Research Project 15. Docx

8/10/2019 Research Project 15. Docx

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Employee Motivation

Research Project

Edexcel BTEC Levels 4 and 5 Higher

Nationals specification in Hospitality

Submitted by: Roukshall Bodhee

Student ID: P1006025

Submitted to: Jaya Govindraj

Topic: What are the factors affecting/influencing employee

motivation in any food industry or any hospitality related?


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Acknowledgment

First of all, I would like to express my gratitude to my respected Tutor, Mrs

Jaya Govindraj who has encouraged my passion for research and my new ideas

and guided me though my research project and always taking time with me to

answer my questions on daily basis. It is an honour to pursue my studies under

her supervision.

I would also like to thank KFC and other Fried Chicken Chain Management who

allowed me to survey their employees for my data collection process. I would

also like to thank all the employees and the participants that shared their

information for this research project.

I also owe deep gratitude and thanks to my parents for their unconditional

support, encouragement, love and most of all patience that helps me to

complete my research project without any personal mental stress.

Thank You


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Contents:

1) Abstract 4

2) Introduction.. 5

3)

Purpose of Study 6

4) Literature review.. 6

5) Research Methodology.13

6) Data Collection.. . 18

7) Results and Discussion... 19

8)

Conclusion


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1)Abstract:

Hospitality is one of the worlds fastest growing industries but retaining a skilled workforce

in the hospitality sector is a huge problem because of high staff turnover and majority of the

employees dont look at this growing sector as somewhere to build their careers (Druce,2007). Nowadays, businesses give importance to the factors that contributes to increase

employees motivation(Kingir, 2010) and that eventually improve business performance,

profit and productivity (Kingir, 2010). Employee motivation (Ramlall, 2004) can be defined

as the employees willingness to exert high levels of effort towards some organizational

goals or to satisfy some individual need. The restaurant industry consists of two types of

employees: salaried and hourly. This study focuses on hourly employees.

The purpose of this study aims to provide an analysis of employee motivation within

different level of organizational commitment (Catherine, 1997). The aim of this research isto identify the factors that can contribute to employees motivationof personnel working in

KFC chain located in London and to access the level of motivation of KFC Employees. This

study is based on a quantitative research method. The research was carried out based on

both primary and secondary data. The sample for this study consisted of 25 KFC restaurants

chain located in London and their hourly personnel employed in them. The research

instrument was a survey questionnaire that was comprised of three sections: 1.)

motivational factors for employees derived from Kovach (1995), 2.)nine questions derived

from the reduced OCQ from Steers, Mowday and Porter (1979), and 3.)a section that covers

demographic information of gender, race, age, marital status, education level, job type andtenure in the industry (Catherine, 1997).

The result of the study finds that nonfinancial factors have a significantly higher impact on

KFC employees motivation. Results from the study revealed that firstly, management

loyalty was the most important motivating factor for KFC employees; secondly, intrinsic

motivation factors were more important to hourly based employees; thirdly, gender had a

strong influence in half of the motivating factors; fourthly, promotion and career

development was found to be more important to employees of KFC; lastly, medium positive

relationships were found to contribute mostly between employee motivation andorganizational commitment of KFCs employees working all across london.


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2)Introduction:

Employee motivation in the restaurant industry is vital to the future success of restaurant

organizations, because if motivational factors for employees recognized correctly, managers

can avoid the high costs associated with turnover (Dermody, Young, & Taylor, 2004). In

order to survive in todays competitive world, hospitality business need to increase their

employeesmotivation and also increase their businesses facilities available for their

customers (Aksu, 2000). Employees are one of the most important and variables sources of

hospitality businesses that are in service sector. Employees performance and efficiency can

affect the success of the hospitality businesses. Especially in service sector, employees

motivation is very important in terms of ensuring the continuous provision of good quality

service (Hays & Hill, 1999) and is closely related to employees satisfaction.

Motivational factors have been divided into two groups by researchers; that are external

and internal factors (Joneset al., 2005).

External Motivational factorsincludes the following:

working condition

waging

companys image

job guaranty promotion

social environment and

status (Dndar et al.,2007)

Internal Motivational factorscontribute majorly in:

providing employees satisfaction over businesses responsibility.

Internal factors also ensures opportunities for career that has important effect on

employees motivation (Karatepe & Uluda, 2007).

Major problem reported in the hospitality industry is the care and motivation of human

capital (ENZ, 2001). Unfortunately, service industry jobs are generally high stress and low

pay and these factors work against employee motivation (Stamper & Van Dyne, 2003).

However, motivation must come from within the individual (Zacarelli, 1985; Simons & Enz,

1995; Nicholson, 2003).


