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An Investigation into the Impact of Motivation on the Performance of Employees at the Fontana Pharmacy

A Research Presented to the SUPERVISORY MANAGEMENT PROGRAMME COMMITTEE Of University of the West Indies Open Campus In Partial fulfillment of the Requirement For the Certificate of SUPERVISORY MANAGEMENT
BY

Names: Glenmore Campbell Ma You are invited to attend a Management Team meeting this Saturday July 16
at 10 am @ the Tourism Centre. Best regards,

Joy Mzie-Lyn Dennis

Roxanne Ho-Shing Suzette Malcolm Joy Morris Koran Troupe ACKNOWLEDGEMENT


The successful completion of this research would not have been possible without the assistance, guidance and cooperation of many individuals.

Firstly, we wish to thank the Supervisory Management Department at the university of the West Indies Open Campus for the opportunity to explore and expand my knowledge and awareness on the impact of motivation in the workplace. Sincere gratitude is also expressed to Mr. Ray Howard, our facilitator, whose discourses provided us with the direction of this study. In addition, we wish to also thank Mrs. Jarrett, who was more than just a mere librarian. Her accommodating nature made it easy for us to have acquired the relevant information that was needed.

Secondly, we wish to thank the staff of the Fontana Pharmacy, especially the CEOs, Mr. and Mrs. Chang, and the numerous other employees for facilitating the conduct of our questionnaires and interview. Their contributions have made this project a meaningful one.

Lastly, but by no means the least, we would like to thank God who gave us the strength to perseverance to do this project. It is through him why all of this has been possible.

ABSTRACT
Motivation is one of the primary factor that determines how an individual performs in his/ her place of employment. The purpose of this quantitative correlational study, using the Motivation and Leadership Survey, was to test various theories on motivations and preferred leadership styles to determine how they might affect personnels performance within the Fontana Pharmacy, located in the Fairview Shopping complex, Montego Bay.

Among many factors which impact motivation, are variables included achievement, advancement, recognition, responsibility, and work. There are however dependent variables included such as the type of leadership styles which exist there. Approximately twenty five (25) persons responded to a 25 -question survey. Relevant data results showed personnel exists at Fontana Pharmacy. and appreciated the transformational leadership which

Table of Contents
CHAPTER 1: INTRODUCTION....................................................................................... Introductory Paragraphs............................................................................................... Statement of the Problem............................................................................................ Purpose of the Study ................................................................................................ Significance of the Study................................................................................... .

Research Questions/ Hypotheses................................................................................. CHAPTER 2: BACKGROUND............................................. Literature Review Definition of Terms. CHAPTER 3: METHODOLOGY....................................................................... Restatement of Purpose and Research Questions /Null Hypotheses Population and Sampling Instrumentation. Procedure and time Frame Analysis Plan.. Validity and Reliability Assumptions...........................................................................................................

Scope and Limitations............................................................................................

CHAPTER 4: RESULTS.................................................................................... CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS....................... Summary .............................................................................................................. Discussion.. Recommendations REFERENCES .................................................................................................... APPENDIX

CHAPTER ONE

Introduction
Employee motivation has always been a central problem for leaders and managers. Unmotivated employees are likely to spend little or no effort in their jobs, avoid the workplace as much as possible, exit the organization if given the opportunity and produce low quality work. On the other hand, employees who feel motivated to work are likely to be persistent, creative and productive, turning out high quality work that they willingly undertake. There has been a lot of research done on motivation by many scholars, but the behavior of groups of people to try to find out why it is that every employee of a company does not perform at their best has been comparatively unresearched. Many things can be said to answer this question; the reality is that every employee has different ways to become motivated. Employers need to get to know their employees very well and use different tactics to motivate each of them based on their personal wants and needs. The dictionary Webster's defines motivation as something inside people that drives them to action. This motivation varies in different people. We can also say that motivation is the willingness to work at a certain level of effort. Motivation emerges, in current theories, out of needs, values, goals, intentions, and expectation. Because motivation comes from within, managers need to cultivate and direct the motivation that their employees already have. Motivation comes from within us such as thoughts, beliefs, ambitions, and goals. The people who are most interested in motivation studies are managers of people because they may provide insights into why people perform at work as they do, and as a result provide managers with techniques to improve worker productivity.

