Motivational Factors in the Workplace

The Case of Call Centres Agents

in Rabat, Morocco.

By

Nouha HALLOUM

A Thesis Submitted to the Department of Business Administration

in partial fulfilment of the requirements for the Degree of Bachelor

in Business Administration

Rabat

Morocco

Academic Year

2019-2020

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 TABLE OF CONTENTS

ACKNOWLEDGEMENTS …………………………………………………………….. 3
DEDICATION ………………………………………………………………………….. 4
ABSTRACT …………………………………………………………………………….. 5
CHAPTER I : GENERAL INTRODUCTION …………………………………………. 6
CHAPTER II : REVIEW OF LITERATURE ………………………………………….. 8
2.1 INTRODUCTION ………………………………………………………………….. 9
2.2 MOTIVATION IN THE WORKPLACE …………………………………….......... 9
2.2.1 WHAT IS MOTIVATION ……………………………………………………..... 9
2.2.2 THE POWER OF MOTIVATION ……………………………………………….. 9
2.3 MOTIVATIONAL FACTORS …………………………………………………….. 10
2.3.1 MONETARY FACTORS ………………………………………………………… 11
2.3.2 NON-MONETARY FACTORS ………………………………………………….. 11
2.4 MAJOR THEORIES OF MOTIVATION ………………………………………….. 12
2.4.1 MASLOW’S-HIERARCHY OF NEEDS THEORY …………………………….. 12
2.4.2 HERZBERG'S TWO FACTOR THEORY ………………………………………. 13
2.4.3 VROOM’S EXPECTANCY THEORY ………………………………………….. 14
CONCLUSION …………………………………………………………………………. 14
CHAPTER III: DATA AND METHODOLOGY ……………………………………… 16
3.1 INTRODUCTION ………………………………………………………………….. 17
3.2 PURPOSE AND HYPOTHESIS …………………………………………………… 17
3.3 RESEARCH QUESTIONS ………………………………………………………… 17
3.4 STUDY DESIGN …………………………………………………………………... 18
3.4.1 METHODS OF DATA COLLECTION ………………………………………….. 18
3.4.2 DATA ANALYSIS ……………………………………………………………….. 19
CHAPTER IV: FINDINGS …………………………………………………………….. 20
4.1 INTRODUCTION ………………………………………………………………….. 21
4.2 THE IMPORTANCE OF MOTIVATION IN THE WORKPLACE ……………… 21
4.3 MOTIVATION AND PRODUCTIVITY …...……………………………………… 21

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4.4 MOTIVATION AND CREATIVITY …………………………………………….... 22
4.5 ATTITUDES TOWARDS LOW PERFORMANCE ………………………………. 23
4.6 ATTITUDES TOWARDS MOTIVATIONAL FACTORS ……………………….. 25
4.7 MONETARY FACTORS …………………………………………………………... 25
4.8 NON-MONETARY FACTORS ……………………………………………………. 27
4.9 ACTIONS THAT MOTIVATE OR DEMOTIVATE EMPLOYEES ……………... 29
CHAPTER V : GENERAL CONCLUSION …………………………………………… 30
REFERENCES …………………………………………………………………………. 32
APPENDICES ………………………………………………………………………….. 33
QUESTIONNAIRE …………………………………………………………………….. 33
OVERVIEW OF TELEPERFORMANCE CALL CENTER …………………………... 39

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 ACKNOWLEDGEMENTS

I must acknowledge that the present study would not have been possible without the

guidance and assistance I received from many people.

First of all, my supervisor, Professor Hassan Belhiah, who provided me with valuable

feedback and guidance throughout the writing process of this thesis. Worth mentioning here,

my supervisor has always been open and willing to answer my queries, anytime and

unconditionally. Therefore, special thanks go to him.

Second, my institution "The Private International Institute of Management and

Technology" has been a wonderful place for learning new skills and enhancing my knowledge

in Business administration. Such wonderfulness is certainly the outcome of joint efforts made

by professors as well as administrative staff for whom I hold much respect and send a good

deal of thanks.

