QSPORTS

Quantum Sports, Doha - Qatar

Analyzing the effect of extrinsic factors on motivation on employee

performance

Submitted by Syed Qausain Ali

Student ID: 2010070
Supervisor Ms. Swati Prasad

Stenden University
Doha
Qatar

A Dissertation Submitted in Partial Fulfillment of the Requirements for

the Degree of Bachelor of Business Administration in International
Hospitality Management

September 2015
Declaration

1. This work is composed by undersigned as a researcher.

2. This work has not been accepted in any previous application for a degree or

diploma, by any student of the Research Project or anyone else

3. The work of which this is a record is done wholly by the student responsible of

this Research Project

4. All verbatim extracts have been distinguished by quotation marks and the sources

of my information have been specifically acknowledged.

Name:

Date:

Signature:

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Abstract

This research studied the effect of extrinsic motivational rewards on employee motivation
and performance in Quantum Sports, Qatar. QSports is an event management company,
specializing in small and large scale sporting and recreational events. QSports is a small
company with 15 employees divided into 4 sections. Employees at QSports do not get
paid compensation for working overtime; in the past 2 years, only 1 of the 15 employees
has received a promotion. Their average pay is 4500 to 5000 QR, which is insufficient for
living in Qatar, especially if the employee has a family. The researcher observed, during
their employment at QSports, that employees do not put any extra effort into their jobs;
there is a high level of disinterest and de-motivation. Therefore, the researcher studied
employee motivation and performance in QSports.
This research was descriptive in nature. The secondary data was collected through a
literature review of books, journals, etc. The researcher studied Maslows Hierarchy of
Needs and Herzbergs Dual Factor theory for the theoretical framework. The extrinsic
factors studied were growth opportunities, working conditions, recognition, and
salary/compensation. The primary data was collected through in depth qualitative
interviews with 10 of the 15 employees at QSports, sampled through convenience
sampling. The interviews were semi-structured and analyzed through content analysis
for major patterns and themes.
The main findings of the research stress on the importance of extrinsic factors on
employee motivation and performance. The respondents agreed that motivated employees
performed better and made the organization more productive. A major finding was that
respondents though extrinsic factors of motivation were more effective in the long term,
while intrinsic factors were more important in the short term. Another major finding was
that the employees preferred if higher authority devised motivational strategies, while the
managers should only be responsible for putting the strategies into practice and evaluate
employee performance. Recommendations for the research include an increased role of
employees in discerning motivational factors that are successful or unsuccessful. Another
recommendation was also to introduce payment for overtime, introduce competitive
rewards to improve working conditions and recognition awards such as competitive
monetary rewards, non-monetary awards such as certificates or tournament passes for
employees family and friends. Also an important recommendation was to conduct
further studies on the same topic in Qatar, which can contribute to the literature. This
research will benefit QSports management in retaining, measuring, and managing
employee motivation, the researcher in their professional endeavors, and any future
researchers willing to study this subject.
Keywords: employee performance, employee motivation, extrinsic motivational rewards.

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Acknowledgement

I would like to extend my appreciation to the different people that contributed in different

ways to help complete this research:

Mr. Qasim Khalid (Chief of operations) for allowing me to conduct this research

at Quantum Sports

Mr. Mani (operations head) for his support in guiding me and advising me where

needed.

Ms. Swati Prasad (Lecturer & Supervisor) for guiding me and clarifying any

doubts I had regarding the research.

Lastly, I would like to thank my friends and family for their support. This research

couldnt have been possible without them.

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Table of Contents

Declaration ...................................................................................................................... 2

Abstract ........................................................................................................................... 3

Acknowledgement ........................................................................................................... 4

Chapter 1: Introduction:................................................................................................... 8

1.1. Topic description:.............................................................................................. 8

1.2. Company Background: ...................................................................................... 9

1.3. Purpose of study: ............................................................................................. 10

1.4. Problem Description: ....................................................................................... 12

1.5. Research Objectives: ....................................................................................... 13

1.6. Problem Statement: ......................................................................................... 14

1.7. Research Questions: ........................................................................................ 14

Chapter 2: Literature Review: ........................................................................................ 15

2.1. Introduction:.................................................................................................... 15

2.2. What is motivation? ........................................................................................ 15

2.3. Employee performance:................................................................................... 16

2.4. Benefits of Employee motivation to the company: ........................................... 17

2.5. Intrinsic and Extrinsic motivation: ................................................................... 18

2.6. Extrinsic factors of motivation: ....................................................................... 20

2.7. Theories of employee motivation: ................................................................... 23

2.3.1. Maslows Hierarchy of Needs: ................................................................. 23

2.3.2. Herzbergs Dual Factor Theory: ............................................................... 25

2.8. Comparing the two theories: ............................................................................ 25

2.9. Conceptual framework: ................................................................................... 28

Chapter 3: Methodology: ............................................................................................... 30

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 3.1. Introduction:.................................................................................................... 30

3.2. Research Design: ............................................................................................. 30

3.3. Research Process: ............................................................................................ 30

3.4. Qualitative research: ........................................................................................ 31

3.4.1. Target Population: .................................................................................... 31

3.4.2. Sampling technique: ................................................................................. 32

3.4.3. Instrument: ............................................................................................... 32

3.4.4. Method:.................................................................................................... 32

3.4.5. Analysis: .................................................................................................. 33

3.5. Research validity: ............................................................................................ 33

3.6. Ethical measures: ............................................................................................ 34

Chapter 4: Results: ........................................................................................................ 35

4.1. What kinds of motivational factors are used in QSports? ................................. 35

4.2. What do you understand by the phrase motivated employees? ...................... 35

4.3. Do you think that motivation is important for a company? ............................... 35

4.4. Can you name any motivational incentives/factors which are extrinsic ............ 36

4.5. Can you name any motivational incentives/factors which are intrinsic ............. 37

4.6. In your personal opinion, what are more important extrinsic factors or ............ 37

4.7. How do you think does salary influence employee performance at QSports? ... 37

4.8. How important is job growth to keep employees motivated and....................... 38

4.9. In your opinion, do you think that the work environment has ........................... 38

4.10. Do you think that recognition is important for employees in QSports? ......... 39

4.11. Do you think managers are solely responsible for providing motivation? ..... 39

4.12. What do you think is the role of the manager in motivating employees ........ 40

4.13. What would you like to improve in the motivational factors/practices of ...... 41

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Chapter 5: Discussion and Conclusion: .......................................................................... 42

5.1. Introduction:.................................................................................................... 42

5.2. Discussion of results and answers to research questions: ................................. 42

5.2.1. What are the motivational incentives offered to QSports employees ......... 42

5.2.2. What role do extrinsic factors have in improving employee motivation? .. 43

5.2.3. What are extrinsic factors of motivation? ................................................. 44

5.2.4. In QSports employees perception, are extrinsic factors more ................... 45

5.2.5. What is the importance of employee motivation to QSports? .................... 46

5.2.6. What role do managers play in devising and administering ....................... 48

5.2.7. What can QSports management do to improve the motivation .................. 49

5.3. Recommendations: .......................................................................................... 51

5.4. Limitations of the research: ............................................................................. 52

5.5. Contributions of the research: .......................................................................... 52

5.6. Suggestions for future researches: ................................................................... 53

5.7. Conclusion: ..................................................................................................... 53

References:.................................................................................................................... 54

Appendix I: Theoretical Framework .............................................................................. 60

Appendix II: Interview Questions .................................................................................. 61

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Chapter 1: Introduction:

1.1. Topic description:

According to William J. Clinton, In the new economy, information, education,

and motivation is everything. (Newsletter Cowell Consulting, 2011) Motivation is the

set of reasons that influences an individual to engage in a particular behavior (Bhadoriya

& Chauhan, 2013).

