Research line 1.2 - Essay and Writer's file

What Motivates People at Work 1

Manuel Zoccheddu
563244
11-01-2016

International Media and Entertainment Management
Manuel Zoccheddu
InHolland University of Applied Sciences
What Motivates People at Work?

What Motivates People at Work? Table of Contents
Contents
What Motivates People at Work? ................................................................................................... 5
Money as Motivator........................................................................................................................ 6
Table 1 ........................................................................................................................................ 7
Table 2 ........................................................................................................................................ 8
Table 3 ...................................................................................................................................... 10
Table 4 ...................................................................................................................................... 11
How do Employers Motivate People at Work? ............................................................................ 14
Conclusion .................................................................................................................................... 17
References..................................................................................................................................... 18

What Motivates People at Work?
A friend of mine used to work for a call centre. Many people have worked there before,
especially in young age, but if you haven’t: try to picture yourself in it for a moment. Long shifts
sitting behind a screen, a stressful schedule and a strict sales quota to reach, a demanding
supervisor who constantly controls you and keeps pushing you to make more sales, impolite and
rude costumers who don’t care to hurt your feelings.
Personally, I couldn’t picture myself working in a call centre and I couldn’t figure out why
Marije, that friend of mine, would have wanted to keep working there. There must have been
some reason why she, deep inside, enjoyed spending her days at the call centre.
At first glance, I thought money was the reason. “Money is definitely the reason why she
keeps working at the call centre”, I told myself. In fact, many call centres give you the chance to
earn prices or bonuses in cash, for example reaching a fixed quota of sales. You can imagine
how surprised I was to hear that the bonuses didn’t actually matter for her, in fact she told me
that for the same amount of money she wouldn’t have changed her job.
What was the reason she kept working at the call centre then? If money didn’t actually make
a difference, there had to be another explanation. It was then that I decided to research what
motivates people at work. Money is important but taking in consideration the same amount of
money, what makes a person choose a certain job? What motivates a person to stand up in the
morning and go to work? I am sure everybody has experienced lack of motivation at work and
with the following article we will try to find out what actually motivates people and what the
reasons that bring them to quit their jobs are.

Money as Motivator
Searching through the internet, I run into a TED talk called “What Makes us Feel Good
About our Work?” (Ariely, 2013). In this speech, Dan Ariely analyses a series of experiments
which show that money isn’t the greatest motivator, and many others factors (such as meaning,
creation, challenges, etc.) can influence our motivation at work.
“If you understood how important meaning is, then you would figure out that it's actually
important to spend some time, energy and effort in getting people to care more about what
they're doing.” (Ariely, 2013)
After watching the speech, I got curious and I decided to run my own test. Creating a small
questionnaire and taking the circle of friends around me as target population, I decided to
research what motivates people. For this sample, 51 questionnaires were filled in by people with
a minimum age of 18 and at least one previous working experience. The first thing I wanted to
figure out was if money actually matters or not.
During the survey, people had to face the following question: “If you would be offered a
higher salary, would you do a job you don’t like?” As expected, only 19.61% of the candidates
answered yes, while 41.18% said that they wouldn’t be willing to do it. What about the rest? The
39.22% of the candidates said that they weren’t sure about it, since the information given in the
question was too little (Figure 1).

Analysing those results, I could not help but think of how those numbers were made up.
A chi-square test was conducted in order to find a correlation between different age groups and
levels of agreement on whether
people would or wouldn’t do a
job that they don’t like (Table
1). The results indicate that
with increasing age, the
tendency to turn down a higher
salary for a disliked job
increased as well (p = .003 <
.05).
Table 1
Cross tabulation of Age and Level of Agreement
Levels of Agreement
Age
X2 Φ18-25 26-35 36+
Yes 5 3 2 15.95a .003
No 3 8 10
Not Sure 12 8 0
Note. Note. (p = .003 < .05)
Figure 1. Percentage of people willing to accept a higher salary
to do a disliked job. SPSS.

