Dissertation effectiveness of employee engagement and employee motivation on the performance of employees in retail industry. a case study of tesco plc.

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The effectiveness of employee engagement and employee motivation on
the performance of employees in retail industry. A case study of
Tesco Plc.
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TABLE OF CONTENTS
The effectiveness of employee engagement and employee motivation on the performance of
employees in retail industry. A case study of Tesco Plc. ...............................................................1
.................................................................................................................................1
....................................................................................................................................1
TABLE OF CONTENTS......................................................................................................................2
.......................................................................................................................5
EXECUTIVE SUMMARY....................................................................................................................6
.............................................................................................................7
CHAPTER - 1....................................................................................................................................8
INTRODUCTION...............................................................................................................................8
1.1 Introduction..............................................................................................................................8
1.2 Background to the Study ......................................................................................................9
1.3 Overview of Tesco...............................................................................................................10
1.4 Aim of the research ............................................................................................................10
1.5 Objectives of the research..................................................................................................10
1.6 Scope of the research.........................................................................................................11
1.7 Rationale of the research ...................................................................................................11
1.8 Conclusion...........................................................................................................................12
CHAPTER-2 ...................................................................................................................................13
LITERATURE REVIEW.....................................................................................................................13
2.1 Introduction........................................................................................................................13
2.2 Employee Motivation..........................................................................................................13

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2.3 Theories of motivation........................................................................................................16
2.4 Types of motivation............................................................................................................19
2.5 Factors of motivation..........................................................................................................19
2.5.1 Classification of factors of motivation ............................................................................20
2.6 Employee engagement ......................................................................................................21
2.7 Benefits of employee engagement.....................................................................................23
2.8 Drivers of engagement .......................................................................................................24
2.9 Impact of employee engagement and employee motivation on job performance ................25
2.9.1 Impact of employee engagement on the performance level of employees.........................26
2.9.2 Impact of motivation on the job performance.................................................................27
2.10 Conclusion.............................................................................................................................27
CHAPTER - 3 ...................................................................................................................29
RESEARCH METHODOLOGY..........................................................................................................29
3.1 Introduction........................................................................................................................29
..............................................................................................................................................30
Source: Adapted from Saunders et.al (2009), Research method for business students...........30
3.2 Research Philosophy...........................................................................................................30
3.2.1 Positivism.....................................................................................................................31
3.2.2 Interpretivism..............................................................................................................31
3.2.3 Realism.........................................................................................................................32
3.2.4 Justification for Research Philosophy...........................................................................32
3.3 Research Approach.............................................................................................................32
3.3.1 Inductive Approach......................................................................................................33
.....................................................................................................................................................33
3.3.2 Deductive Approach.....................................................................................................33

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3.4 Research Method................................................................................................................35
3.4.1 Qualitative Research Method......................................................................................35
3.4.2 Quantitative Research Method....................................................................................35
3.4.3 Justification for Research Method ..............................................................................36
3.5 Research Strategy...............................................................................................................36
3.5.1 Justification of the research strategy...........................................................................36
3.6 Sampling Techniques..........................................................................................................37
3.6.1 Probability Sampling....................................................................................................37
3.6.2 Non Probability Sampling.............................................................................................37
3.6.3 Justification for sampling techniques...........................................................................37
3.7Data Collection Methods.....................................................................................................38
3.8 Ethical Issues.......................................................................................................................38
3.9 Conclusion...........................................................................................................................39
CHAPTER - 4 ................................................................................................................................40
RESEARCH ANALYSIS AND FINDINGS............................................................................................40
4.1 Introduction........................................................................................................................40
4.2 Qualitative Analysis (Interview Analysis).............................................................................40
4.3 Quantitative Analysis (Survey Analysis)..............................................................................43
Part I: General Questions (Know the Respondent)...............................................................43
4.4 Conclusion...........................................................................................................................59
CHAPTER 5:...................................................................................................................................61
RECOMMENDATIONS AND CONCLUSION.....................................................................................61
5.1 Introduction........................................................................................................................61
5.2 Achievement of Objectives....................................................................................................61
5.3 Conclusion...........................................................................................................................63

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5.3 Recommendations..............................................................................................................66
5.4 Scope for further research ............................................70
.................................................................................................................71
...................................................................................................................................................71
CHAPTER- 6...................................................................................................................................72
PERSONAL DEVELOPMENT...........................................................................................................72
REFERENCES..................................................................................................................................74
APPENDIX......................................................................................................................................77

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EXECUTIVE SUMMARY
This research emphasizes the employee motivation and employee engagement and its
impact on the job performance. In order to carry out this research, the researcher has
taken the case of Tesco Plc, Stratford, London. On completion of this research the
author has analysed employee motivation, employee engagement, and human resource
management at Tesco Plc. This entire dissertation includes six chapters. The first chapter
of this dissertation is introduction section under which overall overview of the project is
explained. Whereas the second section that is literature review critically evaluated
theoretical frameworks related to employee motivation and employee engagement and
its impact on job performance. The sources of literature review were books, academic
journals, publication, websites and magazines. The methodology chapter emphasized
the techniques, methods, strategies used to conduct the research. The fourth chapter
highlights the data analysis and findings of the research, whilst the fifth chapter puts
forwards the conclusion of the research underpinning the outcome of the research and
achievement of objectives. In addition, author also puts forwards various
recommendation for Tesco in the firth chapter. The last chapter describes the personal
development obtained by author by accomplishing this exceptional research.
In order to conduct this research the author has made use of both qualitative as well as
quantitative research design by the way of conducting interview with the HR manager
of Tesco and carrying out survey using self administered questionnaires with the
employees of Tesco Plc. All these examinations show the significance of the role of
management, in making the employees committed. The employee’s motivation cannot
be effected abruptly; organized steps are highly essential for the same. Good tactical
proposals and approaches are the vital parts of such steps. Motivation is extremely
crucial in shaping up the positive nature of organizations and for giving the desired
levels of motivation to the employees, excellent interactions with them are necessary. It

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was found in the research was the motivation is not the mere increase of salary or
related cash rewards. The creative force of motivation is different in different
employees and the manager should be able to gauge this difference effectively; then
only he will be able to lead them for attaining the set goals of the organization. In
addition The creative force of motivation is different in different employees and the
manager should be able to gauge this difference effectively; then only he will be able to
lead them for attaining the set goals of the organization. The carried out research was
effective in sorting out a few valuable directions with respect to some basic
organizational functions like the ‘time management’, ‘resource management’,
‘appraisement’, ‘observation’ and ‘analysis’. Potential winning characteristics of the
research were created with the creative assistance of the gathered data. This research
project conducted on Tesco is very useful for Tesco's management for analysing the
human resource strategies pursued by them and also to resolve the issues taken place in
terms of both employee motivation and employee engagement.
Key words: Employee engagement, Employee motivation, job performance, Tesco

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CHAPTER - 1
INTRODUCTION
1.1 Introduction
Today in the retail industry, there are numbers of issued faced by HR managers today
which are significant than attracting, retaining and motivating good employees.
Retaining employees have significant impact on the organization in every industry. The
significant way to fill the company with capable people is to keep people around. It is
important for all employees at all levels to be properly recruited, rewarded and
motivated in a way that is relevant to their capabilities and role.(Archie, 2011).
Motivated as well as engaged employees are more likely to stay in the company for long
time and make significant contribution to bottom line. The potential of the company to
motivate employees and manage employee engagement is significantly associated with
the capability to accomplish high performance level and convert into profit (Mathew
et.al 2010). According to Bourne (2008) there are some factors such as employee
motivation, employee engagement, performance appraisal, and employee satisfaction
have significant impact on the employee performance. However, employee motivation
and employee engagement are the policies of human resource management in enhance
the performance of the employee in the organisation (CIPD,2011).
This research determines the factors that organisations like Tesco need to consider for
employee motivation and employee engagement. This chapter begins with the
introduction of the research followed by aim and objectives of the research. Moreover,
this chapter also emphasizes, research background, value of the research, as well as
limitation and structure of the research.