The subject of employee motivation has always been studied extensively by

academics, scholars, and managers. It is widely understood that employee motivation has

some impact, positive or negative, on employee performance in an organization

(Bhattacharya & Mukherjee, 2009). It is also understood that all people, regardless of

their jobs, are positively impacted by at least some type of motivational factors (Whitley,

2002). However, even with this basic understanding of motivation inducing motivation

in employees to perform better in the workplace is a challenge for managers (Nohria,

Groysberg, & Lee, 2008).

Psychologically, motivation is the internal mental state of a person which relates

to the initiation, direction, persistence, intensity, and termination of behavior.

(Bhadoriya & Chauhan, 2013, p. 20) Employees are extrinsically motivated when they

are able to satisfy their needs through external means such as monetary compensation.

Extrinsic factors of motivation provide satisfaction to the employee independent of the

activity itself (Phalomano, 2003).

Scholars such as Bruzeliun and Skarvard (2004) state that motivated employees

are more productive and efficient when they receive some form of compensation for their

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efforts. This compensation retains employees, and keeps them motivated to perform well

consistently (Brickley, Smith, Zimmerman, & Willett, 2002).

In human resource management today, employees motivation depends on the

idea that they are being fairly compensation for their skills, efforts, knowledge, and

contribution to the company (Dhalqvist & Mattson, 2013). Brickley et al. (2002) go on to

explain that an organizations compensation system should be a reflection of its

organizational culture and objectives. In the 21st century, motivating employees has

become more dynamic than in the 20th century, and therefore, compensations (and other

extrinsic factors of motivation) are vital to motivate and satisfy employees in the

workplace (Bhattacharya & Mukherjee, 2009).

1.2. Company Background:

QSports was found in 2012, by Adil Ahmed and Ghanim Al Mohannadi to

organize recreational and sports activities for Qatari residents. QSports member base is

approximately 11,000 members, comprising of men and women who have

participated/attended and continue to participate and attend various events. The company

has an ongoing partnership with Qatar Olympic Committee. The events organized by

QSports are divided into: league based events, corporate sports events, sports academies,

and independent sporting/recreational events.

Quantum Sports (QSports) is a sports management organization in the event

industry. It operates in organizing, facilitating, and conducting sports events in Qatar,

events varying from leagues, tournaments, and other forms of championships (QSports

Companys Profile, 2013). Sport events are mainly planned by QSports to target the

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public community rather than the professional athletes. QSports is a developing

organization pioneered to provide recreational activities to the public residing in Qatar

(QSports Companys Profile, 2013). QSports takes an initiative alongside partners such

as the Qatar Olympic Committee to promote sports, recreation, and well-being through

sports events.

QSports also conducts team-building activities, and corporate sports programs for

organizations recreational needs. QSports is now well on the way to becoming a

premier multisport league and event company in Qatar with a proven track record of

working collaboratively with sponsors, partners and clients to deliver high quality

sporting activities across Qatar. (QSports Companys Profile, 2013)

QSports, being a new firm, is made up of a total of 15 employees; and is divided

in to 4 departments, Event Operations department, Sales and Marketing, Finance, and

Human Resources.

1.3. Purpose of study:

Quantum Sports employees have their personal objectives, which they work to

attain. There is always a chance that these personal objectives are not in accordance with

organizational objectives (Arvidsson, 2005). A downside of employees who are not

motivated is that they prioritize their personal objectives over organizational objectives,

which can lead to a conflict of interests. As stated by Bhattacharya and Mukherjee

(2009), a company should design their compensations in accordance with organizations

objectives, which can act to bridge the difference between employee objectives and

organizational objectives (Arvidsson, 2005).

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 According to Pink (2011), monetary compensations are the most commonly used

to motivate employees. In one of the earlier publications on extrinsic motivation factors,

Dobre (2013) states that extrinsic rewards lead to better performance and productivity.

Studies in the 20th century, by scholars such as Eisenberg (1992), reinstate that extrinsic

rewards are important for boosting an employees performance. In the 21st century, there

is an ongoing argument about the effectiveness of extrinsic motivational rewards (Larkin,

Lamar, & Gina, 2012). Pink (2011) believes that the debate is over finding methods,

other than extrinsic rewards, to motivate employees at work. Intrinsic and Extrinsic

motivational factors have been compared in numerous recent studies. Studies by Pink

(2011), Bhattacharya and Mukherjee (2009), and Whitley (2002) argue that extrinsic

rewards are outdated. Pink (2011) also argues that extrinsic rewards should be replaced

by intrinsic rewards, which would, according to Pink, lead to an enhanced employee

performance and higher employee motivation levels. Fox (2007) argues that extrinsic

rewards do not have any impact on employee performance and commitment, when

compared to employees that do not receive any reward for their work.

Herzberg (1974) supports this argument and discusses that the desire of

completing a task as well as personal growth are intrinsic factors that truly improve

satisfaction and performance amongst employees. Even though Pink (2011) and Whitley

(2002), both, agree that motivation is important to improve employee performance;

understanding what motivates employees is a complicated task. Managers should pay

special care on how extrinsic and intrinsic awards motivate different employees, to be

able to determine which ones to use in the workplace. Designing a standard motivational

package can sometimes do more harm than good because each employee responds to a

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different set of motivational incentives (Pink, 2011). An increased level of employee

motivation leads to an increase in employee performance, and dedication, which makes

companies perform better and save a lot of costs by limiting unnecessary turnover.

Even though Pink (2011), Kohn (2009), and Bhattacharya and Mukherjees

(2009) researches provide an insight into the ineffectiveness of extrinsic rewards, there is

a lack of studies that look at the extent of effect extrinsic motivators have on employee

performance in an organization. Keeping these developments in study of extrinsic

motivational rewards in mind, this research will study QSports employees perception of

extrinsic motivational rewards. The study will look at common extrinsic motivators used

in QSports to assess their effectiveness in motivating QSports employees and preference.

1.4. Problem Description:

The researcher has been employed at QSports for two years, as an Event

Coordinator in the Operations department. There are a total of 15 employees in the

Operations department. The average pay for the Coordinators is 4000 5000 Qatari

Riyals per month. The employees have at various points expressed that this salary is not

enough to pay for their accommodation, transportation, and living expenses in Doha. As

per Qatar Living, a website hosting real estate advertisement, a two bedroom apartment

costs 2500 3000 Qatari Riyals per month outside Doha, and 3500 4000 Qatari Riyals

per month in Doha. The transport costs per month are from 800 1500 Qatari Riyals per

month (depending on owning/renting a car or using a taxi). This leaves a total of 1000

1500 Qatari Riyals for other living expenses such as food, medical insurance, recreational

activities, etc. The situation for employees with families and children is even more

difficult because expenses for childrens school fees, etc. are difficult to bear in a salary

12
of 5000 QR per month. To add to the mix, the employees do not get any compensation

for working over time during tournaments. Often the work hours extend to 14-16 hours

per day, instead of the regular 8 hours, during tournaments and the overtime put in by

the employees is not awarded through any means.

The financial stress on employees is reflected in their level of motivation in the

workplace. In their two years of working with QSports the researcher observed that

employees are not sufficiently motivated because they do not put any extra effort into

performing their jobs. In the past two years, only 1 of the 15 event coordinators has

received salary raise and promotion. In the researchers opinion, the amount of work

required to plan and execute a recreational event is not equal to the salary paid to event

coordinators. Therefore, the main purpose of this study is to assess the importance and

effects of extrinsic rewards on employee motivation in QSports.

The reason motivation is under question here is that the employees depict

typical behavior seen in demotivated workforce, as described by Maslow. This behavior

includes increased disinterest in performing jobs, poor quality of work, lack of

communication, and frustration. The researchers initial hypothesis is that: the lack in

monetary (extrinsic) incentives effects employees motivation level, their dedication

towards their work, and their opinion of their managers and QSports as a company. The

researcher will study QSports, its reward system, and employee motivation levels in this

study.

1.5. Research Objectives:

To understand what extrinsic motivational rewards are;

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 To understand the influence of extrinsic incentives on employee motivation;

To understand the role of managers in motivating employees by rewards them

extrinsically;

To understand employees perception regarding intrinsic and extrinsic rewards;

To understand how QSports can improve employee motivation in the company.

