CDU Research Proposal: Employee Motivation Driving Performance

This research proposal investigates the crucial role of employee motivation in driving organizational performance. It begins with an introduction highlighting the challenges organizations face in motivating employees and the potential consequences of low motivation, such as decreased productivity and increased attrition. The unit of investigation is defined as employee motivation, emphasizing its necessity in developing a performance culture. The research questions focus on the impact of employee motivation on performance, identifying key factors, and exploring strategies to increase motivation. The literature review delves into extrinsic and intrinsic motivation, examining elements like work environment, salary, fringe benefits, employee achievements, recognition, and responsibility. The proposal concludes by anticipating findings and outcomes related to enhancing employee motivation and its positive effects on organizational success. Desklib provides access to similar research papers and solved assignments for students.

Running head: RESEARCH PROPOSAL
THE IMPORTANCE OF EMPLOYEE MOTIVATION IN CASE OF DRIVING ORGANIZATIONAL
PERFORMANCE
Name of the student:
Name of the university:
Author note:

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Table of Contents
Chapter 1: Introduction................................................................................................................ 3
1.0 A background information..................................................................................................3
1.1 Research Problem.........................................................................................................4
1.2 Unit of investigation............................................................................................................4
1.3 Research question.............................................................................................................5
Chapter 2: Literature Review.......................................................................................................5
2.0 Introduction........................................................................................................................ 5
2.1 Extrinsic Motivation............................................................................................................ 5
2.1.1 Work Environment.......................................................................................................5
2.1.2 Salary and Payment....................................................................................................6
2.1.3 Fringe Benefits............................................................................................................. 6
2.2 Intrinsic Motivation.............................................................................................................6
2.2.1 Employee Achievements.............................................................................................7
2.2.2 Recognition.................................................................................................................. 7
2.2.3 Work Itself.................................................................................................................... 7
2.2.4 Responsibility and Advancement.................................................................................8
2.2.5 Salary Structure...........................................................................................................8
2.2.6 Appreciation.................................................................................................................9
2.2.7 Employee Perception...................................................................................................9
2.3 Findings............................................................................................................................. 9

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2.4 Outcomes......................................................................................................................... 13
References................................................................................................................................ 14

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Chapter 1: Introduction
1.0 A background information
Every organisation irrespective of the size wants to be successful in the given business
environment. They aspire to attract and retain the skilled employees, acknowledge their
importance for the organisation and influence the organisational effectiveness. However, these
basic needs of an ideal organisation face some irreversible challenges. One of these challenges
is “Employee Motivation”. Porter, Riesenmy and Fields (2016) identify employee motivation as
key to drive organisational performance. According to the author Porter, Riesenmy and Fields
(2016), a high employee motivation has an impact on workplace environment, employees’
tendency to accomplish their tasks and employee job satisfaction.
According to Lee and Raschke (2016), organisations develop strategies to achieve their
goals and objectives, and to be able to compete in extensively competitive markets and also
improve their business performance. However, only very few organisations consider human
capital as one of their essential assets. These organisations suffer from improper management
of employees leading to high staff turnover.
Indeed, employee motivation despite being a debatable topic influences organisational
performance. Al Mehrzi and Singh (2016) opine that employee motivation has an impact on
organisational performance. However, identifying ways to use those for motivating employees is
challenging. Hanaysha and Majid (2018) state that developing strategies and policies to
influence employee motivation can be a tie consuming process. Additionally, this attracts a huge
amount of money being invested to implement these strategies and policies. Despite this being
a fact organisations are aggressive towards employee motivation. In the opinion of Kiruja and
Mukuru (2018), until and unless employees are motivated they might lack their focus on
accomplishing their tasks.

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1.1 Research Problem
A low employee motivation can affect the organisational growth. As stated by Syafii,
Thoyib and Nimran (2015), lack of employee motivation can produce a range of consequences
such as individual performance, organisational productivity and increased organisational
spending. This illustrates that lack of employee motivation can be problematic for both an
individual and an organisation. As opined by Kuvaas et al. (2017), when employees have no
motivation they may do their minimal best. They might get involved in activities, which are
considered non-work activities. They may spend time surfing the internet and talking on the
phone. This is not just an issue for the individual but for the organisation as well. The team
productivity will be hampered and so the overall organisational performance.
Shields et al. (2015) observe that a less motivated employee will also have a casual
attitude towards the work related challenges. It is because the individual has lost the interest to
be into such situation and prove their capability. Instead, a motivated employee is capable of
exploring their problem-handling capability and dislodging the challenges being faced.
According to Kuppuswamy et al. (2017), a low employee motivation can lead to increasing
attrition rate and a reduced employee retention rate. Umashankar, Bhagwat and Kumar (2017)
identify existing or repeated customers as necessary to maintain a healthy profit. Burton et al.
(2017) say that the companies invest a lot on accessing to large-scale data of customers to
identify the market trends and understand their diverse needs.
1.2 Unit of investigation
The unit of investigation is “Employee Motivation”. Employee motivation as believed by
Bro, Andersen and Bøllingtoft (2017) is necessary to develop a performance culture within an
organisation. It shows that organisational performance to a significant degree depend on