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3)Purpose of Study

As employee motivation is an important topic in hospitality literature and no study has been

conducted before on the hourly based employees working in KFC Restaurants chain based

in London. For this reason, this study has been designed to do the analysis of employeemotivation and to gain an understanding of factors affecting employees motivationand

how these factors are important for employees.

This study emphasizes to explore results of number of following questions:

1. What are the reasons employees choose to work in KFC restaurants?

2. What are the most important factors that contribute in the willingness of their employees

to exert more effort in the job?

3. To what extent these employees are motivated to achieve the companys success?

The data that has been collected within this research will provide important information in

terms of bringing up factors that motivate employees working in KFC restaurants based in

London in order to increase productivity and effectiveness of KFC food chain in London.

4)Literature Review:

The study of work motivation was started by the Hawthornes study ( 1927-1932), which

showed that workers performance and productivity seemed to improve when changes are

being made according to their interest ( Latham, 2007). The results of the study conducted

by Latham in 2007 showed that the productivity, motivation and satisfaction of employees

are inter-related. Employee motivation in the hospitality industry can be defined as a force

that pushes people to make a particular job choice, remain at the job, and put effort in thejob (Simons & Enz, 1995). Employee motivation has been proven to be a long term success

factor in many organizations; however, many organizations still overlook the topic (Kovach,

1995).

Motivation is a complex issue of human behaviour which varies from person to person and

as a result, different people are motivated in different ways (Kressler, 2003).

People's behaviour is determined by what motivates them and their performance is the

product of both ability level and motivation (Mullins, 2007).


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Employee motivation has been studied in the hospitality literature with various theories of

motivation that has emerged and changed with time to time based on the changes of

employees attitude and companys needs andare divided into four categories:

a) motivational need theories explained by Maslow(1943) and McClelland (1961)

b) employee motivation equity theories which explain the theories of Adams (1963),

and prior work by Festinger (1957)

c) employee motivation expectancy theories developed by Vroom (1964), expanded by

Hackman & Porter (1968) and further extension of expectancy theory by Porter &

Lawler (1968)

d) task and goal employee motivation theories developed by Herzberg (1959), Locke &

Latham (2002) based from prior work of Ryan (1970), Reynolds (2002) derived from

Rosenthal & Jacobson (1968), followed by Hackman & Oldham (1968) and

concluding with McGregor (1960)

Ten Job Related Factors:

Wong, Siu, & Tsang (1999) has conducted a ten job motivating factors survey ranking the

ten job motivating factors one to ten, with one as the most important and ten as the least

important. Wong, Siu, & Tsang (1999) divided the ten job motivating factors into two

variables: intrinsic and extrinsic variables.

The intrinsic variablesconsisted of:

a feeling of being involved

supervisors help with personal problems

interesting work

promotion or career development

supervisors help with personal problems

full appreciation of a job well done

The extrinsic variablesare:

job security

good wages

tactful discipline

good working conditions

In 1988, Weaver described that hourly employees in the hotel industry are better in tune

with their motivation needs than management and perceive motivation programs as hot

air. In response to those feelings, Weaver (1988) developed Theory M as a potential

motivator for hourly employees. The main purpose of this theory is to make employees feel


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that they are being paid what they are worth (Weaver, 1988). According to Weaver (1988),

he argues that raising minimum wage will not produce the same effect as the incentive

because it is not the same as being paid for what you are worth.

The theories of motivation can be divided into 2 broad categories:

1) Content Theories explains what drives the employees to act in a certain manner base don

a universal understanding that all human beings have needs which pursue them to satisfy

these needs lead to motivation

2) Process Theories concentrate on how employees needs influence their own behaviour.

4.1) Content theories of Motivation:

a) Maslow in 1943had identified 5 human needs and categorized them on the basis of

priority of needs fulfilment. According to Maslow, the fulfilment of psychological needs

chases by the safety and security needs which chases to meet belongingness needs, which

then led to meet esteem needs and this chase to meet the self-actualization needs. Maslow

explained that lower level needs must be satisfied before the next higher level.

Fig 4.1.1) Maslows Hierarchy of Needs applied to Employees


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b) Herzbergs (1959)TWO FACTOR theory states that there are two distinct set of factors viz

Motivational and Hygiene factors that influence Human Behaviour.