Third, the help in the form of suggestions, discussions, and advice I received from my

classmates has been both useful and invaluable in making me aware of the things I needed to

redo, edit, and rethink the best way to put them into my project. Thus, I am really grateful to

them for their help.

4
DEDICATION

To Allah

To my parents

To my teachers and friends

5
 Abstract

It is widely known that businesses, regardless of their sector

of interest, achieve success thanks to countless factors which work
together towards the desired goals of business managers and owners.
These factors may include things such as planning, purchasing raw
materials, training personnel, marketing and many others. There is no
doubt that the way employees act and perform is indispensable and
fundamental to businesses' flourish. The highly skilled, effective and
productive they are, the more successful organizations are. For this
reason, organizations have always been seeking to hire people who
would contribute to their growth rather than be a reason of their
collapse. Anna Mokhniuk(2018, 94) argued that It is evident that a
number of distinct factors are involved in the performance of an
employee: his inborn abilities and his character traits; the basic
knowledge and the experience he has acquired in the past; and above
all, the degree to which he is motivated. The primary goal of this study
is to investigate the factors that keep personnel highly motivated and
willing to cooperate, work harder towards the business goals. Bearing
this in mind, it is theorized that wise business leaders do their best to
maintain their workforce’s productivity at a high level through making
use of miscellaneous measures such as allowing incentives and offering
several motivational tools. The present paper investigates and tries to
define these tools that business managers and entrepreneurs use to boost
workers’ morale. Particularly speaking, the focus of this piece of
writing will be on the role of incentives, both monetary and non-
monetary ones, such as pay packages, promotion, recognition, flexible
timetables, and longer holidays in influencing employees’ morale and
productivity as well.

Key words: motivation, workplace, productivity, morale, business.

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 CHAPTER I

GENERAL
INTRODUCTION

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 Good business outcomes have always been the result of tactful human being

work. This emphasizes the fact that employees’ role in any business is irreplaceable

and remains mandatory. It is undeniable that they contribute hugely to the business

growth, prosperity and reputation in a way that is both continuous and professional.

Meanwhile, personnel might be the reason why flourishing businesses collapse. It all

depends on how professional, trained and motivated they are. This explains how

complex and crucial the link between workers’ performance and organizational

success in a way that improving the former affects inevitably the latter. In this regard,

Ryan Watkins and Doug Leigh (2010 : xix) state that “Improving performance

therefore requires both the scientific knowledge of how various interventions are

effectively applied within organizations, as well as the artistic understanding of the

delicate relationships among people, performance, organizational results, and

beneficial outcomes for societal partners (including clients, customers, and others)”.

However, the question that emerges here is how to boost, if not just maintain,

the morale of the labour force at a high level so as to positively affect organizational

outcomes. Generally speaking, if asked, people would usually argue that good pay

packages and rewards in the form of money would make reasonable incentives for

workers. This is true to a large extent. Meanwhile, it seems that business managers

may use other motivational tools to enhance their employees’ morale and keep them

loyal and hardworking.

In such a fast-growing and globalized world, the needs and consumption is

rising sharply. So as to cater for this huge demand of products and services, businesses

are required to work unceasingly. This manner of mass production requires well-

8
trained as well as highly motivated workers. Therefore, due to its significance,

workers’ motivation is an area of research that involves several disciplines such as

psychology and management, and has been addressed by many researchers so far. The

present thesis goes in the same direction and sketches on the factors that motivate

employees to give their best and thrive while performing their duties at work.

The present paper focuses on what motivate call centre operators to achieve the

desired results from the perspective of those operators. Data will be collected from

people working in call centres in Rabat. This thesis consists of three major parts. The

first one is devoted to the review of the existing body of literature about motivation in

the workplace, particularly the major theories of motivation. The second chapter is

reserved to data collection and methodology. The last chapter provides room for data

analysis and discussion of the findings.

