THE EFFECTS OF MANGERIAL STYLES, SELF-MOTIVATION, AND COMPENSATION ON EMPLOYEE MOTIVATION. Prepared for

THE EFFECTS OF MANGERIAL STYLES, SELF-MOTIVATION, AND COMPENSATION ON EMPLOYEE MOTIVATION Prepared for Professor Mary Groves University of Nevada, Reno Prepared by Timothy Gilbertson Xiaoteng Ma Meg Pearson Julie Quintana May 3, 2011

2 To: From: Mary Groves Timothy Gilbertson, Xiaoteng Ma, Meg Pearson, and Julie Quintana Date: May 3, 2011 Subject: Report on Employee Motivation at The Same Company Here is the report from our employee survey on motivation that was requested on the 12 th of November. Based on our questionnaire, we collected information to gauge employees current motivation levels. This survey lead to discovering areas that need to be improved. After analyzing the results, recommendations were made to increase motivation centered on managerial styles, selfmotivation, and compensation factors. This survey has given our company valuable information that will be implemented into the work setting. If you have any questions on this report, we would be ecstatic to answer them. Enclosure

3 TABLE OF CONTENTS List of Tables... 4 List of Charts... 5 Executive Summary... 6 Section I... 8 Introduction... 8 Statement of the Problem... 8 Significance of the Study... 8 Scope of the Study... 9 Review of Related Literature... 9 Methods of the Study... 10 Source of Data... 10 Sample Selection... 10 Statistical Methods... 11 Limitations of the Study... 11 Section II... 12 Finding, Conclusion, and Recommendations... 12 Introduction... 12 Findings... 12 Demographic Profile... 12 Motivation Affected by Managerial Styles... 13 Self-Motivation... 14 Compensation... 15 Conclusions... 16 Recommendations... 17 References... 18 Appendix A: Questionnaire... 19 Appendix B: Data Analysis... 21 Appendix C: Outline of Powerpoint Presentation... 24 Appendix D: Powerpoints... 26

4 LIST OF TABLES Table 1. Demographic Profile: Age..... 13 2. Demographic Profile: Sex.. 13 3. Demographic Profile: Time with Company... 13 4. Demographic Profile: Hours per Week.. 13

5 LIST OF FIGURES Figures 1. Employee Motivation through Managerial Styles.. 14 2. Self Motivating Factor of Motivation in the Workplace. 15 3. The Impact of Compensation Factors on Employees.. 16

6 EXECUTIVE SUMMARY INTRODUCTION Employee motivation is defined as an employee s enthusiasm to perform to the best of their abilities at work. A company must figure out the motivating factors for their employees in order to ensure their best performance. Factors of motivation can differ between employees due to the increased diversity in the work environment. While compensation may be the motivating factor to one employee, managerial styles of superiors may be the motivating factor for another. The company needs to be aware of the different things that motivate their employees in order to profit from their employees maximum productivity. This study was conducted to determine the factors that most affect employee motivation and to make recommendations to improve employee motivations. There are three types of factors used in this study; managerial styles, self-motivation, and compensation were examined. This study was limited to the perceptions of The Same Company Inc s employees, located in the Reno- Sparks metropolitan area. The data for the study was collected using a questionnaire that was separated into four parts. The parts were demographics, motivation through managerial styles, self-motivation, and compensation. A nonprobability convenience sampling technique was used to collect the data. The research team conducting this study was comprised of four students from the University of Nevada, Reno. The team distributed 60 questionnaires and reported a 100% response rate. The questionnaires were analyzed using simple statistical techniques. The main data received was analyzed using a percent of response. There are a few reasons this study may be limited. The questionnaire required that only a limited number of questions asked. Second, with a limited number of questions asked, the possibility that some important motivational factors were not considered increased. Next, the use of nonprobability sampling method and the use of simple statistical techniques could have limited the results. Lastly, the sample of employees for this study may not entirely represent the total population of organizational employees. The research team used every attempt to reduce the effects of these limitations in this study. FINDINGS The study included five categories of motivation through managerial style. These categories were constant communication, recognition, giving weekly reports to management, managers genuine interest in their employees, and pressure from management to work harder. As the chart titled Employee Motivation Through Managerial Style points out, employees agree or strongly agree that being recognized for a job well done (92%) and management showing a genuine interest in them (92%) ranked as the highest motivators. 67% of the respondents disagree or strongly disagree that being pressured or threatened by management to get their job finished is a good motivational tool. In the next section, respondents were asked about 5 key areas of self-motivation: interest of tasks, relationships with coworkers, safety, task equally distributed, and a balance of work and social life. In the first question 48% agreed or strongly agreed that self-motivation is by the