Statement of the Problem


There is a need for further research on motivation, therefore my goal is to reveal what it is that motivates all employees to perform at their best and achieve optimal business results at all times. The inherent problem I have identified is that many employers have attempted several different incentive programs to motivate their employees, yet they have not worked for everyone in the company. This is a major problem faced by employers these days, due to the fact that each employer's company is founded on the strength of its employees' performance. One of the traditional components of management along with planning, organizing, and controlling, is motivating. Many managers do different things for example: contests, ranking of people, plants, shifts, teams, and departments, performance appraisals, performance, production, sales quotas and commission pay. All these systems are implemented in the belief that they drive performance. Some researchers think it does the opposite. Instead of trying to use extrinsic motivators (something outside of the work itself such as promised rewards or incentives) to get higher levels of performance from people, management will be better served by studying the organization as a system. Employers demand results. Without results the organization will not survive. Managing motivation is a requirement for productivity.

Purpose The objective of this study is to understand how positive motivation can aid an organization to achieve at the highest level and to ascertain that the motivational techniques employed in an organization can have a positive result on employees work ethics. This research seeks to utilize factual and statistical documentation in discovering what may occur within an organization, and understand the outcome of such.

Motivation
Leaders face the complicated problem of motivating employees to contribute to job satisfaction (Miner, 2005). Motivation is a key factor in influencing workers to have a passion for their jobs (Schunk & Zimmerman, 2007). Organizational leaders must teach managers how to use their built-in leadership factors at the worksite to motivate their employees and increase productivity and profitability (Struder, 2004). Dodendorf, Deogun, Rodie, and Pol (2004) noted proper leadership and esprit de corps were beneficial in restoring the human resources quota and increasing retention rates.

Motivation is the inner power or energy that pushes toward acting, performing actions and achieving. Motivation has much to do with desire and ambition, and if they are absent, motivation is absent too. Motivation strengthens the ambition, increases initiative and give direction, courage, energy and the persistence to follow one s goals. A motivated person takes action, and does whatever it needs to achieve his/her goals. Motivation becomes strong when you have a vision, a clear mental image of what you want to achieve, and also a strong desire to materialize it. In this situation motivation awakens and pushes you forward, toward taking and making the vision a reality. Motivation can be applied every action and goal. (Example when studying a foreign language, to get good grades at school or even to bake a cake) There are two concepts on motivation, intrinsic and extrinsic. An intrinsic motivated person is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on external pressure. While an extrinsic motivated person, is motivated by factors outside of the individual. Motivation is one of the most important keys to success.

By Remez Sasson www.sucessessconsciousness.com/strenghten_motivation.htm

Elements of Motivation
Motivation starts with the desire to be free, to be free from dependency on others, freedom to live the L ife style we dream of, freedom to explore our ideas. Total freedom is not possible or desirable, but the struggle to achieve that ideal is the basis for motivation.

Motivation is built on three basic elements: Learn From Failure - Love to learn, Learn to Bounce Back Accept risk Overcome Barriers- Seek opportunity.

1. Motivation starts with a need, vision, dream or desire to achieve the seemingly impossible. Creativity is associated with ideas, projects and goals, which can be considered a path of freedom.

2. Develop a love- to- learn, become involved with risky ventures and continually seek new opportunities. Success is based on learning on what works and what does not work. 3. Developing the ability to overcome barriers and to bounce back from discouragement or failure. Achievers learn to tolerate the agony of failure. In any worthwhile endeavor, barriers and failure will be there. Bouncing back requires creative thinking as it is a learning process. In addition bouncing back requires starting again at square one. www.motivation-tools.com/elements/three_elements.htm

Measures by which employers can motivate staff


Ways in which employers can motivate staff are as follows: 1. Recognition or Attention - When employees accomplish something the have achieved something. Your recognition is appreciation for that achievement. 2. One-on one Coaching- Coaching is employee development. 3. Career Path- set career paths within the organization. Your employees need to know what is potentially ahead of them, what the opportunities are for growth. 4. Job Titles- when employees are given job titles you are tapping into their self esteem. How someone feels about the way they are perceived in the workforce is a critical component to overall attitude and morale. 5. Good Work Environment - Working conditions are very important to the way employees feel about where the work. 6. Leadership Roles- Give people leadership roles to reward their performance, and also help you identify future promotable people. 7. Team Spirit - People driving to reach goals together definitely enhance team spirit solely because they must lean upon others and be prepared to be leaned on.

