which means that the explaining capability of the independent
variables is 94.8% and the goodness of fit is high. The ANOVA test shows that the F value is
less than the p value which means that the null hypothesis can be rejected. It implies that there is
significant positive relationship between employee motivation and job satisfaction.
4.2 Findings from the interview
The interview session with the HR managers of the organization helped in identifying the
different issues that are being encountered by the concerned organization, in accordance with the
responses provided by the managers. The HR managers stated that the different aspects of
workforce motivation are specifically based on the factors like workplace culture and managerial
roles, rewards to the employees and remuneration. However, two of the managers stated that the
organization is facing issue in retaining the commitment and loyalty of the employees towards
the different business processes due to inefficiency of the HR service delivery procedures and the
increasing work-load.
Moreover, the data from the interview also reflected the growing needs of work- life
balance among the employees and the manner in which they are dissatisfied with the
remuneration that are being provided to the employees. Improvements in the service delivery
process and the improvisation on the HR policies as per the legislative requirements play an
integral role in improving the rate of operations of the employees in accordance with the needs of
the employees. From the interview, it might be noted that the concerned organization is facing
significant issues in retaining the existing experienced employees.

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Two of the HR managers opinionated that the attractive remuneration that is being
provided by the competitive companies in the same sector have driven the interests of the
employees. Moreover, from the interview it has been recollected that the minimization of work-
life balance with increased work- load and maximized demand has affected the physical and
mental wellbeing of the employees, resulting to mass resignations from their respective
positions.
The interview with the managers also unraveled the practices that are initiated by the HR
department of Woolworths with the purpose of empowering motivation of the workforce.
Activities like negotiation and modifications in the HR service delivery processes are
concentrated on improving the experience of the employees and increasing job satisfaction
among the same. However, it has been noted that the concerned organization is facing significant
issues in retaining the commitment of the employees while improving the rate of job satisfaction.
The interview also presented the interventions and the future course of operations that are being
planned by the HR managers.
One of the HR managers planned to improve the service delivery methods while adhering
to the legislative requirements apart from recruitment of skilled employees with the purpose of
minimizing the workload. Moreover, a manager also stated that the organization will take the
initiative of improving the remuneration policy in adherence to the needs of the workforce.
Therefore, from the above interview it might be stated that motivation of the employees and their
job satisfaction in Woolworths are primarily reliant on the remuneration, work- life balance and
HR service delivery mechanisms resulting to job turnovers.
The measures that are undertaken by the organization, in this relation, are insufficient.
The future steps that might be undertaken by the HR managers are being enumerated as a part of

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the interview which would provide with an idea of the interventions. Lastly, the analysis of the
interview recognized the needs of modifications in the HR policy and other operational strategy
of the venture, which would support in maximizing job satisfaction among the employees.
Chapter 5: Conclusion and recommendations
5.1 Conclusion
Therefore, from the above analysis it might be noted that the organization, Woolworths
faced significant issues in improving the experience of the employees while motivating the same.
Multifaceted factors like lower compensation to the employees, absence of job security, lower
possibility of promotions, lack of effective training and increased workload affecting work- life
balance have affected the capability of the business in retaining the commitment of the
employees. The leadership approaches and the absence of organization’s reward and recognition
policies have certainly affected the interests of the employees. Through the survey it has been
noted that the labors in the organization are offered with a minimal grade pay where 32% of the
employees receive a grade pay of $50,000 or below annually. It has significantly affected the
health and wellbeing of the laborers. On the other hand, it has also been noticed that most of the
employees were speculative of their job security as under performance in the organization might
lead to termination of the employment contract. The uncertainty of the employees’ job security
and the increasing threat of over burdening work has affected the interests of the employees
while operating in accordance with the profit centric requirements of the organization. The
increasing threat to the work- life balance of the employees have brought about significant
changes in their behavior along with degradation in health. The absence of efficient motivational
reforms made by the concerned organization’s organizational structure minimized the job
satisfaction among the employees while increasing the rates of staff turnover.

