FREE ESSAY ON THE EFFECTS OF MOTIVATION ON PERFORMANCE

THE EFFECTS OF MOTIVATION ON PERFORMANCE

Findings
Task 2- Write a Report on the effects of Motivation on Performance
Research people's attitude to work and factors affecting their motivation by constructing
a questionnaire and conducting a small survey. You should aim to distribute your
questionnaire to at least 5 people within your organisation.
Gather information on what motivates individual performance and identify attitudes to
work by interviewing an employee in-depth and comparing their attitudes with your own.
Relate you findings to motivation theories and provide a description of the motivators
appropriate for different types of individual performance.
Andrew and Robertson: An Introduction to the Business
Objectives
Andrew and Robertson have started put life as property mangers in 1887. Managing
properties on behalf of owners. Southwark Council also contracted out housing management
for a trial period in the 90's in which Andrew and Robertson's partly participated.
In the 1960's Andrew and Robertson expanded into auctioneering. The object of this
section of the business aims to sell houses at auctions 4 times a year. However 1980
prior they only had two actions a year. The business aims to make a profit for the four
senor partners. The business has no obvious intentions to float on the stock market. 
The partnership has currently invested in a new phone system and computer network for one
of its three branches. This according to an associate partner is the partnership
attempting to modernise the old fashion approach to the business currently used by
managers.
Serves
Andrew and Robertson's serve the clients who own the properties, which they manage. The
management also serve their auctioneering arm that sells properties for the clients of
the property-managing arm who wish to sell their properties.
Motivational Procedures
Andrew and Robertson's have no written procedures however there are a number of unwritten
procedures, which are used. These procedures include:
Staff/Management association (This is not like by a small minority of staff ?) 
Close quarters arrangements (Putting desks in close proximity for communication means)
Appraisal Meetings (Token)
Staff Management association
This is the system in which higher level management work along side their employers. In
the hope that the bond between the lower level workers and management will form, thus
allowing the effectiveness and experience to watched and carried on to staff that are not
as skilled. This method also serves to lower the amount of effort put into motivational
practices.
Close quarters arrangements
This method thought not intended is highly effective in motivating staff. When I worked
at Andrew and Robertson's I noticed that the environment was extremely helpful. People
were always in a helpful mood and the method of forcing employees into helping each other
via the forming of friendship and mutuality.
Appraisal Meetings (Token)
As stated above the appraisal systems are seen as token in the eyes of most employees who
work for Andrew and Robertson's. This is partly because their views are listened to but
ignored. (Which will be talked about later in the report)
The Office Environment
Environmental Operations
Environmentalism has been fully adopted by Andrew and Robertson's and the impact of
production of the environment has been reduced wherever possible. As stated above Andrew
and Robertson's adapts a lot of environmental policies, which all departments and units
must follow. Which adds value to the company's environmental image.
Andrew and Robertson's one of the biggest private project undertaken in United Kingdom
since 1997 (Poverty in London). The company's participation in the charity work increased
sales for the year and increased the long-term "perceived value" of the company. As well
as helping outside organisations, this activity also gave Andrew and Robertson's
employees a feeling of trust and pride to work in an Environmentally friendly company
Employee's General Views
In the questionnaire, which I typed, many rated the office environment from 5 to 7(N0.5),
(6 out of 9). But felt that they were listened to in appraisal but their views were
ignored (No.17), (7 out of 9). This was one of the major "stifles" of the Andrew and
Robertson staff.
What is Good?
In the questionnaire, which I designed many employees said they did work over their
contracted hours (N.02). Question number three also asked how long the employees had been
working for Andrew and Robertson's. The answer to this question was that 3 out of the
nine question said they had worked here for at least 10 years. 
In many companies in today's modern environment stress is linked to overtime and boredom.
In Andrew and Robertson's employees did not have to work overtime, instead they chose to
work overtime (some for Free) and explained to me that the environment was so productive
some viewed it as a second home. Which is why a biggish number of questioned staff have
worked for Andrew and Robertson's for over ten years due to the reasonable pay and
working hours.
What are the Bad points?