1.6. Problem Statement:

To what extent the extrinsic factors of motivation affect employee motivation and

performance in the company?

1.7. Research Questions:

This study will answer the following research questions:

1. What are the motivational incentives offered to QSports employees currently?

2. What are extrinsic factors of motivation?

3. What role do extrinsic factors have in improving employee motivation?

4. What is the importance of employee motivation to QSports?

5. In QSports employees perception, are extrinsic factors more motivating than

intrinsic factors?

6. What role do managers play in devising and administering extrinsic factors of

motivation?

7. What can QSports management do to improve the motivation of their employees?

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Chapter 2: Literature Review:

2.1. Introduction:

The literature review was undertaken as a secondary data collection method for

this study. Through desk research of books, articles, publications, websites, and other

scholarly works literature on employee motivation and extrinsic rewards was reviewed.

This section includes a definition of concepts, conceptual framework, and major theories

related to the topic under research.

2.2. What is motivation?

The word motivation is derived from the term motivate, which is to push,

influence, or move towards fulfilling a want (Dhalqvist & Mattson, 2013). Motivation is

a power that strengthens the behavior, or gives direction to a behavior, and causes a

tendency [for an individual] to continue in the [said] direction (Dobre, 2013). According

to Taylor and Taylor (2010), motivation is a psychological factor that guides an

individuals behavior in a positive manner, to improve their performance towards a

goal/target. The textbook definition of motivation is the effort towards performing any

action towards a set target or desire. (Decenzo, Robbins, & Stephen, 2002) The one

element common in all the definitions is the drive that pushes an individual to perform

towards his/her goals. These goals can be professional success, or personal success. The

factors that initiate or cause this drive can include intrinsic and extrinsic rewards.

According to William (2011), intrinsic and extrinsic rewards present incentives to

employees to improve their performance, i.e. motivate them.

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 There is ample of evidence that employee performance is influenced by

motivation in the studies of scholars such as St-Onge, Morrin, Bellehumeur, and Dupuis

(2009), Edwards, Yang, Wright, and Love (2007), Maratunga and Baldry (2002), and

Chen and Chang (2013). According to Rabey (2001), Motivation influences employee

performance by reducing turnover and increasing an individuals dedication to their

company; which leads to employees satisfaction and organizational performance.

(2001, p. 27) Rabeys (2001) definition makes it clear that employee motivation is

beneficial to the organization and it has become a focal element in human resource

management today. From a human resources point of view, motivation ensures that

dedicated and hard-working employees continue to work for the company (Dhalqvist &

Mattson, 2013). In return, employees, through hard-work and commitment, can learn

more skills and advance themselves as a person, and in their profession (Alvesson &

Sveningson, 2008).

2.3. Employee performance:

Employee performance is often measured by the results achieved by the

employees of a company for example: number of sales per week, etc. Crouse (2005),

states that employee performance is evaluated through a set of standards set by the

company or the industry. There are numerous instruments used to measure employee

performance such as productivity, efficiency, effectiveness, profitability, etc. (Crouse,

2005). Armstrong (2006) argues that performance can also be studied from a behavioral

perspective.

Any performance is evaluated for its efficiency and effectiveness by determining

is the minimum amounts of resources were used for maximum intended results.

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Productivity is evaluated by determining is the ration of output generated and input

employed (Fox, 2007). Similarly, profitability is evaluated by determining the gross

revenue generated and capital employed. Performance is judged for its quality if it has

satisfied the purpose it was intended for. Quality also means that the customers receive

the best products at competitive prices (Jain, 2005). William (2011) states that

managements is responsible for ensuring that employees perform at high levels, as

compared to other firms. This automatically means that managers have to determine

performance goals for the employees. Lauby (2005) states that earlier studies have

established that motivated employees perform better as compared to employees who are

not motivated. Miner (2007), states that management of a company finds it easier to

motivate employees whose performance is exemplary. Lastly, Crouse (2005) states that

employee performance is a part of organizational performance and both are correlated

positively. Pareek (2007), states that employee dissatisfaction, turnover, and lack of

dedication can be corrected if an organization keeps its employees motivated.

Organizations can utilize trainings, skill development, and motivational factors to ensure

that their employees perform consistently.

2.4. Benefits of Employee motivation to the company:

A successful company is a one whose employees are motivated and satisfied with

the job that is assigned to them. This motivation can be extrinsic or intrinsic or both at

the same time. If the team force of the company is motivated than only for the company it

is possible to be successful. According to Deci (2001) the right combination of incentive

and motivation can keep the employees more happy and productive. Moberg and Leasher

(2011) in the book, state To stay competitive, organizations must invest in effective

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strategies to motivate their staff. From line manager to top executive the managers

should understand that what factor or factors could help them effectively to motivate their

employees. Some people can be motivated by the incentives or more money and some

can be motivated by the need of achievement. The managers should understand the

different behavior of their employees. As according to Keegan (2002) along with

perception, personality, attitudes, and learning, motivation is a very important part of

understanding behavior. The managers who can understand the behavior of their

company employees can easily understand their needs and can easily plan on how to

motivate their employees. The more employees are motivated there is more chance of

company to succeed, as a motivated employee is always happy to provide his services on

high level.

2.5. Intrinsic and Extrinsic motivation:

Intrinsic and extrinsic motivational rewards can help in increasing an employees

satisfaction towards their jobs, and improving their performance in the workplace.

Simply described, extrinsic motivation is when an individual is motivated by external

factors as opposed to internal factors (Deci & Ryan, 2000). If an individual performs a

task for an external (separate) rewards it is extrinsically motivated. While, if an

individual performs a task because he receives an inherent satisfaction from doing the

task, it is intrinsically motivated (Deci & Ryan, 2000).

Extrinsic motivation stems from outside of the individual. Salary, bonuses,

commissions, or monetary awards are the most common examples for extrinsic

motivational incentives. Besides rewards that encourage a specific type of behavior, such

as performance based bonuses, there are extrinsic factors such as threats and punishments

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that can discourage an individuals behavior too. Extrinsic motivation drives an

individual to strive for tangible rewards, as opposed to an individuals drive for the

enjoyment of an act itself (Dobre, 2013). An example can be receiving an award for

completing a task (extrinsic) versus feeling the sense of accomplishment for completing a

task (intrinsic). These rewards can be based on outcomes or behavior of an employee

(Larkin, Lamar, & Gina, 2012). Similar to extrinsic/intrinsic motivation intrinsic

rewards fulfil an individuals sense of purpose, or accomplishment while extrinsic

rewards fulfill an individuals tangible wishes.

Researchers such as Dobre (2013), Remi (2011), and Larkin, Lamar, and Gina

(2012) argue that extrinsic motivation decreases an employees drive for internal

satisfaction because they focus on striving for material rewards as opposed to finding

satisfaction by doing the task itself. In Decis (2001) study, a meta-analysis of 32

researches, it was found that extrinsic motivation can possibly reduce intrinsic

motivation. It also stated that expected tangible rewards can possibly reduce intrinsic

motivation, while unexpected tangible rewards would not (Deci, 2001, p. 03). Swinton

(2006) concludes that extrinsic rewards are useful for short term boost in employee

performance, while intrinsic rewards are useful for long term improvement in employee

performance (2006, p. 7).

Every study, referred to in this literature review, places importance on

management assessing their employees needs and using adequate motivational

techniques in the workplace. Assessing employee needs helps organizations recognize,

and retain, productive individuals (Cooper & Jayatilaka, 2010). In order to do so,

managers need a working knowledge of different extrinsic motivational factors.