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5.2 Research gaps
The current research mostly focused on the factors conditions relating to employee
motivation and the manner in which the same influences satisfaction among the employee while
operating in their respective job positions. However, the research failed to measure the variations
in the behavioral psychology of the employees which might be one of the major factors that
influence employee’s satisfaction while operating in a job role. The current research enumerated
the list of assumptions on the factor conditions that might affect the rate of satisfaction of the
employees in Woolworths. However, the lack of in-depth study on the nature of human behavior
might restrict the fair outcome of the research which is a limiting factor.
5.3 Future research agenda
The future researches might be undertaken through consideration of the variance in the
mindset and psychological or behavioral patterns of the employees, shaping their expectations
and the manner in which the organizations might recognize the expectations of the employees in
the light of their psychological patterns. The future research holds a huge scope of integrating the
human psychological needs while associating the same with the expectations of the employees
for generating even meaningful outcome towards understanding the factor conditions of
employee satisfaction.
5.4 Recommendations
The recommended activities play an important role in increasing the effectiveness of the
business operations while rectifying the errors that have been restricting the business growth. In
this connection, the major loopholes that have been found in the case of the concerned
organization are specifically based on inadequacy of motivational activities, affecting the rate of
job satisfaction among the employees. The absence of job satisfaction among the employees

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have significantly resulted to staff turnovers while operating in the diversity based market place
of Australia. Therefore, the recommended course of activities that might be considered by the
concerned organization, Woolworths, are being enumerated in this section of the research.
 Creating policy for rewards and recognition of all the employees: The policy for
initiating a reward and recognition program for all the employees would allow the
organization in empowering the activities of all its chief stakeholders. Currently it has
been found that the organization holds a reward and recognition policy with the purpose
of empowering the operations of the managerial and upper grade pay holders. However,
the absence of reward and recognition programs for the laborers and general lower grade
pay holders have incapacitated the business in empowering or motivating their activities.
It has specifically resulted to increased amount of staff turnovers in the lower level of
operational departments. Moreover, the universality of the rewards and recognition
program would allow the organization in encouraging inclusiveness and diversity while
empowering the operations of the entire workforce.
 Performance appraisals: The concerned business might take the initiative of holding
performance appraisals with the objective of empowering the quality of performance
among the key stakeholders and the common employees. Setting certain criterion related
to productivity and quality management in the performance appraisals would not only
support the organization in motivating the employees towards achieving their individual
goals but also support the business in increasing the scope of meeting the common goals
of sustainability and profitability.
 Change in the compensation policies: The change in the compensation policies of the
origination though the inclusion of added perks and incentives on the basis of

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performance of the employees would allow the venture in boosting staff satisfaction. It
has been observed that most of the employees in the organization resigned from their
respective posts due to poor grade pays. The lower switching cost of the employees to
move to another competing organization in the same market have greatly affected the
capability of the concerned business in retaining the commitment and satisfaction of the
skilled and experienced workforce. Therefore, the change in the compensation policies of
the organization would allow the business in retaining the commitment of the skilled and
experienced workforce.
 Equal distribution of work: The overburdening of work might affect the work- life
balance related needs of the human workforce, resulting to increased rate of
dissatisfaction among the employees. In this connection, the concerned organization
might take the initiative of improving the rate of business operations through equally
distributing the work load among the different people on the workforce. Equal allocation
of resources and work in accordance with the expertise of the people would allow the
concerned venture in retaining the trust and commitment of the employees while
providing the same with ample amount of space for increasing effectiveness of their
activities.

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Appendices
Appendix 1: Survey
Descriptive statistics
N Minimum Maximum Mean Std. Deviation Varianc
e
Skewness
Statisti
c
Statistic Statistic Statistic Statistic Statistic Statistic Std. Error
gender 100 1 2 1.53 .502 .252 -.122 .241
age 100 1 5 3.09 1.256 1.578 -.142 .241
income 100 1 4 2.31 1.098 1.206 .148 .241
Valid N
(listwise)
100
Reliability analysis
Reliability Statistics
Cronbach's Alpha N of Items
.992 22
Correlations
Meancompen
sation
Meanjobse
curity
Meanprom
otion
Meancompen Pearso
n
1 .916** .920**

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sation Correla
tion
Sig. (2-
tailed)
.000 .000
N 100 100 100
Meanjobsecu
rity
Pearso
n
Correla
tion
.916** 1 .912**
Sig. (2-
tailed)
.000 .000
N 100 100 100
Meanpromoti
on
Pearso
n
Correla
tion
.920** .912** 1
Sig. (2-
tailed)
.000 .000
N 100 100 100
Meantraining Pearso
n
.942** .940** .930**

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Correla
tion
Sig. (2-
tailed)
.000 .000 .000
N 100 100 100
Meantrainin
g
MeanperformanceFeedba
ck
Meanworklifebalan
ce
Meancompensati
on
Pearson
Correlatio
n
.942** .946** .927**
Sig. (2-
tailed)
.000 .000 .000
N 100 100 100
Meanjobsecurity Pearson
Correlatio
n
.940** .933** .910**
Sig. (2-
tailed)
.000 .000 .000
N 100 100 100