By Dave Worman, Dr. Motivation

Some reasons that results in lack of motivation in the work place

Lack of motivation can show up everywhere, at home, at work, in relationships and in pursuing goals. This often brings indifference, unhappiness and dissatisfaction. Often, a person has the desire and ambition to get something done or achieve a certain goal, but lacks the push, the initiative and the willingness to take action. This is due to lack of motivation and inner drive. Some reasons for lack of motivation at work are: 1. 2. 3. 4. 5. 6. 7. Poor working conditions Low salary Difficult supervisor / manager Work load (too much/ too little) Low self esteem Being too stressed or nervous Absence of enough stimuli or incentives

CHAPTER TWO

Background Motivation is a noun and is derived from the Latin word motus which means to move. It is described as being intrinsic or extrinsic. Motivation is defined has a decision making process by which an individual perceives desired results and applies will power.

History of motivation Since the evolution of mankind, man had seen it necessary to acquire food and shelter and found ways to develop methods of getting these commodities and as man advanced so did his needs. y Philosophical Origins of Motivation Concepts

The earliest known theory was said to have been the carrot and stick method. This theory was formulated due to the stubbornness of the donkey who could only be moved by the taunting them with a carrot. From then onward managers from generation to generation exhausted this method and so it created a misconception that money was the only motivator for someone to work harder. The carrot represents rewards for workers to work harder and the stick represents the punishment for sanctioning the workers who wont work. y Early Theories of Motivation  In 1923 Elton Mayo critiqued the limitations of the carrot and stick method and this opened the door to the psychological theories. He found that the biggest limitation was that financial incentive failed to increase productivity. Mayo concluded that the reason for the low productivity, after carrying out his experiment was that workers needed to fulfill the social aspects of which in that case was the opportunity to communicate or interact with other workers and he solved it be changing the work atmosphere.  The Drive Theory emerged 1930 by Sigmund Freud. This theory was based on the principle that organisms are born with physiological needs and that a negative state of tension is created when these needs are not satisfied.  A few decades after Clark L. Hull theorized that drive reduction is a major cause of learning and behaviour. This was called the Learning and Behaviour theory. Kenneth Spence, his most famous student, did an extension to his work. The learning theory classified the drives into: Primary- innate drives (e.g. thirst, hunger, sex) and Secondarydrives that were learned by conditioning (e.g. money).

After the early theories the rise of the mini theories materialized. These mini theories gave ideas about the active nature of the person, cognition revolution and applied socially relevant research. One of the first to be surfaced was the Attribution theory in the 1950s by Fritz Heider which was further developed by Bernard Weiner in 1972. This theory attempted to explain how individuals explained the causes of behaviour and events. These attributions were categorized into 3(three) main groups: Explanatory, Predictive and Interpersonal. Heider argued that as an active perceiver of events, the average person continuously and spontaneously makes causal inferences on why the events occur. Then later in the era, Albert Banduras work on Self Efficacy which he defined as ones belief in ones ability to succeed in specific situations. Deci and Ryan then formulated the Self-Determination theory. This theory states that extrinsic motivation can be internalized by the individual if tasks fits with their values and beliefs and therefore helps to fulfill their basic psychological needs. Additionally, during that time, B.F. Skinner suggested that the Incentive Theory. This theory states that motivation and behaviour of individuals they are influenced by beliefs and promoted behaviours. y Current Theories Era

These can be classified into two groups: Content and Process. The content process is the identification of inward needs and can be further classified as primary and secondary. Primary are said to be genetic because these are physiological in nature and in born. Secondary are said to be socio-psychological in nature because these are learned through experience (e.g. esteem, affection, power and belonging). The three (3) major Content theories are products of Maslow, Alderder and Herzberg. Maslow and Alderfer focused on the internal aspects where as Herzbergs work focused on the external aspects which included job content and context which could provide satisfaction on differences.

