The Impact of Leadership on Employee Motivation

The Impact of Leadership on Employees Motivation within the Organization
By
Mohammed Alzajali
A Dissertation
Submitted to
Coventry University
Submitted for BA(Human Resource Management)
Under the Supervision of Dr.RandhirAuluck
August 2013
Abstract
This research is based on the plausible relationship between the leadership
and the motivation of employees which can be created in result of proper leadership
skills. The myth of born leaders was discussed in the research and apart from that it
was also focused that how motivation can be gained from the leadership behaviour.
Motivational factors were discussed so that it can be said as how important
leadership is for the motivation of employees. Leadership theories came to the
discussion to show which style of leadership is more useful for an organization to
further promote motivation.Findings also showed that effective leadership styles
such as, transformational and situational leadership approaches could constitute an
important factor to increase employee motivation. Suggestions for future leadership
practice and further studies are included in the study.
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Acknowledgements
Having chosen a topic on Flexible working, working on this dissertation was
one of the most challenging parts of my academic life. Without the support,
guidance, and patience of various people in my life, the dissertation would not have
come to completion. The following are just some of those I owe my gratitude to in
completing this dissertation:
 The first is my supervisor, who, in spite of his professional and academic
commitments, accepted to supervise my work. His knowledge, commitment,
and wisdom motivated and inspired me.
 My friends and colleagues, with whom I undertook the same course,
continued to inspire and motivate me in spite of their academic, professional,
and social commitments
 All my tutors who, by teaching me, enhanced my understanding of accounting
principles and their real life application to businesses
 To my parents who, through their continuous support, believe and
encouragement, helped me complete the work. They unselfishly and lovingly
cared for me.
I dedicate this dissertation to all of them
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Table of Contents
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CHAPTER ONE: INTRODUCTION
1.1 Introduction
Organizations achieve goals through effective management of available
resources. More often than not, success is pegged on how effectively resources are
managed. The often available resources at the disposal of managers include human
resources, financial resources, informational resources, and physical resources.
Human resources have assumed a fundamental role in assisting organization
achieve success in their endeavors. Conventionally, human resources departments
bring together people with varying skills, abilities, and knowledge. These must be
effectively managed if the organization is to achieve success in its endeavors.
Effective contribution of employees to the organization largely depends on the quality
of human resource management.
Multiple researches have explored Human Resource Management (HRM)
development from its historical context and emphasize existence of a raging debate
between it and management of personnel. According to Lado & Wilson (2009)
historical developments have largely shaped the modern understanding of Human
Resource development. They further emphasize that human resource development
is an international issue and attracts extensive research and controversies.
Further Lado & Wilson (2009) defines human resource management as the
process of managing the workforce within the organization. This process is tasked
with attraction, recruitment, assessment, training as well as reward of staff. At the
same time, human resource management includes an oversight role on
organizational culture and making certain the organization complies with the
employment and labor laws. In organizations where staff wish and are permitted
from a legal perspective to hold collective bargaining discussions, the human
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resource department acts as the basic liaison with the staff representatives.
On the other hand, Kleiman (2000) mentions that HR originates from the 20th
century human relations movements where researchers documented ways through
which business can increase their value via workforce strategic management.
According to Kleiman (2000) these functions were back then limited to management
of payrolls and administration of benefits. Nonetheless, with the advent of
globalization, consolidation of companies, technological advancement, and extensive
research, human resource in the modern world has turned to focus on other strategic
areas such as looking at prospective mergers and acquisitions, management of staff
talent , planning for succession, handling industrial and issues, as well as bridging
diversity and inclusion issues.
In many start-up corporations, HR is largely done by trained experts.
However, in larger corporations, this work is assigned to dedicated departments and
staff who specialize in functional leadership and human resource tasks.
Consequently, there have emerged training programs in higher learning institutions
purely meant to train managers on duties as human resource leaders.
1.2 Background
One of the outcomes after the recent development in the world is
globalisation. Globalisation is pointing towards the fact that different parts are so
closely interrelated that they gives an impression as if the world is a one big nation.
The possible reason that could be given is that, an earlier difference in different parts
of the world, on the basis of culture and nations is diminishing with the passage of
time, quality is the new concern for the business world, it may sound simple to have
quality but it has diverse meanings which are based on the situation in which it is
getting dealt with (Cohen & Eimicke, 1995). Variety in application of quality leads
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toward the confusion whose responsibility is it for implementation of quality policies
as these days quality needs to be maintained in each and every part of an
organisation in order to survive in the market. Quality has association with every
aspect of life these days, it can have the application on the way we approach certain
problems and in terms of organization, and how management is approaching
towards the employees. Management approach towards employees can be taken as
the way to handle the work force in an organisation (Cohen & Eimicke, 1995).The
aspect of quality from the employees’ point of view can be taken as level of
motivation in them. As mentioned the application of quality differs with different
situation but the end result would be similar which is productivity or efficiency. In an
organisation quality can be perceived in a different way by different people but the
outcome of having quality in the organisation would probably be the success of an
organisation. The outcome of quality for an organisation will be in several way which
leads from reduction in wastage to increase in the reputation and even to the level of
increase in the revenue of an organization. One aspect of quality for an
organizationis the motivation in the employees who are responsible for realisation of
a plan for an organisation.
Organisational success can be ensured by implementing different policies
and practices, leadership at the top of an organization is an important constituent for
success. Some of the corporate failures as well as loss situations were turned
around by handful of people with their ability to lead from the front by converting
demoralisation to motivation (Weinstein, 2002). Motivation can be created by wide
array of policies but the most common assumed to be the monitory benefit but it can
never be limited to just benefit rather having quality throughout the organisation can
also bring motivation as quality lead to productivity and any individual would be
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happy to work for an organization that is having a good market standing and position
and would like to remain associated with such organization for as long as possible
(Satish, Deshopande, &Golhar, 2010). This research aims to identify how the
leadership could help in motivating employees in an organization which in turn would
help in maintaining quality in entire organisation.
1.3 Company Profile
Emirates General Petroleum Corporation (Emarat), commencing operations in
1981, is a state-owned downstream marketing and distribution entity. Located in
Dubai, United Arab Emirates, the Corporation owns and operates 180 retail outlets, 8
ground and aviation products and terminals and the largest natural gas pipeline
network in Northern Emirates.
Excellence in customer service results from a strong and dedicated team that
is well prepared to take up the challenges of a competitive global environment where
the only hope that an organization can make a difference or an impact is with the
quality of service. A strong and dedicated team of employees and support staff is
nonetheless a result of only the right level of motivation. The assignment evaluates
how the right leadership can trigger the right level of motivation for the employees to