The percentage of people willing to accept a job that they don’t like decreases with aging,
dropping from 50% to 20% (Table 2). A similar result is found within the people who are not
sure about it, this percentage is high in the age group 18-25 (60%), lower in the age group 26-35
(40%) and null in the age group 36+. On the other hand, the percentage of people who aren’t
willing to do a disliked job rises from 14.3% in the age group 18-25 until 47.6% in the age group
36+. This means that younger people find a more attractive motivator in money than older
people.
Table 2
Levels of Agreement
Age
Total18-25 26-35 36+
Yes
5
50.0%
3
30.0%
2
20.0%
10
100.0%
No
3
14.3%
8
38.1%
10
47.6%
21
100.0%
Not Sure
12
60.0%
8
40.0%
0
0.0%
20
100.0%
Total
20
39.2%
19
37.3%
12
23.5%
51
100.0%
Note. % within Levels of Agreement. Categories 36-45, 46-55, 56-65, and 65+ have been
grouped into category 36+.

“Maslow, a sociologist writing in 1943, suggested that individuals are motivated to
satisfy a set of needs which are hierarchically ranked according to their salience” (Brooks, 2009).
While younger people are still
focussing on the need of safety,
trying to find a good
employment or purchase
properties, older people who
have already achieved those
needs are now seeking self-
esteem or self-actualisation.
This is the reason why a raise of
salary would not necessarily
motivate a person in the group
36+.
Figure 2. Maslow's hierarchy of needs.
https://en.wikipedia.org/wiki/Abraham_Maslow

Once I established the percentage of people willing to do a job that they don’t like
(19.61%), I wanted to figure out how much their salary had to increase to convince them to
change jobs. Another chi-square test (Table 3) was conducted in order to find a correlation
between the levels of agreement on whether people would or would not do a job that they don’t
like and how much their salary would have to increase to convince them to do it (p = .001 < .05).
As expected, the results (Table 4) indicate that people who answered yes are more inclined to
accept a smaller raise of salary. Most of them chose the option €200-€500 per month (40%),
while most of the people who answered no are not willing to do a job that they don’t at all
(66.77%). On the other hand, the majority of people who weren’t sure whether they want to do a
job that they don’t like answered that they will do it only for an amount of money higher than
€500 per month (45.0%).
Table 3
Cross tabulation of Level of Agreement and Salary Increase
Salary Increase
Levels of Agreement
X2 ΦYes Not Not Sure
€ 100 - € 200 per month 2 0 2 21.54a .001
€ 200 - € 500 per month 4 0 6
More than € 500 per
month
3 7 9
I am not willing to do a
job that I don't like
1 14 3
Note. Note. (p = .001 < .05)

Table 4
Salary Increase
Levels of Agreement
TotalYes No Not Sure
€ 100 - € 200 per month
2
20.0%
0
0.0%
2
10.0%
10
7.8%%
€ 200 - € 500 per
month
4
40.0%
0
0.0%
6
30.0%
21
19.6%%
More than € 500 per
month
3
30.0%
7
33.3%
9
45.0%
20
37.3%
I am not willing to do a
job that I don't like
1
10.0%
14
66.7%
3
15.0%
18
35.3%
Total
10
100.0%
21
100.0%
20
100.0%
51
100.0%
Note. % within Salary Increase.
Taking a further look at these tables, we can say that in most of the scenarios people were
not willing to accept a salary increase to do a job that they don’t like, and in order to convince
them to do it, the raise would have to be very high. In conclusion, we can say that Dan Ariely
was right and that money is not the main motivator at work.

In order to understand what motivates people, I realized I also needed to learn what
demotivates them. Through some experiments Ariely shows that ignoring employee’s effort
demotivates them almost as much as putting them down (What Makes us Feel Good About our
Work, 2009). In the survey, people were asked to answer what demotivates them most at work.
The majority of the people said that lack of recognition was the most demotivating factor at work
(37.25%), while only 13.73%
answered “being put down by
your manager”. This shows that
Ariely was once again right and
that motivation is much more
than what we think. Affiliation,
achievement and power needs
are all factors a manager should
consider when it comes to
motivate its employees
(McClelland, 1961).
McClelland’s achievement needs theory (Brooks, 2009) identifies those three basic needs
as the most essential and he claims that an individual will develop a dominant bias toward one of
those, without excluding the others. In order to be motivated, the subject must meet the need that
drives his desire.
Figure 3. Percentage of main factors that lead to demotivation
at work. SPSS.