7 interest of the task at hand. In the second question more than 76% of respondents agreed that having good relationships with coworkers increases the want to perform at a higher standard. In the fourth question, 42% agreed or strongly agreed that there is equal distribution of work at their workplace, while 58% of respondents disagreed. The last question, over 66% of respondents disagreed that their job offers a good balance between work and social life. In the section regarding compensation, respondents were asked to rank their level of agreement with 6 brief statements. In the first question, 47% agreed that salary is the most important factor when it comes to how hard they work, while 23% said they were neutral, and 30% disagreed. In second question, 15% stated that they strongly agreed that a person works harder when they receive benefits like insurance and 401k plans, 52 % stated that they agreed, 17% said they were neutral, and 17% stated that they disagreed. In the third question, 32% said they strongly agreed that the individual would be motivated to produce better work after receiving a bonus, 42% stated that they agreed, 23% were neutral or disagreed. In the next question, 12% stated that they strongly agreed that paid time off is an important motivation factor for employees, 43% stated that they agreed, 45% said they were neutral or disagreed. The responses for the next question were very similar to that of paid time off since they are both very similar. 7% stated that they strongly agreed that paid leave is important in motivating employees, 45% stated they agreed, 37% said they were neutral, and 12% disagreed. In the last question, 20% stated that they strongly agreed that receiving perks like free merchandise, discounts, and travel were important, 57% stated that they agreed, 7% stated that they were neutral. From all of the data compiled in this section it is easy to say that the majority of individuals agreed or were neutral in compliance with the provided statements. Of course this does not account for every individual in the workforce, or say that money and compensation motivates all individuals. What it does say and lead us to believe is that compensation does have a strong effect on the motivation of the majority of employees. CONCLUSION Top motivators by the affects through managerial style were genuine interest and recognition from their supervisor. Employees are more likely to notice if tasks are not equally distributed when it directly affects them, the same notification goes for work-life balance. Lastly, a person s salary does not motivate them a great deal according to the study. A clear majority of people agreed or strongly agreed that employees are motivated to produce better work after receiving a surprise bonus. RECOMMENDATIONS Managers need to show interest in their employees and their lives. This will create a more comfortable work setting; help the organization grow, and productivity increase. When a manager shows recognition to their employees, thus it should happen more often in the workplace. Managers should distribute tasks equally to employees; this fosters a positive attitude for everyone. When trying to motivate through compensation, give out bonuses rather than increasing salaries. This will provide for better long-term work efficiency.

8 The Effects of Managerial Styles, Self-Motivation, and Compensation on Employee Motivation Section I Introduction to the Study Introduction Employee motivation can simply be defined as an employee s enthusiasm to perform to the best of their abilities at work. In order to get the most out of a company s employees, companies need to figure out what motivates them and work accordingly so the employees are consistently performing at the optimum level. Today, companies employ a diverse range of personnel who are different in regards to age, race, living situation, etc. Because of such diversity in the workplace, it is important for companies to realize that employees have different factors for motivation. For example, compensation may be the motivating factor to one employee, while the managerial style of the superiors may be the motivating factor for another. By becoming more aware of employee motivation factors and implementing a program for them to benefit from their source of motivation, companies will profit from their employees maximum productivity. Statement of the Problem To discover what motivates employees and make recommendations to management on how to motivate employees. Significance of the Study There are three groups of people who can benefit from this study. The first groups to benefit are the subjects of this study these employees have a boss, receive rewards for doing well at their job, or are simply self-motivated. Reading this study may help them to better understand their own personal motivators and work towards them when given the opportunity. The results of this study may also help employers and management of all levels to make more educated decisions when handling to the problem of getting employees to work as hard as they can. The final group who would benefit from this study is the human resources department. Armed with the knowledge of what best motivates employees, human resources can better anticipate what will inspire new hires to work their hardest.