work better and contribute to the overall productivity of the organization. Leadership
in boosting motivation indicates on the managers, the floor managers, service
managers, customer support managers etc. and the role they play at Ramada in
running a successful customer oriented set up. The following chapters talk about the
relationship between motivation and its connection with leadership while at the same
time how situations can be improved in the organization with the right level of
motivation.
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1.4 Statement of Problem
“Leadership styles influences the performance of an employee and so the
organisation which is possible after creating motivation, this is the reason for which
leadership plays a bridge role between performance and motivation of employees.”
There are quite a few researches done to identify the reason for performance
improvement but not much has been done so far to find the relationship of motivation
that is created due to leadership and performance of the company. This research will
develop a relationship between leadership and in result of it created motivation.
Globalisation results in broadening of operation beyond the borders where the
organisation initially started and the resultant challenge of this move is that
complexities created as an organisation have to employ local employees. In order to
remove the complexities and to keep the situation in control it is leaders in the
organisation who are supposed to play their role properly. Quality as concern for the
companies need to be managed properly and to gain the quality instead of individual
competence the competence of the whole organisation should be kept in
consideration. To attain the competence of whole organisation each and every
individual is important which means the motivation of each and every individual
should be the aim of an organisation. Apart from that organisational performance is
also the result of coordination among the employees which can also be properly
done if they are motivated to work for an organisation. Technical knowledge is
important for organisational performance but the support of management and
administration of employees is an important factor to consider, where the support
and management is pointing to motivation in employees (Weinstein, 2002). Some of
the reasons for not having good performance by an organisation are that while
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monitoring the performance some of the essential measures might get neglected like
motivation.
In order to effectively gauge the effectiveness of motivation, it’s important to
have the employees believe in it. As stressed by Satish, Deshopande,
&Golhar(2010), to convince the employees forthe importance of organisational goals,
management must be convinced and committed to the reason of its programs and
be responsive to requests for improvements from their workforce; employees should
receive praise for their efforts; the environmental and wages conditions must be
good. All these factors lead to motivation of employees. Existence of these factors is
directly related to the level of effectiveness by the leadership in an organisation.
1.5 Research Aims and Objectives
This research will be based on the following research aims:
 To determine the key variables in deciding how employee motivation is
effected by leadership.
 The way managers ensure that they have motivated employees by their
leading attributes.
Apart from research aim the research is undertaken to clear the following objectives:
 To identify the effect of employee motivation on the company performance
and organizational environment.
 Identify the specific influence a leadership can make that will motivate the
employees to enhance their performance in their company.
 To investigate how the company directors can help to ensure motivated
employees, effect of performance appraisal (manager assessing how
employees perform) and reward on employee motivation.
1.6 Research Questions
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In order to clarify above mentioned objectives the research will clarify
following questions:
 What makes an employee motivated and what effects the motivation can have
on entire organisational setup?
 What role leadership of an organisation can play to keep the work force
motivated and confined to one direction?
 How the level of motivation in an organisation can be enhanced?
1.7 Research Hypothesis
Leadership plays a significant role in motivating employees to perform better in
organizations like Ramada
Leaders can make a difference in the productivity of the organization by triggering
motivation levels in employees
1.8 Research Significance
The research is significant as it can inform different organisations how they
can be beneficial by developing effective leadership in their respective organisations.
The outcome of the research would help organisations in assessing how the
outcome from the organization can be improved by focusing on some of the factors
which normally taken as for granted. Moderating control on the employees can be
possible if the leadership can assess the practicality of the situation and can deal the
employees working according to the given situation. This study can be used by wide
array of organisations no matter big or small as the importance of leadership for an
organisation can never get ignored. The outcome of the research can be utilised by
the decision makers and with this they can improve the quality of the decision made
by them. Decision makers can understand how performance can be improved
according to the adaptability of a leader according the prevailing circumstances.
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Quality is regarded as the most important factor for an organisational success and
that can be ensured by keeping the work force associated with the organization in
the long run. The additional aspect of long association of work force with the
organisation is the result of motivation. Criticality of performance is the outcome of
modernisation where competition is getting stiffer and the importance of each and
every element in an organization is increasing which leads to reliable performance.
The research could serve as a guideline to understand how attitude of employees
can be changed if they will be motivated to work for an organisation and what role
leadership plays in the level of motivation of the work force.
Leadership differs from practice. Business entities use leadership as a tool for
advancement of its goals. It is widely held that leadership has potential of influencing
people as well as revealing the best of their potentials. Great past leaders have had
an influence and drive in the way their organizations operate both positively and
negatively. Effective leadership is often about deriving the best a business can
achieve and being able to deal with the challenges faced by businesses in their day
to day operations. Good leaders not only guide those under them but also motivate
and help them do away with their fears when engaging in business operations. In
essence, a good leader will help instill confidence and a sense of security to those
under their leadership. One cannot deny the importance of leadership within
business organizations and in its absence; any organization would no doubt run into
trouble. Consequently, effective leadership is necessary for the success of any
business organization.
Leadership and motivation concept remains one of the most widely studied aspects
in advancement of management theories as well as practices. In essence,
leadership concept has existed for a long time and has been evaluated from one
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generation to another. Consequently, where there is no standard definition of
leadership, it can be termed as a transformational process within an entity which
affects the way the workforce operates. More often than not, workforce behaviour is
a product of candid and efficient leadership. Evidently, the source of strategic and
competitive advantage differences within organization is the different kinds of leaders
and leadership approaches applied by these organizations. Leadership vision as well
as efforts can result into extensive variations in the way organizations manage their
operations as well as how the organizations position themselves within the market.
In a similar manner, project feasibility as well as risk factors faced by the
organization largely depends on leaders/leadership approach adopted by the
organization.
1.9 Scope of the Study
This research will assess the role of leadership in motivating employees and
increasing the performance by considering both theoretical aspects of leadership as
well as employee motivation and the practical application of it. Apart from clarifying
value and vision for an organisation leadership can also help in keeping the
employees intact with an organisation.
1.10 Definition of Key Terms
Leadership factors:
Capability to give direction to an organisation by adapting, focusing and
applying the critical traits in both day to day management and in time of crisis could
lead to strategic competence (Weinstein, 2002).
Motivation factors:
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Capability on large scale to develop sense of attachment among employees
