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Introduction
Research is a journey seeking facts and finding unknown. It is becoming increasingly important for businesses and business managers to understand phenomenon of business world in order to survive. This paper comprises of paradigms and philosophies of research. It also introduces data collection, sampling methods and ethics of research. The research in business management is vital as it helps a business plan for the future, based on what may have happened in the past. If carried out successfully it can help a company make informed plans on how to become more viable in its sector. Carrying out research may also help a manager decide whether now is the right time to expand into another city or whether it should apply for a new loan. It also helps a business determine whether a procedure should be changed or if more needs to be done to meet the needs of the customer base.

TASK 1
Research Area mployee motivation Research Question !ow is "otivation used in Tesco# Aim To find out various ways in which an employees can be motivated !ow effective are the different motivation techni$ues

Objectives The purpose of this research is to investigate and understand the factors that influence the employee motivation. The research will help us to understand the factors that are particularly important for motivating the staff to give in their best performance. xploring through the motivational strategies of the organi%ations,

Tesco will help us in understanding whether they are successful in meeting the needs of the employees or not. This research will also provide an understanding if motivation is actually the key factor in the success of the organi%ation, by taking into consideration both the organi%ations and employee point of view. &urther this research would be able to establish whether motivation is the key factor for the success of every kind of organi%ation irrespective of the industry, products or 'ervices. This research will also identify the reaction and perception of the employees on those motivational factors which have been identified by the organi%ations. &urther the purpose of the research is to find out how the organi%ational strategies can be aligned with the employees personal goals to ensure better performance.

TASK 2

Aim
The aim of this research is to (Critically investigate the different factors responsible for employee motivation and how they can be aligned with the organi%ational strategy)

Objectives
*. To analyse the different factors that are responsible for motivating the employees of Tesco +. To critically analyse the importance of motivational factors and the employee expectation form their organi%ations,

-. To critically analyse the application of the motivation theories that help the organi%ations in employee motivation. .. To investigate if the organi%ation, Tesco is able to motivate the employees with its current motivation strategies.

1.6 Scope and importance

1.6.1 Scope
Through this research the researcher will explore and identify the factors that are responsible for employee motivation by looking at the different motivation theories, their practical applicability, and effectiveness in meeting the employee expectations. The research will also identify the gaps in employee motivation in both the organi%ations by looking at the motivational 'trategies applied that are being used. / comparison of the two organi%ations0 motivational strategies and which is more effective in actually motivating the employees will be done.

&urther the research will also recogni%e the problems faced by the employees in both the organi%ations which help the organi%ations in developing the strategies for meeting the employee expectations and remove the factors causing employee dissatisfaction.

1.6.2 Importance
This research will help in the identification factors that can be used by the organi%ations effectively for motivating the employees. The research analysis and the research results will also help the !r in formulating strategies that will help in better employee motivation. The !R will be able to identify the gaps in the employee expectation which will help in removing those gaps and getting a better commitment of the employees. This research will also suggest the different measures that the organi%ations may take to achieve better employee motivation.

1.7 Rationa e
The reasons for choosing this topic for the research are that motivation is a key success factors for most of the organi%ation. 1rgani%ations are keen to know how they can motivate their employees and what the employees0 expectations from their organi%ations are so that strategies can be formed for better employee motivation. The main reasons for choosing this organisation from 23 are to understand what the motivating factors are for employees in a developed economy like I3, besides much research has not been conducted on employee motivation on 23 organi%ations. !ence this research will help the !R function of not only the two organi%ation on which this study is being done but it will also would provide an insight to the !uman resource of all other organi%ations in how they can develop better strategies for employee motivation.

!iterature Revie" #otivation

The word motivation comes from the 4atin origin. ("otivation comes from motive, which derives from the 4atin verb mover, to move, so a motive a $uite simply is something that moves you to action.)5/dair 6. +7789. ("otivation is generally defined as the forces and expenditure of efforts acting on or within a person that cause person to behave in a specific goal directed manner.)54ewis et al, +77*9 "otivation is like an encouragement which moves the energy of the people that will lead to them their best performance which is re$uired by the business. This performance is needed by the employees to meet both the long and short term objectives of an organi%ation. There are a number of methods that can be applied to motivate people, some of these methods can be explained with the help of the motivation theories. "otivation is mainly of two kinds Intrinsic and xtrinsic 5 Lewis et al +77*9. Intrinsic is the motivation is from within while xtrinsic motivation is

concerned with the balance of work. There are a number of methods to motivate the people extrinsically such as money which is one of the strongest tools for work place motivation, other forms of extrinsic motivation include rewards outstanding tasks, appreciation, positive feedbacks, training and development etc.

