Research Methodology. Keys to motivate employees to work efficiently

Transcription

1 Research Methodology Keys to motivate employees to work efficiently 1

2 Chapter 1 Introduction I. Background of the Study Cambodia, officially known as the Kingdom of Cambodia, is a developing country in Southeast Asia that borders Thailand to the west and northwest, Laos to the northeast, Vietnam to the east, and the Gulf of Thailand to the southwest. ( In order to grow rapidly the economy, since 1993 Cambodia government has run to free trade market, which releases an advance competition between government and private sector, and private and private sector. Being motivated from the government, there are so many private sectors come to run their business in area and region such as garment factories, agricultures, electricity generation, banks, and so on. In this case we noticed that many investors, nationally and internationally, invested in bank sector, one of the service businesses, such as Cambodia Public Bank (CPB), Canadia Bank, Mekong Bank, ACLEDA Bank, ANZ Royal Bank, Bank for Investment and Development of Cambodia (BIDC), Sacombank, and Foreign Trade Bank of Cambodia (FTB). Bank plays as an important role to help develop local economy as well as the economy in country since it is a big source of employment. To become successful in market, these banks first have to organize well their hierarchy as well as management in their own organization. We will focus on banks management in motivating their employees as it is a premium function to energize staffs to work hard and effectively. II. Problem Statement Indeed, motivation just likes medicine. When practicing it in correct way in a particular time and place, we will be benefited; however, when practicing it in inappropriate way, we will be harmed, so managers have to be smart and flexible in motivating their staffs as well as in solving the problem that they are facing. In this research, we will discuss how managers motivate efficiently their employees. III. Research Objectives The objectives of this research are: To study on bank employee motivation To study the weaknesses of bank employee motivation To study how bank consider employees salary To study how bank meet employees needs 2

3 To analyze the research resulted IV. Scope and Limitations Because time frame and budget are limited, this research will focus on: Foreign Trade Bank of Cambodia (FTB) in Phnom Penh ANZ Royal Bank in Phnom Penh ACLEDA Bank in Phnom Penh The above 3 banks management on employee motivation V. Research Interests This research would: Provide suggestion on weaknesses of the above 3 banks in field of employee motivation management Provide suggestion on how the banks do to meet the employees need Provide some benefit idea to the related organizations Release some good idea to develop employee motivation in bank sector Release a specific interest to the readers as well as the researchers who want to research on employee motivation. VI. Structure of the Study The study process contains both parallel and sequential working techniques. As visualized bellow: Choosing Topic Literature Study Data Analysis Discussion and Recommendation Introduction Method Empirical Study 3

4 Chapter 2 Related Literature I. Introduction on Motivation At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). This study found employees are not motivated solely by money and employee behavior is linked to their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedeian, 1993). ( II. Motivation Definition Many contemporary authors have also defined the concept of motivation. Motivation has been defined as: the psychological process that gives behavior purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford and Bedeian et al, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993). ( /1998june/rb3.php) Motivation can be defined as that which energizes, directs, and sustains human behavior. In Human Resource Management (HRM), the term refers to a person s desire to do the best possible job or to exert the maximum effort to perform assigned tasks. An important feature of motivation is that it is behavior directed toward a goal (Gómez Mejía and Balkin et al, 2007: p.52). Also, Motivation is the process of providing reasons for people to work in the best interests of the organization; organizations must start focusing on why and/or how motivation is developed rather than what motivated an employee. ( proposals/research proposal on motivation.html) III. Motivation Process In definition term, motivation is defined in so many ways; however, the process of motivation would also be shown in different ways but in a parallel concept. Some sample types of motivation process are shown as bellow: Sample 1: Unsatisfied need => Tension => Drives => Search Behavior => Satisfied needs => Reduction of tension => New unsatisfied needs. ( 4

5 Sample 2: ( IV. Motivating for Performance To be effective motivators, managers must know what behaviors they want to motivate people to exhibit. Although productive people appear to do a seemingly limitless number of things, most of the important activities can be grouped into five general categories. The company must motivate people to (1) join the organization; (2) remain in the organization; and (3) come to work regularly. Of course, they also want people to (4) perform that is, once employees are at work, they should work hard to achieve high output (productivity) and high quality. Finally, managers want employees to (5) exhibit good citizenship. Good citizens of the organization are committed, satisfied employees who perform above and beyond the call of duty by doing extra things that can help the company. The importance of citizenship behaviors may be less obvious than productivity, but these behaviors help the organization function smoothly. They also make managers lives easier (Bateman and Snell, 1999: p.440). V. Early Theories of Motivation Motivation theory seeks to explain why employees are more motivated by and satisfied with one type of work than another. It is essential that managers have a basic understanding of work motivation because highly motivated employees are more likely to produce a superior quality product or service than employees who lack motivation (Gómez Mejía and Balkin et al. 2007: p.52). So far we have focused on processes underlying motivation, but characteristics of the person also affect motivation. The following content theories indicate the kinds of needs that people want to satisfy: 5