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1.2 Background to the Study
HR management is vital function regardless of the type and nature of the business due
to its functionalities covering to achieve the objectives of the organisation. Indeed,
human resource department facilitates employees to be qualified and capable within
and across the organisation. Moreover, the training given by the HR makes significant
impact on the proficiency levels of the employees (Mark, 2011). According to Strack
et.al (2009) the relationship maintained by the management need to find healthy way
achieve success; and of course employees need to be an idea that organisations'
achievement is theirs as well. Employees will accomplish their responsibility only if it is
vital or useful for them. Motivation is the vital factor that develops employees to
achieve their tasks sincerely (Brain, 2012). According to findings of Strack et.al (2009)
the vital traits imperative for employees to perform their job is motivation. This
indicates job performance and motivation have relationship that climbs in proportions
to each other to achieve the satisfaction for both sides. Whereas employee engagement
enables the workers to achieve desired objectives and goals. It has connection with
strategy of organization. It is related with commitment, satisfaction, finding meaning at
work, focus on motivation etc. ( Archie et al, 2010) Employee engagement basically
means that employees going extra mile, putting more efforts than that expected in
normal case. The employee engagement ensures an effective and efficient
communication between the employee and the employer (CIPD, 2011).

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1.3 Overview of Tesco
Tesco is the largest and most profitable supermarket chain in the United Kingdom.
There are almost 0.5 million people employed by Tesco globally with about 300,000 of
them working in the United Kingdom. At present Tesco holds a 30% share in the
supermarket industry. Tesco implement several strategies in order for maintaining and
growing market share, including Club card, purchasing numbers of digital entertainment
business like Blinkbox and Mobcost.. The major competitors of Tesco are ASDA,
Sainsbury's, Morrison, Waitrose and Marks and Spenser (Corporate Watch, 2012).
According to findings of Motivation.co.uk (2011) Tesco is one of the vital company who
implement various strategies to increase employee motivation. Motivation.co.uk (2011)
also found that Tesco offered £55 million as the rewards for the employees in the last
Christmas. In addition, Tesco brings 'family and friends' scheme for the employees'
loved ones the opportunity apply for the jobs. As though, Tesco also has taken various
steps to increase and boost its employee engagement, says Judith Nelson, Tesco
personnel director (Personnel Today, 2012). He also emphasized, being largest private
sector workforce, Tesco exercise the biggest exercise of listening and fixing with their
own individual needs and expectations (Personnel Today, 2012).
1.4 Aim of the research
The significant aim of this research is to find out the major impact of employee
engagement and employee motivation on the job performance in the retail sector. In
order to carry out this research, the researcher has taken the case of Tesco Plc. London.
1.5 Objectives of the research
The following objectives need to be accomplished in depth in order for procuring the
aim of the research.
• To critically review the theoretical frameworks related employee engagement
and motivation.

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• To critically analyse the significant correlation between employee motivation,
employee engagement and job performance.
• To evaluate employee engagement and employee motivation at Tesco Plc, and
its impact on the performance of employees.
• To provide recommendations for enhancing employee performance within Tesco
Plc by emphasizing employee motivation and employee engagement techniques
and practices.
1.6 Scope of the research
This research emphasizes the significant relation between employee motivation,
employee engagement and job performance. The researcher collected relevant data
from survey, interview with the employees of Tesco Plc as well as secondary
information available in the websites of Tesco, articles, journals etc. For conducting this
research the author is well motivated by importance of this topic. The publications of
major retailers, such as Tesco, Sainsbury’s etc. chosen by the researcher as part of
gathering information. As this research is conducted on retail industry, the outcome of
the be very effective for Tesco and other retailers for enhancing the performance of the
employees by focusing on employee motivation and engagement.
1.7 Rationale of the research
Employee motivation as well as employee engagement is the significant focus of job
performance in the retail sector. This research critically assesses the effects of employee
motivation and employee engagement on the performance of employees in Tesco Plc. It
has been observed that, today employee engagement and employee motivation has
been a glowing topic amongst irrespective of the industries (CIPD, 2011). This is the
academic rational for this research. The significance of employee motivation and
engagement on the performance of the employees can be found out through this
research. The engagement of the employees is associated with employee satisfaction,
employee involvement, retention and organisational responsibility. Retail industry can

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embrace effective motivation and employee engagement practices and techniques with
the help of this research, hence this is industry rational of this research.
1.8 Conclusion
HR management is vital function regardless of the type and nature of the business due
to its functionalities covering to achieve the objectives of the organisation. According to
Strack et.al (2009) the relationship maintained by the management need to find healthy
way achieve success; and of course employees need to be an idea that organisations'
achievement is theirs as well. Employees will accomplish their responsibility only if it is
vital or useful for them. According to Susan (2006) employees motivation and
engagement is a major focus of employee performance in the retail sector. This research
emphasizes the significant relation between employee motivation, employee
engagement and job performance. The importance of this topic is that today employee
engagement and employee motivation has been a glowing topic amongst irrespective of
the industries (CIPD, 2011).

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CHAPTER-2
LITERATURE REVIEW
2.1 Introduction
This chapter emphasizes various information by numbers of previous researchers with
the background of selected books, academic journals and magazines etc. There are
several prominent literature are studied through the literature review chapter. The
aspects of employee engagement as well as employee motivation were emphasized to
carry out the research on Tesco Plc.
This chapter begins with employee motivation and move on to theories of motivation .
Subsequently this chapter highlights the types of motivation and factors of motivation.
In addition, this chapter also highlights employee engagement and drivers of employee
engagement. Finally this chapter is ended by highlighting the impact of employee
engagement and employee motivation on the performance of employees.
2.2 Employee Motivation
Motivation is defined as a stimulation which causes the creation of sustained, aroused
and directed behaviour, and this behaviour in turns to lead the organization for
performing towards the common goal (Creech, 1995). Mani (2010) states that it is
imperative for every organization to have several strategies and techniques in order to
become successful. There are numerous essential factors for a business to run such as
capital, employees etc. Whilst these elements are vital, in particular motivation is
considered as the significant business factor to enable for organizational transformation
and improvement. Employees are allowed by motivation to be productive, resourceful,
and responsible in order for performing day to day business activities, that in turn
facilitates to unite the business with its potential customers (Latt, 2008). According to
Mani (2010) managers are capable to encourage the employees to perform towards to
the common goals by the way of motivating them.

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In the opinion of Shadare et.al (2009) motivating employees is one amongst
management’s policies to enhance effectiveness of job management amid employees in
an organization. It is apparent that motivated employee can move its works towards an
effective ending. Moreover he/she will be able to achieve the desired goals and
objectives of the organization (Tella et.al 2007). An effective motivation process can
lead the firm to success because employees needs better practices for doing a work.
Studies of Rutherford (1990) shows this is true. Therefore it is imperative for every
organization to motivate their employees adequately (Kalimullah et al, 2010).
As per the statement given by Bruce (2008), there has been increased research on the
concept of motivation, since a very long period of time. The eminent researcher, Lyn
(2009), also supports by revealing the fact that the process of motivation could be very
well considered as the core of management. As per the statement of Max (2011), the
concept of motivation can be well regarded as one of the most effective tools used by
the management team of any firm to inspire the workforce. Patrick (2011) clearly
explains that the will to perform in an enhanced way is created among the employees of
any firm through the process of motivation. The studies of Robert and Ellissa (2008)
conclude that the significance of the motivation is well understood from the fact of
reluctance shown even by the highly talented and skilled employees, in the absence of
motivation. Brian (2012) supports the above mentioned facts by stating that, through
motivation, the concerned manager of a manager convinces and actuates the
employees of the firm towards the achievement of the defined goals of the
organization. Max (2011) also supports by stating that the mere following of the rules as
well as instructions would not inspire the workforce of a specific firm, but through
motivation, it could be easily accomplished.
For the proper as well as effective accomplishment of motivation, the better
understanding of the needs and requirements of the workers of the concerned firm, is
very much important by the manager who is supposed to deal with this, explains