9 Scope of the Study This study is limited to the perceptions of employees all working in the Residential Life department at the University of Nevada, Reno. These employees have similar viewpoints, thus similar aspects motivate them. This study is restricted to employees that are all hired based upon similar qualities. Thus their motivational responses should be similar to each other. For the purpose of this study, employee motivation is defined by the following categories: managerial styles, self-motivation, and compensation. The data for this study was collected during April 2011. Review of Related Literature Dr. Cyrus Achouri (2010), a professor for human resources management at the University of Nuertingen, Germany, explored the significance of managerial motivation on employees. He stated that while it is important to be a motivational executive, no motivational technique would be useful unless the motivator finds what it is that motivates his employees. In other words, instead of forcing motivational techniques on employees, finding what encourages selfmotivation for the individual and promoting it is much more effective. Dr. Achouri finds that a good mixture of intrinsic and extrinsic motivation is best when attempting to encourage employees. He also concludes that just because management feels that it would be reasonable for the employee to choose an option that has been given, emotions and passion, not reason, are what motivates the individual to choose one option over another (Achouri, 2010). Professors Gregory Bedny and Waldemar Karwowski, from Essex County College and University of Central Florida respectively, wrote the article The self-regulation concept of motivation at work in 2004 and revised in 2005. In this article they identify 5 steps in selfmotivation: pre-conscious motivational stage, goal-related motivational stage, task evaluative motivational stage, executive or process-related motivational stage, and result-related motivational stage (Bedny). These steps created their conclusion that high performance is connected with going through the five steps. The steps help understand that self-motivation is inherently positive. Mae Lon Ding, President of Personnel Systems Associates, discusses how money can motivate certain employees, but doesn't play much of a role in motivating others. From research, Ding has stated that money is a "director of behavior" and can be used to mold an employee s behavior in a desirable direction. Ding conducted research and cited six sources from national surveys of employees around the country. In these surveys the majority of employees stated that direct financial compensation was important to motivation. This lead him to the conclusion that compensation can be a "strong driver of employee behavior," when it is properly designed. According to a 2004 article on Salary.com, having a compensation philosophy will help both the company and the employee in negotiating a reasonable salary. The goal of the pay philosophy is to attract, retain, and motivate employees (Salary.com 2004). The article goes into this point further by breaking down the three main components of compensation: salary,

10 incentive pay, and benefits. An example provided by the article talks about what a small company with moderate monetary resources could do in establishing a pay philosophy: paying a base salary comparable to what an employee could get elsewhere, offering an equity in the company for employees so they can reap the company s rewards, and an aggressive use of incentives in the forms of signing and retention bonuses. Depending on the size of the company, having the right combination of these three components will help meet the goals of the pay philosophy. Professor Richard Shell (2002), from the University of Cincinnati, Ohio, wrote the book Management of Professionals in 1988 and revised it in 2002. According to his book, there are four steps for successfully motivating professional employees: Proper understanding of the managerial function, attaining mutual agreement on job expectations with subordinates and mutual goal setting, understanding the relationship between employee selection and motivation, and developing the ability to apply popular and useful motivation models (Shell, 2002). These steps ensure that management understands what their job is as the motivator before they attempt to apply motivational techniques. These steps also ensure that employees know what management expects of them in their jobs, further enforcing the employees self-motivation through this understanding. Methods of the study Source of Data The data for this project was collected using a questionnaire. Four students at the University of Nevada, Reno, developed this questionnaire and it consisted of questions in regards to employee motivation. The questionnaire was divided into four parts. Part one consisted of questions regarding basic demographics of the person taking the questionnaire. They were asked about their age and gender, and also asked how long they have been working with their employer and how often they work in a week. The second part of the questionnaire had questions dealing with how much they were motivated by the managerial styles of their supervisors. We gave a list of 5 short statements and the individual was asked to indicate their level of agreement from strongly disagree to strongly agree. The second part of the questionnaire had questions regarding to selfmotivation. The individual was then asked 5 questions that dealt with self-motivation factors and indicated there level of agreement from strongly disagree to strongly agree. The last part of the questionnaire had questions regarding to compensations factors and how they affect motivation of employees. The individual was asked 6 questions and was asked to indicate their level of agreement from strongly disagree to strongly agree. Sample Selection A questionnaire was administered to 60 people in the residence halls at the University of Nevada, Reno. Most participants were students either in their late teens or in there twenties. In order to get a better sense of demographics they were asked four questions regarding their age, gender, time with their current place of employment, and amount of hours worked per week.

11 Statistical Methods The statistical methods used were simple percentages for answers given to each individual question. The number of times people responded to each choice was divided by the amount of people who answered the question (60). In the demographic section, all respondents answered questions giving a factual basis from which the study could further correlate age, gender, years of employment, and weekly hours worked to answers given. In the next three sections, Motivation though Managerial Styles, Self-Motivation, and Motivation thorough Compensation Factors, all questions were categorized from strongly disagree (1) to strongly agree (5). This allowed statistical review to be completed on a ranking method where respondents answered according to what they felt motivated them most. The answers were then put into tables and figures for easier comparison. Limitations of the Study This study is limited because the survey was only conducted 60 times. It is hard to judge an entire population by a sample of 60 people. Another limitation is that the survey only used 3 criteria in the field of employee motivation. Employee motivation is a very broad topic and a survey could have been longer and more in depth if more criteria were taken into consideration.