of an organisation which is pivotal to the success of an organisation and for
development of employees(Weinstein, 2002).
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CHAPTER TWO: REVIEW OF LITERATURE
People working within organization find motivation when they work towards goals
which have a personal meaning to them. Achieving these goals require some activity
which might be increasingly tough yet easy to attain. Put differently, people like
challenges, nonetheless, they have to feel that the goals they pursue are achievable in
order to remain motivated. A good way to accomplish this is by setting personally
meaningful goals, making the goals a possibility, offering performance feedback, and
alignment of the goals with personal self-esteem.
In general, human behaviour is a reflection of individual differences just as it is a
reflection of the similarities between individuals. The differences between individuals
are a result of various influences and traits (Triandis, 1994). For instance, a personality
characteristic places emphasis on individual variations which make every individual
unique in their own way. The human biological make-up concentrates on functionality of
humans due to evolution and inheritance and this is the system which influences human
behaviour (Tangney, Stuewig, & Mashek, 2007). Additionally, rewards and punishments
are part of the environment and they influence human behaviour as well. Cognitive
approach to understanding human behaviour focuses on how human thinking and
memory affects behaviour (Triandis, 1994). Any leadership and human resource
management theories are subject to contradictions given that these theories have lots of
exceptions. It is of great importance to consider these theories as general statements
confirmed via observational studies and applicable solely to level that they are reflective
and largely influenced by personal behaviors. It is typical of human behaviors to worry
about the best ways through which they can motivate employees more.
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Leadership:
According to Western (2003) leadership is more of a product of social growth and
grows with time. It like other intangibles cannot be felt but is experienced within team
behaviors. In Buchanan & Huczynski (2007) leadership is defined as the process of
influencing others in order to attain a particular goal. All organizations feel a need for
leadership. However, only true leadership and mentorship can satisfy the compelling
hunger for organizations to attain their goals as a team. Yukl (2012) in creating a
distinction between leaders and managers notes that whilst managers work with sub-
ordinates, leaders work with followers. When strong leadership is not present, this can
be of detriment to the organization ad compromise its growth in addition to contributing
to failure to attain the organization’s objectives. Effective leadership combines all
resources and uses them in advancing development of the organization. Additionally, it
is through leadership that strong teams can be formed and challenges faced by the
organization can be overcome irrespective of how dynamic the business environment is.
Morality and human resource management levels by implying leaders and
followers are raised via the implication theory. Effective leadership in such organizations
requires multiple characteristics which help the organization grow and also helps in
offering subordinates the right guidance. By definition, leadership can be termed as the
act of guiding people towards a pre-defined and common goal. Consequently, it serves
no purpose if the organization is unable to achieve its objectives. As a result, the
leadership style a business entity adopts should aptly incorporate all the factors which
results into the organization’s success. Leadership should be transactional, visionary,
transformational, creative and strategic. Sustainable organization is only achievable if all
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these are incorporated into leadership. There exists a continuum of possible leadership
behaviors as well as leadership styles which may help in successfully running of an
organization. Nonetheless there is no harm in employing all the leadership approaches
in order to strategically achieve the organizations end objectives given that all have the
potential to achieve the same. Additionally, leadership approaches are important in
motivating employees and subordinates to engage in the right things which are of
benefit to the organization. Leadership styles also set apart organizations from its
competitors through development of special paths upon which the company is
constructed.
Notably, Sadler (2003) management is a rational process which calls into play
various abilities including verbal and non-verbal reasoning while leadership involves
more emotional intelligence and intuitiveness. Also worth defining is a leadership plan
which refers to the plan of action which allows leaders to define business approaches
and tactics which help them gain competitive advantage. It is often expected that a
leader within an organization is well aware of the challenges and strengths of the
business and hence well-poised to comment and create sustainable future plans.
Leadership also calls for ethical behaviour which secures personalities, societies as well
as environments and hence offers potential for increased good within the organization
(Israel & Hay, 2006). Further this assists the organization in achievement of its long-
term objectives. Effective planning implementation offers promising results and is
considered a sound strategy for the business. Such offers a classical example of
transformational style of leadership where leaders assist in transformation of employee
behaviour, in addition to boosting morale and level of personal interaction. When a team
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has a limited number of people, it gets easier for the leader to leader to personally
interact with them and hence produce positive reformations within their work
environments.
Human resource management
Human resource management is a psychological factor that arouses a certain
person to do a certain act in order to achieve a pre-determined goal. Human resource
management refers to that factor or a driving force that compels people to do something
or take some action. “The connection between employee human resource management
and corporate performance seems obvious, yet evidence suggests that employers have
some way to go in creating a truly motivated workforce” (Fargus, 2000) Human resource
management as discussed in the previous chapter is very important if we think of how it
can contribute to the achievement of organizational goals. Human resource
management is a quality that is very much needed by the leaders to display because
they are the right people for the job. Leaders as discussed previously in the literature
review have certain kind of control on the actions of the employees. “Management is a
rational process calling into play abilities such as verbal and numeric reasoning,
leadership is more intuitive involving emotional intelligence” (Sadler, 2003). At the same
time, leaders spend a lot of time with their subordinates especially in an organizational
set up. Hence they are the best people to motivate the employees and bring them
forward to contribute more towards organizational goals.
There are two types of human resource management
a) Extrinsic human resource management
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b) Intrinsic human resource management
“Extrinsically motivated behaviours are those in which an external controlling
factor can be readily identified” (Cameron, 2006).Extrinsic human resource
management includes external factors that bring out the desire in the employees to
perform better for the organization at their job and it is triggered by rewards and other
external attributes like pay, incentive, commission etc. It is not the will of the employee
or the internal subconscious but the external forces that control the employees’
behaviour towards doing a particular task.
“Intrinsic human resource management refers to the reason why we perform
certain activities for inherent satisfaction or pleasure” (Brown, 2007) Intrinsic human
resource management arises from inside. It is the inner desire of one’s own self to
perform better at their job and excel at it. There are people who like to perform their
tasks right down to the minutest of the details only because it gives them a sense of
accomplishment and perfection at mastering their own responsibility. They do not
require any external human resource management like pay, commission, perks,
benefits etc. to do what they are supposed to do.
Herzberg’s Two Factor Theory
Herzberg’s two factor theory is another classic example of human resource
management. In this theory, Fredrick Herzberg has divided human resource
management into two parts – extrinsic or intrinsic which have been discussed above.
“The dehuman resource management of employees with inefficient reward system
depends on intrinsic and extrinsic rewards” (Reio and Callahon, 2004).
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However the theory is extended to their uses in an organizational context. The two
classifications of the motivating drivers are
a) Hygiene factors
b) Motivating factor