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Stephaine (2010). This understanding would eventually lead to the inspiration of these
workforces through motivation, finally resulting in the enhancement of the performance
level of these employees, states Mark (2011). Thus, it is well understood from the works
of many renowned researchers that the efficiency and effectiveness of any firm could be
easily elevated through the process of well planned and organized concept of
motivation. According to the opinions of Lois (2009), the potentials of the employees as
well as the resources of the firm could be well utilized through this specialized process
of motivation.
Many researchers including Lois (2009) have been involved in the studies and
researchers dealing with the motivation, the theories involved in the explanation of
motivation, factors of motivation etc. According to Mark (2011), different definitions of
motivation have been developed by different researchers. But, in general, the process of
motivation could be broadly defined as the phenomenon where the other individuals
are influenced to do best performance through the provision of rewards or gains, says
Stefanie (2010). According to the findings of another renowned researcher Brian (2012),
the phenomenon of motivation mainly involves an idea or emotion by which the
individuals are prompted to perform well for any good cause. The phenomenon of
motivation is a sequential process involving the recognition of the unsatisfied needs
leading to the formation of a motive which leads to a stimulus, which ultimately ends up
in the action or performance which satisfies the unsatisfied needs.
Various researchers have been dealing with the assessment of the importance of the
phenomenon of motivation, says Stefanie (2010). According to her, the motivation is a
process which is capable of combining the hidden talents as well as potentials of all the
employees of a firm, making it very easy for them to achieve the predefined set of goals
of the concerned firm. The support for the above mentioned statement is given by
another researcher, Max (2011), who strongly suggests that role of motivation in
inspiring the workforce towards the achievement of the goals of the company. In
addition to this, Patrick (2010), also supports and states that the efficiency of the

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workers are enhanced to a large extent by the managers through the process of
motivation.
There has been introduced numerous theories on employee motivation that describe
that factors motivating employees. Need hierarchy theory and the two factor theory are
included in those theories. Maslow (1943) hierarchy of needs is the first motivational
theory that was introduced. According to Maslow the level of employee needs
comprised of physiological, social, ego, safety and self-actualising needs (Rizwan et.al
2010). The two factor theory of Herzberg is on the other hand that emphasizes two
factors such as motivators and hygiene. Hygiene factors refer to job security and
payments while motivators refer to recognition, achievement and job satisfaction
(Rizwan et.al 2010).
2.3 Theories of motivation
The researchers were not only interested in the study of the motivation as well its
significance, the factors of motivation, how the employees get motivated, etc were
always their interest, says Stefanie (2010). The researcher, Marina (2011), also strongly
supports this and declares the development of many theories by the researchers so as
to deal with the above said factors. The statement given by Stefanie (2012) on this
includes the design of several theories which includes Achievement Need theory,
Behavior modification theory, Deficient theory of modification or need hierarchy theory,
Equity theory, Expectation theory as well as Two factor theory. According to Gary
(2010), these theories have played a very significant role in the awareness of the factors
of motivation of these employees and how these become a part of the success and
benefits of a firm. These theories are well explained below:
a) Achievement Need Theory:
This was formulated by MacClellands. Gary (2010), clearly states that this theory deals
with the needs of the motivation. The researcher, Max (2011) clearly criticizes that
during the development of the Need theory, McClellands had the picture of three
needs, which are Need for Achievement, Need for Power as well as Need for Affiliation.

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According to James (2010), the need for the achievement could be considered as the
strongest as well as the most lasting factor of motivation. The eminent researcher, Gary
(2010), argues that in need of achievement, the persons involved always crave for
improvement and they set very difficult goals as the achievement through the setting of
easy goals may cause a less sense of achievement and satisfaction as well. Nakata (2010)
focuses about the need of power and explains that certain people are obsessed by the
power to have a control as well as influence over the other individuals and
surroundings. As per the arguments given by Oliver et al (2010), the social needs are
mainly dealt in the need of affiliation and this ultimately results in friendship, also
supports Stefanie (2010). Robert (2009) also concentrates on this and declares that the
need of affiliation may result in the formation of social friends of informal circle of
friends.
b) Behavioral modification theory:
The statement given by William et al (2011) state that the learning theory forms the
fundamentals of the formation of the behavioral modification theory. The arguments of
Kenneth (2009) is that it is the past (including the favorable as well as unfavourable
experiences) determines the behavior of any individual. He states that Skinner
developed this theory by conducting a study in rats as well as in some school children.
Gary (2010) finds out the application of the theory of behavioural modification in the
level of industry and according to him, the installation of financial and non financial
incentives are the areas of application of the present theory.
c) Deficient theory of motivation or hierarchy theory of motivation:
This theory was developed by Abraham H Maslow. Even though this theory was a
brilliantly prepared one, it could not find much applications in the industrial levels,
criticizes, Bruce (2008). But, a contradictory statement was put forward by Max (2011)
against this and he, in his works, well explains that some researchers including Duglous
Mac Gregor has made the application of this theory in explaining the issues related to
industrial relations as well as personnel administrations. The analysis of this theory

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clears the fact of the existence of hierarchical composition of basic five categories, in the
form of a pyramid, states Mark (2011). This forms the basis of the deficient theory of
motivation, also supports Patrick (2010). These five categories are Physiological needs,
Safety needs, Social needs, Ego needs and Self actualization which are ordered in a
definite order from the lowest to the highest levels, describes Robert (2009).
d) Equity Theory:
This theory was designed by J.S Adams. As per the analysis of the Equity theory
performed by Robert (2009), this theory mainly deals with the comparison of the ratio
of the inputs and outcome by the employees with any reference given to them. The
support to the above said fact is given by Oliver et al (2010) also who state that the
inequity identified by any employee, prompts him or her to act accordingly and also to
correct it.
e) Expectation theory:
This theory of expectation was well designed by a brilliant researcher, Vroom. As per the
findings of Lyn (2009), while designing the theory, Vroom considered the significance of
relation between the employee performance, employee effort as well as the rewards.
Another researcher also makes clear that the efforts put forward by the employees may
lead to the enhancement in their performance level, for which they are rewarded. These
rewards could be of two types, positive rewards and negative rewards as well, say
Robert and Ellissa (2008). The statement given by the other strong researcher of the
field involves the fact that the extent of motivation could be maximized if there is a
strong positive reward and vice versa also.
f) Two factor theory:
The two factor theory was put forward by Brian (2012). According to Lois (2009), as the
name indicates, theory mainly deals with the explanation of the process of motivation
by making use of two important factors, X assumptions and Y assumptions as well.
According to the conclusions of Marina (2011), the assumptions of the former factor are

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conservative in style while, modern style is maintained in the latter factor. According to
X theory, the people must be properly directed so as to achieve the defined set of goals
of the firm. While, the self direction of people towards the goals of the firm, is clearly
explained through the other theory, Y theory.
2.4 Types of motivation
The findings made by the famous researcher Stefanie (2012), reveals the fact of the
existence of the types of motivation. According to him, the phenomenon of motivation
could be basically categorized into two major types, which are extrinsic motivation and
intrinsic motivation as well. Gary (2010) in a clear manner define that the inherent
direction of the employees towards the achievement of the goals by the employees
themselves, could be well regarded as the intrinsic mode of motivation. According to
James (2010), this intrinsic motivation mainly results in the inner pleasure. The
definition of extrinsic motivation was also given by the same researcher. In addition to
him, Gary (2010), also concentrated on the study of types of motivation and according
to him, the external prompting or direction given to the employees to work well for the
achievement of the preset goals, could be known by the term extrinsic motivation. As
per the conclusions made by Nakata (2010), it is not always necessary that the extrinsic
motivation results in the inner pleasure and instead of it, it is also possible that the
bonus as well as benefits form as the resultants of the extrinsic motivation.
2.5 Factors of motivation
Each individual is different from others and therefore each factor depends upon the
needs of individual. It has been observed from several researches that both monetary
factors as well as non-monetary factors are affecting employee motivation. Unskilled
employees are motivated by mostly monetary factors while skilled employees are
motivated by other factors. It is apparent that job satisfaction, rewards, recognition,
promotion, training, career development, social contact and challenge are the factors
the affect the employee motivation (Tella et.al 2010). If an employee is satisfied with
his/her work and its atmosphere, he/she can produce more in their works and it is an
essential fact for the growth of the firm (Kalimullah et al, 2010). Behaviour of an