12 Section II Finding, Conclusion, and Recommendations Introduction This study was designed to determine employee motivation based on managerial styles, selfmotivation, and compensation. Sixty questionnaires were distributed to employees of the Residential Life, Housing and Food Service department at the University of Nevada, Reno. This section includes the findings, conclusions, and recommendations. Findings The findings are presented in three sections based on afore mentioned definition of employee motivation: demographic profile, motivation affected by managerial styles, self-motivation, and compensation. Demographic Profile Of the 60 people who answered the employee motivation questionnaire, 76.7% of the sample was between the ages of 18-24, while 20% were between 25-32 years old; the remaining 3.3% were in the age ranges of 33-38 (1) and 39-48 years old (1). There was also a bit of a gender difference in the sample, as 70% of those who answered the questionnaire were female, while only 30% were male. 96.7% of the sample population has less than 5 years of experience working in their company. This is understandable due to the fact that the majority of the sample population is college students between the ages of 18-24. Due to the fact that the questionnaire was given to mostly college students, only 21.6% works full time. Sample Size Age Range of Sample (Years) 17 or 18-25 - 33-39 - 49-58 - 64 or younger 24 32 38 48 57 63 older 0 46 12 1 1 0 0 0 Gender of Sample Size Male Female 18 42 Time with Current Company

Number of Responses 13 Sample Size Less than 5 years 6-10 years 11-15 years 16 20 years More than 20 years 58 2 0 0 0 Hours Per Week Part-time (less than 40 hours) Full time (40 hours or more) 47 13 Tables 1-4: Demographic Profiles: Age, Sex, Time with Company, and Hours per week Motivation Affected by Managerial Style The managerial style category inquired about five different ways that management can directly impact employees motivation: constant communication, recognition, give weekly reports to management, managers genuine interest in their employees, and pressure from management to work harder. As the chart titled Employee Motivation Through Managerial Style points out, employees agree or strongly agree that being recognized for doing well at their job (92%) and management showing a genuine interest in them (92%) ranked as the highest motivators. 67% of the respondents disagree or strongly disagree that being pressured or threatened by management to get their job finished is a good motivational tool. 50 45 40 35 30 25 20 15 10 5 0 40 26 24 15 10 23 00 0 25 22 8 5 0 45 10 5 0 0 24 16 10 8 2 Strongly Disagree Disagree Neutral Agree Strongly Agree Motivation through Managerial Styles Figure 1: Employee Motivation Through Managerial Styles According to Achouri (2010), motivation starts with understanding what motivational factors will work for the employees. By taking an interest in the employees, managers can find out what motivators would have the greatest effect. Professor Shell (2002) agrees with Achouri. Taking

Number of Responses 14 the time to get to know an employee and showing them recognition for doing well at their job allows management a chance to better understand how the employees are affected by different types of motivational strategies. Self-Motivation Questions 9 through 14 offered employees to respond about what are important key selfmotivator techniques. Respondents were asked about 5 key areas: interest of tasks, relationships with coworkers, safety, task equally distributed, and a balance of work and social life. Each question was on a scale of five choices from Strongly Disagree to Strongly Agree. The responses for each category are shown in Table 1. 60 50 40 50 35 40 30 20 10 0 23 25 21 18 20 9 7 4 6 10 7 7 8 5 5 Interest Relationship Safety Distributed Balance Self Motivation Factors Strongly Disagree Disagree Neutral Agree Strongly Agree Figure 2: Self-Motivating Factors of Motivation in the Workplace Professors Bedny and Karwaski felt that evaluating each area of self-motivation separately results in a conclusive set of findings (Bedny 2005). The first question asks if an individual is motivated by an interest of enjoyment for the task. Of the respondents, 48% agreed or strongly agreed that self-motivation is by the interest of the task at hand. The second question asks if individuals perform better when they have positive relationship with coworkers. The results were that more than 76% of respondents agreed that having good relationships with coworkers increases the want to perform at a higher standard. Question three asked about safety in the workplace and all respondents agreed that they felt safe at work. The fourth question asks if people feel that tasks are distributed equally at their workplace. This response was divided with 58% of respondents disagreed with this question. Whereas, 42% agreed or strongly agreed that there is equal distributed at work. The last question regarding self-motivation asks if their job offers a good balance between work and social life. Over 66% of respondents disagree with this question. From the data collected for self-motivation, the respondents feel safe at work. Most feel that their tasks are not equally distributed nor are there a balance between work and social life. In the following sections, the conclusions and recommendations are further explained.