Figure 4.1.2) Herzbergs TWO Factors Theory

While developing these factors Herzberg (1959) found that some factors were satisfying

and others were dissatisfying. These factors became integral to the theory and becameknown as motivators that bring job satisfaction and hygiene factors that brought job

dissatisfaction (Herzberg, 1959).

c) Alderfer (1969) had revised the hierarchy needs theory by revamping 5 human core

needs into three broad groups such as existence, relatedness and growth which is

known as ERG theory.Figure 4.1.3F

Figure 4.1.3) Alderfers ERG Theory of Motivation

Growth

Desire forcontinued

personal growthand development

Relatedness

Desire forsatisfying

interpersonalrelationships

Existence

Desire forpsychological and

material well-being


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4.2) Process Theories:

a) Vroom (1964) states that people are motivated to do or achieve a certain goal if they

believe in the worth of that goal (Kootz et al, 2007). This Expectancy theory describes that

employees motivation depends on expectancy, instrumentality and valence. Expectancy

theory explains how reward can lead ones behaviour to achieve the companys goal.

Figure 4.2.1) Vrooms Expectancy Theory

In figure 4.2.1, Vrooms Expectancy model, the individual will feel motivated whenthree

conditions are perceived:

1.) the personal expenditure of effort will lead to a good enough level of performance,

(expectancy)

2.) the performance will lead to an outcome for the individual, (instrumentality)

3.) the outcome has value for the individual (valence), (Isaac, Zerbe, & Pitt, 2001).

The first condition describes the relationship between effort and performance, the E-P

linkage, and the second condition, instrumentality describes the relationship between

performance and rewards, the P-O linkage, and the third concept, valence, describes the


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value an individual feels towards a reward (Isaac, Zerbe, & Pitt, 2001). Motivation can be

explained in the following formula:

M=E I V

This is explained as:

M representing motivation

E representing expectancy, and

V representing valence (Isaac, Zerbe, & Pitt, 2001).

According to Isaac, Zerbe, & Pitt, (2001), any weaknesses within the E-P, P-O linkages, or

value of rewards affects the individuals state of motivation (Isaac, Zerbe, & Pitt, 2001).

b) Locke Edwin (1968) that Goal-setting theory of motivation emerged from the idea of

Expectancy theory where a goal setting is a vital tool and an immediate regulator of human

action that eventually leads the employees to achieve their goals.To define goal setting

theory further, it is based on Ryans study (as cited in Locke & Latham, 2002) a premise that

conscious goals affect action. These types of goals are considered to be conscious, have an

end to the action, and are usually performed to a level of proficiency or time limit (Locke &

Latham, 2002).

Figure 4.2.2) Essential Elements of Goal Setting Thoery


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c) The Equity Theory (1963) of motivation presumes that an individual is strongly motivated

by the balanced result of :

Input such as: Output such as:

Effort . Pay

Loyality . salary

Hardwork . Praise

Commitment . Reputation

Skill . Recognition

Ability . Thanks

Adaptability . Promotion

Tolerance

Determination

personal sacrifice

This theory explains that how employees judge the fairness of rewards received in

proportion to resources invested for completoing a task by accessing ones own investment-

reward-ratio and comparing it against of another colleague holding a similar position.

Motivational factors and UK:

Several research studies find that Emotional factors are strongest motivators at most of the

workplaces in UK while Bonuses are not the top motivator for employees working in UK.

According to a study conducted by the Institute of Leadership and Management (ILM), a

survey has been done on more than 1000 workers and the result of survey shows that only

13 per cent of people agreed that a bonus would have an effect on their motivation,

however having a good basic salary and pension was viewed as an important incentive byalmost half of the respondents.

In fact, 59% of respondents believe that the top motivator was job enjoyment, while other

emotional factors such as good working relationships and fair treatment also rated highly in

the survey.

More than two-fifths of the respondents described getting on with colleagues as akey

motivator, while just over a fifth agreed that how well they are treated by their managers

affected motivation, with a further fifth saying that higher levels of autonomy motivated

them.


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The ILM said the findings suggested that the 36.9 billion spent on performance bonuses in

the UK last year had no impact on the motivation and commitment levels of the vast

majority of recipients.

The survey highlights how important good managers are to ensuring happy and motivated

staff. When asked to identify one thing that would motivate them to do more, 31 per cent

of employees said better treatment from their employer, more praise and a greater

sense of being valued. However, while the majority of managers (69 per cent) said they

always giving feedbackto their staff, just 23 per cent of employees agreed.

Understanding your employees and what makes them tick is vital in having a happy and

motivated workforce, said Charles Elvin, chief executive of the ILM. In the past year UK

companies have collectively spent an astronomical amount on financial incentives for their

staff. But this report is telling us there are far more effective, and cost-effective, ways to

motivate people. These include giving regular feedback, allowing people to have autonomy

in a role, the opportunity to innovate and improved office environments.

5)Research Methodology:

This research is based on both qualitative and quantitative research method. The study was

carried out based on both primary and secondary data. Survey data collection is the most

preferred data collection technique in quantitative research method. Survey technique was

preferred because of being the most useful criterion for attitude measurement, presenting

numeric values and an easy research tool both for people who fill the survey and for

researchers (Usal & Kuluvan, 1998). KFC was selected to participate in this study. This

restaurant chain was selected because of its national prominence as well as the companys

alumni.