The office environment is generally very good, however the main worry of the majority of
workers is the Workload, which from my questionnaire shows 6 out of 8 people classed
their workload as Large or Extremely Large (No.08). After some advanced investigations I
found that the employees did not associate their pay with the amount of work, which was
completed.
After observing the subjects I found out that sometimes of the large workloads angered
them. But surprisingly times when they had no work to do angered them more. The generally
delegation of work was poor as many people only delegated minor tasks and did not utilise
(PR's) Personal Assistants fully.
Techniques Used
As a general rule the one factor that adds value is security, which is why many
businesses have an IT Mission Statement. Having an IT Mission Statements available to the
public can increase value, because customers will be assured that the company is looking
after their credit details securely. The recently drawn-up IT mission statement for
Andrew and Robertson, (Which is set out below), also helps to motivate its staff because
the Technology deficiently, which exists was de-motivating employees.
Within Andrew and Robertson's there are three branches. The modestly new Auctioneering
hand of the company is fully computerised and trained. With the new Structure for
computer training coming into force the de-motivational effect of the Auctioneering hand
will be balanced out. As well as providing an additional link through the extra computer
training, which will be taking place. 
In the questionnaire, which I designed all of the staff pointed out that the company
organised a Christmas party every year (9 out of 9). This according to an associate
partner is a motivational method, which involves allowing the employees to integrate into
a whole, so that they will work toward the company's ultimate goals and aspirations by
working together.
Not Used
Sales of each brand relative to each country Andrew and Robertson's have its own MIS
(Management information Systems) Network, which integrates communication systems and ATM
communication systems (Internal) Instant Information Access), between the different
operations. This is another Management Information System (MIS). Which adds value to the
production procedure. In United Kingdom itself, Andrew and Robertson's has built a data
storage centre with information on all areas including:
? Employees wages 
? Historic sales etc.
Although the system is not available to the low level workers. 
In the questionnaire, which I used, question No.17 (In your appraisals are you views
listened to and passed on to management?). The answers were:
I am listened to 1
I am not listened to o
I am listened to, but my views are ignored 7
I am not listened to, and my views are ignored 1
However if the MIS system was available to the low level employees then they could see
some of the ideas, which were supposedly being ignored, were not. This has a
de-motivational effect, which could be avoided. If the MIS was available to employees or
even if they were told by a supervisor, which they are not.
Staff /Integral or Not?
Enhanced Expro
Central to this ongoing improvement process is the continual integration of enhanced
Expro into Andrew and Robertson's. Enhanced Expro promotes the culture in which staffs
are empowered and take responsibility for their individual activities. This culture
creates the correct environment for the potential of the improvement process to be
maximised through the participation of Andrew and Robertson's workforce. As well as
improving motivation Expro also improves efficiently and increases the quality of them
alcohol produced.
Enhanced Expro does not benefit suppliers or customers directly. It is designed to
empower employees, and make them feel needed. When the employees of Andrew and
Robertson's feel as part of the company the suppliers will have more parts ordered and
customers may have a wider choice if the company develops their range.
Within the partnership of Andrew and Robertson's staff are integral. During my time at
Andrew and Robertson's I found no evidence to suggest that staff were not integral.
Improvement Process 
The planning and improvement cycle is an example of an improvement process in Andrew and
Robertson's. This process diagrammatically is relatively self-explanatory and is '
managed', produced and implemented by the Andrew and Robertson's. The process regulates
continual improvement and also improves production efficiently.
I have also found that the Value Creation Areas (Management Philosophy) for Andrew and
Robertson's, don't change frequently, the KPI's (Improvement Teams) required to monitor
and evaluate performance are reviewed at least annually to ensure focus on the essentials
success factors. Which will further more increase the company's competitiveness and
quality of its produce.
Action areas (value drivers) are identified to lessen the gap between performance and
targets, benchmarking has been one of the specific tools used. The information from
benchmarking and gap analysis is used to identify targets and stretch targets (Most of
staff performance is measured by the KPI's targets, relevant to their tasks).
Improvement plans are developed to ensure that the 50/50 targets are met. They also
support the pursuit of the 90/100 stretch targets. The improvement plans are put together
through workshops, improvement teams but mainly by workforce participation in identifying
new improvement activities.