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 CHAPTER II

REVIEW OF
LITERATURE

10
2.1 INTRODUCTION

The world of business is so vast that it is present in every corner of the globe

and concerns the life of every human being. Wherever you go, whatever service or

product you need, be it food, clothes, transportation or whatever, business intervention

is required. However, customer satisfaction influences the way people do business.

Thus, in order to increase customer loyalty and demand, businesses adopt a bunch of

measures. Among them, taking care of the personnel and providing good working

conditions them. Having said all that, workers’ role in this business-customer

relationship seems central and vital. If this is the case, then personnel’s motivation

should be a priority for businesses.

The present chapter is devoted to review the existing literature on the field of

motivation in the workplace. Throughout this chapter, some light will be shed on

topics related to motivating employees such as the power of motivation, motivational

factors, and the major theories of motivation as well.

2.2 MOTIVATION IN THE WORKPLACE

2.2.1 WHAT IS MOTIVATION

The term motivation is a broad word that has more than one simple meaning

and has been defined differently by several researchers and authors. According to

Pinder (1998, p.11), "work motivation may be regarded as a set of internal and

external forces that initiate work-related behaviour, and determine its form, direction,

intensity and duration". Oxford Advanced Learner’s dictionary defines motivation as

11
the reason why somebody does something or behaves in a particular way. In the

workplace, motivation can be defined as what triggers and drives workers’ sense of

initiative, creativity and result-orientation. However, what might seem motivational for

some people might not be the case for others. In plain language, depending on people’s

desires and needs, they are motivated differently. In a nutshell, motivation refers to all

factors that inspire, persuade, and stimulate workers to perform and carry out their

tasks in creative and smart manners.

Looking at what was mentioned previously, motivation can be divided on two

types; extrinsic and intrinsic. As their names suggest, extrinsic motivation has to do

with external incentives which come to the person from the outside environment such

as recognition and promotion. However, intrinsic motivation designates the inner

needs of the person. They come from the joy of success, of being able to fix problems

and help others.

2.2.2 THE POWER OF MOTIVATION

Motivation remains tremendously important and powerful for employee

engagement. This invaluable nature of motivation can be accounted for by many

reasons. First off, motivating personnel has been largely dealt with by lots of

researchers and authors in many disciplines, particularly psychology and management.

Second, motivation encourages workers to take proper action in proper time. In this

regard, Michael Bolduc (2000, p.18) states that “motivation can help you to move

towards your major goals”. Third, motivation does not only concern managers but

12
workers themselves also look for it as a tool of personal growth. In this regard, Anne

Bruce (2003, p. iii) made the following statement:

“When you look at personal growth as a motivator, you change the way

employees think about their work, you help them become more capable, and

you give them a meaningful purpose in coming to work.”

Moreover, motivation represents the reason why people keep their spirit high

and endeavour very hard to achieve the business’s goals. In this regard, Anne Bruce

(2003, p. 50) made the following statement.

“How important is motivation? It makes all the difference. You may be

the most knowledgeable, experienced, talented, and capable manager in

the world. But if your employees are lacking in motivation, mediocrity

will creep into your organization.”

2.3 MOTIVATIONAL FACTORS

Numerous are the factors that remain key to driving workers’ motivation and

henceforth boosting their productivity and morale. In this regard, Bill Hewlett, co-

founder, Hewlett-Packard, stated that “Men and women want to do a good job, a

creative job, and if they are provided the proper environment, they will do so” Anne

Bruce (2003, p.2). Such proper environment cannot be offered unless both material

and non-material incentives are made available for workers. Similarly, Ahmad,

Mukaddes, Rashed, & Samad (2010, p. 103-108) argued that “If employees feel that

their inputs such as efforts, commitment, loyalty, trust, and enthusiasm to the

13
organization are fairly and adequately rewarded by outputs such as financial and non-

financial benefits or incentives, they remain motivated and continue to provide inputs

towards higher productivity. Employees get de-motivated due to the perceived absence

of such equity”. Motivational factors can be divided into two major types, namely

monetary and non-monetary factors.