 Abraham Maslows Hierarchy of Needs. This is theory identified that individuals will be motivated to satisfy, progressing towards higher order satisfactions, such as self-

actualization. Diagram Showing Maslows Hierarchy of Needs  The ERG Theory of Clayton Alderfer was a revision of Maslows hierarchy of needs model in 1969. Alderfer outlined that human behaviour at work was influenced by Existence, Relatedness and Growth. Existence- physiological and safety needs (hunger, thirst and sex) Relatedness-social and external esteem (involvement with family, friends, co-workers and employers) Growth-internal esteem and self actualization (desires to be creative ,productive and to complete meaningful tasks)

Diagram Showing Clayton Alderfers ERG Theory

 Frederick Herzberg identified two basic systems: the need to avoid unpleasantness and the need for personal growth. He suggested that the organization could satisfy both types of needs: hygiene and motivator factors.

Diagram Showing The Dual Structure Theory/Two Factor Theory

 David Mc Clelland identified three types of motivating needs in 1961. These were: a) The need for power - people with a high need for power usually seek positions in which they can influence and control others. b) The need for affiliation people who need a sense of belonging and membership of social group tend to be concerned with maintaining good personal relationships. c) The need for achievement people who need to achieve have a strong desire for success and strong fear of failure.

Process theories of motivation help managers understand the dynamics of employees decisions about what rewards are worth going for. One of the most common is the Victor Vrooms expectancy theory. The expectancy theory is more dynamic in nature.  Vrooms theory states that the strength of an individuals motivation to do something will depend on the extent to which he expects the results of his efforts to contribute to his personal needs or goals. Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence interact psychologically to create a motivational force such that the employee acts in ways that bring pleasure and avoid pain.

Vroom's Expectancy Theory is based upon the following three beliefs: 1. Valence- refers to the emotional orientations people hold with respect to outcomes. The depth of the want of an employee for extrinsically (money, promotion, time-off, benefits) or intrinsically (satisfaction) rewards. Management must discover what employees value. 2. Expectancy- refers to employees having different expectations and levels of confidence about what they are capable of doing. Management must discover what resources, training, or supervision employees need. 3. Instrumentality refers to the perception of employees whether they will actually get what they desire even if it has been promised by a manager. Management must ensure that promises of rewards are fulfilled and that employees are aware of that. This force can be 'calculated' via the following formula: Motivation = Valance Expectancy (Instrumentality). This formula can be used to indicate and predict such things as job satisfaction, one's occupational choice, the likelihood of staying in a job, and the effort one might expend at work.

 Charles Handys motivation calculus is another expectancy approach. Individuals decide how much effort to invest towards a given goal doing a calculation. Handy 's Motivation Calculus, which implies that our motivation is driven by a more complex series of needs than basic needs ,that is, our own interpretations and assessments form additional layers determining and determined by our response to our own needs and the effects of those responses: Needs - Maslow Hierarchy of Needs factors, personality characteristics, current work environment, outside pressures and influences. Results - we must be able to measure the effect of what our additional efforts, resulting from motivation, will produce. Effectiveness - we decide whether the results we have achieved meet the needs that we feel.

Equity theory was developed by John Stacey Adams in 1963. This theory basically addressed the broad overall organizational issues such as pay, benefits, working conditions and advancement. He also believed that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization, so if people find themselves in situations of inequity or unfairness or unfairness they are motivated to act in ways to change their circumstances.  Reinforcement Theory. This theory was contributed by B.F Skinner. It states that uses of rewards and punishment and those behaviours that produce pleasant consequences tend to

be repeated and unpleasant rewards tend not to be. The reinforcement theory was also said to have be utilized to shape individuals behaviour.  Edwin A .Locke formulated in 1968 the Goal setting Theory. This theory states that if task goals are properly set and managed can be an important motivator. The theory argues that goals and intentions are cognitive and willful, and that they serve as mediators of human actions and that our needs and our goals are mediated by our values, which determine what is beneficial for us.  Douglas Mc Gregors X and Y Theory were developed in 1960s. The X and Y theory states that managers will encounter with two types of individuals in the workplace which are: Theory X and Theory Y. both can be utilized to heighten manager s awareness of the assumptions underlying their management styles. Theory X indicates that most people dislike work and responsibility and will avoid both if possible. Managers that assume this behavioral pattern will supervise closely, apply detailed rules and controls and carrot and stick motivation. Theory Y indicates that physical and mental effort in work is as natural as play or rest and people do not inherently dislike work and enjoy being challenged. Managers that assume this theory is said to be democratic or consultative

Literature Review

Numerous research have emphasized that employees are the key to any successful business. For a company to be successful it needs a motivated and highly skilled work force. The current challenges caused by the globalization pressures in the realm of economics be fitting work communities to review their personnel training and management practices. Companies must while there are numerous schools of thought on the subject, Porter and Miles (1989) have identified three variables as affecting motivation in organizations: individual characteristics, job & organizational characteristics. The motivational process thus begins with need, desires of expectations, behaviors goal and expectations.