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Meanpromotion Pearson
Correlatio
n
.930** .927** .921**
Sig. (2-
tailed)
.000 .000 .000
N 100 100 100
Meantraining Pearson
Correlatio
n
1 .951** .938**
Sig. (2-
tailed)
.000 .000
N 100 100 100
Meanjobsatisfaction
Meancompensation Pearson Correlation .941**
Sig. (2-tailed) .000
N 100
Meanjobsecurity Pearson Correlation .924**
Sig. (2-tailed) .000

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N 100
Meanpromotion Pearson Correlation .931**
Sig. (2-tailed) .000
N 100
Meantraining Pearson Correlation .963**
Sig. (2-tailed) .000
N 100
MeanperformanceFeedback Pearson Correlation .951**
Sig. (2-tailed) .000
N 100
Meanworklifebalance Pearson Correlation .944**
Sig. (2-tailed) .000
N 100
Meanjobsatisfaction Pearson Correlation 1
Sig. (2-tailed)
N 100

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Regression
Model Summaryb
Model R R Square Adjusted R
Square
Std. Error of the
Estimate
Durbin-Watson
1 .974a .948 .945 .25456 1.731
a. Predictors: (Constant), Meanworklifebalance, Meanjobsecurity, Meanpromotion,
Meancompensation, Meantraining, MeanperformanceFeedback
b. Dependent Variable: Meanjobsatisfaction
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 110.364 6 18.394 283.848 .000b
Residual 6.027 93 .065
Total 116.390 99
a. Dependent Variable: Meanjobsatisfaction
b. Predictors: (Constant), Meanworklifebalance, Meanjobsecurity, Meanpromotion,
Meancompensation, Meantraining, MeanperformanceFeedback

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Appendix 2: Interview
 Question: What are the different aspects of workforce motivation?
HR 1: I believe that the organizational culture and managerial roles play an important role in
empowering motivation among the workforce
HR 2: The HR service propositions like rewards to the employees and payroll modifications are
the chief factors stimulating the motivation among the employees
HR 3: I believe that the rewards and recognition are the key factors along with remuneration that
influence the rate of motivation and job satisfaction among the employees
 Question: Do you think that your workforce is motivated?
HR 1: The business performance itself portrays the rate of job satisfaction of our employees. In
this context, I believe that the employees of our organization are well motivated and satisfied
with their respective job roles
HR 2: No, the employees are not motivated as the rate of employee turnover has increased
within the last two years, affecting our operational performance
HR 3: No, our employees are not motivated at all as the staff turnovers have increased
 Question: What are issues that are being faced by your workforce while operating as per
the organizational requirements?
HR 1: I don’t think that our organization is facing difficulties in managing our workforce as we
are able to source alternatives to the existing workforce through uninterrupted supply of labor.

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HR 2: We are facing issues in retaining the tenured employees. It might be because they are
finding attractive remuneration being provided by our competitors or simply because of the
workload.
HR 3: I believe that our organization is facing significant issues in influencing the satisfaction of
the employees. We are under continuous pressure to cope with the demand of the customers.
Therefore, the increasing workload might affect the work- life balance resulting to employee
turnover
 Question: What measures have you taken to keep your workforce motivated?
HR 1: We have already considered the implementation of the HR best practices in our
organization for improving the experience of the employees while functioning in accordance to
the process based needs.
HR 2: Our organization have taken the initiative of negotiating with the workforce and
upholding transparency for empowering motivation among the employees and increasing rate of
retention. Our organization also developed the HR service propositions in adherence with the
employment legislations in Australia
HR 3: We have taken the privilege of improving our HR operations and service delivery
processes after identifying the specific concerns that are being faced by the employees. However,
negotiation is one of the major activity that we undertake for convincing our employees and
empowering our work processes.
 Question: Do you think that the measures, you have implemented, increased job
satisfaction among the employees?

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HR 1: I believe that the practices has already showed their effect on reducing the job turnovers!
HR 2: No, the measures are still not sufficient for minimizing the rate of staff turnovers in our
organization
HR 3: Not sure! However, I believe that we must consider the measures before implementing the
same as per the suitability as the strategies did not work efficiently in minimizing the rate of staff
turnovers in the given time
 Question: What are the future course of actions you might consider for increasing the
effectiveness of the workforce?
HR 1: I believe that we must take the initiative of improving our internal job postings for
improving motivational rates through providing the employees with better position based on their
tenures
HR 2: We are flexible with the employment legislations in Australia. Therefore, I believe that
our HR policy and service delivery methods are required to be remodeled with the changing
legislative requirements
HR 3: I believe that increasing the number of skilled workforce would support our organization
in minimizing the focused workload on a particular group of employees, helping us to retain the
same!