Sampling Frame

The sample for this study was a convenience sample consisting of 25 KFC Restaurants

located in the following parts of London UK:

1. KFC Barking

2. KFC EastHam

3. KFC Hackney

4. KFC Upton Park

5.

KFC Leytonestone6. KFC Forest Gate


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7. KFC Stratford

8. KFC Lea Bridge Road

9. KFC Stratford Westfield

10.KFC Wood Green

11.

KFC Leyton High Road12.KFC Hammersmith

13.KFC Stoke Newington

14.KFC Kilburn

15.KFC Seven sisters

16.KFC Kentish town

17.KFC Old Kent road

18.KFC Brixton

19.KFC Earls court

20.

KFC Nottinghale21.KFC Highbury

22.KFC Edgeware road

23.KFC Tower hill

24.KFC Paddington

25.KFC Victoria

Primary data was collected from the above mentioned KFC stores from 1st

September to

25th

September. While on the other hand secondary data was collected from different

books, journal articles, newspapers, websites, and published dissertation papers of thegraduates etc. in order to understand different motivation theories and factors.

In order not to interfere with the busy dinner operations and lunch times, I administered the

surveys to hourly based employees of the above mentioned outlets of KFC during the late

afternoon and prior to each restaurants nightly dinner rush. This was done in this manner

to not interfere or distract the staff from performing their duties as well as control for

differences in results due to time of the day and day of the week.

A structured questionnaire was provided to 175 employees of the above mentioned KFC

stores located in London in order to collect primary data. Out of them, only 150 sample

respondents (86%) had participated by filling the questionnaire and send it back to me.

However 120 out of 150 respondents (80%) have participated actively in survey activities by

answering all the questions fully and duly while rest of them had answered partly.

The qualitative approach was used to approach respondents interpretation of events and

the quantitative approach to quantify their attitude, belief, feelings and behaviour that

seemed immeasurable in qualitative techniques.

I used 5 Point Likert scale in all questions of my questionnaire ranging from 1 to 5 point,

where point 5 represent negative Reponses while point 4,3,2,1 represents gradual ranking


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of positive answers ( such as least, moderate, Important, Highly Important/ motivated)

respectively.

I used Microsoft Office Excel in order to interpret my primary data collected from field

survey and all data was recorded using numerical codes. Various statistical measures such as

mean, standard deviation, frequency distribution, and tally were used in describing the

variables.

Questionnaire Instrument

The survey questionnaire was consisted of 3 parts:

1) Part 1consists of demographic information of the sample respondents such as:

1. gender

2.

age3. race

4. education level

5. marital status

6. job type

7. tenure in the industry

2) Part 2 comprise of 12 questions related to employees motivation such as following:

1. a feeling of being involved

2.

job security

3. supervisors help with personal problems

4. good wages

5. interesting work

6. tactful discipline

7. promotion or career development

8. good working conditions

9. management/supervisor loyalty to employees

10.gratitude for a job well done

11.monetary incentives for a job well done

12.public celebration for a job well done

3) Part 3was comprised of the shortened OCQ from Mowday, Steers, and Porter (1979). The

nine statements were:

1.) I would accept almost any job to keep working for this organization

2.) I find thatmy values and organizations values are very similar

3.) I am proud to tell others that I am part of this organization


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4.) This organization really inspires the very best in me in the way of job performance

5.) I am extremely glad that I chose this organization to work for over others I was

considering at the time I joined

6.) I reallycare about the fate of this organization

7.)

For me, this is the best of all possible organizations for which to work8.) I know what is expected of me at my job

9.) I am able to do what I do best every day (Mowday, Steers, and Porter, 1979).

Then, I used 5 Point Likert scale being point 5 as extremely unimportant and point 1 as

extremely important.

A copy of Sampled Questionnaire is attached below:

Employee Motivation Survey

Please read this short survey about employee motivation. Read each question carefully

before responding, and then circle the appropriate answer in the designated space. Please

answer to the best of your ability and save any additional comments for the back page.

Thank you for your help. Part 1)


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Part 2)To understand what is most important to you, please read each statement and rank

its importance on a scale from 1---5, where 1=Very important (VI), 2 = Important (I),

3=Neutral (N), 4=Unimportant (UI), and 5=Very Unimportant (VU).

Please circle only one choice for each item.

Part 3)To understand your commitment to an organization, please read each statement

and circle the number which most closely matches your opinion on a scale from 1-5, where

1=Strongly Agree (SA), 2=Agree (A), 3=Neutral (N), 4=Disagree (D), and 5=Strongly Disagree(SD).

Please circle only one choice for each item.