15 Compensation The respondents were given a list of 6 shorts statements to respond to regarding the compensation factors that can affect employee motivation. Based on the table below we can see how many responses there were to each question and if we take that number and divide it by the total number of responses (60) then it gives us the percentage. From this table we can conclude the following figures: The first question stated that salary is the most important factor when it comes to how hard an individual works. The results were as follows; 47% stated that they agreed, 23% said they were neutral, and 30% disagreed. The second question stated that the person works harder when they know they are receiving benefits like insurance and a 401k plan. The results were as follows; 15% stated that they strongly agreed, 52 % stated that they agreed, 17% said they were neutral, and 17% stated that they disagreed. The third question had the statement that the individual would be motivated to produce better work after receiving a bonus. The results were as follows; 32% said they strongly agreed, 42% stated that they agreed, 15% were neutral, and 8% disagreed. The fourth question stated that paid time off is very important to the individual. The results were as follows; 12% stated that they strongly agreed, 43% stated that they agreed, 35% said they were neutral, and 10% said they disagreed. The fifth question stated that paid leave was also very important to the individual. The responses for this question were very similar to that of paid time off since they are both very similar. The results were as follows; 7% stated that they strongly agreed, 45% stated they agreed, 37% said they were neutral, and 12% disagreed. The last question was the statement that receiving perks like free merchandise, discounts, and travel are very important to the individual. The results to this question were as follows; 20% stated that they strongly agreed, 57% stated that they agreed, 7% stated that they were neutral, and 17% said that they disagreed. From all of the data compiled in this section it is easy to say that the majority of individuals agreed or were neutral in compliance with the provided statements. Of course, this does not account for every individual in the workforce, or say that money and compensation motivates all individuals. What is does say and lead us to believe is that compensation does have a strong effect on the motivation of the majority of employees.

Compensation Factors 16 Perks Paid leave Paid time off Bonuses Benefits Salary 12 4 0 10 34 4 0 7 22 27 7 0 6 21 26 19 0 5 9 25 9 0 10 10 31 0 0 14 18 28 0 10 20 30 40 Number of Responses Strongly Agree Agree Neutral Disagree Strongly Disagree Figure 3: The Impact of Compensation Factors on Employees Conclusion After research was done and the questionnaire was handed out to 60 individuals, the conclusions that were found were based on section of employee motivation. Of the respondents surveyed recognition in the workplace and a genuine interest from their supervisor are the top motivators for the managerial styles. Looking at self-motivators, employees are more likely to notice if tasks are not equally distributed when it directly affects them and the same feelings showed when dealing with a work-life balance. Self-motivators are a hard category to find an equal distribution. Lastly, after analyzing the data, a person s salary does not motivate them a great deal. The results were nicely distributed between disagreeing and agreeing. The data also showed that 73% of people agreed or strongly agreed that employees are motivated to produce better work after receiving a bonus.

17 Recommendations Based on the findings and conclusion in this study, the following recommendations are made: 1. Managers should show more personal interest in their employees. This will make employees feel comfortable to talk to their managers, which will help the organization grow. 2. Show recognition to employees. Managers should give the employees credit for the work they do. This will increase motivation to continue doing a job well done. 3. Continue providing the same safety measures in the workplace. 4. Work on equally distributing tasks to employees. This will increase motivation of the employees who do not see it as equal currently. 5. Review the job description in regards to the time requirements for the job change if necessary. This will help employees understand what the expected time for work is. 6. Managers should not necessarily raise pay expecting to receive a stronger motivation to work. 7. Employers should provide a surprise bonus for consistent good work.

18 References Achouri, C. (2010). Modern Systemic Leadership (pp. 71-72). Erlangen, Germany: Publicis Publishing, Erlangen. Bedny, G., & Karwowski, W. (2005). The Self-Regulation Concept of Motivation at Work (pp. 413-436). Louisville, Kentucky: Department of Industrial Engineering. Ding, M.L. (Accessed 2011). Employee Motivation. Retrieved from http://www.personnelsystems.com/motivate.htm Ojimba, E. (2004, November 15). Salary basics. Retrieved from http://www.salary.com/articles/articledetail.asp?part=par410 Shell, R. L. (2002). Management of Professionals (2nd ed.). New York, NY: Marcel Dekker, Inc. Retrieved April 23, 2011, from CRCnetBASE (10.1201/9780203911051.ch8).