All on going improvement activities are monitored. Each improve activity is logged in a
database. The integrated to planning control group (IPCG) reviews the database monthly.
When an activity comes to an end it is close out. The progress of the improvement drive
is documented via quarterly reports and a live improvement Dot Plot reports progress in
the BOR.
Freedom
Staff views more or less freedom?
The staffs that are employed by Andrew and Robertson was a large amount of freedom in
completing tasks, which they undertake and feel they are allowed too much freedom. A
downfall of this often underestimated and unutilised perk is that it leaves staff needing
stability. However the opposite has happened at Andrew and Robertson's. The staffs have
flourished under the freedom and feel that they (as stated above) can call their
workplace and second home.
Equal Opportunities
Males to Females ratio
In the questionnaire, which I designed the number of females who completed the
questionnaire and returned compared to the men was 6 to 2(No.1), however in the actual
business out of 34 employees 21 are women and 13 are women. This is partly due to the
fact that there are a not of PR's (Personal Assistants) and clerks, which all happen to
be women.
The fact that the above jobs were all taken by women is not surprising since the jobs are
traditionally taken by women and the higher managerial posts are all taken by men but for
two positions at the auctioneering department.
This is not as expected a motivational factor since there is an equal opportunities
policy being firmly used and improved. After talking to many women in the work place I
have discovered they are not at all unhappy and elated with the opportunities, which they
have for progression.
The Generational Gap 
Four out of the seven people who answered my questionnaire were aged over 50 years.
Although the vast majority of the staff are in their mid 30's and early 20's. These
figures show a vast difference in the age group employed in Andrew and Robertson's. The
older members of the employees were the partners and other older members of staff worked
in processing (accounts service). This age gap is motivating as many older members of
staff can pass on knowledge to the younger generation.
Management Philosophy
Old Fashion or New Age
The partnership of Andrew and Robertson's has four partners all over the age of 40 years.
Which is one of the main reasons for why technological development has been so slow.
However the partnership f Andrew and Robertson's have an up and running Management
Improvement Drive. Including IT development and its new integrated ATM communications
system.
Good Points
Improvement Management Drive
Andrew and Robertson's also aim to add value so management processes can be developed.
The Andrew and Robertson's plc Leadership Team review all the improvements initiatives
and decide which ones to pursue. Action is then taken to implement the improvements and
progress is monitored. Feedback is given to the Integrated Planning Management Group
(IPMG), which is made of planning personnel.
Because the Improvement Teams are internal factors for change in production they can
monitor all goingons via an extensive database, which is up-dated on a regular basis. The
progress of the database is reported to the top management (Partners).
Andrew and Robertson's have developed the following Management Philosophy, which
encourages changes in IT implementation. 
The main ideal in the company's management philosophy is empowerment, giving them
responsibility and they will feel important. Andrew and Robertson's focuses one three key
areas:
? Self-managed teams with Freedom to act
? Clarity of task
? Supportive coaching Leaders 
Supportive coaching Leaders must be trusted so that the company's aspirational goals can
be accomplished.
The changes being introduced by Andrew and Robertson's help to motivate employees because
they will feel needed and work harder towards the aims of the company, as well as working
harder for themselves and their family's honour.
Possible Improvements
Many of the employees at Andrew and Robertson said that the only improvements, which they
would want, would be more effective communication systems. As current systems through
adequate were not fully utilised because staff could not use them because of inadequate
training.
Money or Loyalty: Why would you move on?
In the questionnaire, which I designed 6 out of the 8 questioned viewed themselves as
Important and two people viewed themselves as Dogs Bodies. This showed me that most
employees were happy with their status. This fact was further implied when eight out of
the nine people said that they would only leave for more money whereas only one said they
would leave for more perks. However when I was questioning other employees on a casual
basis many said, "they were quite happy and would only leave if a much higher paid job
came along or it had more prestige.
Motivational Theorists
Chester Barnard 
"According to Chester Barnard, communication should occupy the centre piece in an
organisation 'because the structure, extensiveness and scope of organisation are almost
entirely determined by communication techniques'. Communication is, therefore, a
foundation stone upon which other activities and functions of the organisation depend. To
ensure that such activities and functions run efficiently an organisation" (Heinemann).