6 1. Maslow's Need Hierarchy Abraham Harold Maslow was born April 1, 1908 in Brooklyn, New York. One of the many interesting things Maslow noticed while he worked with monkeys early in his career, was that some needs take precedence over others. For example, if you are hungry and thirsty, you will tend to try to take care of the thirst first. After all, you can do without food for weeks, but you can only do without water for a couple of days! Thirst is a stronger need than hunger. Likewise, if you are very very thirsty, but someone has put a choke hold on you and you can t breath, which is more important? The need to breathe, of course. ( Maslow took this idea and created his now famous hierarchy of needs: Physiological needs: hunger, thirst, shelter, sex, and other bodily needs Safety needs: security and protection from physical and emotional harm Social needs: affection, belongingness, love, acceptance, and friendship. Esteem needs: internal esteem (self respect, autonomy, achievement), and external esteem (status, recognition, attention, power, and face) Needs for self actualization: the drive to best realize one's potential, including potential in personal growth, achievements, and self fulfillment. Low order needs: physiological and safety needs, they are satisfied externally (payment, unions); High order needs: social, esteem, and selfactualization needs, they are satisfied internally. ( 2. Herzberg's Two Factor Theory According to the Two Factor Theory of Frederick Herzberg people are influenced by two factors. Satisfaction and psychological growth was a factor of motivation factors. Dissatisfaction was a result of hygiene factors. Herzberg developed this motivation theory during his investigation of 200 accountants and engineers in the USA. - Hygiene factors are needed to ensure an employee does not become dissatisfied. They do not lead to higher levels of motivation, but without them there is dissatisfaction. - Motivation factors are needed in order to motivation an employee into higher performance. These factors result from internal generation in employees. Typical Hygiene Factors are: Working conditions Quality of supervision Salary Status Security Company 6

7 Job Company policies and administration Interpersonal relations Typical Motivation Factors include: Achievement Recognition for achievement Responsibility for task Interest in the job Advancement to higher level tasks Growth Combining the hygiene and motivation factors results in four scenarios: High Hygiene + High Motivation: The ideal situation where employees are highly motivated and have few complaints. High Hygiene + Low Motivation: Employees have few complaints but are not highly motivated. The job is perceived as a paycheck. Low Hygiene + High Motivation: Employees are motivated but have a lot of complaints. A situation where the job is exciting and challenging but salaries and work conditions are not up to par. Low Hygiene + Low Motivation: The worst situation. Unmotivated employees with lots of complaints. Herzberg suggests that often work can and should be arranged in the following ways: - Job enlargement - Job rotation, and/or - Job enrichment. ( 7

8 ep.com/search/what is motivation theory.html) ( 8

9 3. McGregor's Theory X and Theory Y McGregor, in his book The Human side of Enterprise states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. After viewing the way in which the manager dealt with employees, McGregor concluded that a manager s view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behavior towards subordinates according to these assumptions. Under the assumptions of theory X : Employees inherently do not like work and whenever possible, will attempt to avoid it. Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals. Employees avoid responsibilities and do not work fill formal directions are issued. Most workers place a greater importance on security over all other factors and display little ambition. In contrast under the assumptions of theory Y : Physical and mental effort at work is as natural as rest or play. People do exercise self control and self direction and if they are committed to those goals. Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization. That the way the things are organized, the average human being s brainpower is only partly used. On analysis of the assumptions it can be detected that theory X assumes that lower order needs dominate individuals and theory Y assumes that higher order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word authoritarian suggests such ideas as the power to enforce obedience and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization. However, this theory has been criticized widely for generalization of work and human behavior. ( of Motivation.html) VI. Contemporary Theories of Motivation 1. Alderfer's ERG theory A theory of human needs that is more advanced than Maslow s is Alderfer s ERG theory. Maslow s theory has general applicability, but Alderfer aims his theory expressly at understanding people s needs at work (Bateman and Snell, 1999: p.448). 9