19 Appendix A Questionnaire Please circle the answer the best corresponds to you. Please circle only one. 1. What is your age? a. 17 or younger b. 18 24 c. 25 32 d. 33 38 e. 39 48 f. 49 57 g. 58 63 h. 64 & older 2. What is your sex? a. Male b. Female 3. How long have you been an employee of your company? a. Less than 5 years b. 6 10 years c. 11 15 years d. 16 20 years e. More than 20 years 4. How many hours do you work per week on average? a. Less than 40 hours (Part-time) b. 40 hours or more (Full-time) Motivation through Managerial Styles Please rate your level of agreement or disagreement for the following statements. 1. I like to remain in constant communication with my supervisor. 2. I like to be recognized by my supervisor for a job well done. 3. I like to give weekly reports to my supervisor regarding my projects. 4. I believe my supervisor has the genuine interest of their employees in mind. 5. Pressure or threats from management motivates me to work harder. Strongly Disagree Disagree Neutral Agree Strongly Agree 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

20 Self-Motivation Please rate your level of agreement or disagreement for the following statements. Strongly Strongly Disagree Neutral Agree Disagree Agree 6. I am motivated by an interest of enjoyment for the task at hand. 1 2 3 4 5 7. I perform better when I have a positive relationship with my coworkers. 1 2 3 4 5 8. I feel safe at my place of work. 1 2 3 4 5 9. I feel that tasks are distributed equally at my place of work. 10. My job offers be a good balance between my work and social life. 1 2 3 4 5 1 2 3 4 5 Compensation Factors Please rate your level of agreement or disagreement for the following statements Strongly Strongly Disagree Neutral Agree Disagree Agree 11. My salary is the most important factor when it comes to how hard I work. 1 2 3 4 5 12. I work harder if I know that I am receiving benefits like insurance and 401k plans. 1 2 3 4 5 13. After receiving a bonus, I am motivated to produce better work. 1 2 3 4 5 14. Paid time off is very important to me. 1 2 3 4 5 15. Paid leave is very important to me. 1 2 3 4 5 16. Receiving perks like free merchandise, discounts, and travel is very important to me. 1 2 3 4 5