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6)Data Collection

The data collection method chosen for this study was a self-administered questionnaire.

Each respondent was given a consent form to read and sign before completing the

questionnaire and the primary researcher explained the procedure of the questionnaire andwritten instructions were also provided. I completed a form stating: the title of the research

study, the principal investigator, supervisor of project, the dates of the proposed research,

source of the funding, the scientific purpose of the project, the research methodology, the

anticipated benefits or risk to participants, the data collection process, the informed

consent process used, and signatures of the principal investigator and faculty chair. The

questionnaire and the informed consent to participate were attached to the form. A copy of

the Informed Consent approval attached below:


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7)Results and Discussion:

The results of the data analysis that were produced using the Statistical Package of Social

Sciences 11.5 (SPSS) for each of the 3 sections of questionnaire will be discussed in the

section. This section will focus on the descriptive statistics to illustrate the characteristics ofthe sample studied and present the frequencies for all of the questions that are contained in

the questionnaire.

Profile of Respondents

The culture of the United Kingdom (UK) is a diversified and multicultural. The evidence of

the multicultured is observed in the job market where different country's people belonging

to unlike cultured get assembled that develops an exceptional multifarious working

environment. According to Thomas and Pekerti (2003) there is a moderate impact of

national culture on the relationship between job satisfaction and employees' exchange

behaviors. The study shows that 18 country's people are represented in the sample

respondents (table1), out of them, the male is dominant (56%) over female. The statistics

(table1) of the field survey study shows that a large portion (96%) of the employee's age lies

between 21 to 35 years. An insignificant percent of lower or higher aged employee is seen

to work at KFC. The study found that 67% of the employees are part time (table1).

In the case of work experience of employment, the study shows that (table1) period of

employment of the sample respondents is between


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illustrates that a substantial portion (71%) of employees has been working between 1 to 6

years. However, nobody has been found working more than 9 years among the sample

respondents.

There are three work stations in a food shop of KFC, such as kitchen (for cooking foods),

middle (for packing foods), and front where cashier receives order from and deliver to

customers. There is a management team in each shop that supervises, directs and guides

the task of other sections and maintains liaison with corporate head office. The number of

workers deployed in each section depends on the span of task related to each section. This

study shows that 67% of the respondents (table1) work in the front section as a cashier

followed by the middle section (23%) and very minor portion (10%) works in the kitchen.

Reasons to choose the work at KFC

The study discovered 11 reasons to choose work at KFC (table2) and the reasons have beenranked by the mean value. The most favourable reason (ranked 1) is the "opportunity to

interact with different cultured people" followed by "best work place" (ranked 2) followed

by "flexible working hours" (ranked 3). Interestingly, nonfinancial reasons were placed in the

top of the ranking list rather than financial reasons. Accordingly, "salary" and "other fringe

benefits" were ranked 4th and 10th

respectively. On the other hand, "opportunity to

develop a career at KFC permanently" was ranked 9th. "Providing free meals" is the less

important reason recognized by the sample respondents which is ranked bottom in the list.

Motivating Factors

Human beings are motivated by satisfying their different kind of needs. Needs depend on

many factors and vary by the person, situation, organization, nature of works, risk,

educational background of employees, experiences and skills, position of work etc. The

factors affecting the employee's motivation working at KFC might be different from the

factors of other categorized of organization; even these could be unlike to some extent from

other fast food restaurants such as McDonalds, Burger King, Subway, Eat, PretAMangeretc.

All employees, therefore, have their own motivational factors to motivate them to perform


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their bests (Lin., 2007). In this study, the motivation factors have been categorized under six

major headings and ranked by combined mean value (table3) which indicates that unequal

influence of factors on motivation.

Motivating Factor: Work itself and Environment

Nature of work and its surrounding environment is the factor that affects the level of

motivation of employee significantly. Tyilana (2005) suggests that three motivational factorssuch as achievement, recognition and work itself cause 88% job satisfaction. According to

Maslow's Hierarchy of needs theory, safety and security needs come after fulfilling

biological and physiological needs. Appropriate job security assurance, challenging work,

work that yields a sense of personal accomplishment, increased responsibility are factors

cause motivation (Daschler and Ninemeier 1989, in Petcharak, 2002)). However, "good

working conditions cannot motivate the employees in themselves, but can determine the

employee's performance and productivity" (Lin, 2007).In this study, "work itself and

environment" is identified as the factor that motivate employees highly (table3) compareto

other factors (ranked 1 in overall ranking list). The study identified nine issues under theheading of "work itself and environment" to determine how different issues relating towork

and environment shakes motivation level of the sample respondents. The result suggests

(table4) that "overall job security" is ranked first that affects the level of motivation highly

(mean value 3.37) followed by "availability of logistic support to carry out the work and the

"work itself that makes a difference" are ranked jointly in second position (mean value 3.17).