Hygiene factors are the factors that do not directly result into the human resource
management of the employees to perform better but it there absence that if registered
by the employees causes a certain level of dissatisfaction. Common examples of
hygiene factors include perks, fringe benefits etc. that if not present along with the
remuneration paid to the employees will result in a total dissatisfaction however their
presence will not motivate the employees to work any better. Organizations must focus
on providing the employees with hygiene factors in order to retain them for a longer
period of time and not expect them to improve their performance for the same.
Motivating factors on the other hands are factors that encourage the employee to work
better. These include work recognition, self-esteem, responsibility etc. that motivate the
people to come forward and work for more achievement and recognition.
Thus theory proves that when it comes to motivating the employees the
management needs to carefully evaluate the purpose of human resource management.
If it is to improve performance only them motivating factors are enough however if they
are looking to reduce the employee attrition then they must focus on hygienic factors to
stop the employee from leaving the organization.
Leadership and Human resource management – The connection
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Leaders are those who could not only manage the company, its assets and
procedures effectively but also they can encourage and elevate the quality of each and
every person working in an organisation (Fairholm, 1997). This can make it easier to
understand that leaders and human resource management are interrelated factors in
the organisation. As already mentioned that leaders can elevate the performance and
this elevation of performance comes with entailing the human resource management in
employees. In terms of effective leadership there are certain constituents that bring the
situation where the leadership can be termed as effective and one among those is if
employees are effectively motivated (Einstein, 1945). The aim of leadership is to make
other follow which is also the main goal of an individual as a leader or it can be said that
leaders are responsible to identify the direction of an organisation and to make other
move in the same direction. It can be regarded as the main aim of leaders which is
following the footsteps of leader. If the leader can develop that trigger in work force
which makes them believe that their success is in the organisation success then that
organisation is no doubt will be successful in the corporate world. This will remove
personal goals or even if they will not be removed they will become secondary and the
primary aim in such a situation will be the attainment of organisational goals.
The relationship between employee’s human resource management and
leadership is getting changed as now it is the democratic as well as liberal leadership
which is thought to develop human resource management in employees (Hicks, 2003).
The given concept is different to what prevails in the past as earlier autocratic
leadership was deemed to be success key.
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Generally employees want to be closer to their leader and if this is possible then
they feel more motivated as they can learn more and they can stay near to the
individual who they idealise in their day to day life in an organisation. Flexibility in the
leadership style and the access of the work force to them is highly human resource
managemental factor in the organisation which if felt by a leader then the given flexibility
can only be developed by leader which could bring long lasting prospects. If the same
aspect of flexibility will be considered in an autocratic leadership then it is not possible
(Hicks, 2003). Keeping all the consideration it is proven from the fact that leadership is
not something that is by birth rather is a style of managing group of people which can be
established. The success that comes after teaching someone how to be a leader vary
as it is also dependent on the will of someone to learn and apart from that the internal
abilities should complement the learning procedure which if do so then an individual can
be an effective leader.
It is an understood concept that human resource management comes from the
leadership and they bring human resource management with the visionary abilities they
are having, they bring the human resource management from the way they are
delivering the daily tasks to employees, they bring human resource management by the
way they explain the issue and their entailed human resource management can give
direction to the work force in the organisation (Yukl, 2012). There is a need of
identification that what attribute of a leader brings human resource management in the
work force. In case if the employee are prudent and stubborn then it is not possible to
motivate this kind of employees rather they can motivate themselves if they want. The
only thing that can be done by the leader is that he can create the atmosphere which is
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suitable for such people to get human resource management ad to realise that goals
are integral rather than anything else they are going for (Chan & Chan, 2005). One of
the hindrances in human resource management creation process is when the
employees will come of the point that the leader is not bother about them and they are
getting neglected by the person who should have to be responsible for them.
Transformational leaders bring about enhanced confidence, insight, understanding of
capabilities, understanding structural factors as well as greater sense of personal
obligation and control on the followers (Gonzaga University & Greenleaf, 2005, pp. 18).
The followers will also be empowered to recognize and contribute their work with
diversity in an informed and enriched working atmosphere, which results in better
effectiveness of services (Russell & Stone, 2002, pp. 151). Rather than demonstrating
leadership, it is learning and working together process where both the leader and
follower involve in a particular task (Gonzaga University & Greenleaf, 2005, pp. 8).
Rather than criticizing, it adopts a corrective approach where the follower engaged in an
error is corrected to do the right thing. This offers encouragement which is an important
tool by ensuring that the followers build confidence in them and learn to correct their
wrongdoings without fear of being victimized for the same (Gonzaga University &
Greenleaf, 2005, pp. 13). This boosts confidence and instils credibility about the ideas
and vision of the transformational leader (Gonzaga University & Greenleaf, 2005, pp.
17).
In totality under the light of discussion done with theoretical aspects, extrinsic
human resource management can be created by monetary benefits which are not even
long lasting but the main human resource management of the work force is intrinsic
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human resource management which can be regarded as self-human resource
management. This type of human resource management can only be created by the
leadership qualities of the leader in an organisation and this human resource
management is even long lasting for an organisational success. In this regards not all
leaders could be successful rather the best style of leadership for human resource
management could be bureaucratic leadership.
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CHAPTER THREE: METHODOLOGY
The following chapter will focus on the techniques that had been used to
achieve the aims and objectives of the given topic. Different research techniques had
been used to complete the research and the research techniques that had been
used were for the sole reason of finding the relationship between the leadership in
an organisation and its underlying effects among which motivation is one of them.
The quest to add extra knowledge from the already existing knowledge is
defined as results and is believed to results into more clear perception of concepts.
Samia (2013) consequently defines research methodology as the approach or
technique adopted in making a research exercise successful. More often than not,
research process involves query for answers, information and data in a logical
manner in order to fill existing knowledge gaps. Such an endeavor often focuses on
investigations and queries aimed at bringing together an array of information with the
intention of locating new facts which cover for exiting knowledge gaps. Research can
either be qualitative or quantitative. The study titled, “the impact of ’is nonetheless
purely qualitative and like other researches seeks to answer a specific research
question. The study in essence focused on analysis of the customer service roles in
estimation of the client satisfaction levels at conclusion of their stay duration.
Research Paradigm and Theoretical Framework
It is important to begin by understanding that various terminologies are
applied to this research to help eliminate confusions and doubts which may arise due
to word usage. The most commonly terms applied are research methodology and
research methods. Whilst the term, ‘research methodology’ is used in definition of
the approach employed to accomplish the research, research method primarily