In taking a pragmatic approach to this, motivation is quiet complex concept. Employees needs differ considerably, and it translation into other are subsequently the fulfillment of their needs differ. The most widely used theory which supports the study of motivation in an organization is that of psychologist, Abraham Maslow(1943) which postulates that if an employees needs are not met, he will not perform at his true potential. According to Warren Plunkett et al (2002), Maslow based his theory on four premises: 1. Only an unsatisfied need can influence behavior; a satisfied need is not a motivator 2. A persons needs are arranged in a priority order of importance; going from the most basic to the most complex 3. A person will at least minimally satisfy each level of need before feeling the need at the next level 4. If a need satisfaction is not maintained at any level, the unsatisfied need will become a priority once again.

Maslows theory seeks to suggest that if managers within an organization at the least satisfy the needs of their employees, then the quality and quantity of work output will surpass expectations Top performing companies devote considerable resources and energy to creating high quality work force by increasing pay and training, thus promoting employees to higher paying jobs; reassuring workers that jobs will not be affected by the policies implemented; creating social opportunities ; praising and accepting employees suggestions and offering specific guidance for the employee to achieve their ultimate goal.

Frederick Herzberg, another famous psychologist, in formulating his TW-Factor Theory or Hygiene- Motivator theory opines that in the absence of his hygiene/ maintenance factors, such as salary, status working conditions, job dissatisfaction is inevitable. The theory also a set of factors that produce job satisfaction and motivation, these factors are called motivators. According to Herzberg, the motivation factors are the primary cause of job satisfaction. When an employee enjoy a high degree of achievement, recognition and advancement, will no doubt create the environment workers thrive in.

The implication of Herzbergs theory is that it is impetus for managers to put in place all those factors that create the environment on which motivation is built. A critical contributory point, is that supervisors have the power to increase motivation in the work place, by granting more responsibility to employees, praising their accomplishments and making them feel they are succeeding. Bear in mind that motivated employees believe they have control over their jobs ultimately feeling more empowered. Job analysis is an important process of obtaining information about jobs i. e. information about the tasks to be done on the job, as well as personal characteristics (education, experience, specialized training) necessary of those employed to do the tasks. Furthermore, managers with a Theory X philosophy are likely to emphasize the satisfaction of the physiological & Security needs. On the other hand managers who tend to focus on esteem needs do emphasize public reward and recognition. Managers who see there is scope for innovation recognizes that that there are those individuals who once motivated will work to realize not only their goals but also that of the company in which they are employed. Within this framework, managers will develop a customer-oriented

workforce to deliver service quality, which is met through training and motivation. If managers understand the need of their employees they can institute factors in the work environment to cater to the employees working efficiently towards achieving the organizations goals. Maslow theory predicts a step by step a process of motivation in which the individuals behavior is governed by a continuously changing set of expectations will always deliver. Leadership within any organization is paramount in achievement. One of the basic weapons in enhancing any business is that employers must care for their staff. Richard Daft et al, (1998) in his text Understanding management, states Often entrepreneurs do not have good people skills but do have excellent task skills in either production or marketing. By the success stage of growth, the owner must either learn to motivate employees or bring in managers who can. Clayton Alderfer proposed a modification of Maslows theory. His of the theory he has established is hinged on three premise, existence, relatedness and growth. Alderfers ERG model bears close resemblance to Maslows in that both are based on a hierarchical formula. This theory proposes that as an individual moves up the hierarchy, and realizes that a need is not met then he stands the chance of regressing reflecting a frustration-regression principle. A worker who finds himself in such a situation, where he cannot fulfill a need or personal growth may revert to a lower order need and redirect his or her efforts. The ERG model, therefore, is less rigid that Maslows Need Hierarchy, suggesting that individual may move down as well as up the hierarchy depending on their ability to satisfy needs. It is therefore imperative for organizations to recognize their employees, encourage their participation in making company policies, as well as giving them the opportunity for growth in order to enhance their contributions with the company as well as society. According to Daft

(2007), surveys found that employees who contribute ideas at work are more likely to feel valued, committed and motivated. In addition when employees ideas are implemented and recognized, there tends to be a motivation ripple effect throughout the work force.