&urther :amela 5+77;9 has e$uated the performance of the people as the summation of ability and motivation where ability comprises of knowledge, education and skills which when added with motivation leads to performance.

It could be said that motivation is about satisfying the human needs in order to get the work done and obtaining the re$uired output. "otivation is the process by which the people are self driven to take challenges and achieve the goals that are set for them.

T$pes o% #otivation
ven though there are different factors that motivate a person, motivation can be broadly divided into two type < intrinsic and extrinsic. Intrinsic as the name suggests come from within, here employees feel motivated themselves and the work gives them a feeling of accomplishment. /ccording to =ruce, > :eption, 5*8889 some people have the desire and drive to do something and behave in ways to accomplish due to the driving force from within the person who is doing the work. ?hereas in extrinsic motivation the driving force or factors are external like the work is done for some reward or to avoid punishment. !ere the work is done due to its conse$uences.

#otivationa &actors
#one$
/ccording to the "aslow theory money is the primary need in people and is needed to survive, hence all other motivating factors come after money. Therefore money being most basic and strongest motivating factor is being used by all organisations to motivate their employees. !owever different theorists have their own opinion on accepting money as the biggest motivator, according to the !et%berg0s Two &actor Theory money is not a motivating factor but a hygiene factor which must be there to avoid unpleasantness whereas the expectancy theory suggests that money is a motivating factor if the conse$uences are dependent on performance. 5Rainey, *88-9

'oa Achievement
There are specific goals for everyone in the organisation. The managers want their employees to accomplish the jobs given to them and achieve the goal. The achievement of one goal encourages employees to work for another goal. @oal achievement can be in form of completing a job or a resolution of a problem, whereas when employees are unable to complete a job on time or with accuracy it can lead depression or demotivation in the employees 5&urnham, *88.9.

Reco(nition
The want of being recognised in a group can be motivating factor for employees. 'o, manager must be able to identify and recognise the good employees, which will make them happy and induces new energy for work in them 5&urnham, *88.9. &urther this argument is supported by =aldoni 5277A9, who states that the recogni%ing talented employees creates a positive impact on colleagues as well as inspires the recogni%ed employees to give better performance and ensures consistent employee performance. /lthough it can be argued that alone recognition is not enough unless combined with other tools for motivational. It is

therefore important that the recognition or praise must be accompanied by financial incentives, promotion and development opportunities.

)areer (ro"th
:eople look forward to promotion and growth in their career as working at a same position for a long period can also discourage employees. Career opportunity and promotion is effective motivators for employees especially for working at the higher level and handling responsibility because these are the people who have talent, capability, potential, and experience. It is e$ually important that the promotional opportunities must be free from bias on the basis race, colour, sex, religion, age etc while aspects such as talent, experience, capability etc should be the only considerations. :romotions are important motivators as they encourage the employees in improving their performance and productivity giving them the chances to get better pay, added responsibilities and authority 510Bonnel, +77+9.

Responsibi it$
&or some employees increased responsibility is also a way of motivating. They like to face the challenges and solve the problem. Increased responsibility makes the work interesting for them. "anagers should be able to identify such employees and delegate some of the responsibility to them for motivating them 5Bessler, +77*9, however the added responsibility must not be used as a tool by the organi%ation to over burden the employees. The organi%ations in order to keep the employee motivated must assign added responsibility to the employees to give them a chance to show their talent and give a better performance.

#otivation theories
"otivation and work behaviour is a subject of interest for theorists and psychologists from *8th century. Though no one theory could be said to be best the conclusion, the motivation and work needs must be compiled from different theories. "aslow0s Theory and the !er%berg0s theory are content theories which explain and discuss the needs of employees. /lthough there are many other theories that provide a practical guide manager helping them to understand the behaviour of employees at workplace as well as in motivating them to achieve the organisational goals.