10 In 1969, Clayton Alderfer's revision of Abraham Maslow's Hierarchy of Needs, called the ERG Theory appeared in Psychological Review in an article titled "An Empirical Test of a New Theory of Human Need." Alderfer's contribution to organizational behavior was dubbed the ERG theory (Existence, Relatedness, and Growth), and was created to align Maslow's motivation theory more closely with empirical research. ( According to Bateman and Snell in his book entitled Management Building Competitive Advantage, ERG theory postulates three sets of needs: existence, relatedness, and growth. Existence needs are all material and physiological desires. Relatedness needs involve relationships with other people and are satisfied through the process of mutually sharing thoughts and feelings. Growth needs motivate people to productively or creatively change themselves or their environment. Satisfaction of the growth needs comes from fully utilizing personal capacities and developing new capacities. More they added that ERG theory proposes that several different needs can be operating at once. Thus, whereas Maslow would say that self actualization is important to people only after other sets of needs are satisfied, Alderfer maintains that people particularly working people in our postindustrial society can be motivated to satisfy both existence and growth needs at the same time.. Beyond simply reducing the distinction between overlapping needs, the ERG theory improves upon the following shortcomings of Maslow's Needs Hierarchy: Alderfer s ERG theory demonstrates that more than one need may motivate at the same time. A lower motivator need not be substantially satisfied before one can move onto higher motivators. The ERG theory also accounts for differences in need preferences between cultures better than Maslow's Need Hierarchy; the order of needs can be different for different people. This flexibility accounts for a wider range of observed behaviors. For example, it can explain the "starving artist" who may place growth needs above those of existence. The ERG theory acknowledges that if a higher order need is frustrated, an individual may regress to increase the satisfaction of a lower order need which appears easier to satisfy. This is known as the frustration-regression principle. ( 10

11 2. McClelland's Theory of Needs McClelland's Theory of Needs was developed by David McClelland and his associates. The theory focuses on three needs (Robbins, 2003): Need for achievement: The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for power: The need to make others behave in a way that they would not have behaved otherwise. Need for affiliation: The desire for friendly and close interpersonal relationship. Also in said: Achievement: The need for achievement (N Ach) is the extent to which an individual desires to perform difficult and challenging tasks successfully. People with a high need for achievement: Desire success and positive feedback that is related to their performance on tasks Seek to excel and thus tend to avoid both low risk and high risk situations Like to work alone or with other high achievers. Affiliation: The need for affiliation (N Affil) is the desire for harmonious relationships with other people. People with high need for affiliation: Want to be liked and feel accepted by other people Tend to conform to the norms of their work group Prefer cooperation over competition Enjoy being part of a group. Power: The need for power (N Pow) is a desire for authority, to be in charge. It takes two forms personal and institutional. Those who desire personal power want to direct others; this need often is perceived as undesirable Those who desire institutional power (also known as social power) want to organize the efforts of others to further larger goals, such as those of an organization 3. Goal setting Theory Goal setting Theory is the theory that specific and difficult goals, with feedback, lead to higher performance (Robbins, 2003). The Goal setting theory is a motivation theory suggesting that employees are motivated to achieve goals they and their managers establish together. By allowing employees to participate in goal setting, they will in return be more motivated because they will feel important. ( research proposals/research proposal onmotivation.html) Besides, Bateman and Snell said in their book Management Building Competitive Advantage that Goal setting Theory states that people have conscious goals that energize them and direct their thoughts and behaviors toward one end. Thus, a person who wants to be a CPA has a goal that guides his or her selection of schools, courses, professional exam preparation, and job interview strategies. An individual whose goal is to become a self employed entrepreneur will be motivated toward different, more personally appropriate actions. 11