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individual or a group can be put in a more effective manner by inducing them with
rewards. These rewards may be considered as management tools to lead the firm as a
success (Reena et al, 2009). Whereas if the employees are given a monotonous
environment where employees get no motivation, employees find the work is not
challenging. Hence, it is imperative for organisation to provide challenging role within
the work place (Kalimullah et.al 2010). Promotion is also the vital factor that has
significant effect on the employee motivation, while training schemes within the
business considered as another vital motivating non-monetary factor.
The factors of motivation, as discussed above, depend on person to person and are
highly specific in nature, clear William (2011). These are also known as incentives.
According to the definition given by Gary (2010), the incentive could be defined as
anything which creates a stimulus or urge towards the predetermined goals. Marina
(2011), also supports this by stating that these incentives could be considered as means
of motivation. The researcher, Robert (2009), who did the study in the industrial level
suggests the importance of incentives in the enhancement of level of performance of
employees of the particular firm. According to Oliver et al (2010), the needs of the
human beings are always endless; if one need is satisfied, other need arises in the next
moment. Therefore, in the industrial level, the incentives, which includes both the
financial or monetary incentives as well as non financial or non monetary incentives
should be provided in order to motivate the employees so as to attain the goals of the
concerned firm, strongly recommends Gary (2010)
2.5.1 Classification of factors of motivation
A) Financial or monetary factors
These are the factors which are related to the economy of the concerned firm says
William (2011). In this section, the employees get motivated through the provision of
more cash, also states Brian (2012). The arguments given by Stefanie (2010) for this

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includes that the financial or monetary incentives are mainly aimed at the employees
who are working at the lower levels. These monetary or financial incentives include
fringe benefits, salaries or wages, benefits after retirements, bonuses etc. Lois (2009)
through his study, further categorizes these financial incentives as individual monetary
incentives and group monetary incentives as well. The benefits are given to a single
person in the former category, while a group of persons are given together the benefits
in the latter section, says him.
B) Non financial or non monetary incentives:
According to Kenneth (2009), these incentives do not involve the matters which are
related to the cash. They also makes it clear that these non monetary incentives include
the intangible elements like job security, job enrichment, recognition of the
performance of the employees, opportunities for promotion as well as growth, status,
designation, ego satisfaction etc.
According to Herzberg there are certain factors that motivate people to work hard and
he named these factors as motivators and hygiene. The motivators’ elements are
achievement, recognition, responsibility, advancement, personal growth and actual
work. The hygiene elements are pay and condition, job security, benefits, relationship
with other employees and the quality of the management (Oluseyi and Ayo, 2009).
2.6 Employee engagement
Employee engagement enables the workers to achieve desired objectives and goals. It
has connection with strategy of organization. It is related with commitment,
satisfaction, finding meaning at work, focus on motivation etc. ( Archie et al, 2010)
Employee engagement basically means that employees going extra mile, putting more
efforts than that expected in normal case. The employee engagement ensures an
effective and efficient communication between the employee and the employer (CIPD,

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2011). This communication is essential in all firms to have a better working atmosphere
and also better productivity.
According to Brad (2009), the employee engagement is also an area which highly
demands much attention and focus as well. But another prominent researcher Sarah
(2010), adds that this area, unfortunately has got less researchers done on it. The
literature works reveals that the employee retention is closely associated to the
employee engagement, say Wayne et al (2011). But, William et al (2011), have stated a
controversial statement and says that the significance of the concept of employee
engagement has resulted a scenario where more numbers of researchers are attracted
towards this concept of employee engagement and urged them to do detailed studies
on this topic. As per the statements given by Arnold and Michael (2010) on the
importance of the engagement of the employees of a firm, it is well understood that the
employee engagement is very much required for the retention of the employees of a
firm. This is well supported by the study of Brad (2009) also. Similar to the discovery of
Brad (2009), Dilys et al (2010) have also found out the relation between the concept of
employee engagement and the customer satisfaction. There have been a lot of conflicts
and confusions in the definitions of the terminology of employee engagement between
the researchers. Many researchers define the concept of employee engagement with
respect to the psychological aspects, while others contradict and define with respect to
the behavioral aspects, say Patrick and Joan (2011).
This idea of defining the concept of engagement of employees according to the aspects
has received contradictions as well as criticism from the renowned researcher, who
argue that even though the aspects may vary, the contained matter would not vary
according to the situations. The definition given by Patrcik and Joan (2011) defines the
employee engagement as the ability as well as the willingness of the employees of any
firm to contribute to the success of the firm. Armold and Michael (2010) also supports

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the above mentioned and he explains concept of employee engagement as the feel of
commitment of the staffs of the firm towards the concerned firm.
Brad (2009) argues and states that the presence of three behaviours in the employees
constitutes the features of employee engagement and he has identified these three
features to be the involvement of the employees in the job, citizenship behavior as well
as the performance of these employees in the job.
2.7 Benefits of employee engagement
Dilys et al (2010), through their detailed research, has proved the various benefits or
outcomes of the employee engagement. Various researchers including Sarah (2010),
have performed detailed study on the related topic and all have come up with more or
less similar conclusions, which are summed up below:
a) Customer loyalty: It is already found out that the satisfied employees are more
likely to create the customers who develop loyalty towards the firm. A consistent
result is produced by William et al (2011), who states that the firm having more
numbers of employees who are engaged, tend to produce more numbers of
loyal customers. This would also result in the development of customer
engagement, where a bond or link is developed between the customers as well
as the concerned firm, he also adds.
b) Employee retention: The works done by Wayne et al (2011) proved that the
satisfied and engaged employees are retained easily in the firm. Sarah (2010) has
also reported similar reports that the commitment of the employees towards the
firm, is significantly raised through the employee engagement.
c) Employee productivity: Brad (2009)suggests that the productivity and
performance of the employees are also enhanced through the phenomenon of
employee engagement. This is also in accordance with the findings given by
Wayne et al (2011).

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2.8 Drivers of engagement
Employee engagement in an organization should be done well since it affect various
areas of the organization ( Bourne et.al 2008). It has been found from several researches
that committed employees work better. It employee engagement is accepted as the
‘one step up’ from commitment, it is apparently the interest of organisation to
understand what drives engagement. Several aspects of working condition is associated
engagement levels, nevertheless the strongest driver of the all is nothing but sense of
feeling valued and involved. This has number of vital components; involvement in
decision making, the opportunities for employees for developing their job and the
degree that organisation is concerned with their working life (Brewster, 2007).
These could be referred to as the factors or elements which when met in a perfect
manner, leads to the enhancement in the level of performance of the employees within
the firm, towards the attainment of the goals of the firm, says Finney (2010). The
eminent researcher, , has been successful in categorizing the drivers of employee
engagement and according to him, the drivers of employee engagement could be clearly
classified as the drivers of emotional commitment as well as the drivers of rational
commitment. A consistent report is also reported from the study performed by Brad
(2009), where he states that the drivers of the emotional commitment are nearly four
times stronger than the drivers of rational commitment. Lucia and Gareau (2010) have
summarized some prominent drivers of employee engagement which are compiled and
given below:
a) Work or job role: According to Lucia and Gareau (2010), it is always better to
make the employees understand about the roles or nature of their work in the
firm. This understanding would result in the feeling of a kind of intrinsic
motivation, thereby leading to enhanced employee engagement.
b) Working atmosphere: This is also another major driver of employee
engagement, according to the opinions of Finney (2010). The working culture
greatly influences the intrinsic motivation of the employees, says Dilys et al