Of course, to underestimate the role of money would be a mistake, in the end money
provides basic motivation and without it people wouldn’t even bother to show up at work
(Heatfield, 2015). Once that a fair amount of money is provided, what makes people stay? As we
can see from figure 4, right after job security (23.53%) and financial benefits (23.53%), people
valued the sense of affiliation
to be the most important
(21.57%) followed by the fact
that they find the job
interesting or challenging
(17.65%). Only a small
percentage of the interviewed
revealed that the reason why
they don’t quit their jobs is the
lack of alternative options
(9.80%) or other reasons
(3.92%).
Telling exactly what motivates people at work is difficult, but there are a few things we
acknowledged through this small analysis. First of all we proved that money, despite the fact that
it’s a basic motivator, it’s not the greatest one. Second, the main reason for demotivation at work
is the lack of recognition and finally, that sense of achievement and affiliation are some of the
most important factors to consider when it comes to motivation at work.
Figure 4. Percentage of most chosen factors that lead to keep
the working place. SPSS.

How do Employers Motivate People at Work?
As shown in figure 5 and figure 6, the majority of the people interviewed said to be
satisfied (62.75%) and motivated to do a good job (76.47%). But how does a manager deal with
demotivated employees? Employees that are demotivated tend to show up later at work and to
reduce productivity (McCarthy, 2009). Motivating employees can often be a challenge for a
manager.
In order to motivate people, a good manager needs to understand what their needs are. As
previously said, needs differ from person to person. The two-factor theory focusses on intrinsic
and extrinsic motivational factors as components that lead to satisfaction in the workplace
(Herzberg, 1968). Herzberg claims that extrinsic factors (such as working conditions, job
security, salary, etc.) would motivate employees in the short run but intrinsic factors (such as
sense of achievement, recognition, personal growth, etc.) would motivate them in the long
period. He also assert that a lack of extrinsic factors may lead to dissatisfied employees, but a
Figure 5. Percentage of people satisfied
with their current jobs. SPSS.
Figure 6. Percentage of people motivated
to do a good job. SPSS.

lack of intrinsic factors would demotivate them completely. A combination of the two factors
would be the ideal situation in which the employees are motivated (1968).
A practical example would be Marije’s situation. Marije’s wages are not as high as she
would like it to be and this causes dissatisfaction. However, she considers the job exciting and
challenging. Applying Herzberg’s two-factor theory, we could say that this causes her to be
motivated to do a good job but dissatisfied by the working conditions.
Taking a look at figures 7 and 8, we can see that salary (25.49%) and working conditions
(23.53%) were considered the most important extrinsic factors within the sample of the
questionnaire. Responsibilities (23.53%), self-improvement (17.65%) and sense of achievement
(17.65%) were considered the most important intrinsic factor.
In the questionnaire, people were asked if their manager does enough to motivate them at
work and what they do to motivate them. Despite the fact that the majority of the people said to
be motivated and satisfied at work (figures 5 and 6) , figure 9 shows that more than half of the
Figure 8. Percentage of intrinsic factors that
motivate people at work. SPSS.
Figure 7. Percentage of extrinsic factors that
motivate people in the workplace. SPSS.

people interviewed feel that their managers don’t do enough to motivate them. 27.45% of the
candidates (figure 10) said that no approaches are used to motivate them at all, followed by
“employees ideas are
recognized and valued”
(15.69%). Other options were
“rewards are offered to the best
employees” (13.73%), “positive
activities to improve well-being
and team affiliation” (11.76%)
and “every employee is equally
trained and followed in its
growth” (11.76%).
Once again, we notice
that giving people credit and
make them feeling important
are important factors that every
manager should consider, and
in 15.69% of the situations this
already happens (figure 10).
Figure 9. Percentages of people who think that their
manager does enough to motivate them at work. SPSS.
Figure 10. Percentages of the most used motivational
approaches at work. SPSS.