2.3.1 MONETARY FACTORS

It is undeniable that monetary factors play an essential role in influencing

workers behaviour to a large extent. Almost every employee’s productivity is

increased significantly as a result of being provided with extra money. Monetary

factors can take various forms; salaries, wages, bonuses, incentives such as medical,

educational, housing and holiday allowances (M. N. Shafique et al, 2015 : 6-14).

2.3.2 NON-MONETARY FACTORS

Besides motivators that come in the form of money, there miscellaneous ones

whose nature is not pecuniary. In fact, they also play a major role in determining

employees’ behaviour in the workplace. One major example of these motivators is job

security. If people feel they are being hired for a temporary period of time, they would

never feel secure about their source of income and would ultimately look for a job

somewhere else. Another example is working conditions. Presumably, people often

require minimum standards of working environment which is stress-free and offers

opportunities for people to enjoy work together. Other examples of non-monetary

factors include job status, recognition, appreciation, participation in decision making

and job enrichment as well (M. N. Shafique et al, 2015 : 6-14).

14
2.4 MAJOR THEORIES OF MOTIVATION

With the rise of globalisation and free market, businesses were required to

produce more than they had done to cater for the huge needs of the market. Thus,

motivating workers to upgrade their productivity has gained a more important status.

This has made of motivation the object of study of many researchers. Because

motivation has been a multidisciplinary field of study, it has been addressed by people

from different backgrounds such as psychology, economics and management. This has

led to the introduction of many theories that deal with motivation in the workplace. In

this thesis, the focus will be only on the major theories of motivation.

2.4.1 Maslow’s Hierarchy of Needs Theory

Abraham Maslow introduced his Hierarchy of Needs Theory in 1954. It

remains one of the most known theories of motivation. It is uncommon to find it

unmentioned in a course, an article or book that talk about motivation. According to

this theory, Maslow’s assume that people always tend to want something and what

they want depends heavily on what they already have. Maslow proposed that there are

five different levels of needs people have to seek for satisfaction of their basic needs

(Mullins 2007, p. 258). These five universal needs are ranked hierarchically according

to the order in which they influence human behaviour. At the very basic low level,

Maslow puts the physiological needs. For him, food and water represent a crucial

need for humans. So as long as they are not available, one would always be forced and

motivated to satisfy his physiological needs. Once a person is no longer hungry or

thirsty, the need for food ceases to create tensions. As a result, room is made for the

15
next type of needs which is the safety needs. The desire and search for shelter,

security, stability, order and law become the motivators of humans and determine their

behaviour. The third level in Maslow’s hierarchy is the social needs which refer to

love and belonging needs. After feeling safe, people need to feel their feelings are

shared and appreciated. They need to give and take love through nice friendship

relationships. The fourth level is the esteem needs. Because of their ego, People often

enjoy having a sense of self-respect and want to be evaluated and appreciated by

others. At the top of Maslow’s hierarchy we find the self-actualization needs. This

level has to do with the need for self-development and having chances to learn new

skills, innovate and put your skills into practice when working, suggesting ideas and

solving problems. The following figure illustrates Maslow’s Hierarchy of Needs

Theory.

Source:

Best Practices Motivating employees

By Barry Silverstein

16
 To conclude, regardless to the reputation of Maslow’s Hierarchy of Needs

Theory, it is often criticised for a couple reasons. First off, the order and

interconnectedness of needs that Maslow states are not always necessary to observe. In

plain language, if one of the needs is not available then people may get motivated

without it.

2.4.2 Herzberg's Motivation/Hygiene Theory

Also known as the Two Factor Theory, Herzberg's Motivation/Hygiene

Theory was based on Maslow’s theory of needs but focused on the idea of job

satisfaction. In other words, Herzberg looked at what leads people to have a positive

and/or a negative attitude towards their jobs. He called those factors causing job

satisfaction ‘Motivators’ and called the ones making them dissatisfied ‘Hygiene

factors’.