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(2010). If the employees are satisfied with the working atmosphere to which
they are exposed, they would get intrinsic motivation which causes the
employee engagement.
c) Recognitions and rewards: The intrinsic motivation could also be produced, if the
employees are provided with the rewards and recognitions they deserve,
explains Arnold and Michael (2009). This would result in engagement of these
employees.
d) Opportunities for training and learning: As stated by Sarah (2010), the provision
of the opportunities for learning and training would be greatly appreciated as
well as enjoyed by the employees of the firm, which would ultimately result in
the engagement of these employees.
e) Leadership: The concept of leadership also plays an inevitable role in the
engagement of the employees of a firm. If the employees are comfortable and
satisfied with the nature of their leaders or bosses, they would get a feel of
intrinsic motivation, which results in the engagement of these employees.
2.9 Impact of employee engagement and employee motivation on job performance
All employees in an organisation require wages and benefits for their work. The success
of a business needs highly talented, motivated and experienced workforce ( Archie et al,
2010). Development of leadership, training, work appraisal, security, personnel
development programs etc are different ways to achieve staff engagements. The
employees and the business can be directly influenced by the programs like
development and communication events, team building etc.
(Ashok 2009) points out that an organization need to have the ability in managing
employee engagement and employee motivation since they contribute a large to the
success of the organization. Performance levels of employee can be enhanced through

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well motivation programs. An engaged and motivated employee works long for the
organization with better efforts that he/she can put to have success ( Archie et al, 2010).
Hence employee engagement and motivation are unavoidable factors concerning an
organization and its success.
2.9.1 Impact of employee engagement on the performance level of employees
The findings of Finney (2010) emphasizes the necessity of the understanding and
detailed study on the outcome or result of the employee engagement. These studies
reflect the need for the organizations to accomplish the concept of engagement of the
employees, says Lucia and Gareau (2010). Even though not much studies have been
performed in the impact or influence of the engagement of the employees on their
performance level, some studies have been successful in discussing in dealing with the
relation of with the employee engagement as well as the job performance, state Alison
and Jane (2011).
Brad (2009), through his detailed study has proved the positive impact of the
engagement of the employees on the job performance. A similar report was produced
by Wayne et al (2011) through their study. He has stated in his work that the job
performance of the employees is greatly enhanced through the employee engagement.
According to him, the enhancement in the job performance would be mainly
accomplished through the intrinsic motivation. The engaged employees are created as a
result of the contentment as well as the satisfaction of the employees. The employee
engagement would result in the intrinsic motivation of these employees, strongly state
Alison and Jane (2011). If these employees develop a sense of intrinsic motivation, this
would be reflected in their performances in the jobs also. Through intrinsic motivation,
there is a significant enhancement in the level of performances in their jobs by the
employees.
In addition to the feel of intrinsic motivation, the service climate is also changed
favorably and this also accounts for the enhancement and improvement in the job

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performance of these employees, says Sarah (2010). With the development of
employee engagement in a firm, the interactions of these employees with the clients
occur smoothly which also smoothens the climate of service which prevails in the firm.
This positive situation also convinces these employees to perform well in the duties, he
also adds. This is in accordance with the study of Patrick and Joan (2011), who have
already been successful in establishing a link between the employee engagement as well
as the job performance.
2.9.2 Impact of motivation on the job performance
Many researchers have been concentrating on the studies dealing with the study of the
impact of the motivation of the employees on their job performance, suggests Kenneth
(2009). The motivation of the employees directs and guides these employees towards
the goals, and thereby the achievement of the objectives of the concerned firm,
supports Robert (2009). A positive correlation was identified through the research work
performed by William et al (2011), by which he strongly suggests that the motivation of
the employees would ultimately results in the enhancement of the performance of
these employees in the firm. The supportive statement given by Stephanie (2012)
clearly states that the motivated worker or employee of a firm, could be very well
considered as the productive employee, whose efficiency and skills have been increased
to a large extent through the process of motivation. With the enhanced efficacy and
skills, these workers are capable of performing well, thereby are capable of making
gains and profits to the firm in which they are working, also states the researcher. Gary
(2010) argues by telling that the profits gained by the organization through the
motivated employees, also cause the profits and benefits to the employees. This fact
has been proved by many researchers from their brilliantly done research works.
2.10 Conclusion
This chapter highlighted various aspects of employees motivation and employee
engagement and its impact on the performance of employees. This chapter also

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emphasized numbers of motivational theories, types of motivation and factors of
motivation. Moreover this chapter also critically reviewed benefits and drivers of
employee engagement and its impact on the performance of employees. It was
identified in the critical review that all employees in an organisation require wages and
benefits for their work. The success of a business needs highly talented, motivated and
experienced workforce ( Archie et al, 2010). Development of leadership, training, work
appraisal, security, personnel development programs etc are different ways to achieve
staff engagements. The employees and the business can be directly influenced by the
programs like development and communication events, team building etc.(Ashok 2009)
points out that an organization need to have the ability in managing employee
engagement and employee motivation since they contribute a large to the success of
the organization. Performance levels of employee can be enhanced through well
motivation programs

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CHAPTER - 3
RESEARCH METHODOLOGY
3.1 Introduction
According to Saunders et al (2009), research could be considered as a defined process
involving the methods and techniques required by any research to be completed
successfully. According to these researchers, well planning as well organization is being
performed in the process of research, which has a definite set of goal. According to
Creswell (2009), since the path to accomplish the aims and objectives of the
research is well established by the research method, it could be considered as an
important portion of the study, which determines the success of the research
work. The assessment as well as the investigation of the problems of the research
is highly possible through the employment of certain approaches or strategies,
which are explained through the research methodology.
The eminent researcher, Dawson (2009), states that choice of the methodology
which is suitable for the process of research is a bit complicated process as a
number of methodologies are available and the selection of the most suitable
research method, appears to be difficult. There are some factors which are
capable of influencing the selection of the appropriate research methodology and
these include the time constraints as well as the limited availability of the
resources, suggests Creswell (2009). The entire processes of research
methodology is composed of different sub units which are, research methods,
research approaches, research strategies, methods of data collection, research
design, validity of the research, reliability of the research, sampling techniques
etc. This section also gives a detailed description of the reasons behind the
selection of the research methodology.

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The following figure is the ‘Research Onion Model’ (Saunders et al, 2009) which clearly
illustrates the different kinds of research methods that could be employed for the
successful completion of any research work. The several distinctive processes involved
in the research are explained and illustrated in each of the layer of the ‘Research Onion
Model’. The research design could be regarded as the combination of all these separate
layers, when taken together.
Figure3. 1 ‘Research Onion’ or Onion Model application in research methodology
Source: Adapted from Saunders et.al (2009), Research method for business students
.
3.2 Research Philosophy
The perceptions of the researcher regarding the collection of the necessary and relevant
data required for the completion of the work, is mainly involved in the research
philosophy. According to Saunders et al (2009), various types of methods have been
employed by the researcher to obtain information essential for the completion of the

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project. The process and techniques involved in the research philosophy is well
explained by the first layer of the research onion model developed by Saunders et al
(2009). The research philosophy could be categorised into different types which include
positivism, realism, interpretivism as well as pragmatism, explain Saunders et al (2009).
3.2.1 Positivism
The study of reality could be accomplished through the implementation of positivism.
The reality, which could be considered to be stable, could be obtained from the
perceptions of the researcher. The facts are being expanded logically, in the process of
positivism, says Anderson (2009). Therefore, the positivism could also be called through
another term, which is logical positivism. The concept of logical positivism is of high
importance. This logical positivism mainly deals with the reliability or the scientific
validity of the descriptive knowledge as well as prescriptive knowledge of real values.
The quantitative methods used for the collection of data required are mainly explained
through the positivism. According to Saunders et al (2009) the questionnaires as well as
survey analysis are mainly applied in this concept.
3.2.2 Interpretivism
According to Dawson (2009), the behavioural aspects of the person involved in the study
and the important details related to them are well studied through this research
philosophy, called as interpretivism. In this philosophy, the communication with
maximum number of people is being done to a large extent so as to obtain maximum
extent of reliable as well as definite required for the successful completion of the
research work. A generalised conclusion is usually made by involving a large number of
respondents in the survey analysis. The approaches like interviews, analysis of survey
etc are made use by the researcher in order to implement this category of research
philosophy.