Definition of terms:
Security: The drive towards a sense of safety and wellbeing either in interpersonal relationships (present) or in financial stability (future) Prestige: The desire to win consideration / importance from possession of valuable objects or from influence over others Status: the need to have a definite standing or rank among associates and in the company, and for this to be outwardly obvious Responsibility: The drive to seek additional job obligations in order to achieve a sense of importance and the feeling of making a significant contribution

Accomplishment: the drive to exercise ones capacities to the fullest to achieve a sense of satisfaction from a job well done: self-realization Individual characteristics: refers to the interests, values, attitudes and need the worker brings to the job. Job Characteristics:. Refers to the workers task. Organizational Characteristics: Refers to the dimensions of the organization Valence: is the anticipated satisfaction from an outcome Expectancy: is the momentary belief concerning the likelihood that a particular act will be followed by a particular outcome Intrinsic rewards: the satisfaction the process of performing an action. Extrinsic rewards: a reward given by another person. Attribution: judgments about what caused a persons behavior, either characteristics of a person or the situation. Reinforcement theory: a motivation theory based on the relationship between a given behavior and its consequences. Frustration-Regression Principle: the idea that failure to meet a high order need may cause a regression to an already satisfied low order need. Motivators: facts that influence job satisfaction based on fulfillment of high level needs, such as achievement, recognition, responsibility and opportunity for growth.

Equity: a situation that exist when the ratio of one persons outcomes to input equals that of anothers.

CHAPTER THREE

The criteria used in the development of this survey instrument are (a) each variable is addressed by relevant questions, (b) distinct and balanced responses are available (i.e., yes/no options or, strongly disagree, disagree, neutral, agree, and strongly agree). The current study literature review included articles, books, dissertations, Web sites, and title searches. The topics researched included the concepts of motivation and leadership, the particular organization, organizational theory, research methodology, and the theories of renowned theorists. A thorough literature review included major theoretical concepts from leadership and motivational factors derive d from Herzberg, Maslow, Alderfer, Vroom, McGregor,

Chapter 3 includes a detailed overview of the research approach, methods, and procedures used to achieve the purpose of the study. The chapter includes a description of the outline of the design, the data gathering methods, and the rationale for the use of the selected design and methods to achieve the study goals. The approach was to collect quantitative data in the form of responses to the Motivation survey.

Population The population of the group under investigation consisted of the CEO, Managers, Supervisors and line staff at the Fontana Pharmacy located at Fairview Shopping Mall, Montego Bay, St James, who comprise the entire set under consideration.

Sampling The sampling population was randomly selected within the organization, to reflect the population of the staff. Neuman (2003) suggested that a standard sampling size should be approximately 30% of the entire population. In adhering to these guidelines, a sampling of five managers (including the CEO), and approximately twenty employees, exceeding the recommended sampling, in an effort to ensure validity. The research commenced on June 2011 and ended on July 5, 2011. Personnel received a letter outlining the purpose of the research study and requesting their participation. The letter outlined the research project, the data that would be obtained and how the data would be used. The letter reiterated the voluntary and confidential nature of individual participation. Two separate types of questionnaire forms were issued (see Appendices 2&3): one set to supervisors/managers, and another to line staff. Twenty five (25) questionnaires were issued line staff employees and (5) five to supervisors and

Managers who were randomly selected. On July 4, 2011 at approximately 5pm all the questionnaires were retrieved and vetted. An Interview was conducted on the following day with the owner of the organization; the reason for this exercise was to receive additional information and accurate answers from follow up questions that was not obtained in the questionnaires about the firms motivational techniques. We inferred that

Instrumentation A combination of questionnaires and interview methods were used to obtain information about the organization motivational techniques. The questionnaire was constructed in an unambiguous way, but in a manner for the candidates (employees) to give candid answers to the queries so the result would be accurate. Thus the research would be credible for future use with accurate information for the researcher.