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2.6. Extrinsic factors of motivation:

There are four main extrinsic factors of motivation discussed repeatedly in various

theories and articles. They are as follows:

1. Job security: Job security is one of the most important extrinsic factors of

motivation, as pointed out in various motivational theories such as Maslows

Hierarchy of Needs, Herzbergs Dual Factor theory, etc. In Maslows hierarchy of

needs, job security is the second stage of individual needs and only after an

individuals job is secure will they be motivated to fulfill the third stage of needs

(Keegan, 2002). Herzbergs Dual factor theory counts job security as an extrinsic

factor of motivation i.e. a Hygiene factor (Schultz &Schultz, 2010). Job security

looks at motivation from an employees perspective. It is an important extrinsic

factor because it affects an individuals behavior and dedication towards their

organization (Steidle, Gockel, & Werth, 2013). Decenzo, Robbins, and Stephen

(2002) define job insecurity as an employees lack of power to continue

performing their jobs due to a threat to their employment with the company. An

insecure job makes an employee uncertain, and reduces their dedication to the

company usually because they are willing to quit in case a better opportunity

arises. Sora, Caballer, Peiro, and Witte (2009) find that in period of downsizing,

employee reaction to job insecurity is apparent in their work (2009, p. 127).

2. Salary/Compensations: Keegan (2002), Schultz and Schultz (2010), Steidle et al.

(2013), and Decenzo et al. (2002) agree that salary is an extrinsic factor of

motivation and employees get motivated when they get compensation which

they think is equivalent to their effort. The salary for a job in an organization

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 should be equitable with that in the other organizations for the same job. If it is so,

the employees get motivated towards work or else will be dissatisfied and lack

motivation, and hence, salary is considered as a factor of motivation. Taylor and

Taylor (2010) find that salaries and motivation are positively correlated. They

also find that increasing salary usually leads to increase in productivity till the

employee reaches a certain position in the company. Adequate salaries and

compensations can also help in keeping the turnover rate of the organization low.

An organization providing salaries adequate to employee efforts is seen to have

employees that are much more effective (Selmer, Jonasson, & Lauring, 2013).

3. Growth opportunities: Personal and professional growth is an important desire for

individuals. Breaugh (2011), Steidle et al. (2013), and Molleman, Eman, and

Turusbekova (2012) agree that if an employee has a chance to grow

professionally or personally in a company, they will be more receptive and

motivated to the company. Companies that provide good growth opportunities are

also likely to attract productive employees from the local workforce. When an

individual knows that their efforts can lead to a promotion, or any form of growth,

their performance improves. Cao, Jiang, Oh, Hao, Liao, and Chen (2013) state

that Maslows hierarchy rates growth (a part of self-esteem needs) as the second

last stage. Employees at this stage look for motivation through projects and jobs

that can help them grow.

4. Recognition: Lastly, recognizing an employee for their effort leads to them being

extrinsically motivated. Maslows hierarchy rates recognition as a self-esteem

need (Cao et al., 2013). An employees need for recognition is good for their

21
 sense of accomplishment (Moberg & Leasher, 2011). Organizations that cannot

provide frequent monetary awards can use extrinsic factors such as recognition in

the form of appreciation, or acknowledgement to keep employees motivated

without overhauling the company budget. It is important to mention here that

recognition can be rewarded by both monetary and non-monetary tools.

Employees that are recognized harbor a sense of value and commitment to their

companies (Ash & Kay, 2012). Recognition can come from managers and

coworkers. If employees are recognized by their coworkers, they have a tendency

to be more participative and cooperative, without any undue stress in the

workplace, while working on creative projects (Ash & Kay, 2012).

5. Work environment: Working conditions is one of the major factors, that effect on

employee motivation. It may involve the working environment provided to the

employees, the jobs profile of the employees and the culture of the company etc.

Each of these aspects are inter linked with each other and influence on overall

performance of employees.

According to Selmer (2013), the working conditions is directly associated with

job satisfaction. In the recent years, working conditions and environment is

considered to be the most recognized for measuring employee productivity. Most

of the companies have been trying to design new techniques to improve working

conditions and increase employee productivity. Bloisi, Cook, and Hunwaker

(2007) state that working conditions plays an important role in motivating

employees to perform their assigned work, since money or compensations are not

22
 only the sufficient motivators but also a well build job profile, working

environment and good companys culture is equally important.

Many employers think that just paying their employees a good pay and timely

increments for their work can increase companys productivity, but it is wrong.

There are many other important factors, which affect the performance of the

employees in an organization and working conditions is one of them. Working

conditions as discussed above is a mixture of many different factors, which can

include goal settings, tasks and responsibilities, job description, office

environment etc. In order to get better results from employees, it is very essential

that they should be provided with proper work environment factors. Poor working

conditions may lead to reduction in commitment of employees, absenteeism,

errors and hence overall reduction in productivity.

There are theories and models that utilize extrinsic motivational factors to

motivate employees (Swinton, 2006). For example, as mentioned above, Maslows

hierarchy of needs and Herzbergs Dual factor theory are two leading theories that study

the role of extrinsic motivational factors in depth (Bloisi, Cook, & Hunwacker, 2007).

2.7. Theories of employee motivation:

2.3.1. Maslows Hierarchy of Needs:

Maslows hierarchy of needs is one of the oldest and most reputed motivational

theories in the literature on the subject. According to Maslows theory, there are five

stages of needs that each individual is motivated to fulfill. The stages are: Physiological,

23
Security, Social needs, Self-Esteem needs, and Self-actualization needs (Armstron,

2006).

The individual starts by wanting to fulfil the most basic physiological needs and

goes on to fulfill consequent needs. The lower level needs need to be fulfilled before

higher level needs can be satisfied (Armstrong, 2006). It is commonly agreed that

Maslows Hierarchy of Needs forms the base of various other motivational theories and

models (Armstrong, 2006). Managers can utilize Maslows theory to assess the needs of

their employees; satisfying these needs can lead to employee satisfaction and motivation.

It is important to mention here that each individual can be striving to fulfil a different set

of needs, and therefore motivational incentives should be tailored according to individual

needs not by using one size fits all approach.

24
2.3.2. Herzbergs Dual Factor Theory:

Herzbergs Dual Factor theory builds on Maslows Hierarchy of Needs, and adds

the factors that can lead to satisfaction or dissatisfaction (Schultz & Schultz, 2010).

Herzberg divides the factors of motivation into two groups Motivators and Hygiene

Factors (Schultz & Schultz, 2010).

While the absence of motivators does not necessarily cause dissatisfaction, the

absence of hygiene factors do cause dissatisfaction (Schultz & Schultz, 2010). Hygiene

factors include: working conditions, salary, security, etc. which are extrinsic

motivational factors. Motivators include achievement, recognition, enjoyment while

working, sense of responsibility, etc. which are all intrinsic motivational factors.

Herzbergs theory is useful because it differentiates between dissatisfaction (negative)

and lack of satisfaction (neutral) (Schultz & Schultz, 2010).

2.8. Comparing the two theories:

Maslows Hierarchy of Needs argues that an employee is not motivated by the

prospect of fulfillment of higher level needs until the lower level needs are being met by

the organization. Therefore, it is very important for management to provide motivation

25
based on the current state of individual needs, as per the chart. Herzberg argues that

motivation can be achieved even by correcting factors that cause dissatisfaction rather

than focusing on factors whose lack leads to lack of satisfaction (neutral state). Both of

these theories agree that employees can be motivated if the management knows exactly

what individual employees need from their jobs and workplaces.

Improving employee motivation through extrinsic factors:

Miner (2007), states that employee motivation is a process, which accounts for an

individual intensity, direction and persistence of efforts towards attaining a goal.

Continuously when employee motivation is downgraded, the organization will be at risk

in relation to finances and other strategic objectives. Hence employee motivation

techniques are used to drive employee towards companys goals and make them achieve

those goals for the organization.

