Background of the study
Describe about the Impact of Training on Employee Motivation for A Case Study of Asda, UK.?
Organizations undertake the process of employee performance management program in order to ensure that their employees take active part in producing high quality products and services. The face of an organization is broadly determined by the type of workforce it possesses. Therefore, it is necessary for the organizations to acquire the most efficient and productive workforce. Now, to ensure a high productivity of the workforce the organizations should train their employees so that they depict a higher level of motivation towards their work (Manzoor 2012). Thus, it can be said that training and motivation are the two interrelated terms, which are inseparable. Employees will be motivated only when they undergo a well-designed and well-planned training programme. Therefore, it can be said that the performance of an employee that is the output to input ratio will be improved by motivating them towards their duties and responsibilities at the workplace, therefore training is a necessary process for improved employee performance.
The broad significance of the study is that it will focus on the effect of training on the level of employee motivation. According to Noe et al. (2014), it is quite evident from the past statistics that, the more motivated the workforce more will be the level of productivity of the company. Hence, the study will also help the organizations to design a proper training programme so as to motivate its employees more effectively which will in turn enhance the quality and productivity of the products and services of the organization.
According to Tabassi et al. (2012), business of an organization is dependent on a number of factors and the most important among them is the employees. Employees are considered as the bloodstream of any business. The success and failures of an organization is determined by the performance of its employees. Therefore, the higher human resource personnel realized the importance of investing time and money in training and developing the performance of the employees. This research will solely focus on the key factors that are associated with the motivation of the employees and thereby determine the role of training on employee performance (Cerasoli et al. 2014). Hence, the research will able to provide a key insight to the facts of motivation and training, which will in turn help the organizations to develop an efficient and effective workforce as well.
Background of the company (Asda, UK)
Presently, it is a prior concern to the employers as well the employees to generate values in their terms. On the other hand, the organizations are also concerned about gaining a competitive advantage in the industry. Therefore, both the organizations and the employees are aimed at attaining their objectives. Hence, the study is significant enough to throw a light in this context.
In the year of 1965, Asda was formed by a group of farmers in the Yorkshire located in North of Britain. The company started to expand in the south Britain in the 1980s (asda.com 2016). In the year of 1989, they acquired their rival chain of super stores, Gateways Superstores for £705m. However, this move affected the growth of the organizations as they faced several issues while handling different products. The authority of Asda has to raise money from its stakeholders in the year of 1991 and 1992 to save the company from downfall (asda.com 2016). After recruiting Archie Norman as their new chief executive, the company started to act as food retailer. Their marketing strategy was to offer goods at a lower price than its other three rivals rather than focusing in royalty schemes. However, according to Tabassi et al. (2012)), Asda copied this strategy from Wal-Mart and applied it to gain competitive advantages. The company used roll back campaign and started to focus on low price strategy than putting money on expensive advertising and promotions.
In the year of 1999, Asda became a of the Wal-Mart family for $10.8 billion (asda.com 2016). After the UK based retailed organization gained more than one million new customers what helped them to improve their total revenue and profitability. However, even after acquiring Asda the authority of Wal-Mart decided that the name Asda would remain same.
What is the issue?
The management of the company realized that it is necessary to train the employees to motivate them, as they constitute a major portion of the company. The company was always dedicated to manage and support its employees in an efficient manner; however, the recent reports reveal that the employees of the company are not performing well. Productivity of most of the workers is also below average level. This depicts that the employees are demotivated largely towards their work.
Why it is an issue
In last twenty years, the sales performance of Asda has gone down to an extreme level. On the other hand, Asda’s major rival retailer company Tesco has achieved their best sales as the organization has increased its sales by 1.1% until 1st March (Butler 2015). According to the reports of Kantar World panel, Asda was the worst performer among the top four biggest retailers. As mentioned by Lloyd (2014), Asda is facing these issues becase of the bitter supermarket war. However, Twigg (2012) argued that, as result of their organization’s internal problems with their employees is hampering the overall performance of the organization. According to (Butler 2015), as the company is not providing any training and development programs to its employees. Besides, their attitude towards their employees has also changed. These factors are affecting the productivity of the organization and it is losing its market position.
Rationale of the Research
Why it is an issue now?