On the other hand, factors "flexible working hour", "involvement in decision making" and

"enjoyable working condition" have an impact on motivation. However, "clear job

requirements", "challenging work" and "reasonableness of work" affect the employee's

motivation not as much of other factors, result suggests.


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Motivating Factor: Supervisor Relations

Good relationship between supervisor and the worker is aconvincing issue which causes

work satisfaction employee's bad feelings to their immediate authority do impact on their

job performance which leads to dissatisfaction and lack of motivation. According to Tyilana

(2005) unfavorable supervision, company policy and administration and interpersonal

relationship with supervisor cause 60% job dissatisfaction. There is a variety of ways to

develop the relationship such as, through task (giving feedback, taking ideas from employee,

giving consultation etc.) and non-task (showing respect, caring employees as individual etc.).

"Supervisor relation", in this study, is identified as another motivation factor ranked second

(table3) in overall ranking list. The sample respondents recognize some aspects relating to

supervisor relationship (table5) of these do have an impact on the employee's motivation.

The result shows that the "supervisor's feedback" to the works of employees is an influential

factor that helps them to improve their performance (ranked 1). Employees who receive

performance feedback are willing to exert more effort at work because it makes them felt

important and cared for (Lai, 2009). "Accepting mistakes positively" occurred during the

course of work and giving emphasis on employees by accepting their "comments and

suggestions" in relation to job are identified other significant factors of motivation (ranked

jointly 2). On the other hand, some non-task related issues contribute to develop a durable

relationship between supervisors and employees. In this study, "showing respect" to

employees by the supervisor is recognized to be another motivation factor. Likewise,

"remembering something personal" about employees such birthday, "showing interest

about their personal needs and problems' and "caring" them as an individual are recognized

to be factors do have an impact on motivation but not as much of other factors (mean value

lies between 2.0 3.0).

Employees attempt to find the meaning of their jobs and the reasons for being at work (Lin,

2007). When managers treat employees as an individual, they begin to care for employees

with respect (Glanz, 2002). When employees realize that they are being treated as human


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beings, company are caring for their personal needs or lacking and helping to fulfill these

needs, employees become loyal to the company and therefore, become more motivated

toward their works.

Motivating Factor: Company itself and Matters relating to the Company

"Company itself and matters" relating to the company have an effect on the employee's

motivation. Employees usually feel proud being a part of a market leader and financially

sound company, which lead them to be satisfied. Basically, satisfaction comes, in this case,

having felt secured in their job, long term existence of the company and been sound

financially. According to Herzberg's theory, company policy and administration is considered

to be hygienic factors (extrinsic factors), which have a disrupting effect on employees work

attitude and make them ultimately dissatisfied in their jobs when these needs are not

adequately met.

The study finds that "Company itself and matters", is a factor that affects KFC's employee's

motivation following the factors of "work itself and environment" and "Supervisor relation"

(ranked 3 in overall ranking list, table3).

The study explored few aspects relation to the company and its policies (table6) do have an

impact on motivation. Results show that employees become motivated highly as they see

"success of the company" (ranked 1); company clearly "communicates its goals and

strategies" to them (ranked 2). On the other hand, aspects such as, "company's market

position, financial performance" and understanding the "company's mission statement,

vision & values" affect the employee's motivation as well.

Motivating Factor: Recognition

Appreciation is one of the most top desires of employees which motivate and keep them

productive (Glanz, 2002) by enhancing the employee's morale, which "allows them to think

better of themselves and their ability to contribute towards organization goals. Employees

with high self-esteem are more intrinsically motivated, optimistic, willing to work harder,

participative at work, work efficiently, have lower absenteeism rate and are generally more

satisfied with their jobs" (Lai, 2009). Herzberg two factors theory described the recognition

as a motivating factor that makes employees satisfied.


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There are several ways to recognize employees including greeting for better jobs, attach

thanks to their paychecks, acknowledge employee milestones, staff gathering outside the

organization, highly appreciation for coming up with new ideas, holding celebrations for

success, arranging frequent contests and other team building activities etc. However, few

important matters should be kept in mind when recognizing employees such as equalrecognition for all, recognize immediate after they deserve it, exaggeration is unexpected

(McConnell, 2006).

The study spotted "Recognition" to be a factor does have an impact on the KFC's employee's

motivation ranked fourth (table3) in overall ranking list of motivation factors.

The sample respondents assessed how some events in relation to recognition affect their

motivation. Result (table7) suggests that "management appreciation as employee comes up

with new and better ideas," "holding celebrations for success", and "informal praise and

appreciation for better performance" have a significant effect on their motivation (mean

values are 3.27, 3.27 and 3.10 respectively). On the other hand, factors such as, "holding

regular social events, supporting frequent contests & team building activities and evaluating

performance fairly" by the company leads them to become motivated as well.