addresses the single technique employed by the researcher to get information and
run data analysis. The research methodology applied to this research incorporates a
range of factors and constraints as well as moral choices which can be employed in
the research (Dawson, 2012). Consequently, the methodology of research covers a
range of issues including objectives, research questions, the methodology employed,
findings, data collection, and the conclusion of the research. Research questions,
objectives, as well as aims are listed above and as a result we move to the other
aspects such as collection of data, research evidence, research analysis, and finally
conclude the chapter.
Research methodology applied in the research can adopt either Interpretivism
or positivism approaches. The conclusion to the research can be arrived at on basis
of the scientific methodologies and approaches employed in the research. This is
what constitutes positivism approach to research. Interpretivism philosophy on the
other hand undertakes careful description of data collected by throughout the
research, and these form bases of findings interpretation. In instances where an
investigator wants to undertake thorough description and interpretation of the
findings, the most appropriate model is Interpretivism. In any form of qualitative
research, the portion for analysis is entirely based on investigators analysis ability
without incorporation of biases as well as evaluation of comprehensive responses
received from the respondents. The employee’s feelings, both in positive and
negative environments can be well analyzed using qualitative data. In this research,
Interpretivism concept is used due to its suitability for the kind of research. It offers
an avenue for the investigators to obtain detailed responses and undertake
additional evaluation. Additionally, it offers room for an enlarged speech freedom.
This helps in deduction of better picture in relation to consumer experiences.
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Research Methods
The research utilized varied respondents to enhance cross-sectional analysis of
varied opinions. Similarly, the respondents were spread across time-frames to take
into consideration the ever-changing consumer opinions. Group discussions,
questionnaires and interview schedules are well aligned to the researches aims and
objectives. Open ended questions were designed to allow for data analysis
quantification. This further helped in regulation of varied responses from the
researches respondents. When conducting researchers, there always are a range of
options from which to choose but these are narrowed down to qualitative and
quantitative research options as earlier mentioned. Each has its own unique
frameworks and hence their suitability varies from one research to another. While
quantitative researches often revolves around usage of figures and hence allow for
quantification qualitative research is more descriptive and has little to do with figures.
More often than not, statistical tools are employed in quantitative analysis to help
draw conclusions. According to Rana and Perry(2006) and Sharlene et al, (2013)
this approach basically aims to use figures and statistical output to reinforce its
conclusions and hence requires lots of mathematical input and operations. It is in this
approach where hypothesis are set to forms basis of the researches findings. The
hypothesis are accepted or rejected on basis of the mathematical figures obtained.
More often, these hypothetical figures are tested using statistical approaches (Rudi
et al., 1997; Jennifer, Anne & Habib, 2011).
Qualitative research on the other hand deals with descriptive perspective of the
research. Figures are often not involved in qualitative research. Analysis of such
often depends on the nature of the research and the opinion of the researcher. In
(27)
simple terms, this research approach employs more words than it does figures and is
more about researcher’s perceptions, , ideas, emotions, feelings and behaviors, to
mention but a few. Consequently, researcher ability to observe and comprehend the
responses is of extreme importance. Care must also be exercised in writing of
responses. This is the only way ambiguities, confusions and false deductions can be
avoided.
In the current research, qualitative research approach is the most viable. Studying
levels of employee motivation requires building of interpersonal relationships
considering the abstract nature of motivation as a term. Consequently, qualitative
research is more viable and appropriate. Qualitative research additionally offers
respondents a feasible option for detailed discussion of ideas as well as provides
greater insight into the responses and hence facilitates realistic interpretation. Due to
the fact that the factors included are not easy to quantify, qualitative research is
more applicable. Additionally, it is worth mentioning that this approach allows for
extensive detail to be obtained and providers to the readers. Flick(2011) notes that
analysis of several cases offers more insightful information to help readers
understand the conclusions.
In the case of the current research work, the data collected from the 150 employees
at Emirates Petroleum Corporation has been used to perform a qualitative research
aiming to interpret their responses to better understand the possible relationship
between leadership and motivation. The responses are collected in a detailed
manner so they can be evaluated to necessitate findings and draw conclusions.
A questionnaire with 10 independents questions was prepared with responses
recorded as ‘Yes’ or ‘No’ to keep it simple to the respondents. The questionnaire has
(28)
been added at the end of this research work for reference. However most of the
employees discussed their answers beyond the one worded answer in order to
better explain to the interviewer about their choices. Interpretivism enabled the
interviewer to better analyze the responses, jot down the discussion details and draw
conclusions on the basis of the same. The employees were offered confidentiality for
their responses in order to follow the right research ethics. Personal interviews were
organized with the employees at their own convenient time in the organization where
they were free to talk in familiar surroundings. Personal interviews enabled the
interviewer to answer any questions that the respondent may have or in case any
question looked ambiguous to them. The response rate was 100% as all employees
that were reached responded to the survey. The survey was taken up with the
managerial staff by the junior staff as to understand how their leaders affected their
working style and to what extent their leaders motivated them to work better. The
respondents were interviewed personally by the interviewer through pre appointed
meetings in the office premises that ensured the validity and reliability of the data.
(29)
(30)
CHAPTER FOUR: DISCUSSION AND ANALYSIS
Following is a detailed analysis and result of the questionnaire based research work.
1. I feel like I am a part of this organization
Respons
e
Yes 38
No 12
No
24%
Yes
76%
Fig 1. Employees feeling a part of the institute
24% of the employees feel they are not a part of this institution. However this is not a
majority opinion, it can be inferred that these 24% employees are not motivated
enough to feel that they are significant to the organization and this may affect their