Conclusion
Through this article, we analyzed different factors and theories of motivation. We
understood that money is a basic motivator but not the greatest one and that motivation changes
through different stages of life. Lack of recognition is one of the most powerful factors in
demotivating employees and intrinsic factors, such as self-achievement and self-improvement,
are important to keep a person motivated in the long run.
Motivation is subjective and we cannot tell what motivates people in general. Every
person has different motivators and a good manager should spend time and energy into
researching what motivates its employees. From Maslow to McClelland, Herzberg and many
others, the theories of motivation are countless. Of course, a manager shouldn’t focus too much
on one single theory but try to blend them into one, shaping them to fit their situation. A
professor of mine used to say that
theories are like a pair of glasses with
different colored lenses: using different
lenses we can see the world in a
different way (Visser, 2015).
Of course, if you are a manager
and you run out of ideas, you can always
try to entertain your employees dressing
as a gorilla (Markowitz, 2011).
Figure 11. Eric Ryan, founder of Method, dressed as a
gorilla.
http://www.inc.com/ss/7-unusual-ways-motivate-
employees

References
Ariely, D. (2013). What Makes us Feel Good About our Work? Retrieved November 17, 2015,
from
https://www.ted.com/talks/dan_ariely_what_makes_us_feel_good_about_our_work/trans
cript?language=en
Brooks, I. (2009). Organisational Behaviour: Individuals, Groups and Organisation. Pearson
Education.
Heatfield, S. M. (2015, October 25). What People Want From Work: Motivation. Retrieved
December 6, 2015, from
http://humanresources.about.com/od/rewardrecognition/a/needs_work.htm
Heatfield, S. M. (2015, December 6). 10 Tips and the Bottom Line for Motivating Employees.
Retrieved December 6, 2015, from
http://humanresources.about.com/od/motivationrewardretention/a/motivating_employees.
htm
Hertzberg. F. (1968). One More Time: How do you Motivate Employees? Harvard Business
Review.
Markowitz, E. (2011, October 13). 7 Unusual Ways to Motivate Your Employees. Retrieved
December 6, 2015, from http://www.inc.com/ss/7-unusual-ways-motivate-employees
McCarthy, K. (2013). Mazars Employee Motivation Survey 2013. Retrieved December 15, 2015,
from http://www.mazars.ie/Home/News/Publications/Surveys-Studies/External-
Employee-Motivation-Surveys/Employee-Motivation-Survey-2013

McClelland, D. C. (1961). The Achieving Society. New York: Van Nostrand Reinhold.

International Media and Entertainment Management
Manuel Zoccheddu
InHolland University of Applied Sciences
Writer’s File

Writer’s File Table of Contents
Contents
Ted Talk Summary ....................................................................................................................... 22
Research Proposal......................................................................................................................... 23
Research Objective and Relevance of the Research................................................................. 23
Central Questions and Related Sub-Questions ......................................................................... 23
Theoretical Framework............................................................................................................. 24
Provide Reasoned Arguments for the Research Methodology and Research Instrument
Proposed.................................................................................................................................... 26
Reliability and Validity............................................................................................................. 26
Bits and Pieces.............................................................................................................................. 27
Appendix 1 - Questionnaire: “What motivates you at work?” ................................................. 27
Appendix 2 – Tables, Cross-Tabulations and Chi-Square Tests From SPSS........................... 29
Appendix 3 – Information retrieved from the book Organisational Behaviour: Individuals,
Groups and Organisation. ......................................................................................................... 33
Appendix 4 – Susan M. Heatfield talks about the role of money at work................................ 36
Appendix 5 – Markowitz lists “7 Unusual Ways to Motivate your Employees” ..................... 37
Appendix 6 – Results on McCarthy’s “Mazars Employee Motivation Survey 2013” ............. 37

Ted Talk Summary
Ted Talk, Dan Ariely: What Makes us Feel Good About our Work?
In this 20 minutes speech, Dan Ariely talks about what motivates people in their job and how
to motivate them to do a better job.
Through different experiments, Ariely shows that money is not the only motivator for work
and that creating a sense of meaning makes a difference. Small meaning makes a huge
difference, therefore it is important to spend more time, money and energy in getting people to
care about what they are doing.
I chose this subject for the following reasons:
- We need to understand how a team works and how to motivate them in order to study
management and learning how to be a good leader;
- This is a subject we will study in management and organisation, therefore working and
research it will help me to understand it and assimilate it better.