21 Appendix B Data Analysis Survey Demographics Managerial Styles Self-Motivation Compensation 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 1 2 0 1 1 5 5 2 5 5 5 5 5 4 2 2 4 5 5 5 5 2 2 0 1 1 5 4 2 4 2 4 5 4 4 3 2 4 5 4 4 4 3 2 0 1 1 5 4 2 4 2 4 4 4 4 2 3 3 2 4 4 4 4 2 0 1 1 4 5 2 5 1 1 2 4 2 1 3 2 3 2 2 4 5 2 0 1 1 4 5 2 4 1 3 2 4 2 1 4 5 4 3 3 4 6 2 0 1 1 4 4 3 5 1 4 5 4 2 2 3 2 2 3 3 5 7 2 0 1 1 4 4 3 4 3 3 4 4 2 2 4 4 5 5 5 4 8 2 0 1 1 4 4 3 4 3 4 5 5 5 4 2 2 4 4 4 4 9 2 0 1 1 4 4 3 4 2 4 5 4 4 2 3 2 4 3 3 3 10 2 0 1 1 4 2 1 2 1 1 2 4 4 2 4 4 4 3 3 4 11 2 0 1 1 3 5 2 4 1 2 3 4 4 3 4 4 5 5 5 5 12 2 0 1 1 3 4 1 2 2 2 3 4 4 2 2 4 4 3 3 4 13 2 0 1 1 3 3 1 2 3 3 4 4 4 2 2 4 3 2 2 4 14 2 1 1 1 5 5 2 4 3 3 4 4 4 2 3 3 2 3 3 3 15 2 1 1 1 5 5 2 4 1 3 5 4 4 1 4 5 5 5 4 4 16 2 1 1 1 5 5 3 4 1 3 4 4 4 2 4 4 5 3 3 4 17 2 1 1 1 5 5 3 4 1 4 4 4 4 3 4 4 4 3 3 4 18 2 1 1 1 5 4 3 4 2 4 4 4 4 3 2 4 4 3 4 4 19 2 1 1 1 5 4 3 4 2 4 4 4 4 2 3 2 3 2 2 4 20 2 1 1 1 5 4 3 4 4 4 5 4 2 2 4 5 5 5 4 5 21 2 1 1 1 5 4 3 4 4 4 5 4 5 4 2 4 4 3 3 4 22 2 1 1 1 5 4 3 4 2 5 5 5 2 2 2 4 5 4 4 4 23 2 1 1 1 5 4 2 5 2 2 2 4 2 2 2 4 4 4 4 5 24 2 1 1 1 5 4 2 4 2 2 2 4 2 2 3 2 3 3 3 2 25 2 1 1 1 5 4 2 4 2 2 2 4 2 2 3 3 4 4 4 5 26 2 1 1 1 5 4 2 4 2 3 2 4 2 2 3 3 2 3 3 4 27 2 1 1 1 5 4 2 4 2 3 3 4 2 2 4 5 5 5 4 5 28 2 1 1 1 5 4 2 4 2 4 4 4 4 2 4 5 5 4 4 4 29 2 1 1 1 5 4 2 4 2 4 4 4 4 2 4 5 5 4 4 5 30 2 1 1 1 5 4 2 4 2 4 4 4 4 2 4 4 4 3 3 4 31 2 1 1 1 5 4 2 4 2 4 4 4 2 2 4 4 4 4 4 4 32 2 1 1 1 5 4 2 4 2 4 4 4 2 2 4 4 4 3 3 4 33 2 1 1 1 4 5 2 4 1 5 5 5 2 2 4 4 5 4 4 5 34 2 1 1 1 4 5 2 4 1 3 4 4 5 4 2 3 3 2 2 4 35 2 1 1 1 4 4 2 4 2 2 4 4 2 2 4 4 5 4 5 3 36 2 1 1 1 4 4 3 5 4 1 3 4 2 1 3 3 3 2 2 4 37 2 1 1 1 4 4 3 4 4 4 5 5 4 2 4 4 4 3 3 4 38 2 1 1 1 4 4 3 4 3 2 4 4 2 3 2 4 5 4 4 5 39 2 1 1 1 4 4 3 4 3 3 3 4 2 2 4 4 3 3 3 4 40 2 1 1 1 4 4 1 4 1 4 5 4 2 2 4 2 5 5 4 5 41 2 1 1 1 4 3 3 5 2 3 4 4 2 2 4 4 3 2 2 4

22 Survey Demographics Managerial Styles Self-Motivation Compensation 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 43 2 1 1 1 4 2 1 2 1 3 4 4 2 2 4 5 3 3 3 3 44 2 1 1 1 3 5 3 5 2 3 4 4 2 3 2 4 5 4 4 4 45 2 1 1 1 3 4 3 4 3 4 5 4 2 2 3 2 2 3 3 4 46 2 1 1 1 3 4 2 2 1 3 4 5 4 1 4 5 4 4 2 4 47 3 0 1 1 5 4 4 5 4 5 5 5 4 1 3 2 5 4 4 5 48 3 0 1 2 5 4 4 4 4 4 4 4 2 2 4 4 4 3 3 4 49 3 0 1 2 4 5 3 4 2 2 4 4 2 3 2 4 5 4 4 4 50 3 0 1 2 3 4 3 5 2 3 5 4 5 4 2 4 4 3 3 2 51 3 1 1 2 5 5 3 4 3 3 4 4 2 3 2 3 4 4 4 2 52 3 1 1 2 5 4 3 4 3 4 4 4 2 2 4 4 5 4 4 2 53 3 1 1 2 4 5 3 5 1 1 3 4 2 1 4 4 4 4 4 4 54 3 1 1 2 4 5 3 4 2 2 4 4 2 2 2 2 4 4 4 2 55 3 1 1 2 4 4 4 4 4 5 5 5 2 2 2 3 5 4 4 2 56 3 1 1 2 4 4 4 4 1 3 3 4 2 2 3 3 4 4 3 2 57 3 1 1 2 3 4 4 4 4 4 5 5 2 2 4 4 4 4 4 4 58 3 1 1 2 3 4 4 4 3 3 4 4 2 2 3 3 4 4 4 2 59 4 0 2 2 3 4 4 4 1 4 5 4 2 2 4 4 4 4 4 4 60 5 1 2 2 5 4 4 4 2 4 5 4 2 2 4 4 4 4 3 2 Above is the data that the research team collected. This data was then broken down into percentages by each question and area. The percentages are as follows. Type of Motivation Managerial Style Strongly Disagree Disagree Neutral Agree Strongly Agree Constant Communication 0% 0% 17% 40% 43% Recognition 0% 3% 5% 67% 25% Give Weekly Reports 8% 37% 42% 13% 0% Genuine Interest in Employees 0% 8% 0% 75% 17% Pressure to Work Harder 27% 40% 17% 13% 3% Total Percentages (per agree/disagree cat.) 35% 88% 81% 208% 88% Total Percentages (out of 500% possible) 7% 17.6% 16.2% 41.6% 17.6% Self-Motivation Strongly Disagree Disagree Neutral Agree Strongly Agree Enjoyment from Task At Hand 7% 15% 30% 38% 10% Positive Relationship With Coworkers 0% 12% 12% 41% 35% Feel Safe at Work 0% 0% 0% 83% 17% Tasks Distributed Equally 0% 35% 24% 33% 8% Allows Balance Between Work and Social 12% 59% 13% 8% 8% Life Total Percentages (per agree/disagree cat.) 19% 121% 79% 203% 78% Total Percentages (out of 500% possible) 3.8% 24.2% 15.8% 40.6% 15.6%