Motivation of employee is effected by the environment, in which they work

(Armstrong, 2006). Working conditions may involve the environment of the company,

working hours for the employees, culture of the company, etc. (Pink, 2011)

Working conditions provided by the companies to the employees in the companies plays

a major role in employee motivation. To improve the working conditions for the

employees, a company must first provide the employees a neat and clean working

environment as according to Fox (2007) the layout of the work environment such as

neatness, organization, convenience, attractiveness and stimulus (noise, air, hazard)

should not affect the wellbeing of the employees. Most of the employees seem unhappy

because of poor working environment, less wages, long working hours and less

26
participation in the decision making of the company (Pink, 2011). According to Lauby

(2005), working conditions can be improved by introducing good working conditions in

the company, this can be done by providing neat and clean environment to the

employees, by offering the employees flexible working hours which give them freedom

to integrated their jobs with rest of their life tasks, and also by introducing friendly

company culture in the company.

As discussed earlier salaries and compensation is the most important factors that

affect employee motivation. Salaries and compensations is something that directly

influences employee behavior as it represents the value of employee to a company and

also it is something which shows what employee deserve.

Employees will change their behavior by working harder or prioritizing their

action if they know that by doing this they will be rewarded by something value to them

(Steidle, Gockel, & Werth, 2013). According to Pareek (2012), an organization should

provide other benefits to their employees with the basic salaries, such as medical

insurance, house allowance, paid leaves, etc. It is very important for a company to retain

its employees and this can only be done if the employees are offered what they deserve.

An employees performance can be recognized through monetary and non-monetary

rewards. Employee recognition may include personal attention, expressing interest,

promotion, pay, approval and appreciation for a job well done (Decenzo, Robbins, &

Stephen, 2002).

For the organization rewards and recognitions is considered as the most powerful

tool for employee motivation (Larkin, Lamar, & Gina, 2012). Improving reward and

recognitions systems may help companies to directly increase employee motivations. The

27
companies should have the proper performance appraisal system through which each

employee performance should be judged and a based on it the employees should be

rewarded. There are different types of rewards, but the most effective rewards are the

extrinsic rewards that main include bonuses, promotions, commissions etc.

Most of the organizations have gained immense progress by fully complying with their

business strategy through a well-balanced reward and recognition programs for employee

(Deci & Ryan, 2000). According to Rabey (2001) productivity of employees and

motivation can be enhanced through providing them effective recognitions, which

ultimately results in improved performance of organization.

2.9. Conceptual framework:

Concept mapping is used to organize related topic information in a visual manner. It

relates the topic with the main idea and provides supporting details. The framework

presented above is an example of concept mapping. Above fig shows that employee

motivation depends on the factors that are rounded around employee motivation. These

factors are extrinsic factors and it directly effects on employee performance in the

28
company, which leads the company towards higher productivity. These extrinsic factors

are:

1. Growth opportunities

2. Salaries and compensations

3. Working Conditions

4. Rewards and Recognitions

Companys Productivity directly relates to employees motivation, as the employee

motivation increases, employee performance increases and thus the productivity of a

company increases.

29
Chapter 3: Methodology:

3.1. Introduction:

This chapter discusses the research methods used to collect and analyze data for

this research. This section will briefly discuss the research design, sampling methods,

analysis techniques, and validation techniques used in the research. The research methods

used were secondary literature review and primary qualitative interviews.

3.2. Research Design:

A research design is the plan or structure used to conduct the research. The research

design used for this study was descriptive design. Descriptive research design studies the

relationship between two variables to answer what, where, how, and when questions

(Thomas, 2011). Descriptive research concerns itself with study of ongoing events, and

describing these events (Creswell, 2004). Therefore, descriptive design cannot study the

causal, or why, an event occurred.

A descriptive study is conducted by observing the subjects in their natural

environment without changing anything. The subjects studied and data collected in

descriptive design can also be used as a basis for quantitative research. The design is

dependent on the method used for data collection, therefore choosing the wrong method

can make the research limited (Thomas, 2011). Finally, descriptive research makes it

easier for the researcher to generate recommendations based on the findings, because it

collects a large amount of data.

3.3. Research Process:

The research process for the study was as follows:

30
3.4. Qualitative research:

Qualitative Approach is more subjective than Quantitative approach. It mainly

focuses on intangible aspects of the research such as values, attitudes, and perceptions.

This type of research helps in gathering rich and complex understanding of people by

methods such as in depth interviews. The main objective of this type of research is to

understand peoples experience (Veal, 2011). The aim of the qualitative research for this

study was to collect data about employee motivation and employee response to extrinsic

factors of motivation in QSports. The researcher conducted face-to-face and telephonic

interviews with the employees at QSports for qualitative data collection.

3.4.1. Target Population:

The rationale behind selecting QSports employees was that they were the

employees this study was based on and they had first-hand knowledge on employee

motivation and extrinsic rewards in QSports. The total number of employees in QSports

31
is 15, it is a small company. The researcher conducted interviews with 10 of the 15

employees, i.e. 67% of the total population. 5 employees, who were higher in the

organizational hierarchy, did not agree to participate in the research.

3.4.2. Sampling technique:

The interview respondents were chosen through convenience sampling because of

their easy accessibility to the researcher. Through these interviews the researched aimed

at gathering data which would confirm or deny the role of extrinsic rewards in motivating

employees.

3.4.3. Instrument:

The interview was semi-structured, with some open ended and some close ended

questions. The questions asked the interview respondents about their preferred method of

extrinsic motivation, their perception of motivational rewards, the impact of rewards on

employee motivation, managements practices of motivation, and their levels of

motivation. Semi structured interviews gave the interviewer an opportunity to ask follow

up questions for clarification, explanation, etc. The data collected through semi-

structured interview could not have been gathered by just questionnaires, or any

quantitative method of data collection (Veal, 2011). Qualitative interviews were useful in

asking questions about an employees perceptions and attitudes.

3.4.4. Method:

The interviews were conducted until theoretical saturation was achieved, i.e. there

were no new responses to the questions, the responses received by the 10 respondents had

given a clear insight into the topic, and the relationship between extrinsic rewards and

32
employee motivation was confirmed by multiple respondents (Veal, 2011). The

respondents were asked for appointments, to schedule interviews with the researcher. All

of the respondents work with the researcher in the same workplace so it was easier to get

the appointments. For respondents that were not able to see the researcher face-to-face,

telephone interviews were conducted. The interview responses were noted and later

codified and analyzed for the research.

3.4.5. Analysis:

The analysis for the interview responses was done through content codification and

analysis. The responses were electronically entered into word files, and cleaned by the

researcher. Cleaning here refers to checking the responses for any errors such as spelling

mistake, or redundancies (Veal, 2011). The responses were codified according to the

themes (research questions) they were meant to answer. The responses were then

analyzed for any distinctive patterns and themes.

3.5. Research validity:

Validity of any research refers to its truthfulness and trustworthiness (Cresswell,

2004). To establish the validity of this study, data triangulation was used. Data

triangulation occurs when the responses are studied from three different perspectives,

using three different sources of information (Patton, 2002). The three sources in this

study were: the literature review, data collected through interviews, and the researchers

own experiences at QSports. The credibility of this research is apparent in the fact that it

is transferable and dependable. The research is transferable because it re-established the

general findings of similar studies in the literature review. The research is dependable

because if another researcher interviews the same sample group, for a same or similar

33
topic, following the methodology and design stated in this chapter, they will receive

similar outcomes.

3.6. Ethical measures:

Appropriate ethical measures were observed through the entire research. The

research is meant for academic purposes only.

34
Chapter 4: Results:

4.1.What kinds of motivational factors are used in QSports?

The main factors identified by the respondents included monetary incentives, namely:

salaries, bonuses after the end of major events such as the Cricket season10, Asian

Champions trophy, Qatar Nations Cup, and Qatar Workers Cup, etc., and allowances for

housing and transport.

The main non-monetary factors identified by the respondents included managers

support and appreciation for any employee which performs well, especially during major

events.

4.2.What do you understand by the phrase motivated employees?

For majority of respondents, motivated employees meant employees who were

willing to put an extra effort in their work by doing over time and extra shifts.

Respondents said motivated employees were happier and more willing to commit to the

company. Respondents also stated that motivated employees did not have a lot of

complaints about the management of the company. Almost all the respondents said

QSports employees were motivated, as in they gave their 100% performance for every

project.