Research Proposal
Research Objective and Relevance of the Research
With this article I will list the different motivation theories and, combining them with
actual workplace experience, research whether there is a best way to motivate people. I chose to
research motivation in the workplace because I wanted to acquire knowledge and achieve
personal growth: I am studying management and it is interesting for me to know what the
different approaches are to motivate people at work. In fact, being able to understand what
motivates people and how to motivate them is an essential characteristic of a good leader.
Considering that the reader is either an employer or an employee, the article is interesting
for both of them. From an employer’s point of view, the article shows how to motivate people in
the workplace, whereas from an employee’s point of view, it helps them to determine whether
they are motivated enough to do their current job effectively.
Central Questions and Related Sub-Questions
- Is there a best way to motivate people at work? If yes why?
- What motivates people at work?
- Is money a good motivator at work?
- Which are the different motivation theories?
- How do employers motivate people at work?

Theoretical Framework
To answer the main question “Is there a best way to motivate people at work?” we first
have to research and analyse what different approaches are used to motivate people at work.
Those approaches take origins in many motivation theories, which study what actually motivates
people and keep them efficient and effective at work.
Once we understand what actually motivates people at work, what the different theories
of motivation are and how managers and leaders apply them, we will be able to draw some
conclusion and tell if there is actually a best way to motivate people at work.
To understand and answer the sub-question “What motivates people at work?” I will use
different articles written by psychologists, and human resources experts.
Ariely, D. (2013). What Makes us Feel Good About our Work? Retrieved November 17, 2015,
from
https://www.ted.com/talks/dan_ariely_what_makes_us_feel_good_about_our_work/trans
cript?language=en
Heatfield, S. M. (2015, October 25). What People Want From Work: Motivation. Retrieved
December 6, 2015, from
http://humanresources.about.com/od/rewardrecognition/a/needs_work.htm
Wallace, A. (n.d.). Work and motivation: Why do people work? Retrieved December 6, 2015,
from http://www.eoslife.eu/articles/35-social/145-work-and-motivation-why-do-people-
work
To answer the sub-question “Which are the different motivation theories?” I will use the
book “Organisational Behaviour: Individuals, Groups and Organisation” in which all the

motivational theories are listed and explained. Further references are listed in the book such as
Hertzberg and McClelland’s motivation theories.
Brooks. (2009). Organisational Behaviour: Individuals, Groups and Organisation. Pearson
Education.
Hertzberg. F. (1968). One More Time: How do you Motivate Employees? Harvard Business
Review.
McClelland, D. C. (1961). The Achieving Society. New York: Van Nostrand Reinhold.
To understand and answer the sub-question “How employers motivate people at work?” I
will use psychology articles such as “10 Tips and Bottom Line for Motivating Employees”
written by the human resources expert Susan M. Heatfield. To explore alternative approaches of
motivation, I will also use the article “7 Unusual ways to Motivate Your Employees” written by
Eric Markowitz, a journalist who reports on start-ups, entrepreneurs, and issues that affect small
businesses. For this project, I will make use of field research. I will use the human resources
expert McCarthy’s employee motivation survey as template for my own questionnaire.
Heatfield, S. M. (2015, December 6). 10 Tips and the Bottom Line for Motivating Employees.
Retrieved December 6, 2015, from
http://humanresources.about.com/od/motivationrewardretention/a/motivating_employees.
htm
Markowitz, E. (2011, October 13). 7 Unusual Ways to Motivate Your Employees. Retrieved
December 6, 2015, from http://www.inc.com/ss/7-unusual-ways-motivate-employees