#as o"*s +eed theor$

/ccording to this theory when lower level needs are satisfied, a person seeks for the upper level needs to be satisfied. This theory suggests that there are five levels of need which are as followsC ,h$sio o(ica or basic needs C These are the basic or the lowest level of needs such as food and shelter. These needs must be satisfied before an organi%ation can move to the nest level of needs satisfaction. Sa%et$C /t second level are the safety and security needs, these include needs for security which may be job security, working conditions etc. Socia C 'ocial needs include a sense of belongingness and affection to place of work. mployees must feel that they belong to their workplace which keeps them motivated. -steemC /fter the social needs the steem needs need to be met at workplace. This includes self respect, status, and recognition. Se % actua i.ationC The topmost level is the self actualisation. This stage is reached by few. This is about feeling fully satisfied by job.

5 http://www.edpsycinteractive.org/topics/regsys/maslow.html9 &i(ure 2.1 #as o"*s /ierarch$ o% +eeds

This is very popular theory of motivation which underpins very basic principle of work motivation in an organisation. It says that when a lower level need is met an employee seek to meet the upper level need &or example if a person is satisfied by his salary will be motivated he may be willing to take responsibility and look forward to growth for further motivation. !owever this theory has been contradicted by Torrington, !all, 5+77+9 who suggested that the employee behaviour cannot be analysed and understood by these five levels of needs alone, moreover the "aslow model of need hierarchy does not explain the behaviour of those employees who may work at lower wages for better future prospects.

0room*s -1pectanc$ Theor$

xpectancy theory focuses on how employees decide which specific behaviour to perform and how much effort to exert depending upon the outcome of the effort.

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!ence according to this theory the employees can be motivated by convincing them about positive outcome of their efforts. This theory is based on following beliefsC 0a ence This is about extrinsic motivation factors. mployees compare their efforts with the

outcome and reward of these efforts. The desirability of each outcome vary according to the individual. The term valance refers to desirability of outcome to an individual employee. -1pectanc$ This is about identifying the capability of different employees. ach employees has

different capability and level of confidence. /ccording to their capabilities they have different expectations. This needs to be identified by management hence the trainng and supervisor should be provided accordingly. Instrumenta it$ Instrumentality relates to the perception of employees that they will be rewarded according to the efforts. It is about that they trust the management that they will keep their promises about being rewards when goals are achieved. Thus, it should be ensured by management that rewards promised are fulfilled. 5Torrington, !all, +77+9

#c) e and2s Theor$ o% +eeds

This motivation theory was developed by Bavid "cClelland, which states that need of a person depends on the experience he had over the time. /ccording to this theory needs are classified into power, achievement or affiliation. /ccording to this theory different people get motivated differently. &or example if a person has high need of achievement challenges and difficult goals motivate him to work. &or these kinds of people money is not a motivator, regular feedback is $uite important. 'imilarly power is a motivator for some people, such people can be motivated by providing opportunity to manage others 5!uc%nski 5+77*9

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This theory is practically applicable to the organi%ations like Tesco, here the managers can effectively recogni%e the employees needs and assign and set goals that will help them in meeting those needs.

'oa Settin( Theor$

@oal setting theory is developed by dwin 4ocke in *8D7. This theory suggests that when a goal is set for an employee he has an idea of effort that are re$uired to achieve that goal, this knowing the goals and the path to reach the goals motivates the people to achieve those goals. !ellriegel > 'locum,5 +77.9 suggested that to be able to motivate an employee the goals set for him should be clear, particular and achievable rather than difficult. The goals must be clear and both the managers and the employees must understand the goal that is re$uired to be accomplished. The importance of the gaol setting has been emphasised by Coetsee, 5+77-9, who stated that goal setting helps in focusing the employee energy towards achievement of the organi%ational vision and mission, further he states that most of the top performing employees are goal oriented. Thus it can be rightly concluded that the goal setting helps the employees and organi%ations in focusing on common values, increasing the expectation of the employees in terms of what and when is the goal to be achieved, better commitment of $uality, better organi%ational and stake holder confidence, and achieving the vision of the organi%ation through achievement of manageable shortEterm goals. The goal setting increases the employee motivation by giving them a clear understanding of what is to be done, when and for whom and how the goals is to be achieved and what are the rewards or outcomes of achieving those goals. This not only gives direction to the employees but also with the achievement on one goal there is an increase in confidence and the employees are charged, confident and motivated to set and achieve much bigger gaols.