Procedure and Time The research was assemble over a period of (10) ten weeks which began May, 2011 through to July 5, 2011.The questionnaires were issued week in advance dated May17, 2011, to the selected candidates as they were informed of the purpose of the research, the confidentiality of their answers to the queries and that the information obtained would only be use for this research only and finally that the researcher expects there full participation and honest answers to the questions asked. The candidates were also informed of the retrieving date July 5, 2011 and thanked for their candor and cooperation with the project.

Assumptions The researcher assumes that the information obtained is entirely true base upon the results of the survey and that the questions were answered to the best of the candidates knowledge. Likewise, that the sample was representative of the whole organization because of the method used which was random sampling.

Analysis Plan The data collected from the surveys for both employees and Managers/supervisors were used to created frequency tables and bar charts were necessary to reflect the options chosen by interviewees using the SPSS 17.0 statistical software,

Validity and Reliability

Scope and Limitation The researchers greatest limitation was time. Due to the time limit of the research the researchers had difficulty with involving a wider scope of participants to take part in the survey and so that the participants could offer more detailed information about concerns or issues about the work atmosphere and sources of motivation at Fontana Pharmacy that the questionnaire doesnt include as well as selecting an appropriate time to successfully conduct the interviews for the research.

BIBLIOGRAPY
Neuman, W. L. (2003). Social research methods quantitative and qualitative approaches (5th ed.). Whitewater: University of Wisconsin at Whitewater. www. West minster college.edu/myriad/index.cfm DATA PRESENTATION AND ANALSIS
Age group

Cumulative Frequency Valid 18 - 30 31 - 45 Total 8 3 11 Percent 72.7 27.3 100.0 Valid Percent 72.7 27.3 100.0 Percent 72.7 100.0

Fig. 1

Gender Cumulative Frequency Valid Female 11 Percent 100.0 Valid Percent 100.0 Percent 100.0

Fig. 2

Years of service Cumulative Frequency Valid less than 1 year 1 - 5 years 6 - 10 years over ten years Total 2 1 6 2 11 Percent 18.2 9.1 54.5 18.2 100.0 Valid Percent 18.2 9.1 54.5 18.2 100.0 Percent 18.2 27.3 81.8 100.0

Fig. 3

Fig. 4

Line staff relationship Cumulative Frequency Valid Excellent Good Total 1 10 11 Percent 9.1 90.9 100.0 Valid Percent 9.1 90.9 100.0 Percent 9.1 100.0

Fig. 5

Fig. 6

Relationship with Supervisor Manager Cumulative Frequency Valid Excellent Fair Total 5 6 11 Percent 45.5 54.5 100.0 Valid Percent 45.5 54.5 100.0 Percent 45.5 100.0

Fig. 7

Fig. 8

Good working environment Cumulative Frequency Valid Yes 11 Percent 100.0 Valid Percent 100.0 Percent 100.0

Fig. 9

Recognition for Job well done Cumulative Frequency Valid Yes 11 Percent 100.0 Valid Percent 100.0 Percent 100.0

Fig. 10

Training to enhance performance Cumulative Frequency Valid Yes No Total 10 1 11 Percent 90.9 9.1 100.0 Valid Percent 90.9 9.1 100.0 Percent 90.9 100.0

Opportunities for growth / promotion Cumulative Frequency Valid Yes No Total 8 3 11 Percent 72.7 27.3 100.0 Valid Percent 72.7 27.3 100.0 Percent 72.7 100.0

Personal time off Cumulative Frequency Valid Yes 11 Percent 100.0 Valid Percent 100.0 Percent 100.0

Improve Skill and Competencies Cumulative Frequency Valid Yes No Total Missing Total System 7 3 10 1 11 Percent 63.6 27.3 90.9 9.1 100.0 Valid Percent 70.0 30.0 100.0 Percent 70.0 100.0

Motivated at work Cumulative Frequency Valid Yes 11 Percent 100.0 Valid Percent 100.0 Percent 100.0

Contribute to decision making process Cumulative Frequency Valid Yes No Total 4 7 11 Percent 36.4 63.6 100.0 Valid Percent 36.4 63.6 100.0 Percent 36.4 100.0