productivity. This is a case of low morale in employees which can be corrected with
the right style of leadership.
2. I have good relations, open and honest communication with my
supervisor
Respons
e
Yes 41
No 9
Chart Title
No
4%
Yes
96%
Fig 2: Open honest relations and communication with supervisor
18% of the employees have issues with communicating with their supervisors. This
is again a small number however significant enough to cause distress among the
(32)
employees that may hamper their performance. For this the managers can ensure
that regular open communication time slots are allotted to the employees so that
they may attend it and communicate freely with the supervisor.
3. My supervisor provides me both negative and positive feedback about
my work
Respons
e
Yes 48
No 2
Chart Title
No
38%
Yes
62%
Fig 3. Feedback from supervisor
Only 2 out of 50 employees at Ramada at not happy and satisfied with the feedback
system and the rest do get proper feedback on their performance. This is a good
number however when clubbed when question number (2) it shows that in the
organization, it is easy for managers or supervisors to give a feedback for employees
but not vice versa.
(33)
4. I am more concerned about financial benefits than non-financial benefits
Yes 30
No 20
Impact of financial and non financial benefits on motivation
No
40%
Yes
60%
5. My supervisor often spends quality personal time with me
Respons
e
Yes 18
No 32
(34)
Spending quality time with supervisor
Yes
36%
No
64%
64% of the employees feel that they experience no personal bonding or quality time
with the supervisors. This obviously indicates that most of the leaders or managers
in this case do not follow a transformational leadership style that can bring about any
change in the motivation levels of the employees. This situation needs to be rectified
by organization of events that can help bond between supervisors and subordinates.
6. I feel I am able to achieve all my goals on time with ease
Respons
e
Yes 36
No 14
(35)
Achievement of personal goals
28%
14
72%
28% of the employees feel that they are unable to achieve their goals on time and
with quality. This means that they are not guided in the right direction and that even
though they are provided feedback on how they perform, there is no remedial
suggestion offered to them by the supervisors.
7. I am unable to discuss my issues with my supervisor
Respons
e
Yes 30
No 20
(36)
Interaction with supervisor
40%
20
60%
60% of the employees hesitate in discussing personal issues with their supervisors.
It indicates that about only 40% can benefit from the role of the mentor that a leader
has to play and the rest 60% are unable to improve their performance following
healthy discussions with the supervisor.
8. My supervisor treats me with respect and recognition for my
achievements
Respons
e
Yes 35
No 15
(37)
Respect and recognition for achievement
30%
15
70%
70% of the employees feel they are sufficiently praised and recognized for the good
work that they do. However this indicates that the leaders do not pay attention to the
weak performers but only butter up the good ones. This is not an ideal style of
management and can lead to serious issues in future like employee attrition.
9. I would like to discuss my supervisor’s incorrect method with his/her
supervisor
Respons
e
Yes 19
No 31
(38)
Reporting to supervisor's authority
31
38%
62%
Interestingly, 62% of the employees would not like to discuss their supervisors with
super-supervisors. This may also be due to the fact that their faith has left them
when it comes to believing in the management and that things may be improved if
given a chance. This is a bad state of affairs and the higher level management must
look into the issue.
10. I feel motivated and charged in the presence of my supervisor
Respons
e
Yes 31
No 19
(39)
Satisfied with supervisor's attention
38%
19
62%
Again a significant number 62% of the employees feel motivated and charged in their
supervisor’s presence but it is the 38% of the employees that the superiors or the
leaders should focus upon since they too are responsible for contributing to the
organization’s work related performance.
Data analysis conclusion
The findings of this research are no different from previous researches
findings. However, they offer some insightful information which helps fill the gap in
the current literature. Amongst the important points emerging include:
 Employees need motivation and appreciation from their superiors. This is best
expressed by 70% of the respondents who express the importance they
attach to being appreciated.
 Leaders are critical to motivation of employees with 68% of the respondents
feeling motivated by actions of their supervisors.
(40)
 Employees value financial forms of motivation more than non-financial ones
with 60% saying they value financial feedback more.
 Employees attach importance to whether or not the kind of treatment they are
accorded makes them feel as part of the organization.
In general, the findings confirm that motivation of employees is an important
aspect that no organization can afford to ignore.
(41)
CHAPTER FIVE: RECOMMENDATIONS AND CONCLUSION
In the present market scenario, all the companies try their best to expand their
business by giving cut throat competition. This is possible only when company
possess the most talented and efficient staff to work with dedication and sincerity.
Also, there must be various ways to retain such staff for the growth and development
of the business. One of the most crucial ways to retain such dedicated staff is
‘Motivation’.
It is also called as key towards staggering success of an organization. Motivation
means the encouragement provided to the employees to foster and boost the morale
of the employees in order enhance their quality of work. It is always said that ‘work
make fun gets done’. Therefore, it is very vital for an employee to perform their work
without any reluctance in order to impart their services in the most systematic
manner. Motivations can be tangible and intangible. The superiors must inculcate a
habit of creating and maintaining positive work environments by rewarding the
employees for their sincere works. They should develop very policies of providing
additional incentives which serve as the best reward.
It is always said that an ideal person is a person who takes every advices and
suggestions in the positive way to come to a final decision. Likewise, even superiors
should welcome each and every suggestion from the employees to unveil them that
they perform a vital role in developing a particular business. Thus, such contributions
on the part of employees reveal them their importance. Also, superiors can gain
some new things which may serve the best role for the development of their
business.
Thus an organization is formed with employees and can achieve the glory of success
only with the help of such radiant and dynamic staff. It is always said that ‘a journey
of thousand miles begins with one step’. Let the entire staff begin that one step
together to accomplish all the goals of an organization.
5.1 Conclusion
Where leadership lacks, the organization and its employees lack in direction and
hence there is increased possibility of an organization lacking in vision and strategic
capability. Similarly, where there is no motivation, employees are likely to not to give
the best at work and hence compromise overall productivity at the company.