Motivating Factor: Development and Growth

Skills development, training, growth opportunities and promotion are considered to be

powerful motivation factors for employees to satisfy their need for esteem and

selfactualization (Lai, 2009). According to the Herzberg two factor theory, personal growth

and advancement are known to be intrinsic factors, which make employees satisfied when

these are met, and they, thereafter, become motivated. However, criteria must be set

correctly for the purpose of promotion and growth, so that employees become motivated

by fulfilling those (Brewster et al., 2003).

Promotion and growth policy should be matched to the need of employees (Hoag and

Cooper, 2006), and there should be a positive correlation between good performance and

promotion and growth (Cummings and Worley, 2001 in Lin, 2007).

"Development and Growth", in this study, is identified as another motivating factor thatdoes have effect on the employee's satisfaction ranked fifth (table3) in the overall ranking of


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motivating factors. The sample respondents were asked to answer to five questions in

relation to training, development and growth. Result (table8) indicates that factors "training

of the employee" (ranked 1) and "opportunities for growth and development" (ranked 2)

make employees highly motivated. Moreover, factors "willingness of the managers and

immediate supervisors to invest in the development" and "growth of employees"have animpact on their motivation as well (ranked 3 & 4 respectively). On the other hand, having

"promotion and development policy" of the company also make employees motivated

(ranked 6).

Motivating Factor: Pay and Benefits

Money is considered to be a panacea used to have solved to the most problems. Money,

therefore, is the most motivating factor to all. It is a part of the total incentive package of an

organization. Salary is thought to be one of the key factors influencing career choices (Lai,

2009). One employee describe salary as, "the salary paid me is what the company thinks of

me. The lower salary, the less appreciated" (Bokorney, 2007). Good incentives, therefore,

should provide with the aim of attracting and retaining qualified people and motivating

them to achieve goals of organization. However, organization should not rely solely on

salary, bonus or other monetary and nonmonetary incentives to motivate the diverse

workforce due to the limitations it brings (Lai, 2009).

"Pay and benefits", in this study, is spotted as a least motivating factor (ranked 6) lies in the

bottom of the overall ranking list of motivating factors (table3). It is, however, not a most

powerful factor like others that do have higher effect on the employee's motivation, the

study revealed. This result substantiate Herzberg's two factor theory which states that

salary and benefits are the hygiene factor which can prevent employee's dissatisfaction only

but do not necessarily motivate them. However, job security is classified by Maslow as a

basic need to guarantee an employee's safety.

The sample respondents graded how different kind of incentives affects their motivation.

Result (table9) suggests that the factor "good wages along with other benefits' does have asignificant effect on the employee's motivation followed by the factor "matching payment


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with responsibilities" (ranked 1 & 2 respectively). The factor "providing free meals",

however, does not significantly affect the motivation level of employees and lies in the

bottom of the list. This is the factor which identified by employees as the least ranked

reason to choose work at KFC (table8).

Demotivating Factors

Factors that cause demotivation can be referred as the opposite of motivation factors. That

is, employees become motivated when their needs are fulfilled, and conversely, they

become demotivated when their needs are not fulfilled. Therefore, the source of motivation

and demotivation are same i.e. needs fulfillment. Herzberg's two factor theory, however,

described different sources of job satisfaction and dissatisfaction and both sources are

independent of each other. Hygiene factors therefore reduce job dissatisfaction but do not

encourage job satisfaction whereas motivating factors result in job satisfaction.

The study identified thirteen factors (table10) that caused demotivation and weighed them

thereafter as being "highly", "moderately", "least" or "not at all" demotivating factor. Result

shows that factors that causes demotivation as their presence is insignificant in the

employee's work and the same factors make them motivated as well when their presence

are significant in work. However, it is perceived that the ranking position of factors based on

the mean value might be or not identical as demotivating and motivating factors. That is,

the extent of motivation for a specific factor might be same or varied from the extent of

demotivation for the same factor. For instance, "lower scale of salary" (table10) causes

demotivation and "good wages and other benefits" causes motivation (table9) significantly

high (both ranked 1) as well. On the other hand, "less interesting & challenging job" (table10)


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do not have as much impact on motivation as (ranked 7) it causes demotivation (ranked 2),

as the result suggests.

Other demotivating factors are identified as

"absence of equal opportunity (ranked 3),

"less recognition of good work" and "less job security" (ranked 4),

"less fringe benefits" (ranked 5),

lack of training (ranked 6),

less flexible working hours (ranked 7),

"huge pressure of work" (ranked 8),

"unequal treatment of management" (ranked 9),

"unconstructive criticism of work performed" (ranked 10),

"insufficient logistic support" and "unfriendly colleagues" (ranked 11), and the factor that makes them least demotivated is identified "less opportunity to

develop career at KFC".