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employee motivation. This is the reason why employee motivation is being chosen as the unit of
investigation.
1.3 Research question
 What is the impact of employee motivation on employee performance?
 What are the factors of employee motivation that lead to employee performance?
 How can employee motivation be increased?
Chapter 2: Literature Review
2.0 Introduction
This section constructs a discussion on the importance of employee motivation in
regards to driving organisational performance. The literature review is being constructed using
relevant concepts and theories. The concept to base the discussion is that organisational
performance depend on employee motivation. Therefore, the section identifies two factors on a
broader aspect affecting employee motivation. These are extrinsic and intrinsic motivation.
2.1 Extrinsic Motivation
As opined by Adeola and Adebiyi (2016), extrinsic motivation happens when employee
performance is tried to be driven with external rewards like fame, money, praise and grades.
Some other factors are mentioned as under;
2.1.1 Work Environment
As stated by Choudhary (2016), productivity of employees, which is one of the key
success factors for a company can be influenced with the working environment. The influence
can be both positive and negative depending on the kind of working environment the employees
work in. Putting employees to the work they are comfortable with will help them hold their
interest level for the work. Money can be a motivating factor in short-term; however, a long-term

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satisfaction comes only from how comfortable are employees with their job (Cloutier et al.
2015).
2.1.2 Salary and Payment
In the opinion of Eisenberger, Malone and Presson (2016), a good salary and payment
structure can be helpful in attracting and retaining employees. Moreover, if the offered pay is
even more than the standard market payment can motivate workers to perform tom their
potential. Indeed, this is true considering the importance of a monthly pay to the workers. A
partially deducted salary or an unattractive pay structure may affect their daily expenses.
Employees should be provided with a healthy salary structure. They should also be given the
opportunity to sit for the annual appraisal. Overtime payment and incentives should also be a
part of organisational practices. However, the management must also ensure that employees
are enjoying their job.
2.1.3 Fringe Benefits
According to Gyamfi (2015), fringe benefits are additional benefits given to employees.
In a highly competitive market, it is generally difficult for the employers to attract and retain
talented people by offering the salary alone. Instead, fringe benefits can do things for the
employers. The employers should be able to identify and implement these factors to drive the
maximum output. Some of these factors as identified in this article are health insurance,
educational assistance, childcare assistance reimbursement, employee discounts, cafeteria
plans and employee stock options etc.
2.2 Intrinsic Motivation
According to Kanfer and Chen (2016), all internal rewards that can drive employee
behaviour is regarded as intrinsic motivation. The list of the factors creating intrinsic motivation
for the employees are as listed under;

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2.2.1 Employee Achievements
As observed by Kuranchie-Mensah and Amponsah-Tawiah (2016), achievement-
oriented workers have motivation into successfully and effectively accomplishing their jobs.
They are also open to financial rewards and recognition. They possess high passion to work on
challenging tasks. They give strong value to intrinsic and extrinsic motivation in relation to task
performance (TP) and contextual performance (CP). Task performance judges the capability of
workers to perform their tasks that they are assigned for. On the other hand, contextual
performance is the employees’ ability to switch to diverse roles, which is related to their
department of work but not exactly the one they were hired for. Both CP and TP affect the
organisational performance as these identify the operations’ effectiveness in terms of
encouraging employees to be the part of both task performance and contextual performance.
2.2.2 Recognition
In the opinion of Mostafa, Gould‐Williams and Bottomley (2015), recognition programs
have positive impact on the workplace dynamic. This motivates others as well to perform, and
foster a sense of belonging and loyalty to the company. Staffs who are motivated carry a sense
of recognition, belonging and achievement. If employees are motivated they feel encouraged to
deliver to their ability and make sure they are identifiable with the organisation. Managers
should ensure implementing these factors in the workplace to create a culture where employees
are self-encouraged to professional development.
2.2.3 Work Itself
As observed by Omollo and Oloko (2015), employees should have self-motivation for
and drive towards accomplishing their tasks. This affects employee motivation. When
employees have all their demands and needs fulfilled they will have high motivation for the
work. Engagement in the work is improved when all the needs and demands of the employees