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-3uit$ Theor$
The $uity theory is based on e$uality or balance as the name suggests. /ccording to this theory the perception of an individual about justice in practice motivates him to work. If an individual perceives that he is being treated fairly and e$ually as compared his colleagues he will work with higher motivation. In this the input and output are compared with those of other working at same level.

/er.ber(*s t"o4%actor theor$

!er%berg carried out a research on +77 employees by asking them when they had positive and negative feelings at work. This led him to develop the Two &actor Theory of "otivation. !e has divided the factors affecting the job into two categories. These categories are !ygiene factors and "otivator factors /$(iene &actors The hygiene factors are those which must be there to make the workplace pleasant. It is must for all the business to take care of them. Insufficiency of these factors can lead to dissatisfaction of employees with work. These factors include wages, company policies, supervision and working conditions. #otivator &actors These factors vary according to different needs of individuals like personal growth and promotion. If they are present, employees are satisfies by their job. If motivator factors are effective employees are motivated to perform better and give above average performance. These factors include challenge and responsibility, growth opportunities, recognition, status. /ccording to Rollinson, 5+77+9 (!er%berg0s theory gives a fair refined way of analysing the satisfaction and dissatisfaction at work, and also to all the important topic of job design it draws attention as a way that provides different conditions that motivates potentially.

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5ob en ar(ement < involves employees being given greater variety of tasks to perform 5not necessarily more challenging9 this would make the work more interesting 5ob enrichment E involves workers being given a wider range of more complex, interesting and challenging tasks surrounding a complete unit of work. This should give a greater sense of achievement. -mpo"erment means delegating more power to employees to make their own decisions over areas of their working life. These are the simple motivators that can be used by the organi%ation for motivating their employee without having to invest finances.

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TASK 6

TASK 7 Research Techni3ues

The purpose of a research is to find out the actual facts or underlying truth about the subject following a systematic process of researching, which is possible by adopting either Fuantitative or Fualitative research or a combination of both the methods.

Quantitative method
(Fuantitative research uses numbers and statistical method. It tends to be based on numerical measurements of specific aspects of phenomena, it abstracts from particular instances to seek general description or to test causal hypotheses, it seeks measurements and analyses that are easily replicable by other researchers.) 53eohane, 3ing > Gerba, *88., pC -9

Qua itative method

The $ualitative data is more of descriptive. This research approach is taken when the there is a re$uirement to assess traits related to behaviour, attitudes or of the people. (Fualitative research is especially important in the behavioural science where the aim is to discover the underlying motives of human behaviour.) 53othari, +77- pC.9

=oth the $ualitative and the $uantitative research methods have been taken in this research because this will help in this will help the researcher to gather the

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responses from the employees in detail, while some $uestion are multiple choice so they can be answered $uickly. The multiple choice answers will be computed and the $uantitative techni$ue for data analysis will be applied. The combination of the two method will make the data collection $uick as well as this will also enable the researcher to get all the descriptions needed about the attitude and behaviour of the the employees and their perception.

8ata )o ection #ethod and Sources o% 8ata

The sources of data are primary and secondary. Bata which is collected immediately through surveys, interviews etc is called primary data. 'econdary is data is one which is collected by someone else before and is recorded in books, journals etc. !ussy 5*88H9 suggests that both primary and secondary data are re$uired to carry out research.

Secondar$ data
The data that has been collected by the other researchers for a similar study or topic is called secondary data. The secondary data has many advantages like it is less expensive to get, its collection is much less time consuming, while it is more reliable because it is taken from authentic source and can be verified. The secondary data is analysed to get some useful information for research. It gives direction to the researcher. 'econdary data is a reliable, comprehensive and $uality source of information. !owever the limitations using secondary data are it could be old and obsolete and may not be able to cater the exact need of current research.