Williams Bridges
Mr Bridges is responsible for the book "Jobshift: How to prosper in a Workplace without
Jobs". This book points out the changing conditions of employment today.
The main points of the report being:
"Employees are contingent workers, i.e. everyone's job depends on the results that
organisations can achieve. Poor results mean that jobs disappear".
"Employees need to develop an approach to their work and a way of managing their own
careers that is more like that of an external supplier than that of an traditional
employee".
"Employees need to act more like people in business for themselves, setting out their own
plans for career development, taking personal responsibility for health care, insurance
and pensions".
"Increasingly, employees will need to accept that they will need to transfer from
organisation during their working for a single company".
Virtually all of these changes have evolved due to challenges against organisational
members and the increasing ability to alter its image using advanced IT and marketing
tools.
Frederick Hertzberg
In 1966 Frederick Hertzberg said that humans lived at two levels. The physical level and
the Psychological level, his original study was to determine whether humans did have two
sets of needs. To avoid pain and the second the need to grow as a human.
In the original study Frederick Hertzberg asked employees from businesses to record when
they felt extremely good or bad. They were also asked to give descriptions of the events
leading up to the rise and falls in emotions. The results, which Frederick Hertzberg
found was there, were two factors, which affected the work quality and quantity. 
Salary
Job Security
Working Conditions
Level and Quality of Supervision
Company policy and administration
Interpersonal relations
Sense of Achievement
Recognition
Responsibility
Nature of the work
Personal Growth and Advancements
Two of the factors which can be summarised as the:
Two Factor theories of Motivation and Job Satisfaction
Frederick Hertzberg also stated that if some were absent cause unhappiness. These factors
are connected to the work undertaken, they involve the environment. They serve to protect
dissatisfaction.
Another two factor act to motivate employees to their full potential. These are related
the contents of the jobs carried out, these are motivational or growth factors. The
strength of these factors will affect whether people are satisfied and not satisfied but
not dissatisfaction.
The Hygiene factors of Frederick Hertzberg can be related to Abraham Maslow's hierarchy
of needs, which is talked about below. The lower needs of Abraham Maslow's can be related
to Frederick Hertzberg's hygiene factors is listed below: -
Proper compliance with these factors should partially ensure employees do not get
dissatisfied. However other factors will have to be implemented to improve motivation. In
order for employers to achieve efficiently must pay attention to the motivators and
growth factors.
Abraham Maslow 
Maslow in the year of 1954 suggested that human needs operated at stages such as basic
needs which including food or hunger and advanced needs which include self development
and fulfilment.
Part of Maslow's argument was that employees try to satisfy the lowest needs of the
hierarchy first. The basic need of people may include food and hunger. It is only after
these needs have been meet that they will move up to needs such as self-esteem and
self-realization. 
One of the reported problems quite early was the supposed rigid ness of the hierarchy.
Research conducted afterwards indicated that people did not satisfy their needs in the
systematic method, which Maslow designed.
Alderfer later developed Maslow's work. Who after further study devised his ERG theory of
motivation. Instead of a hierarchy Alderfer suggested a continuum with three sets of
needs instead of five.
? Existence
? Relatedness
? Growth 
Growth responds to the higher needs indicated on Maslow's hierarchy of needs, Existence
to the lower needs and Relatedness to social needs. Much of the critic problems with
Maslow's Hierarchy were its rigid ness so Alderfer allowed for two sets of needs to be
dealt with at the same time.
(The Hawthorne Experiments)
Elton Mayo
The Studies
"The Hawthorne Studies (or experiments) were conducted from 1927 to 1932 at the Western
Electric Hawthorne Works in Chicago, where Harvard Business School professor Elton Mayo
examined productivity and work conditions.
The studies grew out of preliminary experiments at the plant from 1924 to 1927 on the
effect of light on productivity. Those experiments showed no clear connection between
productivity and the amount of illumination but researchers began to wonder what kind of
changes would influence output".