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are fulfilled to a feasible extent. When employees are highly engaged to their work they are
more productive than ever. Now, it is up to the management about how they ensure an
engaging and friendly work environment in the workplace.
2.2.4 Responsibility and Advancement
Becoming responsible towards career advancement for the employees is a necessary
act that the employers should never miss on. According to Ongalo and Tari (2015), career
advancement is perhaps one of the most influential factors in terms of employee satisfaction.
Employers those who take the responsibility for career advancement for the employee are in
better position to encourage employees for creative sessions like a brainstorming session or
problem-solving activity. Indeed, this is important to encourage employees to take wider
responsibilities going even beyond their area of works. This could be challenging as many
employees have a resisting nature towards such tasks. Despite this being a fact the employers
should ensure implementing these factors in the workplace to create a culture where employees
are self-encouraged to career advancement.
2.2.5 Salary Structure
According to Herzberg, basic salary is a survival need (Alshmemri, Shahwan-Akl and
Maude 2017). If the offered basic salary is up to or even better than the industry’s standard this
could have an impact on employee motivation. Good pay is the biggest motivation for
employees working in and across the different industries. When staffs receive a “Good Pay”
they also become acknowledgeable and appreciating to the intrinsic factors. The future
managers and leaders should identify good pay as one of the factors of intrinsic motivation. A
good pay plays a bigger role in impacting the employee performance and so the organisational
performance. Managers should ensure implementing a good pay structure to drive a culture
where employees are self-encouraged to professional development (Omollo and Oloko 2015). If

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this could happen the employees will feel more than encouraged towards availing the career
advancement programs. Money is an essential part and should never be compromised for the
other factors (Kanfer and Chen 2016).
2.2.6 Appreciation
Appreciation to work as according to Peng et al. (2016) can essentially boost employee
motivation. When an employee is being appreciated for his or her work, their level of satisfaction
and productivity gets improved. When employees have high work satisfaction level they are
better prepared to face any sort of challenge being encountered in the workplace. Employee
motivation thus achieved can help to perform and survive even in a challenging industry. This is
essentially required at the organisational level to ensure that employees are able to accomplish
their tasks. This is also very important in encouraging employees to take wider responsibilities
going even beyond their area of works. Indeed, this is challenging as many employees have a
resisting nature towards such tasks. They need the motivation to have some interest and be
able to think of the opportunity.
2.2.7 Employee Perception
As stated by Seifert et al. (2016), it is very important to manage the employee perception
to be able to control the growing negativity in them. Individuals receive various stimuli and
organise them according to their impressions. They interpret things according to their own
understanding of the situation. This is where the risk lies. If their interpretation is not accurate
this may harm both the individuals and the organisations. Hence, it is important for the
managers to help the employees develop abilities to perform under the given risk condition.
According to the authors, the risk factors make it difficult for the staffs to keep performing. To
make them perform it is important for the organisations to keep their employees motivated in the
workplace.

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2.3 Findings
The findings suggest that the managers should ensure their staffs are motivated. This
will help the employees tackle the challenges in the workplace. The authors identified motivation
as a key to tackle challenges and survive in todays’ highly competitive working environment.
There are many employees especially those who work at the labour positions they survive
despite receiving no such motivation from their employers. These are the expatriates or
immigrants who work at the labour position to be able to manage their daily expenses and
support their family as well. According to Eisenberger, Malone and Presson (2016), these
expatriates have no other option than to keep working diligently despite being into the toughest
of working conditions. Again, the article also suggests that a compliance to health and safety
rules is necessary as this will protect workers from any unwanted accident in the workplace and
will help to accomplish the projects within the deadline.
The findings suggest that an organisation should know how to capably use both intrinsic
and extrinsic factors of motivation. There are some limitations like the employers do not base
the evaluation of the employee performance on trusted evidences. However, the chosen articles
were still helpful in understanding the importance of intrinsic and extrinsic motivation. Intrinsic
motivation can encourage employees perform their tasks efficiently. This will make them feel
motivated towards their work responsibilities. Nevertheless, this is essentially required to drive
organisational performance (Choudhary 2016). On the other hand, extrinsic motivation can help
drive the performance in terms of contextual tasks. Driving employees to new tasks can be
challenging; however, this could be managed effectively by using suitable strategies. This will
require providing the extrinsic factors of motivation to drive the employees towards
accomplishing their new responsibilities.
Singh (2016) indicates that a radical shift in management thinking towards employee
motivation is essentially required. Intrinsic motivation is more powerful in driving the employee

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performance than the extrinsic motivation. Both intrinsic and extrinsic factors are motivating to
the employees; however, intrinsic is more effective as being found above in the literature review
section. Employee engagement was found as the most influential of all cohorts of intrinsic and
extrinsic motivation (Peng et al. 2016). Engagement in the work is improved when all the needs
and demands of the employees are fulfilled to a feasible extent. Money, which is an extrinsic
motivation was found as having a least impact on the employee motivation. Singh (2016)
suggests that when employees are highly engaged to their work they are more productive than
ever.