As a result of mini-resurgence from Tesco, organizations like Asda, Sainsbury and Morrison are losing their market share repeatedly. According to (Butler 2015), there is no room for all fou companies to grow. Therefore, when Tesco is advancing with its sales, other three companies are facing difficulties to maintain its growth. Therefore, only way to survive in this cross fire is to provide superior customer services. Asda is unable to provide even an average customer service as a result of their conflicts with their employees. Therefore, it is a serious issue right now.
What this research will shed light on?
The research will shed light on the issues of Asda that they are facing because of their non-cooperative workforce and inflexible work environment. This research will also point out how those issues are affecting the productivity of the organization. After finding out the issues and their impacts on the organization, a recommendation will be added so that the organization can overcome those challenges in the future.
Aim of the Research
The broad aims of the research are to determine the effect of training on employee motivation and ultimately the performance of the staff. Thus, it can be said that the research is aimed at determining the factors that has caused Asda to face a certain difficulties with its human resource management. Therefore, the research will also establish the fact that perfectly trained employees will perform efficiently and thereby lead the company towards prosperity.
Objectives of the Research
To significantly investigate the concepts and hypothesis related to training and employee motivation
To critically investigate the impact of training on the worker motivation and presentation
To significantly analyze the challenges faced by the company in maintaining proper employee motivation in the company
To provide some of the effectual commendations to the administration of Asda in order to handle with the addressed situation
Research Questions
What are the theories related to training and employee motivation?
What is the impact of training on the employee motivation and performance?
What are the challenges faced by the company in maintaining proper employee motivation in the company?
What are the suitable suggestions to the management of Asda in order to handle with the addressed situation in the company?
Research Hypothesis
H0: Training has a major impact on motivating the employees
H1: Training does not have a major impact on motivating the employees
Aim of the Research
Figure 1.1: Research configuration
(Source: Designed by the investigator)
Introduction
The companies generally undertake the process of employee performance management to guarantee that the employees are trained enough to produce high quality product and services. The performance of an employee is measured by the ratio of output to input. One of the most essential factors to enhance the performance of an employee is proper training. If the employees are well trained, then they will be acquainted with the job specifications, required skills that are necessary to perform their duties and will be able to adapt new technologies (Erhel and Jamet 2013).
This will, in turn, increase their level of motivation and this will result in advancement in their performance, working and management environment. This will help the organization to reach its aim more efficiently and effectively. Performance is the building block of competitiveness and training again is very closely related to performance (Appelbaum 2013). Every organization across the world are competing with their rival companies, in order to compete effectively they must enhance the performance of their employees. According to Kehoe and Wright (2013), when the employees are provided with some training, they can feel the improvement in their performance and thereby feels motivated to work hard to achieve their personal as well as organizational goals.
In other words, training can be defined as a process of learning that can be characterized by acquiring knowledge, developing skills, concepts and betterment of behavior and attitude of the employees to enhance their performance (Bakker and Demerouti 2014). On the other hand, motivation is a factor that is necessary for the enhancement of the employee performance. Thus, training should be so designed that improves the motivation of the employees towards the organization and their work as well (Bezrukova et al. 2012).
For the first time, an employee may face various problems while doing a new work, which can also be, a little complicated. However, the existence of problems may affect the performance of an employee as a whole. Therefore, as Jackson and McNamara (2013) stated that new recruits require guidance from experienced employees or from experts who are from outside the company and possess expertise in that particular field. This can be referred to as training; thus, training is a process that helps an employee for the betterment of job performance (Buller and McEvoy 2012).
The process and kind of training may be different depending on the nature and type of jobs. Sometimes it may be the case that senior employees help or guide the juniors at the office regarding their daily office jobs. Actually, they share their own experience of solving a problem (Cerasoli et al. 2014). This cannot be characterized as training but can be considered as a process of sharing knowledge, skills, and experiences. This process does not require a specific schedule, just when the junior needs help the senior comes and provide help.
Objectives of the Research
Again, Wandersman et al. (2012) argued that training is a process to professionalize employees for performing a specific task or to develop their skills, knowledge and attitude towards work. If a person within an organization is capable, enough to provide training then an in-house training is sufficient. Otherwise, the training can also be arranged by hiring an expert from outside the organization (Cerasoli et al. 2015).