McCarthy, K. (2013). Mazars Employee Motivation Survey 2013. Retrieved December 15, 2015,
from http://www.mazars.ie/Home/News/Publications/Surveys-Studies/External-
Employee-Motivation-Surveys/Employee-Motivation-Survey-2013
Provide Reasoned Arguments for the Research Methodology and Research Instrument Proposed
For the sub-questions “What Motivates People at Work?”, “Is Money a Good Motivator at
Work?”, and “How do Employers Motivate People at Work?” a combination of desk and field
research will be used. Through desk research I will understand the general concept of motivation
at work and how to formulate the questions that I need for the survey. Motivation is a subject
that has already been researched by many psychologist. To have a closer look at it, I decided to
create my own questionnaire and distribute it within the circle of friends around me. The
collected data will be analysed with the statistic software SPSS and the results will be used in the
research paper.
To retrieve the answers to the sub-question “Which are the Different Motivation Theory?” I will
make use of the management and organisation book “Organisational Behaviour”. The
motivation theory included in the book will help me to understand and analyse better the
survey’s data collected.
Reliability and Validity
In the questionnaire, people of a minimum age of 18 and with at least one previous working
experience were asked to answer some questions about motivation at work. No problems were
encountered during the distribution, collection and analysis of the data but, due to a short time

frame, only 51 surveys were filled in and retrieved. The research is considered reliable and valid
but if I had more time to collect data, it could have been more accurate.
Bits and Pieces
Appendix 1 - Questionnaire: “What motivates you at work?”
The original questionnaire can be found at http://www.surveygizmo.com/s3/2498596/What-
motivates-you-at-work
1) Age
18-25 / 26-35 / 36-45 / 46-55 / 56-65 / 65+
2) Gender
Male / Female
3) What is your highest level of completed education?
Middle school / High school / Bachelor degree or equivalent / Masters degree /Others
4) What is your income per year?
€0-€5.000 / €5.000-€20.000 / €20.000-€50.000 / €50.000-€100.000 / Over €100.000
5) How satisfied are you with your current job?
Very dissatisfied / Dissatisfied / Neutral / Satisfied / Very satisfied
6) How motivated do you consider yourself at your current job?
Not at all motivated / Slightly motivated / Neutral / Motivated / Very motivated
7) Which of the following rewards motivates you the most?
Salary raise / Bonus / Promotion / Time off / Awards / Title / Others

8) Which of the following job factors motivates you the most?
Salary / Security / Competition / Organisational goals / Working conditions / Leadership /
Others
9) Which of the following personal factors motivates you the most?
Opportunity for personal advance and growth / Trust in organisation and management /
Self-improvement / Sense of achievement / Teamwork / Responsibility / Others
10) Which factor makes you stay at your current job?
Job security / Challenging or interesting work / Financial benefits / Nice people to work
with / Lack of alternative options / Others
11) Do your managers/ leaders do enough to motivate you at work?
Yes / No / Not sure
12) What does your manager/ leader/ supervisor do to motivate you and your colleagues at
work?
Every employee is equally trained and followed in his growth / Promotion opportunities /
Salary increases / Positive activities to improve well-being and team affiliation / Rewards
are offered to the best employees / Employees ideas are recognized and valued / No
approaches are used to motivate the employees in any way / Others
13) What demotivates you at work?
Being put down by your manager / Lack of recognition / The manager doesn’t deal with
unsatisfactory performance / The manager sets unrealistic expectations / Insufficient
financial rewards / Others
14) If you would be offered a higher salary, would you do a job you don’t like?
Yes / No / Not sure

15) Considering the previous question, how much would your salary have to be increased to
make you do a job you don’t like?
€0-€100 per month / €100-€200 per month / €200-€500 per month / More than €500 per
month / I am not willing to do a job that I don’t like.
Appendix 2 – Tables, Cross-Tabulations and Chi-Square Tests From SPSS
Q10_Stay
Frequency Percent Valid Percent
Cumulative
Percent
Valid Job security 12 23,5 23,5 23,5
Challenging/ interesting work 9 17,6 17,6 41,2
Financial benefit 12 23,5 23,5 64,7
Nice people to work with 11 21,6 21,6 86,3
Lack of alternative options 5 9,8 9,8 96,1
Others 2 3,9 3,9 100,0
Total 51 100,0 100,0
Q11_Motivation_manager
Cumulative
Percent
Valid Yes 24 47,1 47,1 47,1
No 20 39,2 39,2 86,3
Not sure 7 13,7 13,7 100,0
Total 51 100,0 100,0

