Accompanying Speaker Notes for the

PowerPoint Presentation
Table of Contents
Person 1...........................................................................................................................................3

Slide 1..........................................................................................................................................3

Slide 2..........................................................................................................................................4

Slide 3..........................................................................................................................................5

Slide 4..........................................................................................................................................6

Slide 5..........................................................................................................................................7

Person 2...........................................................................................................................................8

Slide 6..........................................................................................................................................8

Person 3...........................................................................................................................................9

Slide 7..........................................................................................................................................9

Person 4.........................................................................................................................................11

Slide 8........................................................................................................................................11

Person 5.........................................................................................................................................12

Slide 9........................................................................................................................................12

Person 6.........................................................................................................................................13

Slide 10......................................................................................................................................13

Slide 11......................................................................................................................................14

Slide 12......................................................................................................................................15
Person 1
Slide 1

Good morning/afternoon/evening everyone and a warm welcome to the presentation. Today’s

We are group …………………… this is …………. before you, you will explore others as the
presentation goes on.
Slide 3

We will discuss X, Y theories of motivation (Mindtool, 2021), the two-factor theory of motivation
(Kelso & Hetter 1967), Monetary and non-monetary motivation strategies, and relevant case
studies.
Slide 4

Two-factor theory is also known as hygiene theory. It has two factors hygiene factor and
motivator. Hygiene factors are those whose absence makes employee frustrated though its
presence is not motivating. Because they are considered as basic needs (Kelso & Hetter 1967).
On the other hand, motivators are those factors whose presence make employees feel better and
motivated. Though, their absence doesn’t make them frustrated. Companies try to ensure both
factors as best as possible. Because motivation is a continuous process (Kelso & Hetter 1967).
Slide 5

Theory X and Theory Y are based on some assumptions. Theory x assumes that People are
naturally reluctant to work whereas Theory Y assumes that workers are self-motivated
(Mindtool, 2021). According to theory x employee needs to be threatened and continuous
observation to get the task done. In contrast, Theory Y recommends to guide lead and appreciate
employees. Hertzberg himself thinks there are more people in Y theories in comparison to X
theory (Mindtool, 2021).
That will be all from me. Now I invite my fellow to continue the presentation.
Person 2
Slide 6

Thank you ………………. Managers are the agent of the company. So, the benefit of the
company doesn’t necessarily always mean the benefit of the managers. Here the agency problem
arises. To solve this problem sometimes top management has to make both agents and principals
benefit in the same direction. Sharing profit percentage is one of them. If the company earns
more profit managers receive more bonuses at the end of the year (Furse & Stewart, 1982). It can
be implemented by fixing a certain percentage of the net profit to share. For monetary benefit,
they tend to be more serious about their responsibilities. This strategy has some drawbacks too!
After a long time, it may lose its attractiveness to the employees (Furse & Stewart, 1982). To
keep this monetary value company shiny company has to do some additional non-monetary
motivation program so that employees always think that they are being watched or they are
always getting feedback. So, it seems that non-monetary incentives like appreciation,
recognition, career growth is a must (Furse & Stewart, 1982).

Last but not the least, Motivation is a continuous process. The company always has to perform
some activities to keep its workforce motivated. HR manager does this for the company.
To inform you about a case study: the effect of monetary motivation strategies in Somalia. Here I
stop and pass my Baton to ……………

Person 3
Slide 7

Thanks for giving me the floor. I will discuss the case study IN HORMUUD COMPANY IN
MOGADISHU SOMALIA. The company said their total employee cum targeted population to
be researched was 5000 (Abdi et al., 2017). Among them, 60 persons consisting of all traits of
the employees were selected as a sample size for the convenience of this research. Stratified
random sampling was taken as a sample method. Some different form of motivation was given.
Form of motivations were Monetary rewards, Job enrichment, and training (Abdi et al., 2017).
They had set some questionnaires like balanced scorecards to see the result of every form of
motivation in a bias-less way.

First, come to the results of monetary rewards. The people were regardless equally motivated.
Competition is seen to achieve to avail the monetary benefits. It allured them to perform better
than any other time. The researchers were happy to have a mean of M=2.87 of their performance
(Abdi et al., 2017).