It was in the 1930's when Elton Mayo studied the results of experiments involving
exposing women to different conditions to see how their motivation was effected. The
results, which he found, were astonishing. One set of women was given more breaks and
flexible working hours, the output rose dramatically. Then the breaks were taken away and
rigid hours were reinstalled the effect was that out rose dramatically again.
After studying the results and talking to the women Elton Mayo concluded that the women
were happy because they felt needed and lighting and breaks were only a small factor. It
was also concluded that because they felt they were important they worked hard and this
was the main motivator.
The majority of the workers in the Hawthorne Experiment also suggested that when they
were working together they had Team Spirit and this was as important as in Sport". It was
furthermore stated that working in a team gave each of the member's personal pride and
self-esteem.
However in similar experiment similar to the Hawthorne Experiment staff stated that
"steady work (61%) and steady wages (28%)" were important factors. In relation to
Maslow's hierarchy of needs, this shows that the middle needs only have to be met in some
cases e.g. telephone operators.
Summary of motivation
Motivation is a force that drives people to do things. Employees are normally motivated
to achieve their needs, whatever they may include.
The needs, which workers may want to achieve, are:
Crucial needs - Food. Water etc
Community needs - A secure job reasonable pay etc
Fulfilment needs - Pride, to belong etc
The low level needs of employees are usually meet within the social interactions. The
middle level needs are usually met by job security and usually increase motivation
slightly if increased. I f reduced below a satisfactory level then motivation has a
possibility of dropping below critical levels. Higher levels are generally part of the
self-development sector and ultimate satisfaction (becoming the top in your field
position or experience).
Performance ► Reward or Punishment
(Employees of a company will be motivated if they associate certain incentives with an
activity of work)
The Step Ladder of Needs
So far I have talked about the answers, which I received from my questionnaires and
related my findings so the motivational theorists, which can be seen above. However the
need and levels even motivational theories as a whole can be applied to one job at a high
or low level.
The Jobs that exist in the Partnership of Andrew and Robertson's are listed below. I am
going to talk about each one and state at which level in motivational theorists charts
they are and what their needs and wants are according to their financial, emotional and
physical needs.
? PA - Personal Assistant
? Property Manager
? Finance Manager
? Accountant
? Clerk
? Office Assistant
However first I am going to look at some of the key roles held by People in
organisations. Although the term 'management' is commonly associated with business we
find managers in all kinds of organisations. Indeed, wherever there is a need for People
to work together for commons purpose 'managers' are needed to co﷓ordinate the
inputs of people, materials.
Machines and money. Of course not all those people who carry out a management role are
called managers. Headmasters, bishops and generals are as much managers as is the
marketing manager of a large company. Within most business organizations we can see three
broad categories of management and we will use these categories to look at managerial
roles within an organization.
This group, comprising the Senior Managers (Partners) or Directors of the organisation,
has the most power and responsibility within the organisation. It is responsible for
determining the long﷓term objectives of the organisation and has a time horizon of
over five years. In a company senior management will be responsible to the shareholders
for the success of the organisation. Due to the complexity of the managers' and
directors' work it is likely that they will only have one or two executives reporting to
them, but indirectly they are responsible for all employees working under them.
Directors may be executive or non﷓executive. An executive director is a full time
employee of the company. He or she will be responsible for the smooth running of a
department within the organisation as well as being a member of the Board of Directors,
contributing to discussions, particularly those involving his or her own functional
specialism. Non﷓executive directors are part﷓time employees appointed to
the Board of Directors because of their broad knowledge of industry or political
influence. Their knowledge and contacts may be useful in determining policy or in getting
contracts. Non﷓executive directors may also be the representatives of large
shareholders who wish to see that their interests are safeguarded. Worker directors
These are the 'front line' managers who deal with the Workers and put plans of senior and
middle management into operation. These plans are, by now, essentially short-term
﷓ perhaps a week or a month at the most. They are also responsible for large
groups of workers ﷓ a span of control of 20 to 30 is not exceptional.
Unfortunately the importance of having good supervisory managers is often ignored. To do
their job properly they must not only have good technical skills but also very good
interpersonal skills.
These sets of manager's work within the set the policy set down by the senior managers.