Q13_Demotivate
Cumulative
Percent
Valid Being put down by your
manager
7 13,7 13,7 13,7
Lack of recognition 19 37,3 37,3 51,0
The manager doesn't deal
with unsatisfactory
performance
6 11,8 11,8 62,7
The manager sets unrealistic
expectations
5 9,8 9,8 72,5
Insufficient financial rewards 7 13,7 13,7 86,3
Others 7 13,7 13,7 100,0
Total 51 100,0 100,0
Q12_Motivation_approach
Cumulative
Percent
Valid Every employee is equally
trained and followed in his
growth
6 11,8 11,8 11,8
Promotion opportunities 3 5,9 5,9 17,6
Salary increases 4 7,8 7,8 25,5
Positive activities to improve
well-being and team
affiliation
6 11,8 11,8 37,3
Rewards are offered to the
best employees
7 13,7 13,7 51,0
Employees ideas are
recognised and valued
8 15,7 15,7 66,7
No approaches are used to
motivate the employees in
any way
14 27,5 27,5 94,1
Others 3 5,9 5,9 100,0
Total 51 100,0 100,0

Q14_Higher_salary * Q1cat_Age Crosstabulation
Q1cat_Age
Total18-25 26-35 36+
Q14_Higher_salary Yes Count 5 3 2 10
% within Q14_Higher_salary 50,0% 30,0% 20,0% 100,0%
No Count 3 8 10 21
Not sure Count 12 8 0 20
Total Count 20 19 12 51
Q14_Higher_salary * Q1cat_Age Crosstabulation
Q1cat_Age
Total18-25 26-35 36+
Q14_Higher_salary Yes Count 5 3 2 10
% within Q1cat_Age 25,0% 15,8% 16,7% 19,6%
No Count 3 8 10 21
% within Q1cat_Age 15,0% 42,1% 83,3% 41,2%
Not sure Count 12 8 0 20
% within Q1cat_Age 60,0% 42,1% 0,0% 39,2%
% within Q1cat_Age 100,0% 100,0% 100,0% 100,0%
Chi-Square Tests
Value df
Asymp. Sig. (2-
sided)
Pearson Chi-Square 15,952a
4 ,003
Likelihood Ratio 20,221 4 ,000
Linear-by-Linear Association 3,203 1 ,074
N of Valid Cases 51
a. 5 cells (55,6%) have expected count less than 5. The minimum
expected count is 2,35.

Q14_Higher_salary
Cumulative
Percent
Valid Yes 10 19,6 19,6 19,6
No 21 41,2 41,2 60,8
Not sure 20 39,2 39,2 100,0
Total 51 100,0 100,0
Q15_How_much
Cumulative
Percent
Valid € 100 - € 200 per month 4 7,8 7,8 7,8
€ 200 - € 500 per month 10 19,6 19,6 27,5
More than € 500 per month 19 37,3 37,3 64,7
I am not willing to do a job
that I don't like
18 35,3 35,3 100,0
Total 51 100,0 100,0
Q15_How_much * Q14_Higher_salary Crosstabulation
Q14_Higher_salary
TotalYes No Not sure
Q15_How_much € 100 - € 200 per month Count 2 0 2 4
€ 200 - € 500 per month Count 4 0 6 10
More than € 500 per month Count 3 7 9 19
I am not willing to do a job that
I don't like
Count 1 14 3 18

Chi-Square Tests
Value
df
Asymp. Sig. (2-
sided)
Pearson Chi-Square 21,543a 6 ,001
Likelihood Ratio 26,218 6 ,000
Linear-by-Linear Association ,000 1 1,000
N of Valid Cases
51
a. 8 cells (66,7%) have expected count less than 5. The minimum
expected count is ,78.
Appendix 3 – Information retrieved from the book Organisational Behaviour: Individuals,
Groups and Organisation.
1. Maslow’s Needs Theory

2. McClelland’s Achievement Needs Theory

3. Herzberg’s Two-Factor Needs Theory

Appendix 4 – Susan M. Heatfield talks about the role of money at work

Appendix 5 – Markowitz lists “7 Unusual Ways to Motivate your Employees”
Appendix 6 – Results on McCarthy’s “Mazars Employee Motivation Survey 2013”

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