12 Principles of goal setting Clarity: not vague and understandable, so we know what to do and what not to do. Challenging: Besides being clear and specific, the goal set should be challenging, so we will be stimulated and not be bored. Achievable: so we are unlikely to fail. Commitment: The theory of participative management rests on the basis of allowing employees to have a role in setting goals and making decisions. If employees feel they were part of creating the goal, they are more likely to try their level best to achieve the goal. Feedback: Often managers stop at setting goals and communicating them, all the while forgetting that feedback is a very necessary step. For any goal setting program to be effective it has to include feedback. Feedback is the tool which helps clear issues between management and employees regarding goal complexity, expectations clarifications, rewards, etc. ( setting theory.html) 4. Reinforcement Theory Reinforcement theory ignores the inner state of the individual and concentrates solely on what happens to a person when he or she takes some action. Because it does not concern itself with what initiates behavior, it is not, strictly speaking, a theory of motivation. But it does provide a powerful means of analysis of what controls behavior, and it is for this reason that it is typically considered in discussions of motivation (Robbins, 2003: p.168). The managers use the following methods for controlling the behaviour of the employees: Positive Reinforcement- This implies giving a positive response when an individual shows positive and required behaviour. For example Immediately praising an employee for coming early for job. This will increase probability of outstanding behaviour occurring again. Reward is a positive reinforce, but not necessarily. If and only if the employees behaviour improves, reward can said to be a positive reinforcer. Positive reinforcement stimulates occurrence of a behaviour. It must be noted that more spontaneous is the giving of reward, the greater reinforcement value it has. Negative Reinforcement- This implies rewarding an employee by removing negative / undesirable consequences. Both positive and negative reinforcement can be used for increasing desirable / required behaviour. Punishment- It implies removing positive consequences so as to lower the probability of repeating undesirable behaviour in future. In other words, punishment means applying undesirable consequence for showing undesirable behaviour. For instance Suspending an employee for breaking the organizational rules. Punishment can be equalized by positive reinforcement from alternative source. Extinction- It implies absence of reinforcements. In other words, extinction implies lowering the probability of undesired behaviour by removing reward for that kind of behaviour. For instance if an employee no longer receives praise and admiration for his 12

13 good work, he may feel that his behaviour is generating no fruitful consequence. Extinction may unintentionally lower desirable behaviour. ( theory motivation.htm) 5. Equity Theory Adams' theory states that employees strive for equity between themselves and other workers. Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965). ( Equity theory is based on the idea that employees are motivated to obtain the same treatment as others for themselves. This theory is most relevant with pay. It holds the concept that distribution of rewards should be associated with the employee s contribution to the organization. This theory is exercised with employees when they compare themselves with friends or co workers and according to the results, they attempt to equalize by for example, increasing or decreasing output. ( research proposals/research proposalon motivation.html) As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs. People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. Accordingly: ( of Motivation.html) 13

14 6. Expectancy theory The Expectancy Theory of Motivation (Porter & Lawler, 1968; Vroom, 1964) is one of the process theories. I see this theory as a model of behavioral choice, that is, as an explanation of why individuals choose one behavioral option over others. In doing so, it explains the behavioral direction process. It does not attempt to explain what motivates individuals, but rather how they make decisions to achieve the end they value. The Expectancy theory is based on the assumption that motivation depends on how much a person wants something and how likely they think they will get it.( com/blog/sample research proposals/research proposal on motivation.html) ( Expectancy Theory Components Expectancy theory is comprised of three components: Expectancy Probability (E P): The expectancy is the belief that one's effort (E) will result is attainment of desired performance (P) goals. This belief, or perception, is generally based on an individual's past experience, self confidence (often termed self efficacy), and the perceived difficulty of the performance standard or goal. Variables affecting the individual's Expectancy perception: - Self Efficacy: Self efficacy is a person s belief about his or her ability to perform a particular behavior successfully. Does the individual believe that he or she has the require skills and competencies required to perform well and the required goals? - Goal Difficulty: Goals that are set too high or performance expectations that are made too difficult, lead to low expectancy perceptions. When individuals perceive that the goals are beyond their ability to achieve, motivation is low because of low expectancy. - Control: One's perceived control over performance is an important determinant of expectancy. In order for expectancy to be high, individuals must believe that some degree of control over the expected outcome. When individuals perceive that the outcome is beyond their ability to influence, expectancy, and thus motivation, is low. 14