They are responsible for ensuring that the organisation and utilisation of resources
within their department conforms to the guidelines. Normally their time horizon is one
year and they will have between four and nine subordinates reporting to him.
Management is often referred to as 'getting things done through people'. This definition
draws attention to the importance of the managers creating a climate where people believe
that they are part of a team and their contributions are valued by the organization. The
team will. Obviously consist of the groups that we have discussed above - senior, middle
and junior management ﷓ but also equally importantly, the clerical, administrative
and production staff. Today, considerable effort is made by many organizations to make
the ordinary worker feet part of the team ﷓ an essential and important member.
Involvement in decision making, recognition in company magazines (for social, sports or
works﷓related activities), works outings, Christmas parties and even group gifts
on engagements, parenthood or marriages, are all part of the process of team building.
Motivators Appropriate for Different Types of Performance
Frederick Hertzberg
Hygiene Theory
Many of the secretaries in the firm of Andrew and Robertson are technologically inept.
Because they do not feel part of the company they will not work as hard. However
technology is slowly being introduced. 
However in the present employees are feeling de-motivated. This can be related to
Hertzberg's Hygiene theory under working conditions. The employees of Andrew and
Robertson are working on computers with minimum knowledge and therefore creating a
frustrated environment. Under Hertzberg's Hygiene means training is not being maintained
and is therefore dissatisfying the employees.
Recognition is one of Frederick Hertzberg's motivators or Growth factors. This motivator
or growth factor can be assigned to Andrew and Robertson's because of its open
organisational approach, which means partners all the way don to clerks, work together
and all know each other. Therefore creating a singular workforce geared to meet the aims
of the partnership. Because recognition is a key point in work efficiently Frederick
Hertzberg's theory can be applied to this approach, which is taken by all members of
staff.
Within the partnership of Andrew and Robertson's there is a key element, which is used to
motivate staff, this is simply congratulating staff on work well done, which is then
transferred in to a sense of achievement throughout the entire organisation. Most modern
firms use the hard or fear approach, which involves lots of supervision to ensure an
honest days work. This approach does not however amplify into a sense of achievement
because the work even if complete start to finish is not enjoyable and therefore no sense
of achievement. Which is essentially why Andrew and Robertson's have high staff
satisfaction and loyalty.
Maslow's Hierarchy of needs
Self-actualisation
During my time at Andrew and Robertson's I observed many of the partners while they were
talking to employees. They seemed to be happy and did not look down at lower level
employees. The partners seemed to operate on Maslow's highest tier, self-actualisation
needs.
Esteem
Because of the nature of Andrew and Robertson's and the traditional values there is high
staff loyalty and efficiently. Also because of the close quarters and the helpful
environment there is respect among fellow workers. Respect and self-respect from others
in order to fell satisfied and valuable is not a written policy in Andrew and Robertson's
but it does occur through other methods of motivation, which have been utilised
Belonging Needs
Close Quarters stated above this method thought not intended is highly effective in
motivating staff. When I worked at Andrew and Robertson's I noticed that the environment
was extremely helpful. People were always in a helpful mood and the method of forcing
employees into helping each other via the forming of friendship and mutuality.
This type of motivations concurs with a stage on Maslow's hierarchy of needs. So
therefore staff may not have met the physiological needs and Safety and Security need.
However they are directly catapulted on to the third tier, which is belonging needs.
As well as concurring with Maslow's Hierarchy of needs. These facts also concur with the
work of Alderfer. Who said that Maslow's Hierarchy of needs was too rigid. After further
study devised his ERG theory of motivation. Instead of a hierarchy Alderfer suggested a
continuum with three sets of needs instead of five.
? Existence
? Relatedness
? Growth 
Under, which the above types of performance would apply to the bottom layer, Existence,
instead of the middle as with Maslow Hierarchy of Needs.