4.3.Do you think that motivation is important for a company? In what ways is it

important?

All the ten interviewees agreed that motivation was important for the company

because it makes the company successful. Four interviewees idea of success was

productivity, two respondents idea was that motivation improves organizations

35
performance locally compared to other companies, and four interview respondents meant

motivation was important to have satisfied employees and make more profit.

The respondents had differing opinions on why motivation is important. Majority of

the respondents answered from an employees perspective, while three respondents

answered from an organizations perspective. The ones who said it is important for the

organization gave examples such as motivation is important to the organization because it

helps the company do better business and be more profitable. One respondent said

profitability mattered to the stakeholders of the company and a motivated workforce

made the stakeholders happy. The respondents who answered from an employees

perspective had a range of different responses. Two of the seven respondents said

motivation is important because without motivation employees would not have any

incentive to perform better and the workforce would be static in their performance. Three

said motivating employees is important because there are a lot of good offers for

employees in Qatar and if a company wants to retain their employees than they have to

keep them motivated. Two respondents said that motivation was important because it is

the main point of human resource management today.

4.4.Can you name any motivational incentives/factors which are extrinsic (external)

[define extrinsic motivators if required]

The researcher had to explain what extrinsic incentives meant, and nine out of ten

respondents said salary and working conditions work hours, shift durations, and office

environment were extrinsic incentives offered in QSports. One employee said

promotions and competitive awards for successful projects were extrinsic incentives.

36
4.5.Can you name any motivational incentives/factors which are intrinsic (internal)

[define intrinsic motivators if required]

Again, the researcher had to explain what intrinsic incentives meant, six of the ten

respondents answered that intrinsic incentives at QSports included: managers support

and appreciation which made employees happy about the work they did. Three

respondents identified that the work they did at QSports was enjoyable and fun and

therefore could be counted as intrinsic incentive. One respondent said that working with

his colleagues was an intrinsic incentive because they were all friends and he liked the

workplace.

4.6.In your personal opinion, what are more important extrinsic factors or intrinsic

factors, when it comes to motivating employees?

Eight of the ten respondents said extrinsic factors were more important and they

specifically pointed out that compensations, commissions, bonuses, and salaries were

very effective for motivating employees. Two respondents said intrinsic incentives were

more important because they did not depend on any material reimbursement for

employees efforts. One of the two of the respondents stated that an employee will spend

extrinsic rewards and they will end, but intrinsic rewards are effective for longer period.

4.7.How do you think does salary influence employee performance at QSports?

Two of the ten respondents said salary influenced employees motivation to work

harder. Two respondents said that a good salary is important for their satisfaction and

satisfied employees perform better than unsatisfied employees. Three of the ten

respondents said that a good compensation, bonuses, and allowance package strongly

37
affects an employees satisfaction. Lastly, three respondents said that a good salary is

what keeps employees focused on their jobs and improves their performance.

4.8.How important is job growth to keep employees motivated and improve their

performances?

Five of the ten employees said that job growth is important because it motivates

the employees to stay employed with, and committed to, QSports, rather than finding

other jobs. Three employees said that they are constantly looking for promotions, and if

they find it in QSports that would be the best scenario for them and the company. Two of

the ten employees said growth helps an employee understand the company better and

therefore performs more efficiently, with the given resources. Concurrently, nine out of

ten respondents agreed that growth is important to keep employees satisfied and

motivates employees to perform better and progress in their workplaces.

4.9.In your opinion, do you think that the work environment has any influence on

your motivation?

Two of the respondents said that a good work environment is important for the

development of employees in the workplace. Three of the ten respondents said that work

environment has direct influence on employees focus on their jobs. Two employees said

things like working hours, and shift durations are very important to keep an employee

energetic and not fatigue them with too much work, affecting their motivation level. Two

employees said that work environment impacts employees relations with each other;

fights or misunderstandings in the workplace inevitably affects employee motivation to

come to work. One respondent said that work environment has influence on employee

38
motivation because if the workplace is making the job difficult by making pointless rules

and practices then the employee gets demotivated.

4.10. Do you think that recognition is important for employees in QSports? If yes,

can you please highlight the types of recognition you would want to see in

QSports?

Six of the ten employees said that recognition is vital for employees to know that

their effort is in the right direction and is being seen by the management. Four of the ten

employees said recognition is important for motivation because employees know that

they are valued and their hard work is being observed and maybe they will be rewarded

after their work is recognized.

Four out of ten respondents said that they would like the recognition to be official,

and in form of awards. For example: if you work overtime during a tournament, and it is

a success, then maybe the management can give the employee a day or two off after the

tournament ends [non-monetary rewards]. Six of the ten employees said they would

prefer if the recognition included monetary awards such as bonuses, appraisals, or

commissions for successful tournaments.

4.11. Do you think managers are solely responsible for providing motivation to

employees, in the workplace?

Eight out of ten respondents answered in affirmative, while two respondents said

that it was managers, colleagues, and employees themselves who were responsible. They

explained that colleagues also had a role in motivating coworkers by assisting them

during difficulties, and offering healthy competition. They also explained that employees

39
themselves are somewhat responsible for motivating themselves by not taking advantage

of the awards and recognition they get or if their managers are lenient.

4.12. What do you think is the role of the manager in motivating employees (follow

up by prompting respondents with: administrating motivational rewards,

evaluating employees, and practicing motivational practices?

Almost all the respondents agreed that the managers role should be to provide

guidance and appreciate employees efforts for hard work. QSports managers were very

adept at guiding employees for various tasks and being open about an employee if they

successfully complete their task.

Administratively: Nine of the ten employees thought that higher management

(Executive officer, and Board of Directors, etc.) should administer motivational rewards.

By administering the respondents meant forming motivational policies, rules and

regulations for managers to motivate employees, and develop a standard practice for

employee motivation and what to do if employees are not motivated.

Evaluation of employees: All ten respondents said that managers should play a

central role in employee performance evaluation. The respondents explained that

managers were in a better position to evaluate employees because they interact with

employees on daily basis. Seven of the respondents also pointed out that the evaluation

process should be transparent for employees to see how it works.

Motivational practices: Eight of the ten respondents said motivational practices in

the workplace should have employee input so the managers can know the practices that

40
are successful and practices that are unsuccessful. Two respondents said managers should

receive trainings to know how to motivate employees in the workplace.

4.13. What would you like to improve in the motivational factors/practices of

QSports?

Two of the ten respondents said that QSports should develop different motivational

packages for employees that include newer methods such as awards for best coordinator,

or monetary compensation for people who work overtime during tournaments. Three

respondents said that recognition system should include more rewards, rather than just

verbal recognition. Five of the ten employees said working conditions were needed to be

improved. Six of ten respondents also said that employee input should be considered

while developing motivational incentives.

41
Chapter 5: Discussion and Conclusion:

5.1. Introduction:

This research focused on employee motivation in QSports. QSports was established

in 2012, as a company that provides recreational and sport activities for the residents of

Qatar. The researcher works at QSports and during their employment noticed that the

employees were not motivated, did not have many incentives to perform better, and did

not get paid for working overtime. All these events resulted in employee de-motivation

that affected the companys productivity. As a conclusion, the researcher decided to study

the effects external motivation incentives on employees motivation and performance in a

company. The researcher combined primary qualitative research results and literature

review to answer the research questions. The extrinsic incentives of motivation addressed

in this study included:

- Working conditions

- Salary and compensation

- Growth opportunities, and

- Rewards and recognition

The following section will present the discussion and answers to research questions.

5.2. Discussion of results and answers to research questions:

5.2.1. What are the motivational incentives offered to QSports employees currently?

Commonly used motivational factors used in the workplace today vary from

monetary awards to non-monetary rewards. Each of these rewards has a different effect

42
on an employee. Monetary rewards are often used to boost performance in the short term,

while non-monetary awards are used to boost performance in the long term (Swinton,

2006). For example: bonuses or compensation for a task well done and appreciation and

verbal recognition from managers (Deci, 2001). The main factors identified by the

respondents included monetary incentives, namely: salaries, bonuses after the end of

major events such as the Cricket season10, Asian Champions trophy, Qatar Nations Cup,

and Qatar Workers Cup, etc., and allowances for housing and transport. The main non-

monetary factors identified by the respondents included managers support and

appreciation for any employee which performs well, especially during major events.