The following figure illustrates Herzberg’s two factor theory in much more detail.

Source:

International Journal of Engineering Technology,

Management and Applied Sciences

17
2.4.3 Vroom’s Expectancy Theory

Victor Vroom’s Expectancy theory is one of the largely accepted interpretations

of motivation in the workplace. Vroom (1964) argues that people get motivated

through a three-dimensional process which involves effort, performance and reward.

In clear language, people invest more and more efforts if their performance and the

reward they receive from their managers meet their expectations. In this regard,

Armstrong (2006, p. 259-260) stated that “the greater the value of a set of the awards

and the higher the probability that receiving each of these rewards depends upon

effort, the greater the effort will be in a given situation”. The following figure

illustrates the Expectancy theory.

Source:

International Journal of Engineering Technology,

Management and Applied Sciences

18
CONCLUSION

Motivating personnel is a key factor for organizations to attain effective productivity.

Such crucial value of employees’ motivation has made of it a priority of business

managers worldwide. Also, authors from various disciplines have tackled the issue of

motivation from various perspectives and with different goals and approaches. This

explains well the huge amount of the existing literature about motivation not only at

work but in all aspects of life as well.

Therefore, it has become obvious that motivation needs to be given special attention

by business people if they aim to make their workers happy and productive as well.

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 CHAPTER III

DATA AND
METHODOLOGY

20
3.1 INTRODUCTION

This chapter presents the research methodology employed for carrying out this

research project. It is meant to set the purpose, hypothesis and research questions of

this paper. Also, it aims to provide information on the methods employed to gather and

analyze the data on which this research paper is based. The first section outlines the

purpose and the hypothesis. The second section sets the research questions. The third

section provides the constituents of the study design and reviews the methods of data

analysis.

3.2 PURPOSE AND HYPOTHESIS

The purpose of the present research paper is to investigate the factors that boost

employees’ productivity levels, in an attempt to identify the techniques used by

business managers in general and call centers managers in particular to create an

environment favourable for keeping workers’ morale and spirits high and thus lead to

yielding the desired outcomes.

To achieve this objective, it is hypothesized that a mixture of both monetary

and non-monetary incentives are used to motivate employees. It is also expected that

monetary incentives outweigh non-monetary ones to a large extent.

3.3 RESEARCH QUESTIONS

This research paper attempts to find answers for the following four major

questions:

a) What really motivates employees?

21
b) What are the monetary factors that motivate people at work?

c) What are the non-monetary factors that motivate people at work?

d) Which is more important for employees: monetary factors or non-monetary factors?

3.4 STUDY DESIGN

This section aims at describing the data, the methods of gathering the data as

well as the methods of data analysis.

3.4.1 METHODS OF DATA COLLECTION

Under the circumstances of COVID-19 confinement measures, collecting the

data was not an easy task. Neither I am allowed to go out nor are the respondents to

the questionnaire allowed to go to work. Therefore, in order to gather the necessary

data for this research paper, a questionnaire consisting of 14 questions was

designed using Google Forms and then sent to the respondents to their emails via

internet. The questions aimed at getting specific information on participants’

perception of what motivates them at work to be more productive. The questions

were carefully designed with the purpose of addressing particular issues that are

closely linked to the field of employees’ motivation.

The population of respondents consists of 40 people who do various tasks at

a call center called Teleperformance. This call center is based in the city of Témara

in Morocco and provides technical assistance to customers from North America.

This has made life easier for me as far as using English to communicate with the

respondents because English is the language they use at work. Besides, the
22
respondents were chosen randomly without any prior conditions such as age,

gender and experience.