Do staff members complain about being unfairly treated Cumulative Frequency Valid Yes Total 1 10 11 Percent 9.1 90.9 100.0 Valid Percent 9.1 90.9 100.0 Percent 9.1 100.0

High staff turnover Cumulative Frequency Valid Yes Total 1 10 11 Percent 9.1 90.9 100.0 Valid Percent 9.1 90.9 100.0 Percent 9.1 100.0

Penalized for mistakes Cumulative Frequency Valid Yes No Total 9 2 11 Percent 81.8 18.2 100.0 Valid Percent 81.8 18.2 100.0 Percent 81.8 100.0

Staff meetings Cumulative Frequency Valid Monthly Bi-monthly once per quarter Total 1 2 1 7 11 Percent 9.1 18.2 9.1 63.6 100.0 Valid Percent 9.1 18.2 9.1 63.6 100.0 Percent 9.1 27.3 36.4 100.0

Opportunity to express self in staff meeting Cumulative Frequency Valid Yes No Total 2 7 2 11 Percent 18.2 63.6 18.2 100.0 Valid Percent 18.2 63.6 18.2 100.0 Percent 18.2 81.8 100.0

Opportunity to contribute to performance evaluation Cumulative Frequency Valid Yes No Total 8 3 11 Percent 72.7 27.3 100.0 Valid Percent 72.7 27.3 100.0 Percent 72.7 100.0

Managers and supervisors questionnaires

Gender Cumulative Frequency Valid Male Female Total 1 3 4 Percent 25.0 75.0 100.0 Valid Percent 25.0 75.0 100.0 Percent 25.0 100.0

Supervisor/manager Cumulative Frequency Valid 6 - 10 years 4 Percent 100.0 Valid Percent 100.0 Percent 100.0

Credit for performance Cumulative Frequency Valid Yes 4 Percent 100.0 Valid Percent 100.0 Percent 100.0

Merit in subordinates Cumulative Frequency Valid Yes 4 Percent 100.0 Valid Percent 100.0 Percent 100.0

Coarch subordinates Cumulative Frequency Valid Yes 4 Percent 100.0 Valid Percent 100.0 Percent 100.0

Participate in skill training Cumulative Frequency Percent Valid Percent Percent

Participate in skill training Cumulative Frequency Valid Yes 4 Percent 100.0 Valid Percent 100.0 Percent 100.0

Accept mistakes from subordinates Cumulative Frequency Valid Yes 4 Percent 100.0 Valid Percent 100.0 Percent 100.0

Give workers company info Cumulative Frequency Valid Yes No Total 3 1 4 Percent 75.0 25.0 100.0 Valid Percent 75.0 25.0 100.0 Percent 75.0 100.0

Feel good when employees share problem Cumulative Frequency Valid Yes 4 Percent 100.0 Valid Percent 100.0 Percent 100.0

Valid Yes No Total

xpect subordinate to do an adequate job Cumulative Frequency 1 2 1 4 Percent 25.0 50.0 25.0 100.0 Valid Percent 25.0 50.0 25.0 100.0 Percent 25.0 75.0 100.0

Subordinates pick carefully time to talk to me Cumulative Frequency Valid Yes No Total 2 2 4 Percent 50.0 50.0 100.0 Valid Percent 50.0 50.0 100.0 Percent 50.0 100.0

Assume that your ideas are best Cumulative Frequency Valid Yes No Total 2 2 4 Percent 50.0 50.0 100.0 Valid Percent 50.0 50.0 100.0 Percent 50.0 100.0

Who caused it Cumulative Frequency Valid Yes Total 1 3 4 Percent 25.0 75.0 100.0 Valid Percent 25.0 75.0 100.0 Percent 25.0 100.0

High Ethical standards Cumulative Frequency Valid Yes 4 Percent 100.0 Valid Percent 100.0 Percent 100.0

Encourage gossip Cumulative Frequency Valid Yes No Total 1 3 4 Percent 25.0 75.0 100.0 Valid Percent 25.0 75.0 100.0 Percent 25.0 100.0

Take suggestions from subordinates re company policies Cumulative Frequency Valid Always Sometimes Total 3 1 4 Percent 75.0 25.0 100.0 Valid Percent 75.0 25.0 100.0 Percent 75.0 100.0

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