15 Instrumentality Probability (P R): The instrumentality is the belief that if one does meet performance expectations, he or she will receive a greater reward. This reward may come in the form of a pay increase, promotion, recognition or sense of accomplishment. It is important to note that when it is perceived that valued rewards follow all levels of performance, then instrumentality is low. Variables affecting the individual's Valance for outcomes: - Trust. When individuals trust their leaders, they're more likely to believe their promises that good performance will be rewarded. - Control. When workers do not trust the leaders of their organizations, they often attempt to control the reward system through a contract or some other type of control mechanism. When individuals believe they have some kind of control over how, when, and why rewards are distributed, Instrumentality tends to increase. - Policies. The degree to which pay and reward systems are formalized in written policies has an impact on the individuals' Instrumentality perceptions. Formalized policies linking rewards to performance tend to increase Instrumentality. Valance V(R): The valance refers the value the individual personally places on the rewards. This is a function of his or her needs, goals, values and Sources of Motivation. Variables affecting the individual's Valance for outcomes: - Values - Needs - Goals - Preferences - Sources of Motivation We use the Expectancy Theory of motivation to help us understand how individuals make decisions regarding various behavioral alternatives. This model deals with the direction aspect of motivation, that is, once behavior is energized, what behavioral alternatives are individuals likely to pursue. The following are propositions of Expectancy Theory: When deciding among behavioral options, individuals select the option with the greatest motivational force (MF). Motivational Force (MF) = Expectancy x Instrumentality x Valance Expectancy and instrumentality are attitudes, or more specifically, they are cognitions. As such, they represent an individual's perception of the likelihood that effort will lead to performance and performance will lead to the desired outcomes. These perceptions represent the individual s subjective reality, and may or may not bear close resemblance to actual probabilities. These perceptions are tempered by the individual's experiences (learning theory), observations of others (social learning theory), and self perceptions. Valance is rooted in an individual s value system. 15

16 Expectancy Theory can be used to define what is termed a strong situation. Strong situations act to have base is a strong influence on the behavior of individuals, often overriding their personalities, personal preferences, and other dispositional variables. ( VII. Types of Motivation There are a lot of motivation types, and they all can serve uncommon purposes in your life. The uncommon types of motivation grant uncommon strengths and skills, so it is optimal to have a wide variety of motivations and sources of motivation. Here are the some main types of motivation: ( types of motivation) 1. Self Enhancement Motivation If you believe the task at hand will increase your character, advent or monetary condition and these self improvements are vastly desirable to you, you will encounter significant motivation to perform even unpleasant parts of the process necessary to reach the goal. How desirable the end improvements are to you will determine the level of motivation you will encounter. 2. Achievement Motivation It is the drive to pursue and attain goals. An party with achievement motivation desires to realize objectives and development up on the ladder of success. Here, accomplishment is vital for its own shake and not for the rewards that accompany it. It is similar to Kaizen approach of Japanese Management. 3. Internal Motivation On the other hand, there are other less noticeable types of motivation. It would be a mix to say that such behaviour does not come lacking its own rewards. To be more precise, the end goal is not a noticeable or outdoor thing, but more internal and psychological. The achievement of these goals by itself also correctly seen as a reward is in all function not noticeable to other personnel. 4. Affiliation Motivation It is a drive to relate to people on a social basis. Personnel with affiliation motivation perform work better when they are complimented for their propitious attitudes and co surgical procedure. 5. Competence Motivation It is the drive to be excellent at something, allowing the party to perform high quality work. Competence motivated people seek job mastery, take pride in developing and using their problemsolving skills and strive to be creative when confronted with obstacles. They learn from their encounter. 16

17 6. Power Motivation It is the drive to influence people and exchange situations. Power motivated people wish to make a depression on their organization and are willing to take risks to do so. 7. Attitude Motivation Attitude motivation is how people reckon and feel. It is their self confidence, their belief in themselves, their attitude to life. It is how they feel about the possibility and how they react to the past. ( types of motivation) 8. Incentive Motivation It is where a person or a team reaps a reward from an activity. It is You do this and you get that, attitude. It is the types of awards and prizes that drive people to work a little harder. 9. Fear Motivation Fear motivation coercions a person to act against will. It is instantaneous and gets the job done quickly. It is helpful in the short run. 17