Moving on Job enrichment analysis and results. That also scored a satisfactory result but not so
high standard as Monetary benefits. Surely, they were positively motivated by this form of
motivation. The mean of performance was M=2.70. The researcher agreed that the motivation
form is working (Abdi et al., 2017).

The last motivation form of this research, Training was a little failure side. Because most of the
question answered was negative. That means a weak correlation between performance and
training has been seen.

In conclusion, we saw that monetary benefits allure most people to boost their performance. Job
enrichment has also a significant effect on performance. But training is not a good option to
motivate employees.

This research also shows the weakness of application one type (Monetary/Non-monetary) of
motivation.
Now I invite my fellow to inform you about another strategy to motivate the workforce.
Person 4
Slide 8

Building a career is a very lucrative part of most people’s life. Everyone wants to have an impact
in their relevant fields with their presence. So, a noteworthy portion of people wants to get
directed to the betterment of their life and career goal. This type of employee always looks for an
opportunity to climb up in their particular field (Cheraisi et al., 2018). They always thrive on
getting some valuable feedback and guidance. They want to be recognized for their every small
success. Because that gives them proper measurement of their growth rate (Cheraisi et al., 2018).
To implement this strategy company has to keep a keen eye on every employee. They have to
formulate company culture as an active organization. To put it another way, democratically
setting decision making, improving the policy so that the idea of labour or subordinates never be
stolen.

But this strategy has some drawbacks too. It is a very time-consuming process. The company has
to perform some tasks that make the process a little lengthy (Abdi et al., 2017). The company has
to give time and effort to everyone regardless of motivated or not. Recognition has to take
various forms, awarding, appreciating in front of everyone, etc (Cheraisi et al., 2018).
But the person who always work for this little recognition and appreciation aiming towards the
sheer development of their life and career they become highly positively influenced by this type
of activities. Here an important thing to consider, this portion of employee tend to be less than
money seeking portion (Cheraisi et al., 2018). So, through the next presenter, we will look at a
case study relevant to this discussion. For the sake of it, I want to call ………… to take the floor.

Person 5
Slide 9

Thank you so much ……………….. I am ……………… I will analyze the case study on the
effect of motivational strategies on organization performance: a case study of public universities
in Nakuru county, Kenya. This particular study had a total of 402 samples among 1993
employees. Motivational strategies were programs for career development, recognition, Effective
communication, and participative management (Cheraisi et al., 2018). Some of the performance
indicators are decision making, customer satisfaction, service quality.

If we look at the correlation between motivational strategies and performance indicators, we will
see How these strategies are working.
The correlation between Decision making and motivational strategies was 0.53. The correlation
between customer satisfaction and motivational strategies was 0.49 and the correlation between
service quality and motivational strategy was 0.37(Cheraisi et al., 2018).

So, here it is visible that the researchers are not that much happy or satisfied with the result. That
means the motivational strategies are not working at a satisfactory level. Put it another way the
relationship is rather on the weaker side (Cheraisi et al., 2018).

This particular study also Comes with some suggestions. Among them setting the way to
measure customer satisfaction, developing a team that can encourage the employees for their
career development is suggested. Researchers also suggested re-evaluating present motivational
strategies existence. (Cheraisi et al., 2018).

Now my fellow Mr./Mrs. …………… will come to conclude and summarize this presentation.

Person 6
Slide 10
Welcome once again. First, I want to give a brief of previous speeches. We learned Two-factor
theory and Theory X, Y. Then monetary and non-monetary incentive strategies with relevant
case studies one from Hormund corporation and another from Kenya universities. From those
speeches, we can conclude that Monetary alone or non-monetary alone is not most effective. So,
a company whose top priority is the seriousness of employees can use both strategies at the same
time (Cheraisi et al., 2018). Because only monetary can uplift the motivation at a peak but it
cannot make the motivation sustainable. To make it more effective and long-lasting employee
needs to be recognized, guided and trained. (Cheraisi et al., 2018).

But exceptions can take place. There is some working environment which itself is the alternative
of a motivation. To put it another way, the environment and work setting ensure the work of
every employee.

Slide 11

Thanks all for your patience. This is such a pleasure to present something in front of you. If you
have any question, please let us know.
Slide 12

Here are the references to our sources.