Safety and Security Needs
The partnership of Andrew and Robertson's is a secure building. All three branches are
fitted with Security systems and there is an optional Life plan policy, which can be
entered into if offered. Which is the reason for why people work so hard and 
Physiological needs
Basic needs such as food water and shelter are all met because the pay is reasonable at
the firm of Andrew and Robertson's. Food and drink is also supplied in small quantities
at break times. The management sees these as incentives because in the afternoons the
employees generally work harder. So therefore the reason for higher efficiently in the
afternoons is the cakes and tea, which are available at lunch times and corresponds to
the Physiological needs on Abraham Maslow's Hierarchy of needs
William Bridges
IT Evolution 
William Bridges wrote that there have been many changes in the modern working
environment. Including the number of jobs in an organisation deceasing or increasing
during fluctuating periods of demand. He argument being the advancement of IT had
increased competition and therefore the nature of management philosophy. 
This is truer at Andrew and Robertson's since the number of employees aged over 40 years
has dropped tremendously over the last 3 years due to the need for IT compliant staff.
Since it is the partners who dictate policy their behaviour and types of behaviour
towards their management policy.
(Questionaire connected to report)
Name of Subject:_________________________
Position:_________________________________
Procedure:
? Basic Questions
? Additional Questions
? Personal Queries
? Subjects Comments
Basic Questions
Questionnaire
Introduction
This questionnaire, which I am completing for my Motivation at Work project, is designed
to ascertain how you are motivated and whether you motivate the people around you.
I apologise for using your valuable time and hope that you enjoy the questionnaire.
(Please return the questionnaire as soon as possible)
1. What is your gender? Male o
Female o
2. How many hours do you work a week?
Under 10 Hours o
10 - 20 Hours o
20 - 30 Hours o
30 - 40 Hours o
40 - 50 Hours` o
50+ Hours o
3. How long have you worked for Andrew and Robertson?
1 Year o
2 Years o
3 Years o
4 Years o
5 Years o
6- 10 Years o
10+ Years o
4. In your position, what is your current job title? ____________________________
5. How would you rate the social environment in the office? (1-10 max)_____________
6. In what age categories are you?
18 -20 o
20 - 30 o
30 - 40 o
40 - 50 o
50+ o
7. What types of social activities are organised within the work place?
Picnics o
Lunch-time meetings o
Christmas Parties o
Other (Please specify)__________________________
8. Do you have a mostly large or small workload?
Small o
Medium o
Large o
Extremely Large o
9. Do you have to work over your contracted hours?
Yes o
No o
10. How many different tasks do you complete per day?
1 o
2 o
3 o
4 o
5 o
6+ o
11. How often are you trained to complete new tasks?
Every 6 Months o
Every 12 Months o
Every 18 Months o
Every 24 Months o
12. Do you enjoy any company perks?
Car o
Free Rent o
Security o
Other (Please specify)______________
13. How many holiday days do you receive per year? _________
14. In your spare time, what hobbies do you peruse?
Rugby (Sports) o
Board Games o
Work o
Charity Work o
Child Care o
Fe o
15. How many people in the workplace have close friendships?
5 o
6 o
7 o
16. How often does your supervisor appraise you?
Every 6 Months o
Every 12 Months o
Every 18 Months o
17. In your appraisals are you views listened to and passed on to management?
I am listened to o
I am not listened to o
I am listened to, but my views are ignored o
I am not listened to, and my views are ignored o
18. How many holiday days do you receive per year?
1 Week o
2 Weeks o
3 Weeks o
4 Weeks + o 
19. Do you judge yourself to be important or unimportant?
Important o
Unimportant o
Dogs Body o
20. Do You think you will have a chance of promotion in the next:
2 Years o
4 Years o
6 Years o
Other_________________
Never o
21. Under what conditions would you consider leaving the company?
Only for a higher wage o
If there were more perks o
I would never leave the company o
(Thank you very much for filling out this questionnaire, your help is appreciated. This
questionnaire will help me to analyse how motivated the office is and how each person
feels about the business.) 
Additional Questions
How do you Motivate yourself?
Do you enjoy your duties as a _______________?
How often do you skip your Lunch Break due to work?
Are you allowed freedom in completing tasks undertaken?
What are the specific good and bad points of the office environment?
How often are you praised for work completed, is it sincere?
Roughly how much do you earn?__________________________
Do you feel this is high enough for the work load involved?
How would you rate office communications?
Have any of the ideals put forward by yourself been considered or implemented
Personal Queries
Subjects Comments