An Empirical Study toward the motivational factors of Employees in Egypt; An Empirical Study on the Factors That Affect Employee Motivation and Their Relationship with Job Performance; Attitudes towards money and motivational orientation to work in Egyptian young workers; Employees motivation; reasons to go to work

1. What Egyptian
Workers Want?
ESLSCA 43-E
HR MANAGEMENT
DR. HESHAM SADEK
GROUP B
HUMAN RESOURCES
MANAGEMENT

2. Team Members
 Mahmoud El Mahdy
 Mohamed Abou ElGheit
 Mohamed Farid
 Mohamed Sami
 Mohammed Yehia
 Omnia Ibrahim
 Wael Abd El-Sattar
 Walid Zohair
2

3. Agenda
 Project Stages
 Project Plan
 Literature Review
 Operational Definitions
 Data Analysis
 Conclusion & recommendations
3

4. Project Stages
1. First Survey (Convenience Sample – 135 subjects),
2. Literature Review,
3. Operational Definitions,
4. Second Survey (Panel),
5. Data Analysis (Descriptive analysis, data visualization and Logical
Reasoning),
6. Conclusion and Recommendations,
4

5. Project Progress 5
2014
Jun Jul Aug Sep 2014
Results
9/1/2014
D. Analysis
8/27/2014
Lit. Review
8/20/2014
2nd Survey
8/16/2014
1st Survey
8/1/2014
6/1/2014 - 8/19/2014 Literature Review
8/27/2014 - 8/30/2014 Logical reasoning
8/19/2014 - 8/26/2014 Data analysis
8/16/2014 - 8/18/2014
Panel focus group
sessions
7/15/2014 - 8/15/2014
Panel formulation &
preparation
7/15/2014 - 8/15/2014 Operational definitions
6/1/2014 - 7/31/2014
Offline data collection -
first survey
6/1/2014 - 7/31/2014
Online data collection -
first survey

6. Literature Review
17 PAPERS SELECTED
OUT OF TOTAL 40 PAPERS REVIEWED
6

7. Articles List
Papers Author Papers Author
Abraham Maslow Chris Joseph Appreciate to Motivate Ed Sykes
Carrot and Stick Jeremy Bentham How Can Low Wages Affect Employees
in an Organization?
Ruth Mayhew
Motivation-Hygiene Theory Frederick
Herzberg
How Do Employees Get Motivated by
Promotions?
Dennis Hartman
Instinct Theory of Motivation William James Appreciation Motivates Employees To
Work Harder, Study Says, Business
News Daily
Chad Brooks
Theories of motivation Kendra Cherry What motivates Egyptian IS managers
and personnel
Omar E. M. Khalil
1997 article
How the Most Successful People
Motivate Themselves
Paul brown The Egyptian Worker: Work Beliefs and
Attitudes” Journal of Business Ethics”
Sidani, Y., and
Jamali, D. (2010
Egyptian Job Quality Ragui Assaad,
Rania Roushdy,
and Ali Rashed
Job Security: Betsy Gallup
The Top 9 Things That Ultimately
Motivate Employees
Glenn Llopis Factors of Job Security Neil Kokemuller
What Really Motivates Employees? Ken Sundheim
7

8. Motivation Theories
 Hierarchy of Needs
 Carrot and Stick
 Incentives and fears
 Motivation-Hygiene Theory
 Management must look for ways to provide job enrichment for workers.
8

9. Egyptian articles
 Measuring Job Quality in Egypt
 The Egyptian Worker: Work Beliefs and Attitudes
 What motivates Egyptian managers and personnel
1. Income security: defined in terms of having an adequate income, access to social
insurance and access to medical care.
2. Employment security: defined in terms of employment regularity, presence of a legal
employment contract, paid sick leave and paid annual leave.
3. Voice representation security: defined in terms of being a member of a trade union or
professional syndicate.
4. Work security: defined in terms of having adequate working hours, decent workplace,
and reasonable commuting distance to work
5. Humanist-belief system
9

10. Preliminary observation
Accordingly we hypothesize the following for Egyptian workers:
 Humanistic beliefs will be rated the strongest compared to all other
belief dimensions.
 Most of researches about Egyptian employees used to talk about
security even if talking about material or physical benefits.
 Women are more humanistic compared to Egyptian men.
 Older respondents will display less humanistic beliefs compared
with young others.
10