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3.2.3 Realism
This class of research philosophy importantly deals with the reality, which does not
depend upon the perceptions as well as views of the individuals. This is a diverse
approach which differs completely from the other two types of research philosophies.
The human dimension of the research is mainly dealt through this type of research
philosophy, say Mukherji and Albon (2009). According to these researchers, the concept
of positivism and realism differ from each other in many aspects. The remarks, thoughts
as well as outputs of the research are clearly explained by the realism concept.
According to Cooper et al (2010), the natural subjects are the main focused areas where
the application of realism is very possible.
3.2.4 Justification for Research Philosophy
The research philosophy of realism is being selected for the present study by the
researcher. This is because, the long lasting of the information is made sure by the
application of realism research philosophy. The accuracy of the methodology and the
data are well explained with the help of realism philosophy. The questionnaire and
interview method would be the adopted approach for the data collection from the
employees, under the research philosophy of realism. Moreover according to Cooper
et.al (2010) the remarks, thoughts as well as outputs of the research are clearly
explained by the realism concept
3.3 Research Approach
According to the definition given by Bryman (2010), the techniques used for the
performance of the research study is also dealt very well through the research
approaches. The understanding of the research study is very much possible through the
research approach. The purpose of the research is clearly understood through the
research approach. The entire approach of the research is broadly classified into two
main types, which are the deductive approach as well as inductive approach. The
selection of the research approach is very much crucial for the successful finishing of the
present study.

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3.3.1 Inductive Approach
As per the statements given by Anderson (2009), the findings as well as the observations
form the foundations of the design of the theories, which are developed later. The
assessment as well as the analysis of the developed theories is highly possible through
the inductive approach. The data obtained through this kind of research approach,
would be highly reliable and valid. This is highly significant as the reliable data only could
assist in the design of perfect theories. The prevailing theories as well as hypothesis are
being used for the examination of the data, which ultimately result in the extension of
these theories or the creation of new theories, says Anderson (2009).
Figure3.2 The process in inductive approach
3.3.2 Deductive Approach
This approach, deductive approach is the exact opposite to that of the inductive
approach. The theories as well as facts which are already developed by the researchers
through their previous researches, are well explained through this approach. This

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approach basically involves the transformation of the suggested hypotheses into fully
fledged theories with evidences also. This approach would be the most preferred
research approach, when compared to the inductive research approach, according to
the suggestion given by Dawson (2009). This approach significantly uses the quantitative
(while the inductive approach uses the qualitative data).
Figure 3.3 Deductive approaches
3.3.3 Justification for Research Approach
The author uses the deductive mode of research approach for carrying out the present
research. This is because the obtaining of more valid as well as reliable data by the
researcher, is possible through the accomplishment of the deductive approach, rather
than the inductive research approach. The data is collected directly from the individuals
who are subjected to the survey analysis, this makes the data collected to be more
reliable as well as accurate. The questionnaire method is applied for the collection of
data.

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3.4 Research Method
According to the opinions of the eminent researcher, Creswell (2009), the sensible as
well as the reasonable results obtained at the end of the study, would be the main
objective of any research and this would be largely dependent upon the research
methods. Thus, the researcher has to be alert while choosing the research method. The
selection depends upon the nature of the research, says Creswell (2009). The research
method is an ultimate terminal of the brilliant ideas as well as concepts put forward by
many renowned researchers who have been working in the related topics. The research
method is broadly classified into two prominent types, which are qualitative research
method and quantitative research method as well.
3.4.1 Qualitative Research Method
According to the declarations given by Creswell (2009), the true innate feelings, views as
well as perceptions of the individuals are clearly explained through the qualitative
research method. The qualitative research method is the apt method for making others
understands the concepts of these individuals. He also states that the non numerical
attributes which include the intensity of the relations, attitudes are described through
this type of research method. This research method makes the use of definite
approaches like surveys, interviews, discussions etc. As per the statement of the two
researchers Zikmund and William, (2008), the qualitative method mainly employs three
different methods to collect the required data and these involve direct observation,
focus groups, as well as in-depth interviews.
3.4.2 Quantitative Research Method
As per the statement given by Mukherji and Albon (2009), the numerical patterns
including the objective hypothesis, are involved in the quantitative type of research
method. The arithmetic or numerical pattern is later converted into text format, explain
these two researchers. This conversion is very much essential for the analysis of the
data. The approaches which include experiments as well as surveys are applied in this
type so as to collect and gather the data and which is presented in the statistical form.

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3.4.3 Justification for Research Method
In order to collect primary data the researcher will choose both quantitative design and
qualitative design in this research as the data collected from the employees of Tesco by
using questionnaires and interview method. Therefore, collected data will be in
numerical and textual format. According to Saunders et.al (2009) quantitative research
methods data are utilized in arithmetical format and in order to reach conclusion
quantitative pattern is followed. The data collected from questionnaire survey will be in
numerical structure and this will be converted to word structure
3.5 Research Strategy
The concept of research strategy, mainly reflects the hypothetical approaches or
hypothetical methods, which are important in the answering of the research problems.
It is very much important to take well care while selecting the apt research strategy, for
the process of research. The research strategy gives the researcher an idea of the
structure of the study. According to Saunders et al (2009), the analysis of the research
problem by the research is made easy by the aid of the research strategy. An effective
research strategy contains the sub portions of well defined research objectives, research
questions, defined sources of the required data, the different types of methods that are
possible to be employed etc. As per the opinions given by Cooper et al (2010), there
have been developed different types of research strategies, whose selection purely
depends upon the nature of the research. These different types of research strategy
include observations, survey analysis, case study analysis, discussions, interviews etc.
3.5.1 Justification of the research strategy
Since the present study deals with the management issues of a retail firm, the survey
study strategy and interview strategy are made use by the researcher for the current
study. The data required for the study is collected by the researcher through the survey
research strategy. Moreover a well suitable set of people is kept as the prime strategy,
from where the data which is required for the study is collected. The another rational is
that it enables the researcher to collect the data from large number of population.

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Whereas the reason for selecting interview strategy is that the interview is considered
as the valuable tool for research , and this enable the researcher to obtain direct
feedback and assure a depth response from interviewees (Saunders et.al 2009).
3.6 Sampling Techniques
The process of selection of the samples required for the performance of the study could
be included in the sampling techniques. There have been introduced many types of
sampling techniques which could be made used according to the nature of the study.
The selection of the proper sampling technique is very important as validity of the data
partially depends upon the selection of the sampling technique opted for the study,
suggests Lohr (2010). The sampling techniques are broadly classified into two major
types which are probability sampling and non probability sampling techniques as well.
3.6.1 Probability Sampling
The random, stratified as well as systematic sampling factors are involved in the
probability sampling technique. The total samples participating, gets equal chances of
being selected for the study. From this, it is well understood that the most important
salient feature of the probability sampling technique is the mode of randomization, says
Lohr (2010). Another prominent feature of the probability sampling is that this type of
sampling technique also lacks systematic bias and sampling bias as well.
3.6.2 Non Probability Sampling
According to Anderson (2009), the chances of being selected are restricted to specific
samples, and this makes the major difference from the probability sampling technique,
where each and every population has an equal chance of being selected. The
generalized perceptions of large population are less likely to be obtained through the
non probability sampling techniques.
3.6.3 Justification for sampling techniques
The non probability sampling technique would be the preferred sampling technique by
the researcher for the present study. This is because the data has to be collected from