3.4.2 DATA ANALYSIS

Once the data was fully collected from the respondents electronically, it was

automatically transformed into graphs and diagrams which present the data in a clear

and concise manner. These graphs and diagrams give several figures about people’s

attitudes towards what motivates them in the workplace. The respondents’ answers

were compared, contrasted, correlated, and analysed through interpreting them both

numerically and literally.

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 CHAPTER IV

FINDINGS

24
4.1 INTRODUCTION

This chapter is devoted to present the finding of the present study. This

provides room for analysing and interpreting the respondents’ attitudes towards

motivation at the workplace.

4.2 The importance of motivation in the workplace

According to the collected data from the participants in this study, motivation at

work represents a top priority for them. More than ninety-five percent of the

respondents tend to value the role of motivation in boosting their performance as the

graph 1 below shows. However, a tiny proportion of about four percent of the

participants see motivation unnecessary at the workplace.

Therefore, we can draw from these numbers that motivation is very necessary

to boost workers’ morale and should be given priority by managers when dealing with

their staff.

Graph 1
“Motivation is necessary at the workplace”

25
4.3 Motivation as a driving factor towards greater productivity

Besides what was concluded from the readings about the power of motivation,

the respondents’ answers in this regard did confirm the key role that motivation plays

in making workers as productive as expected. Graph 2 below shows that more than

95% of the respondents do agree that motivation has a strong impact on employees’

productivity while less than 5% of them expressed neutrality towards this idea.

Again, bearing these figures in mind, it remains crystal clear that motivation represents

a central ingredient that leads, together with others, to high productivity levels.

Graph 2
"Motivation has a strong impact on employees' productivity"

4.4 Motivation as a trigger for creativity

It is widely known that employees’ performance varies from one to another. We

can distinguish between three levels of performers. First, some people’s output is on

average. Second, some others’ is below average. Third, a group of workers show the

desired level of efficiency. The latter type of workers makes good use of their

26
creativity skills to achieve such productivity level. This seems true from the results of

the present research paper. As graph 3 below illustrates, more than 90% of the

participants agree that motivation triggers creativity. About 5% are neutral and nearly

5% disagree with that statement.

It is therefore concluded that creativity is very useful in a way that it helps

organizations reduce the production steps and saves businesses lots of resources, costs,

time and efforts.

Graph 3
"Motivation triggers employees' creativity"

4.5 Attitudes towards low performance

It is common knowledge that low performance results from miscellaneous

causes. People are born different and have different personalities. Some examples of

these workers include lazy, demotivated, late-comers, and many others. As a

27
consequence, for some reasons people’s performance might not be as expected. When

asked about their attitude towards low performers, the respondents expressed various

points of view. For instance, as graph 4 illustrates, about 30% disagree and 17.4%

strongly disagree with the statement saying that if a worker's performance is not

satisfactory, they should be fired. Only 13% think that underperformers should be

fired. The remaining number of the participants has a neutral view on this statement.

Being given the same question but this time changing roles from a call center

agent to a manager, the respondents gave other options on how to deal with low

performance. As graph 5 below shows, nearly 48% argue that they would talk to those

whose performance is unsatisfactory and determine the reasons of such low

performance compared to nearly 35% who claim they would think of ways to motivate

the low performers. Offering extra training was among the options that 8.7% of the

participants chose while the same percentage of the respondents said they would fire

them.

Graph 4
"If a worker's performance is not satisfactory, he should be fired"

28
 Graph 5
"As a manager, what would you do if a worker's performance was not satisfactory?"

What we can draw from these figures is that communication is key to solving

any kind of conflict in the workplace, and henceforth helps a lot in motivating people

to do better in their jobs.

4.6 Attitudes towards motivational factors

As hypothesised prior to carrying out this research, motivators that take the

form of money make the best way of motivation. As graph 6 below illustrates, results

show that almost three fourths of the respondents believe that monetary incentives

such as extra pay are better motivators whereas only one fourth say that non-monetary

incentives such extra holiday can be better in terms of boosting employees’ morale.