5.2.2. What role do extrinsic factors have in improving employee motivation?

As per the findings of this research, extrinsic factors have a huge impact on

improving employee motivation. According to Rabey (2001), Motivation influences

employee performance by reducing turnover and increasing an individuals dedication to

their company; which leads to employees satisfaction and organizational performance.

(2001, p. 27) Rabeys (2001) definition makes it clear that employee motivation is

beneficial to the organization and it has become a focal element in human resource

management today. From a human resources point of view, motivation ensures that

dedicated and hard-working employees continue to work for the company (Dhalqvist &

Mattson, 2013). In return, employees, through hard-work and commitment, can learn

more skills and advance themselves as a person, and in their profession (Alvesson &

Sveningson, 2008).

For majority of respondents, motivated employees meant employees who were

willing to put an extra effort in their work by doing over time and extra shifts.

43
Respondents said motivated employees were happier and more willing to commit to the

company. Respondents also stated that motivated employees did not have a lot of

complaints about the management of the company. Almost all the respondents said

QSports employees were motivated, as in they gave their 100% performance for every

project.

5.2.3. What are extrinsic factors of motivation?

As per the research findings extrinsic factors of motivation are those rewards that

are separable from the job itself. For example: salary, monetary rewards, recognition for

hard work, work environment, growth opportunities, etc. Extrinsic motivation stems from

outside of the individual. Salary, bonuses, commissions, or monetary awards are the most

common examples for extrinsic motivational incentives. Besides rewards that encourage

a specific type of behavior, such as performance based bonuses, there are extrinsic factors

such as threats and punishments that can discourage an individuals behavior too.

Extrinsic motivation drives an individual to strive for tangible rewards, as opposed to an

individuals drive for the enjoyment of an act itself (Dobre, 2013). An example can be

receiving an award for completing a task (extrinsic) versus feeling the sense of

accomplishment for completing a task (intrinsic). These rewards can be based on

outcomes or behavior of an employee (Larkin, Lamar, & Gina, 2012).

Keegan (2002), Schultz and Schultz (2010), Steidle et al. (2013), and Decenzo et

al. (2002) agree that salary is an extrinsic factor of motivation and employees get

motivated when they get compensation which they think is equivalent to their effort.

Personal and professional growth is an important desire for individuals. Breaugh (2011),

Steidle et al. (2013), and Molleman, Eman, and Turusbekova (2012) agree that if an

44
employee has a chance to grow professionally or personally in a company, they will be

more receptive and motivated to the company. Maslows hierarchy rates recognition as a

self-esteem need (Cao et al., 2013). An employees need for recognition is good for their

sense of accomplishment (Moberg & Leasher, 2011). Bloisi, Cook, and Hunwaker (2007)

state that working conditions plays an important role in motivating employees to perform

their assigned work, since money or compensations are not only the sufficient motivators

but also a well build job profile, working environment and good companys culture is

equally important.

Nine out of ten respondents said salary and working conditions work hours,

shift durations, and office environment were extrinsic incentives offered in QSports.

One employee said promotions and competitive awards for successful projects were

extrinsic incentives.

5.2.4. In QSports employees perception, are extrinsic factors more motivating than

intrinsic factors?

There was a difference in the literature review findings and interviews responses.

While the literature has evidence to support that extrinsic motivation reduced employees

creativity, interview respondents pointed out that extrinsic reward is more concrete. Both,

the literature review and respondents, agree that external rewards are useful in the short

term to improve employee motivation, while internal rewards are more useful in the

long run.

Researchers such as Dobre (2013), Remi (2011), and Larkin, Lamar, and Gina

(2012) argue that extrinsic motivation decreases an employees drive for internal

satisfaction because they focus on striving for material rewards as opposed to finding
45
satisfaction by doing the task itself. In Decis (2001) study, a meta-analysis of 32

researches, it was found that extrinsic motivation can possibly reduce intrinsic

motivation. It also stated that expected tangible rewards can possibly reduce intrinsic

motivation, while unexpected tangible rewards would not (Deci, 2001, p. 03). Swinton

(2006) concludes that extrinsic rewards are useful for short term boost in employee

performance, while intrinsic rewards are useful for long term improvement in employee

performance (2006, p. 7).

Eight of the ten respondents said extrinsic factors were more important and they

specifically pointed out that compensations, commissions, bonuses, and salaries were

very effective for motivating employees. Two respondents said intrinsic incentives were

more important because they did not depend on any material reimbursement for

employees efforts. One of the two of the respondents stated that an employee will spend

extrinsic rewards and they will end, but intrinsic rewards are effective for longer period.

5.2.5. What is the importance of employee motivation to QSports?

The main question under study was if external factors of motivation affected

employee motivation and performance in QSports. According to the literature review and

responses of interviews, employee motivation and performance is affected by external

motivational rewards. According to Deci (2001) the right combination of incentive and

motivation can keep the employees more happy and productive. Moberg and Leasher

(2011) in the book, state To stay competitive, organizations must invest in effective

strategies to motivate their staff. Lauby (2005) states that earlier studies have established

that motivated employees perform better as compared to employees who are not

motivated. Crouse (2005), states that employee performance is a part of organizational

46
performance and both are correlated positively. Pareek (2007), states that employee

dissatisfaction, turnover, and lack of dedication can be corrected if an organization keeps

its employees motivated. Organizations can utilize trainings, skill development, and

motivational factors to ensure that their employees perform consistently.

All the ten interviewees agreed that motivation was important for the company

because it makes the company successful. Four interviewees idea of success was

productivity, two respondents idea was that motivation improves organizations

performance locally compared to other companies, and four interview respondents meant

motivation was important to have satisfied employees and make more profit.

According to Crouse (2005), motivation has influence on employee performance

in the workplace. All the ten interviewees agreed that motivation was important for the

company because it makes the company successful. Four interviewees idea of success

was productivity, two respondents idea was that motivation improves organizations

performance locally compared to other companies, and four interview respondents meant

motivation was important to have satisfied employees and make more profit.

The respondents had differing opinions on why motivation is important. Majority

of the respondents answered from an employees perspective, while three respondents

answered from an organizations perspective. The ones who said it is important for the

organization gave examples such as motivation is important to the organization because it

helps the company do better business and be more profitable. One respondent said

profitability mattered to the stakeholders of the company and a motivated workforce

made the stakeholders happy. The respondents who answered from an employees

47
perspective had a range of different responses. Two of the seven respondents said

motivation is important because without motivation employees would not have any

incentive to perform better and the workforce would be static in their performance. Three

said motivating employees is important because there are a lot of good offers for

employees in Qatar and if a company wants to retain their employees than they have to

keep them motivated. Two respondents said that motivation was important because it is

the main point of human resource management today.

5.2.6. What role do managers play in devising and administering extrinsic factors of

motivation?

The research findings suggest that managers in QSports have a central role in

administering rewards, but not devising them. Eight out of ten respondents answered in

affirmative, while two respondents said that it was managers, colleagues, and employees

themselves who were responsible. They explained that colleagues also had a role in

motivating coworkers by assisting them during difficulties, and offering healthy

competition. They also explained that employees themselves are somewhat responsible

for motivating themselves by not taking advantage of the awards and recognition they get

or if their managers are lenient. Almost all the respondents agreed that the managers role

should be to provide guidance and appreciate employees efforts for hard work. QSports

managers were very adept at guiding employees for various tasks and being open about

an employee if they successfully complete their task.

In terms of administering rewards, nine of the ten employees thought that higher

management (Executive officer, and Board of Directors, etc.) should administer

motivational rewards. By administering the respondents meant forming motivational

48
policies, rules and regulations for managers to motivate employees, and develop a

standard practice for employee motivation and what to do if employees are not

motivated.