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the firm, Tesco. It is not practically feasible to collect the data from each and every
sample involved in the study, from such a vast company. So, this non probability
sampling technique would be the apt sampling technique by which the researcher
would be able to gather information regarding the topic, from a group of individuals
who represent the entire staffs of the firm. Moreover, researcher will not be able to
collect the data from all the employees of the organization, and therefore small
numbers of employees are selected conveniently.
3.7Data Collection Methods
In order to achieve the aims and objectives of the research both primary and secondary
data will be collected. In this research, the researcher will collect primary data using
self-administered questionnaires from the employees of Tesco Plc. Stratford, London,
from selected number of branches. This is so as to obtain a reliable as well as valid data,
which could be obtained directly from the respondents who are involved in the study.
The employees of the firm are asked to express their views regarding the topics of
motivation as well as the influence of motivation on the job performance etc. This
assures the collection of accurate data with very less percentage of error. The
questionnaire is used by the researcher to collect the required data from the employees
of the concerned firm. Whereas the secondary sources of the data will be websites,
academic journals, magazines, publications, articles, books, etc. with regards to
employee motivation, employee engagement, and job performance
3.8 Ethical Issues
While following or conducting a research, the researcher is always supposed to follow a
definite set of ethics, which is a compulsory process in the research. The research is said
to be perfect only if the researcher succeeds in following the ethics of the study. The
researcher of the present study, has given much attention and care in following the
research ethics. The privacy of the employees of the firm, Tesco is maintained by the
researcher through out the study. He has also been successful in maintaining the
confidentiality nature of the data provided by the employees of the particular firm.

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3.9 Conclusion
The present section has well explained the concept of research methodology and the
different types of strategies as well as approaches. This section also gives a brief picture
of the justifications for the adopted methodologies. These combine together to
accomplish the aims and objectives of the present research. The data related to
employee motivation, employee engagement as well as the impact of the both of these
on the performance of the employees of Sainsbury’s, obtained through the literatures.
The design of the apt methodology for the accomplishment of the above mentioned
aim, is possible through the present chapter.

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CHAPTER - 4
RESEARCH ANALYSIS AND FINDINGS
4.1 Introduction
The required data necessary for the accomplishment of the goals and objectives of the
study was collected from the employees of Tesco and these were compiled well and the
present chapter particularly deals with this. The primary data is made use by the
researcher to carry out the data analysis and this again involved both the quantitative
analysis and qualitative data as well. The data was collected from the HR manager
(through interview) as well as the employees of Tesco (through survey analysis).
4.2 Qualitative Analysis (Interview Analysis)
The interview analysis, which is the qualitative analysis of the data, was performed by
taking an interview with the manager of the Human Resource Department of the Tesco.
There could be many chances for the development of limitations of the study as the
interview was taken with only one manager of the Human Resource section. This is
mainly because it is not necessary that all the managers should go with the opinions
given by the manager who was interviewed by the researcher. But, this manager
represented the entire staff of the Human Resource section of the Tesco. He was asked
a total number of five questions to which the answers was given by the manager
according to his perceptions about the issue and his experience in the firm as well.
The strategies employed in Tesco so as to motivate the employees which could possibly
lead to the employee engagement, is made well clear with the aid of the questions
which were used to take interview with the manager of the HR department of the
particular firm.
1. What is your perception about the role played by the managers to promote
employee engagement?

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The managers are mainly responsible for the accomplishment of the employee
engagement. The perfect employee engagement is the outcome of the hardships and
planning of the managers. The employee engagement could be easily accomplished
through the employee motivaiton, thus, motivation factors should be given more focus,
in order to attain employee engagement. And also, since the mind set of the employees
vary from one to another, the managers also should have an idea of the thoughts and
feelings of the employees of the firm (Caroll et al (2010) by which the satisfaction of
each and every employee could be made possible and this definitely would result in the
employee motivation and employee engagement as well.
2. What could be the possible techniques that are made employed for the motivation
and engagement?
The HR manager opined that the provision of training programs and workshops could be
considered as the most important measures that could enhance the employee
motivation. The manager also opined that this could in turn helps in the achievement of
employee engagement.
3. How would you classify the motivation factors provided to the employees, those
are able to have an influence on their motivation and engagement as well?
As per the opinion given by the manager, since the mind sets of the employees of the
firms vary from one another, the factors which motivate them would also vary from
person to person. Still, the motivation factors which do influence their performance
could be categorised either under the monetary additions or under rewards. The factors
like benefits, bonuses, and anything related to money are included in the monetary
additions and this would be the most motivating factor for some of the employees of
Tesco. While some other employees get motivated through appraisals, appreciations,
promotions etc m which are the subsets of rewards.
4. Could you please list out the strategies employed by the HR department to enhance
the engagement of the employees?

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The main strategy adopted by Tesco would be the concept of equality, according to the
opinions of the HR manager of the firm. In addition to the above mentioned concept,
the factors like incentives, promotions, rewards etc are also allotted to the deserving
employees. The employees are made to feel special at the firm. The manager believes
that all these elements are important for the employee engagement. The HR manager
also stated that all the employees of the firm are considered to be equal and there is no
discrimination followed in the firm. The deserving employees are given appraisals which
motivate the employees, also adds the manager.
5. In what ways, do you think, the socio-economic-cultural diversities could influence
the employee engagement?
According to the manager, the diversities in the social, cultural as well as economic
status of the employees could possibly cause both advantages as well as disadvantages.
There are more chances of ego clashes and inferiority complexes within the employees
of the firm if they are hailing from different social, cultural as well as economical
backgrounds. The employees who hail from different cultural backgrounds would differ
in their level of performance and this leads to the development of ego among these
employees. But, it all depends on the abilities of the manager to make the negative
effects of the diversity in a positive way. The responsibility of the ideal managers lies on
their efficiency to keep all the employees in one roof. Through this, the employee
engagement could be effectively enhanced.
6. How far is provision of the training programs necessary for the employee
motivation and employee engagement as well?
The skills of the employees of Tesco, could be enhanced through the training programs
which are provided in the firm. Since the firm faces a tough competition in the modern
times, so there is much requirement of the introduction of modern tools and
techniques, so as to overcome the strong competition posed by the rivals, through the
enhancement of the employee performance (Fox, 2009). The self confidence of the

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employees is also augmented through the training programs and workshops as well, as
per the opinions of the manager of the HR section.
4.3 Quantitative Analysis (Survey Analysis)
The perceptions of the employees of Tesco, concerning the employee motivation as well
as the employee engagement were well studied by performing a survey. The employees
of Tesco were involved in the survey analysis performed by the researcher. The
questionnaire was distributed among the 50 respondents (50 employees of Tesco), but
around 7 were found to be incomplete when these questionnaires were taken back
from these respondents. Thus, the data taken from the 43 respondents were only found
to be valid.
Part I: General Questions (Know the Respondent)
According to the researcher, the outcomes of this portion of the survey would be very
much helpful in the assessment of the density of the composition. The graphs which are
given below clearly explain the outcomes of the analysis of survey performed by the
researcher.
Graph 4.1 Gender

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Gender
80%
20%
Male
Female
Source: Created by the author Sept, 2012
The graph given above illustrates the percentage of both the males as well as females
working in the company, Tesco. Out of the total respondents, 80% of them were male
and the remaining percentage was constituted by the females of the firm.
Graph 4.2 Age group

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AGE GROUP
40
40
20
18-25 years
26-55 years
More than 55 years
Source: Created by the author September, 2012
The survey analysis was also done in the determination of the age group of the
respondents who are the employees of the firm, Tesco. The results of the survey dealing
with the age group of the employees are given in the above graph in a detailed manner.
The main age groups which were mentioned in the questionnaire were 18-25 years, 26-
55 years as well as above 55 years. Of the total respondents of the survey, 40% of them
belonged to the age group of 18-25 years. Another 40% of the respondents belonged to
the age group of 26-55 years, while the remaining 20% of the respondents were above
55 years of age.
Graph 4.3 Total employment experiences
The questionnaire also involved a query regarding to the total experience of the
employees of the Tesco firm. The results of the survey related to the experience of the
employees of Tesco are clearly shown in the graph below:

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55%30%
15%
Years of experience of employees
0-10 years
10-20 years
More than 20 years
Source: Created by the author, September , 2012
The selected employees had wide range of experiences. They were categorised into
three groups based on their total working experience. They were given three options, 0-
10 years, 10-20 years, and more than 20 years as well. Most of them belonged to the
category of 0-10 years, which is around 55% of the total respondents who had
participated in the survey analysis, had a total working experience of below 10 years.
30% of the total employees were put in the range of 10-20 years, their working
experience lied somewhere between 10 to 20 years. Only 15% of the total employees
had a working experience of more than 20 years.
Graph 4.4 Job satisfaction
When the employees who were subjected to the survey analysis were asked the query
which was related to the level of their satisfaction obtained from the job, many of them
came up with different responses. Their different responses are compiled together and
shown in the graph given below.