The importance of training is twofold concept, in one hand, it benefits the employees and on the other, it is beneficial for the organization as well (Flores et al. 2012). Training helps to build up teams by enhancing skills and knowledge of firms. It helps them to keep faith in the skills of the others. However, Jaeggi et al. (2014) opined that training will only be beneficial if it is conducted under practical situations a good follow up or monitoring process makes it more effective.
By training the organization achieves the following advantages,
Advancement in the communication skills
Developing the hidden talent within an employee
Effective and efficient productivity (Ford 2014)
Increased quality of work
Thus, the process of training is necessary for both the organization as well as the employees. This is to improve the market situation of the organization totally.
In order to conduct training in an effective manner, it should follow certain interconnected stages and processes as depicted in the figure below,
(Source: Di Serio et al. 2013 p. 81)
Determining the aims of the organization’s aims and objectives and determining how they can be met with the help of the existing job positions in the organization.
To determine what the people are needed to learn, this can be done by,
Analyzing the skills, knowledge and attitude, that each of the jobs requires (Grant 2012)
Evaluating the degree of ability that is possessed by the job holders in order to meet those specific requirements (Griffin 2013)
According to Manzoor (2012), setting up an objective is necessary, as this will help to state what the learners will be able to do after the completion of the training period. This will also help them to understand when they have achieved a satisfactory situation during the training period (Hau et al. 2013).
Outlining the program of training is the most important component of the systematic approach to training. It should be outlined considering the active participation of the employees at different levels. If possible, the training experts should be asked to provide necessary suggestions (Jiang et al. 2012).
The training program named precursor control generally possess more than one purpose, these are spreading knowledge, advancement in the technical skills and affecting the behavioral activities (Jiang et al. 2012). Thrust on a specific factor may vary in accordance with the programmers depending on the key factors such as the level of trainees, audience, etc (Melby-Lervåg and Hulme 2013).
In this stage, the designed strategies are implemented. The responsible trainers in this stage implement the already designed training strategies for the target employees in the organization (Kanfer et al. 2012).
The purpose of providing training is to help the employees as well as the organization to improve its performance. However, intentions cannot be measured, but the outcomes can. Therefore, the last and final part of the systematic training is to evaluate the results of training with suitable measures (Kapp 2012).
Assessing the quality of training, that has been provided to the employees
Whether the performance of the employees improved after the training or not
Whether it was worth conducting the training (Kittur et al. 2013)
According to Kelly et al. (2014), at the end of the process, the evaluation of the training process is necessary. It helps the organization to understand whether it was helpful or not. On the other hand, it is equally important for the trainee as well, it helps them to assess whether there is an improvement in their performance or not (Koen et al. 2012).
In order to make people do their best, even in under worse situations are one on the most important jobs of the managers (KumpikaitÄ— 2015). In reality is the most challenging puzzle to solve what are the factors that motivate the human beings. Philosophers like Aristotle, Adam Smith, Maslow have tried to determine why the people do the things they naturally do (Whitlock et al. 2012).
The term motivation is derived from the word motive. Again, the word motives mean that the forces that compel people to act in a particular way, in order to fulfill a particular human need at a time. Every human action is a result of a particular motive. Thus, it is evident that in an organization the management should provide the employees a motive to work towards a target (Manzoor 2012).
Figure 2.2: Ways that training motivate employees
(Source: Mowday et al. 2013 p. 39)
The motivation can be defined as the managerial process, which enhances the people to work at their fullest capacity by providing them with specific motives, which are solely based on their unfulfilled needs (Levin et al. 2012).
Following are some features of motivation; it is purely a psychological phenomenon, which is generated within the mind of an individual. If there are no needs faced by an individual, the motivation process fails. The motivation process is purely a concept based on behavioral aspects that drive the human being towards a certain goal (Mowday et al. 2013). As the wants of the human being is a continuous process, the motivation process is also a continuous one. Motivation may be two types; positive motivation helps the people to achieve incentives through work. On the other hand, negative motivation disorients them from their target. Different people respond differently to the process of motivation. It is not possible to motivate two individuals in an exactly same manner (Noe et al. 2014).