18 Chapter 3 Methodology Design I. Research Purpose The function of research is to either create or test a theory. Research is the instrument used to test whether a theory is good or not. It s the process by which data is gathered to generate a theory or used to test a theory. There are different ways of conducting research. However any method you use will be based on the systematic collection and analysis of data. For this research, we used descriptive research because it describes about the factors should be considered as determinates of employees motivation policies in order to get the efficiency working performance. The data has been collected through Questionnaire that is aimed to understand the most important factors as determinant of employee motivation to working efficiently. Our questionnaires were concerned with finding out what, where, when, who, and how of a topic (Cooper and Schindler, 2003). Moreover, we used the sources of primary data by using questionnaire, while we also researched about the concept of our topic by other related documents such as books, internet and other trusted source in order to help in collecting data to fulfill and make our research proposal. II. Type of Research Study Early in any research study, one faces the task of selecting the specific design to use. A number of different design approaches exist but, unfortunately, no simple classification system defines all the various that must be considered (Cooper and Schindler, 2003). However, the different types of research are commonly put into five major categories: experimental, survey, archival analysis, historical and case study (Nicholas S.2005). Although they define different name of research purpose, but their definition still have similarity. Accordingly, Nicholas S. (2005) research proposal can all be used for three customary purpose of research: exploration, description and explanation while Robert B. and Richard A. (2008) remarked their name as exploratory, descriptive, and experimental. Moreover, Cooper and Schindler (2003) classified its purpose as reporting, descriptive and causal. This way the essential difference between descriptive and causal studies lies in their objectives. If the research is concerned with finding out who, what, where, when, or how much, then the study is descriptive. In a causal study, we try to explain relationships among variables. When the study area is new or vague some initial exploration is needed before a conceptual and theoretical framework can be divided. It is like a fishing expedition which will give insights and suggested directions but no conducted with sufficient rigor for decision making hypothesis. 18

19 Exploratory designs therefore tend to be mainly qualitative, using in depth interviews, observation, focus groups, and pilot studies as a preliminary step in the research process (Robert B. and Richard A. 2008). Similarity, exploratory is particularly useful when researchers lack a clear idea of the problems they will meet during the study. Through exploration researchers develop concepts more clearly, establish priorities, develop operational definitions, and improve the final research design (Cooper and Schindler, 2003). Because it will be in a relatively theories, concepts and methodologies might be used or adapted, or failing those, to devise new one (Nicholas S. 2005). In contrast to exploratory studies, more formalized studies are typically structures with clearly stated hypotheses or investigative questions. Formal studies serve a variety of research objectives: Descriptions of phenomena or characteristics associated with subject population (who, what, when, where and how of a topic). Estimates of the proportions of a population that have these characteristics. Discovery of associations among different variables (Cooper and Schindler, 2003). Here the researcher attempts to document what is actually occurring. Again, like exploratory techniques, they offer information for further research, but additionally offer help in making very simple decisions. The major strength is that quite accurate information is provided although causal links cannot be established (Robert B. and Richard A., 2008). It is necessary to have a clear picture of the phenomena on which researcher wish to collect data prior to the collection of the data (Saundrers and Lewis et al, 2003). III. Research Approach The knowledge claims, the strategies and the method all contribute to a research approach that tends to be more quantitative, qualitative or mixed (Creswell 2003). However, quite a strong distinction is generally made between quantitative and qualitative research (Nicholas S, 2005). 1. Quantitative approach When using the quantitative approach, an analyst will concentrate on the quantitative facts or data associated with the problem and develop mathematical that describe the objectives, constraints, and other relationships that exist the problem (Anderson and Sweeney, et al, 2006). Quantitative approach is one in which the investigator primarily uses post positivist claims for developing knowledge, employs strategies of inquiry such as experiments and surveys and collects data on predetermined instruments that yield statistical data (Creswell, 2003). Moreover, Quantitative research attempts precise measurement of something (Cooper and Schindler, 2003). 2. Qualitative approach The strengths of qualitative research derive primarily from its inductive approach, its focus on specific situations or people, and its emphasis on words rather than numbers (Maxwell, 2005). Qualitative research is multi method in focus, involving an interpretive, naturalistic approach to its subject matter. This means that qualitative researchers study things in their natural settings, attempting to make sense of, or interpret, phenomena in terms of the meanings people bring to them (Newman and Benz, 1998). 19