29
 Graph 6
"What motivates employees more?"

4.7 Monetary factors

Though monetary factors vary and take different forms, they all involve

receiving something in the form of money that would make you happy and willing to

excel in your work. The respondents to the questionnaire mentioned several kinds of

monetary incentives that they prefer and / or have received before. For instance,

around 90 % like extra pay and bonuses while the remaining 10 % like other forms of

monetary incentives such as paying part of the expenses of their holiday, food,

telephone, housing as well as car gasoline.

Another point in this regard is that all the respondents mentioned that they

usually receive extra money and promotion to higher positions, and sometimes gifts

from their employer as a result of providing good performance. According to them,

this creates a competitive work environment where workers try their best to keep their

performance as high as possible.

30
 Graph 7 below gives a clearer image on how the respondents see the monetary

incentives ranging from most to least important. Having a close look at the figures

gives us insightful understanding on how every incentive is important. Pay raise comes

at the top of all the other incentives as all the answers ranged between very important,

fairly important and important. Promotion comes in the second position followed by

transportation as the third preferred monetary factor. Receiving bonuses, life insurance

and health care benefits come at the fourth position with slightly different rates.

However, motivators such as receiving a free car or a cell-phone do not hold much

appeal to respondents in the same way the other ones do.

30

20

10

20

10

10

Graph 7
"How important monetary incentives for you?"

31
4.8 Non-monetary factors

Despite the fact that non-monetary factors did not receive as much value as

monetary ones did from the respondents, they do have significant utility in boosting

workers morale. The figures in graph 7 show how important non-monetary

motivational factors for workers. For example, receiving professional development

training comes at the top of the desired non-monetary factors. Receiving verbal and

written recognition, having flexible work schedule and participation in decision

making are important factors, too, as they come in the second position with high rates.

The remaining factors include having access to competitive workplace atmosphere and

free parking as well as finding challenge in one’s work with slightly different rates.

Therefore, as stated earlier, non-monetary factors remains indispensable in the field of

motivating workers which has a strong impact on productivity in the end.

32
 Receiving training

Graph 8
"How important non-monetary incentives for you?"

33
4.9 Actions that motivate or demotivate employees

Being given certain situations and asked how they would affect their motivation

in the workplace, the respondents tend to have various opinions which may be

explained by their experience, expectations, as well as what they are like as a person.

So for example, around 70% of the participants tend to get highly motivated when

expected to take responsibility for tasks. Other situations that enhance workers

motivation include having to train a new member of staff and being assigned to work

with a newly hired person. However, actions such as being moved to another

department without pre-notice tend to reduce workers’ motivation to a large extent.

34
 CHAPTER V

GENERAL
CONCLUSION

35
 GENERAL CONCLUSION

The main purpose of this research project is to gain more insight on how

employees are motivated to do their best in the workplace. Assuming that both

monetary and non-monetary incentives tend to urge workers to be more productive,

the present research paper dealt mainly with the following questions:

a) What really motivates employees?

b) What are the monetary factors that motivate people at work?

c) What are the non-monetary factors that motivate people at work?

d) Which is more important for employees: monetary factors or non-monetary factors?

To answer the aforementioned questions, a questionnaire was designed with

questions that target the areas related to the main purpose of this study. It was then

sent to Call Center agents via email. This means that all the data was gathered

electronically. Once the data was fully collected, it was then interpreted and presented

in the findings chapter.

As was expected, the results achieved from the data analysis confirmed what

was

hypothesized. In other words, motivating workers through monetary and non-monetary

incentives is primordial. It is so because it keeps people focused, driven and happy to

carry out all the assigned tasks. This study enabled me to have a clearer image on

employees’ attitudes towards what incentives are more effective than others. Factors

such as pay, bonuses as well as recognition come at the top of the incentives according

36
to the research results. Therefore, non-monetary factors should not be ignored and

marginalized. On the other hand, they must be used as a tool to support monetary

motivators.