When it comes to evaluating employees, all ten respondents said that managers

should play a central role in employee performance evaluation. The respondents

explained that managers were in a better position to evaluate employees because they

interact with employees on daily basis. Seven of the respondents also pointed out that the

evaluation process should be transparent for employees to see how it works.

Lastly, when it came to application of motivational practices, eight of the ten

respondents said motivational practices in the workplace should have employee input so

the managers can know the practices that are successful and practices that are

unsuccessful. Two respondents said managers should receive trainings to know how to

motivate employees in the workplace.

5.2.7. What can QSports management do to improve the motivation of their

employees?

The findings for improvements were of a similar nature in both the literature

review and responses of interviewees.

The literature finds that a good compensation package over the years was found

one of the main policies any organization can adopt to increase the workers performance

and thereby increase the organizations productivity. Compensation can be in the form of

allowances, bonuses, salaries, or even paid leaves and paid vacations. Compensations are

the ideal short-term solution to motivate employees.

49
 Two of the ten respondents said that QSports should develop different

motivational packages for employees that include newer methods such as awards for best

coordinator, or monetary compensation for people who work overtime during

tournaments. A lack of any compensation is reflected in the employees de-motivation in

QSports because compensations are considered to be rewards in exchange for employees

hard work. A lack of compensation shows that the company is not acknowledging the

employees hard work.

According to the literature, improving reward and recognitions systems may help

companies to directly increase employee motivation. The companies should have the

proper performance appraisal system through which each employee performance should

be judged and a based on it the employees should be rewarded. There are different types

of rewards, but the most effective rewards are the extrinsic rewards that main include

bonuses, promotions, commissions etc. Six of ten respondents also said that employee

input should be considered while developing motivational incentives. The basic purpose

of recognition and reward program is to define a system to pay and communicate it to the

employees it to the employees so that they can link their rewards to their performance

which ultimately link to employee job satisfaction. Three respondents said that

recognition system should include more rewards, rather than just verbal recognition.

QSportss reward system is not clearly defined but it does have considerable effects on

employee motivation.

Many companies have been trying to design new techniques to improve working

conditions and increase employee productivity. Working conditions play an important

role in motivating employees to perform their assigned work, since money or

50
compensations are not only the sufficient motivators but also a well build job profile,

working environment and good companys culture is equally important. Lastly,

conditions can be improved by offering the employees flexible working hours which

give them freedom for their personal lives, and also by introducing friendly culture in the

company. In the interviews, five of the ten employees said working conditions were

needed to be improved. Working conditions are physical manifestations of managements

recognition and companys dedication towards its employees. Deteriorating working

conditions especially irregular working hours in this case leads to employee de-

motivation because it causes stress. This is also related to a lack of compensation and

rewards and recognition.

5.3. Recommendations:

Companies in Qatar are being constantly challenged to improve their motivational

practices and policies that can help them retain, attract, and satisfy their employees in a

very competitive market. The findings of this study look at extrinsic factors of motivation

and their influence on employee motivation and performance in QSports. The results can

be very helpful in redesigning salaries, working environment, growth opportunities, and

recognition system in other companies. The first recommendation that the researcher

would like to suggest is further study on this topic, especially in Qatar. There is very little

literature that looks at employee motivation and performance in service firms in Qatar.

The researcher would recommend a comparison of motivational incentives and policies

in various firms, to establish a sort of standard practice for motivating employees. The

second recommendation, aimed at the managers of QSports, would be to involve

employees in decision making process especially when it comes to devising

51
motivational policies, or administering motivational practices. The third recommendation

will be to introduce monetary rewards for employees who work over time in major

tournaments. This can motivate employees into participating in larger tournaments. The

management should also introduce competitive rewards that can encourage a culture of

healthy competition in the workplace. These rewards dont have to be monetary, but can

also be in the form of certificates, and awards such as monthly passes to the tournaments

for the employees friends and family. Lastly, QSports should develop a system that

builds, measures, and maintains employee motivation. Measurement of motivation can be

through open communication between employees and management. Anonymous surveys

can be used to ask about employee response towards policies, practices, and even

workplace issues such as work shifts, parking spots, etc. Constantly improving and

implementing employees preferred incentives in the workplace should maintain

employee motivation. The management and employees, both, have to work towards

ensuring motivation affects the company and employees positively.

5.4. Limitations of the research:

The main limitation the researcher faced was speaking on internal issues

regarding the employee motivation in Qsports was the main issue, as at first the higher-

level management not grant the permission to research employee motivation. The

permission was granted after reluctance, when the researcher assured the management

that this was only for academic purpose. Furthermore, employees at Qsports were

hesitant in open in expressing their views and hence it was difficult to collect data for the

research.

5.5. Contributions of the research:

52
 This research will contribute to QSports management to know the important

issues with employee motivation and factors that are important to employees. The

management can use this information to improve motivation in QSports. The research

will also benefit the researcher in applying their knowledge to QSports.

5.6. Suggestions for future researches:

The researcher would like to suggest that in the future any study done on this

topic should collect both qualitative and quantitative data. The lack of QSports

perspective on extrinsic factors of motivation is a shortcoming of this study that can be

rectified in future studies. The researchers can also look at intrinsic vs. extrinsic factors of

motivation and compare their influence on employees in a company.

5.7.Conclusion:

The significance of motivational incentives is undeniable in organizations today.

When employees work hard, they expect it to be rewarded. In return, motivational

rewards ensure that employees work harder in the next tasks. The findings of this

research show that employees find extrinsic motivational rewards very beneficial for their

motivation. It is also found that these rewards can be a combination of monetary and non-

monetary awards. Therefore, a lack of rewards leads to employees performing poorly. It

is very important for QSports to consider the opinion of its employees in order to ensure a

motivated workforce that can help advance the organization and its objectives.

53
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Appendix I: Theoretical Framework

QSports Leagues
1. Introducing the study with background and problematic objectives.
2. Planning out the carrying-out process of the research.
3. Identify different tools and theories which are feasible for the study.
4. Create a framework.
5. Determine choices of successful evaluation tools, and methods to
Current Working recommend different solutions.
Conditions

Problem Statement

To what extent are the employees of QSports extrinsically motivated in their job?

Theories
1. Analyze feedback from questionnaires.
2. Create graphs and visual analysis on results.
3. Evaluate results with text descriptions. Employees
Tools
4. Determine difference in employee feedback 15
and clarify on problem.
5. Proceed to next chapter.
Data Collection

1. Determine problem areas faced by QSports employees. Major Issue

2. Mention areas which have not been observed.
3. State areas which may be improved according to desired working
conditions.
4. Provide solutions to research questions and problem statement.
5. Provide recommendations.
6. End the research.

Minor Issue
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Appendix II: Interview Questions

The interview questions were as follows:

1. What kinds of motivational factors are used in QSports?

2. What do you understand by the phrase motivated employees?

3. Do you think that motivation is important for a company? In what ways is it

important?

4. Can you name any motivational incentives/factors which are extrinsic (external)

[define extrinsic motivators if required]

5. Can you name any motivational incentives/factors which are intrinsic (internal)

[define intrinsic motivators if required]

6. In your personal opinion, what are more important extrinsic factors or intrinsic

factors, when it comes to motivating employees?

7. How do you think does salary influence employee performance at QSports?

8. How important is job growth to keep employees motivated and improve their

performances?

9. In your opinion, do you think that the work environment has any influence on

your motivation?

10. Do you think that recognition is important for employees in QSports? If yes, can

you please highlight the types of recognition you would want to see in QSports?

11. Do you think managers are solely responsible for providing motivation to

employees, in the workplace?

12. What do you think is the role of the manager in motivating employees (follow up

by prompting respondents with:

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 a. Administrating motivational rewards,

b. Evaluating employees, and

c. Practicing motivational practices?

13. What would you like to improve in the motivational factors/practices of QSports?

62