20 IV. Source of Data There are two different types of sources when collecting data; primary and secondary data sources (Arbnor and Bjerke, 1994). Primary sources are directly related to the study purpose. Primary data consists of all the data collected throughout the study that directly can be related to the study purpose, both personally gathered as well as data from a third party that has been collected with equivalent purpose. Secondary data on the other hand, contains relevant data that has been collected with a different purpose, but from which conclusions is valuable for the purpose. 1. Primary In approaches of gathering data, we used both primary and secondary data sources. Firstly, primary data, directly relating to the purpose, was collected through an empirical study. The empirical study was made through conducting a questionnaire regarding the factor as the determinants of individual motivation. Especially, we design the questions and distribute it to bank staff that is we use as the case study for our research. Moreover, we ask them to share us some information related to the factor used in motivation policies. 2. Secondary Data The secondary data, indirectly relating to the study purpose, was collected through a theoretical study. The theoretical study comprised of books and articles that not directly were related to the study purpose. According to Saunders et al (2003), secondary research can be defined as: data that has already been collected for some other purpose. The sources of secondary data used by the researcher were mainly articles in journals by various different authors; websites, books and the researcher also use his last year s dissertations which focused upon the individual motivation policies. Besides this, secondary research was used to identify the research gap, which is covered through primary research. Additionally, in undertaking research, it is generally wise to use existing information where possible, rather than embarking on expensive and time consuming new information collection exercises (Veal, 1997). Therefore, the process of secondary research initially entailed the author screening both NUM library, and Google website databases in order to finds articles which related to how to motivate employee efficiently. V. Sample Selection The basic idea of sampling is that by selecting some of the elements in a population, researcher may draw conclusions about the entire population. There are several compelling reasons for sampling, including: lower cost, greater accuracy of result, greater speed of data collection and availability of population selection (Cooper and Schindler, 2003). Selection of the sampling method to use in a study depends on a number of related theoretical and practical issues. These include considering the nature of the study, the objectives of the study and the time and budget available. Traditional sampling method can be divided into two categories: probability and non probability sampling (Saunders et. al, 2003). 20

21 Probability sampling is most commonly associated with survey based research where researcher needs to make inferences from the sample about a population to answer the research questions or to meet research objectives (Saunders et. al., 2003). In probability sampling, sampling elements are selected randomly and the probability of being selected is determined ahead of time by the researcher. If done properly, probability sampling ensures that the sample is representative (Hair et al, 2003) Non probability sampling provides a range of alternative techniques based on researcher subjective judgment (Saunders et al, 2003). In non probability sampling the selection of elements for the sample is not necessarily made with the aim of being statistically representative of the population. Rather the researcher uses the subjective methods such as personal experience, convenience, expert judgment and so on to select the elements in the sample. As a result the probability of any element of the population being chosen is not known. Convenience sampling Convenience sampling involves select sample members who can provide required information and who are more available to participate in the study. Convenience samples enable the researcher to complete a large number of interviews cost effectively and quickly but they suffer from selection bias because of difference of target population (Hair et al., 2003). Judgment sampling Researcher's judgment is used to select sample element and it involves for a specific purpose. Group of people who have knowledge about particular problem they can be selected as sample element. Sometimes it referred as a purposive sample because it involves a specific purpose. Judgment sampling is more convenience and low cost involvement. (Hair et. al., 2003) Quota sampling Objective of quota sampling is to have proportional representation of the strata of the target population for the total sample and the certain characteristics describe the dimensions of the population (Cooper and Schindler 2003). In quota sampling the researcher defines the target population, determines the total size and set a quota for the sample elements from each stratum. The findings from the sampling cannot be generalized because of the choice of elements is not done using Probability sampling methods. 1. Sampling method A non probability convenience, purposive sampling and probability sampling, Quota Sampling is used in this research. 2. Sample size This research proposal represents an exploratory effort in understanding the needs of bank staff in Phnom Penh as their motivation factors. This was an important driver as there was scant literature related to bank service quality. For determine the sample size, my research used table of Sample Size for a Given Population Size of Krejcie and Morgan (1970) that greatly simplified the sample size decision by providing a table that ensure a good decision model. That table provides that 21

22 generalized scientific guideline for sample size decision (Sekaran, 2000). We will conduct an indebt interview and survey research by developing questionnaire. We will focus on the three different banks in Phnom Penh: Foreign Trade Bank of Cambodia (FTB), 25 respondents Customer Service Department (10 respondents) Human Resource Department (5 respondents) Loan Department (10 respondents) ANZ Royal Bank, 25 respondents Customer Service Department (10 respondents) Human Resource Department (5 respondents) Loan Department (10 respondents) ACLEDA Bank, 25 respondents Customer Service Department (10 respondents) Human Resource Department (5 respondents) Loan Department (10 respondents) VI. Data Analysis Method The data gathered was of a quantitative nature. It enables us to recognize and evaluate the error involved in quantifying our experience, especially when generalizing from what is known of some group (as sample) to some wider group (the population) (Collis & Hussey, 1997). After the data was gathered, it was entered into SPSS statistical analysis software by the researcher. This was the only statistical analysis software utilized for this study. 1. Regression analysis A regression analysis examines the relation of the dependent variable (response variables) to specified independent variables. The objective is to identify whether relationship between variables exists, which is usually based on a study of the correlation between the variables. (Hair et al, 1998) Linear Regression estimates the coefficients of the linear equation, involving one or more independent variables that best predict the value of the dependent variable. For each value of the independent variables, the distribution of the dependent variable must be normal. The variance of the distribution of the dependent variable should be constant for all values of the independent variable. The relationship between the dependent variable and each independent variable should be linear, and all observation should be independent. This research use both simple and multiple regressions because of more variables simultaneously to make the prediction of a target variable (DV). 2. Descriptive analysis Descriptive analysis provides the number of valid cases, the mean, and the standard deviation for each variable in the analysis. Analysis of variance (ANOVA) is used as a test of mean for 22