Motivation is necessary for the employees as well as the organization. The performance of the employees depends directly on how motivated they are, if they are properly motivated, they will work hard to achieve their goals. On the other hand, an organization’s goodwill is determined by the type of workforce it possesses (Arisoy et al. 2012). Thus, the performance of the employees also helps the organization to proceed in the market while producing effectively and efficiently (O’Neil and Drillings 2012).
Maslow’s Hierarchy theory of needs:
The hierarchy theory of needs developed by Abraham Maslow states that the needs of an individual exist in a hierarchical order. The hierarchy mainly consists of psychological needs, needs of security, needs of belongingness, esteem needs and the needs of self-actualization. Psychological needs mainly consist of needs for food, water and other basic needs like shelter, clothing, etc (Salas et al. 2012). The key feature of this theory is that it has separated these five needs in higher and lower orders. The psychological and safety needs were at the lower level, and the other needs like esteem and social actualization remain at the higher level. As per the theory, if the needs at the lower level are satisfied by external factors like salaries or wages, the person will automatically satisfy the needs at the higher level internally (Phillips 2012).
Figure 2.3: Maslow’s Hierarchy theory of needs
(Source: Phillips 2012 p. 66)
The theory states that the overall performance of an employee is not dependent only on the job satisfaction but also on the level motivation towards their work. The proponent of this theory opined that the job satisfaction mainly depends on two factors, namely, the hygiene factors and the true motivators (Pinder 2014).
Hygiene factors:
Hygiene factors are the external factors that are present in the working environment of the workers (Renwick et al. 2013). The factors act as agents, which are capable to remove dissatisfaction and thereby support mental health, however, they do not act as a motivator. According to Pinder (2014), these factors are sufficient for implementing motivation but are not necessary for motivation.
Figure 2.4: Two-factor theory of Herzberg
(Source: Mano et al. 2012 p. 57)
True motivators:
These factors are directly related to the job and the rewards that arise directly from performing a job efficiently and effectively. These factors directly influence the employees for the enhancement in their performance, by accepting the challenging task and achieving recognition at work (Mano et al. 2012). The theory suggests that an improvement in the job satisfaction of the employees will give rise to an improvement in the motivational standards of the employees. This will also improve the productivity of the employees on the performance and motivation of the employees is related to each other (Robbins et al. 2013).
According to the equity theory of motivation, the employees compare and contrast their output to input ratio with the output input ratio of the other people. The output input ratio means the ratio of the output that the employees receive as a reward for their work or input they provide to their employers (Rownuk 2013). When the output to input ratio is not equal, it will create dissatisfaction and thereby motivate the employees to improve their performance. On the other hand, Laugeson et al. (2012) pointed out that when the ratios are unequal, the employees are faced with job satisfaction and are thereby motivated towards their work.
(Source: Wanberg et al. 2012 p. 41)
They do so in order to maintain their present output to input ratio or to increase the ratio so that their output increase (Wanberg et al. 2012). The pay structure, job security, job responsibility, award structure and similar factors constitute the output of the employees. While on the other hand, special skills, training, mentoring, etc. constitutes the input (Vance et al. 2012).
Presently almost every organization is faced with certain challenges that are associated with the continuously changing nature of work and the environment of the workplace arising out of advancement in the technological sector and changes in any other determining factors. Savery (2015) opined that these rapid changes act as obstacles to the advancement and growth of the organization. Now to overcome these obstacles the employees of the organization must be effective, efficient, adaptive to changes as well as flexible. To develop these skills, training is an essential factor that increases the competencies and skills of the employees at the same time help the employees to motivate themselves towards their work. The practice of training has become inevitable for the organizations, for their survival and achievement of extensive growth (Wanberg et al. 2012).
Figure 2.6: Impact of training on employee motivation and performance
(Source: Savery 2015 p. 77)
It is most common that training is only considered for the new employees, and it is worth to allocate more time and money to them, so that they can achieve increased productivity and developed performance. However, Savery (2015) argued that the training of the existing staffs is also as much important as training of the new staffsas this motivates them by achieving adaptability to their daily work schedule, preparing them to work under a continuously changing work environment and improve their performance on the present job (Wanberg et al. 2012).