The significance of this work lies in making both workers and business

managers aware of the significance of motivation in the workplace. Henceforth,

motivation should be given priority as an essential factor that affects production. Also,

determining which tools and factors precisely to use might not be an easy task. It all

needs listening to people, talking to them, making some research about what works

best when it comes to motivating employees both as a team and individually. Research

has shown that motivation takes place when there is a combination of both monetary

and non-monetary incentives though with different proportions. Successful business

managers have usually linked reward and motivation to the labour productivity

outcomes. They increase and decrease together. Another key factor in this issue is that

employees should be aware of the influence of motivation both on them and on their

productivity which in the end benefits both the business and workers.

While conducting this research, certain obstacles have been encountered which

influenced the pace in which this study was conducted as well as the quality of the

whole work in general. First of all, having to observe the COVID-19 lockdown and

confinement rules prevented me from having access to different resources and

reference books that might exist in the library. Also, not being able to go out and meet,

in person, the people who responded to my questionnaire represented another barrier

which could be overcome in normal life situations. Finally, time constraints

represented a very crucial limitation to the accomplishment of this work. Without

37
these limitations, this research paper would have been better in terms of style, content

and overall quality.

Since motivation is such an intrinsic part of people´s everyday lives, its study

and analysis is worthwhile. Hence, there are different ways to go if one is to conduct

research on motivating people in the workplace. For instance, a comprehensive study

would not involve workers only, but can look at the topic from various angles and

perspectives. In other words, managers can be asked about how they see motivating

their staff, business owners can also be involved. Another way to do research on

motivation would address the negative incentives. That is to say, how people act and

behave when business is facing big challenges and is likely to shut down and the

employees are facing the danger of losing their jobs.

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References

- Ahmad, S., Mukaddes, A. M., Rashed, C. A., & Samad, M. A. (2010). Implementation of

motivation - Theory in apparel industry. International Journal of Logistics and Supply Chain

Management , 103-108.

- Anne Bruce. (2003). How to Motivate Every Employee. New York. MCGRAW-HILL.

- Armstrong M (2006). Human Resource Management Practice, Kogan Page, Pp. 251-269.

- Bodluc M. 2000. Power of Motivation: How to Succeed in All Circumstances. Vancouver, BC,

Guaranteed Success Strategies.

- M. N. Shafique et al., "What are Monetary and Non-Monetary Factors to Motivate Employees?",

International Letters of Social and Humanistic Sciences, Vol. 52, pp. 6-14, 2015.

- Mullins LJ (2005). Management and Organisational Behaviour. Prentice hall. UK 7th Ed.

88(431):1052-1058.

- Pinder CC. 1998. Work Motivation in Organizational Behavior. Upper Saddle River, NJ: Prentice Hall.

- Ryan Watkins & Doug Leigh. 2010. Handbook of Improving Performance in the Workplace

Volume Two. San Francisco. Pfeiffer.

- Vroom, V. H. 1964. Work and motivation. New York: Wiley.

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Appendix

Questionnaire

Motivation in the workplace

Hello everybody,

My name is Nouha Halloum. I am doing a Bachelor in Business Administration

at The American School of Leadership in Rabat. I would highly appreciate it if
you could spend some time filling the present survey which aims at studying
what motivates employees at the workplace. Thank you very much.

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Overview of Teleperformance Call Center
Teleperformance is a global provider of customer experience
management in terms of revenue and global scale. We are the industry
leader in security and our management has over 30 years of
experience working with the most successful companies worldwide.
With the strongest financial profile in the contact center space,
Teleperformance’s leadership is unparalleled. Teleperformance was
founded in 1978 in Paris, France and our U.S. based operations,
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expansion has been fueled by organic growth through additional
volume awards by satisfied clients, and through acquisitions. Our
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technology enhance the services and value we deliver to our
customers and position us well to partner with clients around the
globe. (Source: www.worldtelecontact.com)

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