23 Compensation Factors Strongly Disagree Disagree Neutral Agree Strongly Agree Salary is Most Important 0% 30% 23% 47% 0% Benefits (Example: Insurance and 0% 17% 17% 51% 15% Retirement) After Receiving a Bonus 3% 8% 15% 42% 32% Paid Time Off 0% 10% 35% 43% 12% Paid Leave 0% 12% 36% 45% 7% Perks (Example: Free Merchandise) 0% 17% 7% 56% 20% Total Percentages (per agree/disagree cat.) 3% 94% 133% 284% 86% Total Percentages (out of 600% possible).5% 15.7% 22.2% 47.3% 14.3% Statistical Review of table 1 shows that most employees agree or strongly agree that almost all types of motivators given motivate them to work harder. When these motivators are categorized by type (Compensation Factors, Managerial Style, and Self-Motivation) the percent of respondents who agreed or strongly agreed shows which category motivates these employees the most. The category percentages are as follows: 61.6% Compensation Factors, 59.2% Managerial Style, and 56.2% Self-Motivation. The top motivators that employees agree or strongly agree with per category are: Perks (Compensation Factors) with 76% agreement, recognition and genuine supervisor interest (Managerial Style) with 92% agreement each, and a safe feeling at work (Self-Motivation) with 100% agreement.

24 Appendix C Outline of Presentation Employee Motivation based on Managerial Styles, Self-Motivation, and Compensation Factors. Presented to the Same Company managers Prepared by Timothy Gilbertson Xiaoteng Ma Meg Pearson Julie Quintana May 3, 2011 I. Opening (Slide 1) A. My research team and I would like to talk to you today about employee motivation. With employee motivation we have researched three specific areas to provide recommendations for management to increase productivity at the Same Company. B. Purpose: To discover what motivates employees and make recommendations to management on how to motivate employees. Slide 2- Introduction C. Preview: a. Background Information b. Findings i. Motivation through Managerial Styles ii. Self-Motivation iii. Compensation c. Recommendations d. Your job: Make final decisions of how to increase employee motivation at work. e. Questions at the end of the presentation II. Body

25 Slide 3 Background Information A. Background a. Companies with high employee motivation have higher levels of efficiency in the workplace. b. This creates a more profitable company if the employees are fully engaged at work. Slide 4 Employee Motivation B. Definition a. For this study, employee motivation is defined by the following categories: managerial styles, self-motivation, and compensation. C. Respondent Demographics Slide 5 Findings D. Motivation Affected by Managerial Style a. Constant Communication b. Recognized in the Workplace c. Weekly Reports d. Genuine Interest for Employees e. Pressure gets the Job Finished E. Self-Motivation a. Interest of Tasks b. Relationships with Coworkers c. Safety d. Tasks Equally Distributed e. Balance of Work and Social Life F. Compensation Factors a. Salary b. Benefits c. Bonuses d. Paid Time Off e. Paid Leave f. Perks III. Closing Slide 6 Recommendations A. Recommendations: a. Managers should show interest in employees b. Show recognition in the workplace c. Work on equal distribution of tasks d. Provide bonuses rather then increasing pay Slide 7 Questions

26 Appendix D PowerPoint Slides Slide 1 Opening Slide 2 Introduction Slide 3 Background Information Slide 4 Employee Motivation

27 Slide 5 Findings Slide 6 Recommendations Slide 7 Questions