,rimar$ data
:rimary data is collected to meet the exact objectives of the research. Though it is time consuming and expensive, but it delivers the results which are needed in process of research providing a current and authentic information re$uired for meeting the purpose of the research. There are various methods of collecting primary data like focus group, protocols, $uestionnaires, interviews etc. This source provides a fresh data without any comment and interpretations. data is Census data which is tabulated not interpreted. xample of primary

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In this case the primary data is collected by asking a set of $uestions complied in form of $uestionnaire from employees. These $uestions based on the factors affecting the motivation of the employees and the extent to which the organi%ations are able to meet their expectation.

Questionnaire

/ccording to ?right 5+7779 $uestionnaire is very useful tool for collecting the data about knowledge, attitude and behaviour of people. !ere the research subjects are given a $uestionnaire which comprises of the $uestions that they are re$uired to answer. These $uestions may be either open ended or closed ended $uestions or a combination of both. The $uestionnaire provides a tools of collecting accurate, comprehensive and authentic data. 5?right, +7779 The research would mail the $uestionnaires to the employees so that can fill them and return to the researcher, hence care must be taken while designing the $uestionnaires that the $uestions are simple and easy to understand and can be easily answered by the employees.

Intervie"s

Interview is another effective techni$ue of collecting the data. interviews may be conducted to gather detailed information from the subjects, but in order to conduct the interviews both the researcher and the subjects must have in depth information on the subject. "oreover interviews are also time consuming and not suitable for getting information in short period of time. 4ooking at these aspects of the interview method it has not been used for data collection in this research. 'aunders et. al.5+77-9

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#otivation in Tesco

Tesco is a big company with employing more than +D7777 employees all over 23, which means a huge workforce. It is growing ever since it was established. To support its growth, its managers need to apply effective motivational theories which work for all kind of employees. "otivation is something which needs to be done continuously at regular interval. It is not like motivating employees once and leaving them after that. mployees tend to get bore from their jobs in most cases if they are not encouraged regularly. /ccording to "aciano :. 5+7779 the workplace and its employees are very different today than they were prior to the second half of the twentieth century. 1ne of the biggest changes is employee0s expectations and their relationship to work. "anagers must be willing to give up traditional beliefs about the role of motivation and factors that effect employee motivation, if they want to deal efficiently with today0s workforce. There are factors involved in recogni%ing the importance to company performance of a committed and motivated staff. new and more open lines of communication between managers and staff, a scheme whereby directors and senior managers spend a week on the shop floor listening to ideas and suggestions from customers and staff, a Italent spottingI scheme to fastEtrack shopEfloor workers up the promotional ladder, and a better understanding of individual employee circumstances.

The result of all these initiatives is that Tesco is continuing to show record sales growth and profits E proof if it were needed that keeping staff motivated is good for business. Tesco motivates its employees by increasing their knowledge, skills and

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job satisfaction through training and development and providing relevant and timely reward and recognition. Tesco has discovered that it is important to create trust and respect. It has found that by valuing employees, providing realistic goals and an interesting environment for them to work in, it increases employees0 motivation. /t Tesco a motivated member of staff Jworks in partnership with others to achieve individual and team objectives0. This means that he or she focuses on customers, treats people fairly and is determined and devoted to receiving feedback from others. Tesco aims to motivate its employees both by paying attention to hygiene factors and by enabling satisfiers. &or example, it motivates and empowers its employees by appropriate and timely communication, by delegating responsibility and involving staff in decision making. It holds forums every year in which staff can be part of the discussions on pay rises. This shows recognition of the work Tesco people do and rewards them. Tesco staff can even influence what food goes onto its restaurant menus. mployees thus become motivated to make choices that will increase their use of the restaurants. "any nonEfinancial factors can and do motivate employees to improve their output. 1ne such factor may be the desire to serve people, others may be to improve personal skills or achieve promotion. / person may be motivated to be a professional footballer not because of the salary but because they love football. mployees are more motivated if they feel satisfied in their work. This often happens when their employer creates a good working environment where employees feel valued, generally through increased communication and being asked for their opinions. mployee motivation is also likely to be higher if the organi%ation invests in its staff through training and development. In turn this enhances their knowledge, skills and their sense of job satisfaction. very year Tesco invites its staff to take part in a staff satisfaction survey called Giewpoint which gives them the opportunity to express their views on almost every aspect of their job. The results from the survey help Tesco make sure it is offering

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the right things to its staff to keep them motivated. 'ome of the benefits available to staff includeC

4ifestyle break < this offers .E*+ weeks off work and guarantees the job back at the end Career break < this allows staff between D months and A years away from work with right of return

:ension scheme < this awardEwinning scheme provides clearly defined long term benefits.