Nonetheless when these two are effectively put into use, leaders can successfully
guide employees and hence ensure success of the organization. Success is
basically achieving by understanding the basic leadership elements including
motivation theories and appropriately suing them. In the recent times, many
researchers have looked at various leadership theories relevant to various corporate
scenarios. A major theory developed largely researched is the transformational
theory where leaders offer guidance based on value and purpose. Basically, this
theory requires that leaders show high levels of integrity, encourage others, support
them, inspire them, and effectively communicate with them for the good of the
organization. Additionally, according to this theory, leaders should offer employees a
stimulating environment, commend employees where necessary, derive the best of
employee abilities, and set goals which are realistic, and train employees to focus on
team goals.
It is worth noting that motivation of employees is a goal-oriented trait which helps
individuals to attain their objectives. Further motivation drives individuals to put more
effort towards achievement of their goals and those of the organization. Ultimately, it
(43)
is necessary that both employees and subordinates have both leadership and
motivation characteristics. A leader who is effective needs to possess extensive
knowledge of the elements which motivate others. This way an organization can
achieve success.
5.2 Recommendations
1. There are several types of incentives in which bonuses take away the major
credit for the employee’s best performance. It is mainly given when an
employee meets all the targets in the most qualitative manner. Also, many
companies provide perquisites to their employees. These are the privileges
that are given to the employees in the form of spectacular office, car parking
facilities, best washroom amenities, half days and so on. This perks make the
employees happy and they are in a better position to work with mind and
heart. Also, many companies keep several events to entertain their
employees such as sports events and other kinds of competitions. There also
superior can motivate their talent by providing awards. Such events are the
best platform to show their skills and talents which develops high confidence
in personnel.
2. Most of the employees are not so keen interested in such tangible
motivations. They desire and grapple to achieve the topmost position in their
offices. Therefore promoting the personnel to the high post on the basis of
their experience and skills can be the best way to enhance their work. This
can enhance the image of the personnel. Such personnel if motivated in such
manner often come up with flying success. There are many other tangible
incentives such as providing a car for their commutations, laptops to work and
(44)
increase their knowledge, mobiles for contacts and so on. Thus, tangible
incentives play a significant role in retaining the talented personnel.
3. The superiors can also provide motivation by providing educational facilities to
an employee. This not only fosters their morale but also makes the employee
highly educated and makes them achieve the best position in their work
environment. This kind of motivation must be adopted by superiors in order to
enhance the employee’s knowledge.
4. Another way to boost employee’s morale is by providing intangible incentives.
It includes certificates and trophies provided to an employee for work
performed in the most diligent manner. Mostly this type of incentives does not
serve the purpose of fostering the morale of an employee. But superiors can
always this style of motivation along with tangible incentives.
5. More often employees get upset and lose all the interest for their work as do
not get any opportunities or challenges to prove themselves. Therefore,
employees must get the opportunities and tasks to perform which serves them
as a great challenge. Such challenges if faced in the most amazing manner,
develop high confidence in the personnel and this how the environment can
be made lively and happy. Many people are habituated with competing with
other people and this is they eloquent their talent. Therefore, superiors can
ideally form groups in order to perform various tasks and activities. This will
develop the team building quality and leadership quality in the personnel. So
this how, the whole work can be performed and completed like a game in the
most efficient manner. This in turn, increases the sale of product of the
company which leads to increasing profits and image of the company in the
competitive market.
(45)
6. The companies should conduct training and development programs to
acquaint their employees about the work they need to perform in the best
possible manner. The superiors should give a clear picture of all the visions
and goals so that even can contribute to accomplish such goals efficiently.
Also, superiors should make employees understand that ‘procrastination is a
thief of time’ and so it is their prominent role to complete all the assignment
given to them in a timely manner. They must also be trained to perform their
work with loyalty and uttermost sincerity.
7. At last, superiors must take regular feedbacks in order to get unveiled about
the work performed by employees. The employees with brilliant records shall
be rewarded and the employees with negative records shall be trained and
warned to enhance their quality and contribute their best for achieving the
goals of an organization. Accordingly, clear guidelines must be provided to
them in order to work without any hesitations. Also, superiors must welcome
their queries to strike of all the agitations and hesitations.
(46)
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APPENDIX
Questionnaire
Dear Respondent,
Please take out a minute of your valuable time to participate in a survey meant to
fulfill my academic purpose of conducting a research on the topic ‘The impact of
leadership on employee’s motivation within the organization” Your responses will be
kept highly confidential and will not be used elsewhere for any other purposes.
Please start by filling your personal profile details
Name: ______________________________________
Designation at Ramada: ________________________ Age:
__________________________
Immediate Supervisor: _________________________Designation:
____________________
Sex: _______________ Contact No:
_____________________________________________
___________________________________________________________________
________
Please answer the following questions in YES or NO
1. I feel like I am a part of this organization
Yes No
2. I have good relations, open and honest communication with my supervisor
Yes No
3. My supervisor provides me both negative and positive feedback about my
work
Yes No
4. I am more concerned about financial benefits than non-financial benefits
Yes No
5. My supervisor often spends quality personal time with me
Yes No
6. I feel I am able to achieve all my goals on time with ease
Yes No
7. I am unable to discuss my issues with my supervisor
Yes No
8. My supervisor treats me with respect and recognition for my achievements
Yes No
9. I would like to discuss my supervisor’s incorrect method with his/her
supervisor
Yes No
10. I feel motivated and charged in the presence of my supervisor
Yes No
Thank You !!!
(52)