11. Operational
Definitions
VARIABLES AND DIMENSIONS
11

12. 12

13. Interesting
work
 Challenges
 Big Picture
13Tactful Discipline
 Appropriate
disciplining System
 CCTV

14. Good working
conditions
 Physical working
conditions
 Relationship with the
staff
14Job security
 Arbitrary termination
 Employee
performance
 Adjustment

15. Being included
 Communication
 Input to be
considered
15Sympathetic help
 Rewarding besides
normal income
 Work life balance
 Retirement plans

16.  Rewards
 Appreciation
Accessibility
16Appreciation of
Work
Promotion
 Compensation
 Improved Job
Experience

17. Loyalty To
Employee
17
Loyalty to employee
Employee satisfaction
Career development
Good Wages
Loyalty to
employee
Comparability
Number of points
Point value
Sustainability
Ann. inc. Vs.
inflation

18. Panel - Questionnaire 18

19. Data Analysis
19

20. Data Analysis
 Analysis Methodology
 Note about Sampling
 Calculations: Weighted Score
 Results:
 Weighted Average
 Structured Survey
 Age Preferences
 All Time data (Clustered View)
 Regression ?
 Correlation ?
20

21. Data Analysis 21

22. Data Sampling 22

23. Data Analysis (Weighted Score) 23
Totals:
Survey: 135
Panel: 10

24. Structured Survey 24
Under 30, 35,
26%
31 - 40, 45,
33%
41 - 50, 30,
22%
Over 50, 25,
19%
Participants
Under 30 31 - 40 41 - 50 Over 50

25. Data Analysis (All Time Data Clustered View) 25
Appreciation of
Work
Being Included Good Wages
Good Work
Conditions
Interesting Work Job Security
Loyalty to
Employees
Promotion &
Growth
Sympathetic
Help
Tactful Discipline
Over 50 7.17 3.17 5 5.5 4.83 6.83 4.5 3.76 6.5 7.83
41 - 50 5 8 5.2 3.2 2.4 9.8 8.6 3.6 4.5 4.7
31 - 40 4.61 7.43 8.21 4.04 3.36 6.32 4.46 7.64 4.18 4.75
Under 30 5.76 4.43 9.19 4.05 7.76 4.67 4.76 7.38 3.1 3.9
0
5
10
15
20
25
30
What Egyptian Worker Want
Under 30 31 - 40 41 - 50 Over 50

26. Data Analysis (Regression Analysis) 26
TOTALS
10
9
8
7
6
5
4
3
2
1
RANKING
JOB SATISFACTION CRITERIA
1.InterestingWork
3.BeingIncluded
2.AppreciationofWork
5.GoodWages
4.JobSecurity
6.Promotion&Growth
7.GoodWorkConditions
8.LoyaltytoEmployees
9.TactfulDiscipline
10.SympatheticHelp
OVER50
21
28
5
5
59
UNDER 30
31 - 40
OVER50
41 - 50
LEGEND
59

27. Data Analysis (Clustered View) 27

28. Conclusion,
Recommendations &
Farther Studies
28

29. Conclusion 29
Under 30 31 - 40 41 - 50 Over 50
Appreciation of Work 7 5 6 9
Being Included 4 8 8 1
Good Wages 10 10 7 5
Good Work Conditions 3 2 2 6
Interesting Work 9 1 1 4
Job Security 5 7 10 8
Loyalty to Employees 6 4 9 3
Promotion & Growth 8 9 3 2
Sympathetic Help 1 3 4 7
Tactful Discipline 2 6 5 10

30. Recommendations
 To sustain capable workforce your HRM function must retain the below
preferences:
30
 Under 30:
 Good Wages,
 Interesting Work,
 Promotion & Growth,
 Appreciation of Work,
 31 – 40:
 Good Wages,
 Promotion & Growth,
 Being Included,
 Job Security,
 41 – 50:
 Job Security,
 Employee Loyalty,
 Being Included,
 Good Wages,
 Over 50:
 Tactful Discipline,
 Appreciation of Work,
 Job Security,
 Sympathetic Help,

31. Recommendations
Further studies can aim toward:
Research the actual population,
Enhance the sampling, decrease the
error level
Clarifying the correlation or
causality of the variables,
31

32. Any Questions
THANKS
32