23 two or more population and examining the differences in the mean values of dependent variable associated with effect of the controlled independent variable and t test also was used for this research on relationship between each independent variables and dependent variable. Exploratory factor will be used for analysis so the thesis can identify the gap between the relationship customer s expectation and perception, descriptive statistics and frequencies which will be used to analyze demographics in association with relationships. Exploratory factor analysis is a standard method for exploring the dimensions of a construct in the marketing discipline. The graphical and statistical tests directed towards assessing the multivariate techniques revealed little terms of violation of the assumptions. VII. Variable and Model Development Based on the narrow down scope of literature review, the three factors have been selected from the determinants of employee motivation. Those factors are defined as the Independent variable (IV) shown as bellow: Employee s Needs Determination Motivating Employee Efficiency Employee s Needs Completeness (Davannchai, 2004) Reward and Punishment Motivation Employee Efficiency is called Dependent Variable (DV). Determine Employee s Needs, Complete Employee s Needs, and Reward and Punishment are called Independent Variables (IV). 1. Dependent Variable Motivation Employee Efficiency refers to how the organization or the bank motivates their staff and in what factor that are affected on staff motivation. It depends on many factors that why we called this dependent variable or DV. 2. Independent Variable Employee s Needs Determination refers to the determination of needed level or what kind of motivation policies that the staff prefers in order to make them have an efficiency working performance. Employee s Needs Completeness refers to how the organization does to meet the needs of employee. Reward and Punishment refers to how the organization gives a reward or punishment when their staff gets success or failure in a mission. 23

24 VIII. Variable Measurement The instrumentation employed for this research was modeled after the study research related to employee motivation because it has been supported with sufficient empirical research. In most cases, motivation has been found to be a relatively simple and inexpensive instrument that provides valuable information on organization's motivation policies. Moreover, a number of research finding support valid measure there three main factors as a determinants of Motivation Employee Efficiency. Motivation policies model employ a multiple item scale that measures to provide motivation employee efficiency focus on employee s needs determination, employee s needs completeness, and reward and punishment. Employee s Needs Determination: if the organization does not know what kind or level of motivation policies their staff need, it will be mean less to motivate them because it is not consistent to what the staff likes or needs. Employee s Needs Completeness: if the organization knows what kind or level of motivation policies their staff need, but it cannot make afford to meet their staff s need, the way or the policies it is motivating are not efficient or not applied in correct way. Reward and Punishment: in general, staff or employee will feel lazy or not try hard in completing a task if the organization does not force them or punish them when their mission is failure. Also, the reward will be helpful for motivating them to work hard. IX. Instrument of Data Collection: The researcher used questionnaire to interview to all staff of private companies and the public institution and also used a numerical scale to measure the factors that relate to determine the individual motivation. The numerical scale typically requires the respondents to evaluate an object on a 5 point rating scale bounded at each end by bipolar adjectives. Use of the numerical or semantic differential scale is a popular attitude measurement technique in marketing research. The main application of the numerical has been in connection with company and brand image studies. An image can be defined as an average of many separate attitudes toward a company, a brand, or a concept and each separate attitude has three components cognitive, affective, and behavioral. Consequently, image measurement requires the respondents to express their position on many attitudes using a multi scale questionnaires (Kinnear and Taylor, 1996). For numerical or semantic, differential scale used quite often in information and marketing research endeavors. Questionnaire development was divided into two sections (see Appendix A). Moreover, we also design question but asking about the some information related to the bio of respondents such as the name of the organization that they are working. In first section, we asked about how organizational factors affect as determinant in the organization throughout their own understanding and experiences in their company policies. To determine levels of satisfaction, we used a semantic differential scale of 1 to 5 of the level of agreement; subjects were asked to indicate the factors that affect on employee motivation policies. Finally, subjects were asked to indicate the level of staff preference level of their bank motivation policies. 24