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40
20
40
Level of satisfactionof the
employees
Excellent
Satisfactory
Poor
Source: Created by the author, September 2012
The percentage of the respondents who considered the level of their satisfaction to be
excellent, was around 40% of the total respondents. Of the total surveyed employees,
only 20% had a satisfactory level of satisfaction from their job and the working
environment, while the remaining 40% opined that they are poorly satisfied with the
actions of the firm.
Part II: Features of Employee Motivation
The different features as well as tactics of motivation which are employed by the Tesco,
in order to accomplish the maximum engagement of the employees, are mainly
focussed through the queries involved in this portion of survey questions. Each and
every employee had their own perceptions about the related topic and their responses
are compiled together and are shown in the given below graphs.
1. How would you assess the Working Environment of the firm
This question was included in the survey questionnaire by the researcher as the
researcher considered the working atmosphere or working environment to be a major
motivation factor which could enhance the performance of the employees of the

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concerned firm to a very large extent. The different responses obtained from the
employees of the firm are shown in the graph given below:
Graph 4.5 Working environment
75%
15%
10%
Workingenvironment
Excellent
Satisfactory
Poor

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This graph shows the perceptions of the employees towards the motivation provided by
the working atmosphere or the facilities which are available inside the firm. Each of
them greatly values the motivation provided by the environment in which they are
exposed to in their workplace. From the above graph, it is well understood that the
majority of the surveyed employees were happy and content with the working
atmosphere. Around 75% were well satisfied with the working environment of the firm
and they are also highly motivated through this. The working environment was found to
be just average or satisfactory by 15% of the total respondents who were participated in
the survey analysis. Though the percentage was very less, which was around 10%, some
of them found the motivation provided through the working environment of the firm to
be very poor.
2. How would you remark the Group Works being performed in the firm?
This query clearly assesses the accomplishment of the objectives of the firm through the
team work, which is also another factor of motivation. The different responses
expresses by the respondents are shown in the graph given below:
Graph 4.6 Group works
55%30%
15%
Groupworks
Excellent
Satisfactory
Poor

Get your 1st
Source: Created by the author in September, 2012
It is well evident from the graph given above that the 55% of the total employees who
were subjected to the analysis of survey considered the group works followed in the
firm, Tesco, to be excellent. 30% of the respondents expressed a feel of mere
satisfaction when they were asked about the nature of the group works. On the other
hand, the remaining 15% considered the work groups of the firm to be poor.
3. Kindly mention your opinion regarding Narrow Gap between Hierarchies?
The fact that the equality forms the main basis of the work culture followed at Tesco, is
well evident from the motto of the firm, which indirectly states that all are equal for the
company. The narrowing of the gaps of hierarchies are being followed in the concerned
company. The hierarchies play an important role in the motivation as well as employee
engagement in any firm, says Galloway (2009).
Graph 4.7 Narrow Gap between hierarchies

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55%30%
15%
Gap between hierarchies
Excellent
Satisfactory
Poor
The graph illustrates the perceptions of the surveyed employees regarding the principle
of narrowing of the hierarchies being done in the firm. Though the management of the
firm clearly states that they take much care in narrowing the gap of hierarchies,
different responses were raised by the employees when they were asked this specific
query. According to the opinions of 55% of the employees who were subjected for the
survey analysis, this strategy adopted by the firm is successful as well as excellent, while
30% of the employees had an opinion that it was just average of satisfactory.
4. Kindly provide your views about the Salary Package
It is well known that the salary also plays a very significant role in the motivation of the
employees. This is also supported through the findings of Hales (2007). Therefore, the
researcher also included this query in the questionnaire which was used for the analysis
of survey. The responses which were expressed by the employees are gathered and
represented in the graph shown below:
Graph 4.8 Salary package

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20%
75%
5%
Salarypackage
Very high
Normal
Poor
The different responses expressed by the respondents are shown in the above diagram.
The pie diagram clearly shows that the majority of the respondents considered the
salary package provided by the firm, to be normal. This included around 75% of the
surveyed employees. The salary package provided by the company appeared to be very
high for 20% of the employees who were subjected for the survey of analysis. The
remaining 5% of the employees were not at all satisfied with the salary they are getting
in the firm, and this considered it to be very less.
5. How would you assess the Appraisals provided by the management of the firm?
The appraisals also play a significant role in the employee motivation since it helps in
the achievement of the mental satisfaction of the employees, states Kleiman (2009).
When the employees were asked this question, even though they had different
opinions, all of them considered this also to be a major factor of motivation. The
diagram which is shown below clearly explains the perception of the employees towards
the appraisals provided in the Tesco.
Graph 4.10 Appraisals

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50%
35%
15%
Appraisals
Excellent
Satisfactory
Poor
Source: Created by the author, September, 2012
Another motivating element, appraisals, was considered to be excellent by half of the
total employees who were subjected for the survey of analysis. This constituted the
exact half of the total employees, which is 50%. Around 35% of the total employees,
were just satisfied with the appraisals they obtain from the firm. The remaining 15%
were definitely not satisfied with the appraisals and they also opined that there should
be some progress or improvement in the appraisals of the employees by the firm.
6. Kindly give out your perceptions regarding the Promotions and Increments provided
by the firm.
The employees of all the firms across the globe consider the promotions and increments
to be very precious grants which are provided in favour of them by the firm in which
they are working. The employees get easily motivated through the promotions and
increments as well, state Jefferson et al (2009). Thus, the researcher also performed a
survey analysis on this topic also, to understand the views of the employees of the firm
regarding this particular query.
Graph 4.11 Promotions and increments

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25
45
40
Promotionsand increments
Low
Normal
High
Source: Created by the author, September, 2012
Like the other queries which were asked to the employees, this also got a variety of
responses from the employees. The graph shown above clearly portrays the perceptions
of the surveyed employees towards the chances of getting promotions and increments

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in the firm. Majority of the employees who were surveyed by the researcher were
content with the chances of the promotions and increments they are getting from the
firm. The percentage of the employees, who considered the chances of getting
promotions as well as increments from the firm to be high, was around 40% of the total
employees. Some of the employees also considered this to be normal (not so high as
well as not so low) and the percentage of such employees were around 45%. The
remaining 25% f the surveyed employees were not happy with the promotions as well
as increments provided by the company and these employees opined that the chances
of getting promotions as well as increments are very less in Tesco.
7. What is your level of satisfaction developed through Breaks and parties provided by
the firm?
The parties as well as the breaks which were provided by the company to the employees
also play a very important role in the motivation of these employees. A variable
response was obtained from the surveyed employees when they were subjected to this
query. Their responses are depicted in the diagram shown below:
Graph 4.12 Breaks and refreshing parties
55%
30%
15%
Breaks and refreshing parties
Good
Satisfactory
Below average
Source: Created by the author, Septmeber, 2012

Dissertation effectiveness of employee engagement and employee motivation on the performance of employees in retail industry. a case study of tesco plc.

Dissertation effectiveness of employee engagement and employee motivation on the performance of employees in retail industry. a case study of tesco plc.

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