However, the same factors do not motivate them in the same extent or manner when these

are present in work, result suggests. This indicates that job security, fringe benefits, work

pressure, lack of flexibility in working hours and unfriendly colleagues are not strong

motivators and can prevent dissatisfaction but do not always result in satisfaction. This

means that employees who feel their colleagues are friendly will not necessarily perform

better than employees who do not feel their colleagues are friendly. In order to motivate

employees, it is, therefore, essential to concentrate on providing employees with the

opportunity for career progression at KFC and consequently a sense of achievement,

recognition, and responsibility.

Extent of Motivation of Employees Working at KFC UK Ltd

Assessment of the employee's motivation of an organization is a quite complex matter.

Because, a wide variety of issues have an impact on motivation such as, nature of job,

employees personal perception and values, local and international regulations, risk of work,

how different motivation factors identified and met and so on.

As such, the motivation level of employees working at KFC might not be same the

motivation level of its competitors such as McDonald's, Burger King or Eat.


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Result of the study in relation to what extent employees were motivated to assist KFC in

achieving its objectives aiming to ascertain their motivation level shows (table11) that

overall mean value and standard deviation of motivation level of employees is 3.60 and

0.568 (based on Likert 4point scale) respectively. Table11 illustrates that 65% (31 out of 48)

respondents are highly motivated (Likert scale 4point), 31% (15 out of 48) are moderately(Likert scale 3point), only 4% (2 out of 48) are least motivated (Likert scale 2point), however,

nobody is found to be not motivated (Likert scale 1point) at all.

Further analysis of results, however, suggests that a significant difference in the level of

motivation between genders, different age groups, working status, working position and

length of employment (table12). By gender comparison, female employees are more

motivated compare to male employees. By age group comparison, 4145 age group

employees are more motivated (though only 1 respondent reports as highly motivated),

followed by 3135 age group followed by 2630 and then 2125 age group. The least motivatedage group employee is 3640 (based on 1 respondent's report as moderately motivated).

By working status comparison, full time employees are more motivated compared to part

time. By working position comparison, employees working at the middle position of the

shop are more motivated followed by cashiers (till).However, employees working at kitchen

section are least motivated compare to employee's workings other sections.

Meanwhile, by length of employment comparison, employees working 79 years are more

motivated followed by 4 6 years followed by employees working less than one year (


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working environment and employees receive recognition and feel valued. As the need for

development and growth is also identified as a motivating factor, KFC should provide

adequate training and development to ensure employees are motivated. The study also

indicates that there are identical sources of motivation and demotivation which contrast

with the result of Herzberg twofactor theory where motivation and demotivation sources asbeing different and independent. However, the extent of motivation provided by a factor is

not the same extent of demotivation for that factor i.e. the same factors have an effect on

motivation and demotivation of employees in different extent and manner. For example,

lower scale of salary results in high level of demotivation but good wages of salary causes

motivation employees not as much as demotivate them.

Finally, the results show that overall mean value and standard deviation of motivation level

of employees is 3.60 and 0.568 (based on 4point Likert scale) respectively; which indicates

that the motivation level of employees working at KFC UK Ltd lies in between moderate andhigh level. However, a significant difference of level of motivation is noticed between

gender, different age groups, working status, working position and length of employment

comparison. Results indicate that female employees are more motivated compare to male

employees, employees in the 4145 year age group are more motivated than other age

groups, full time employees are more motivated compare to part time, employees working

at the middle position of the shop are more motivated than working at till and kitchen, and

employees working 79 years are more motivated than shorter length of employment. This

indicates that there are differences in perception of motivation based on demographic

factors and that not all job related factors promote employees to have satisfied in their jobs.

According to Herzberg's theory, jobs related factors that only prevent dissatisfaction are,

therefore, called hygiene factors. Therefore, KFC should ensure that intrinsic and extrinsic

rewards are related to specific preferences. The research results also indicate that

motivation is dynamic and is affected by personal circumstances and situational and social

factors such as gender, age, working full time or part time. Employees at KFC are motivated

by needs, preferences and thought processes as well as expectations. Results, based on the

restricted sample size of the employees working at the operational level, suggest that 65%

of respondents are highly motivated, 31% are moderately, 4% are least motivated, and,

nobody is found to be not motivated at all. It can, therefore, be concluded that the

employees working at KFC UK ltd. are adequately motivated.

References:

Claire churchard, 21st

October 2013. Job satisfaction beats bonuses in staff

motivation stakes.


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Research Project 15. Docx

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