/ll above said efforts are made by Tesco management to motivate the employees. There are several benefits of these schemes both to employees and management. This gives employees a chance to grow up in their talent. &or Tesco it is beneficial as it brings out the best talent and helps it to perform better. /long with these benefits there are many other schemes which are used for motivating employees like sharesave scheme in which employee are given free shares of company, housing scheme in which Tesco announced plans to build housing to be offered to staff in a bid to overcome the current shortage of affordable accommodation in 4ondon. /s a result of staff feedback, employees are also offered additional adEhoc discounts on some products. 1ver the Christmas period, for example, all could take advantage of money off their Christmas shopping and seasonal goods such as crackers and wrapping paper. Throughout the year, employees also receive discounts via vouchers contained in their payslips on goods such as Tesco clothing.

Recommendations
"anager should be able to identify the particular needs of employees and then choose the correct motivation theory. In big companies, itKs difficult to maintain consistency across multiple locations and in multiple departments. 1ften, motivational techni$ues tend to leave out some departments that canKt participate as actively in activities as others. Tesco is also a big organi%ation. To sustain Tesco0s success its managers should treat each employee as individual with different need. 'o, reward schemes should be able appeal all of them and motivate them to perform better. This should benefit the individual by providing career progression on each

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level. This way it would also benefit Tesco by ensuring that business can deliver high levels of customer service through its skilled employees.

)onc usions
4ooking at the work of the various authors, psychologists and theorists it can be seen that motivation is a critical factor in the success of organi%ation. It is re$uired that the organi%ations must be able to keep their employee motivated not only for better retention and commitment of the employees but also to increase the organi%ational performance and to achieve the vision and mission of the company. It is for these reasons that every organi%ation tries to keep its employees motivated by applying the different motivation tools like providing a suitable working environment, fair and e$ual treatment to get the maximum output from their employees. 4ooking at the different motivation theories and the various tools for employee motivation it can be seen how organi%ations can increase the motivation in their employee and ensure better organi%ational performance. The review of the literature

9ib io(raph$ and Re%erences

=aldoni 65+77A9, great motivation secrets of great leaders, + nd edition, mcgraw publications, 2'/ =ruce / 5+77D9, !ow to motivate every employees, "cgraw hill company, Lew Mork. Coens, T. t al. 5+77+9, abolishing performance appraisal, * st edition, =errett < 3oehler publishers, 'an &rancisco. Cosby " 5+7789, /postal on the edge, *st d., john 3nox press, ?estminster. &arnham B 5+7779, mployee relations in context, + nd d., institute of personal management, 4ondon. &rey =.et al 5+77+9, successful management by motivation, * st edition, springer < Gerlag berlin !eidelberg, Lew Mork.
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&urnham, /. 5*88.9 (:ersonality at workC the role of individual differences in the workplace), Golume +, p, **+E*-+ @itam and "cdaniel5+7789, The future of business, . th d., south western cengage learning, 2'/ @riffin et al5+77H9C 1rgani%ational =ehaviorC "anaging :eople and 1rgani%ations, ighth dition, Lew MorkC !oughton "ifflin !art C 5+77-9 Boing a literature review, *st edition , sage publication limited, 4ondon !olman B et al5+77-9, the new workplace a guide to the human impact of modern working practices, 6ohn wiley > sons ltd, sussex, 23. !inkin, T.R. > 'chriesheim, C./. 5+77;9. An examination of "nonleadership:" From laissez-faire leadership to leader reward omission and punishment omission. Journal of Applied Psy holo!y, "#:$, %2#&-%2&'.

6ankowic%, /.B. 5+77A9 =usiness Research :rojects, .th d., Thomson 4earning. http://www.oasisedinburgh.com/pe04_mot_at_work.html , http://tutor2u.net/business/people/motivation_theory_introduction.asp http://www.analytictech.com/mb021/motivation.htm, http://www. esco.com, http://www.mbatown.com

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