The Impact of Leadership on Employee Motivation

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The Impact of Leadership on Employees Motivation within the Organization

Submitted for BA(Human Resource Management)

Under the Supervision of Dr.RandhirAuluck

This research is based on the plausible relationship between the leadership

Motivational factors were discussed so that it can be said as how important

leadership is for the motivation of employees. Leadership theories came to the

discussion to show which style of leadership is more useful for an organization to

further promote motivation.Findings also showed that effective leadership styles

such as, transformational and situational leadership approaches could constitute an

important factor to increase employee motivation. Suggestions for future leadership

practice and further studies are included in the study.

Having chosen a topic on Flexible working, working on this dissertation was

completing this dissertation:

 The first is my supervisor, who, in spite of his professional and academic

commitments, accepted to supervise my work. His knowledge, commitment,

and wisdom motivated and inspired me.

 My friends and colleagues, with whom I undertook the same course,

continued to inspire and motivate me in spite of their academic, professional,

and social commitments

 All my tutors who, by teaching me, enhanced my understanding of accounting

principles and their real life application to businesses

 To my parents who, through their continuous support, believe and

encouragement, helped me complete the work. They unselfishly and lovingly

cared for me.

I dedicate this dissertation to all of them

CHAPTER ONE: INTRODUCTION

Organizations achieve goals through effective management of available

resources, financial resources, informational resources, and physical resources.

Human resources have assumed a fundamental role in assisting organization

achieve success in their endeavors. Conventionally, human resources departments

effectively managed if the organization is to achieve success in its endeavors.

Effective contribution of employees to the organization largely depends on the quality

of human resource management.

Multiple researches have explored Human Resource Management (HRM)

between it and management of personnel. According to Lado & Wilson (2009)

historical developments have largely shaped the modern understanding of Human

Resource development. They further emphasize that human resource development

is an international issue and attracts extensive research and controversies.

with attraction, recruitment, assessment, training as well as reward of staff. At the

same time, human resource management includes an oversight role on

from a legal perspective to hold collective bargaining discussions, the human

century human relations movements where researchers documented ways through

of payrolls and administration of benefits. Nonetheless, with the advent of

globalization, consolidation of companies, technological advancement, and extensive

areas such as looking at prospective mergers and acquisitions, management of staff

diversity and inclusion issues.

In many start-up corporations, HR is largely done by trained experts.

However, in larger corporations, this work is assigned to dedicated departments and

staff who specialize in functional leadership and human resource tasks.

Consequently, there have emerged training programs in higher learning institutions

purely meant to train managers on duties as human resource leaders.

One of the outcomes after the recent development in the world is

toward the confusion whose responsibility is it for implementation of quality policies

as these days quality needs to be maintained in each and every part of an

problems and in terms of organization, and how management is approaching

towards the employees. Management approach towards employees can be taken as

motivation in them. As mentioned the application of quality differs with different

outcome of having quality in the organisation would probably be the success of an

increase in the revenue of an organization. One aspect of quality for an

a plan for an organisation.

Organisational success can be ensured by implementing different policies

and practices, leadership at the top of an organization is an important constituent for

demoralisation to motivation (Weinstein, 2002). Motivation can be created by wide