The organizations mainly implement the training program to increase the quality and productivity of the employees and thereby motivate them towards achieving financial goals. This helps them to avoid industrial accidents as well as helps them to achieve personal growth and obtain job satisfaction. Wouters et al. (2013) pointed out that with proper training, the need for supervision of the employees get decreased as with proper training the employees become eligible for improved decision making and efficient problem solving activities. Training provides the basis for personal development by providing support to the employees to develop and nurture leadership and communication skills. On the other hand, it reduces their fear in accepting new tasks, teaches them how to perform well under severe work pressure. These factors actually act as the key determinant tothe extent of the performance of the employees and thereby help them to develop a feeling of satisfaction regarding their job. Training helps to improve the performance of the employees by developing the talents required for the job so that the employees can contribute to the strategic objectives of the organization (McKenzie and Woodruff 2013).
The employees of an organization provide the company a wide range of skills, talents and knowledge. Moreover, the employees are the most valuable assets for the organizations, as; the face of the organization is determined by nature of workforce it possesses. Therefore, the objective of the organization is retaining those employees by motivating them with the help of efficient training. According to McKenzie and Woodruff (2013), a huge investment of time, effort, and money in the process of training helps to develop the higher level of motivation of the employees towards the goal of the organization. It is found that in organizations, where the employees accept and gives value to the training program is more likely to achieve organizational goals with the higher level of motivation (Laugeson et al. 2012).
Figure 2.7: Impact of training on employee motivation and performance
(Source: Laugeson et al. 2012 p. 41)
In the case of performance, training is very important as well. Without training, the employees cannot get a firm grip of their roles and responsibilities. However, Ohland et al. (2012) have argued that training is the process of equipping the employees with perfect information, key skills and professional as well as personal development schemes. The main aim and objective of the company are to gain competitive advantage. Therefore, they have realized the importance of training the employees in improving their performance. Previous researchers have provided ample evidence of the positive effects of the training program on the performance of the employees as well as the organizational productivity. According to Paillé et al. (2014), training leads to superior return on the investment while on the other hand Meiklejohn et al. (2012) argued that the positive effects of training lead to achieving the highest level of employee retention.
Figure 2.8: Training on employee motivation
(Source: Hamstra et al. 2014 p. 23)
As there is a continuous development of the global and technological sector, the firms are always faced with several challenges. The advancement in the technological sector has aggravated the need for capabilities and particular expertise to perform a particular job. Therefore, to develop this competency effective and efficient training program is necessary for all corporate. Hamstra et al. (2014) pointed out that the managers of the organizations always try to enhance the performance of the employees by improving the working environments of the organizations. In order to build up the capacity, the managers are always concerned with developing the effective training program designed for their employees to provide them the desired set of skills, knowledge and abilities in order to achieve the goals of the organization (Laugeson et al. 2012).
This attempt exerted by the top administration not only amplifies the worker presentation but also generates a constructive icon about the organization. According to Ohland et al. (2012), a perfectly designed training program helps the employees to acquire knowledge about the new technological advancement and makes them become habituated with the technologies. Again, with the appropriate training the employees will be able to improve their performance and motivation and thereby lead the organization towards prosperity.
However, there are a huge number of studies conducted by the researchers in the concerned topic of the relation of training with the performance and motivation of the employees. It seems that there is found to be a gap in the literature. The literature does not address the effect of training on the motivation of the employees. Therefore, the researcher aims to minimize this gap with the help of this study. This will also help future researchers who are willing to conduct research in this field.
To summarize, it can be said that, while conducting the study the researcher has gone through a wide range of literature relevant to the study. This has helped the researcher to gain a broader insight on the topic. With the help of which, here has described the concept of training and motivation and how they can be related. has also explained how the appropriate use of training can improve the motivation and performance of the employees and thereby increasing the productivity of the association.
On gaining acquired information from the hypothetical underpinnings as well as theoretical frameworks in the preceding episode, in this meticulous section has tried to attempt to design a suitable research method for achieving the result of this research work. Ahram (2011) has stated that proper selection of the research methodology for conducting the entire research plays one of the major roles in determining the research troubles that are raised in the study, so that the preferred purpose based consequences can be obtained.
This research work makes the proposal of identifying the impact of training on employee motivation. To carry on the entire research work, proper as well as dependable sources of techniques have been assumed in regards to gather statistics along with deductive approach, positivism attitude as well as analytical strategy (Ahram 2011). For this particular research work, probability sampling practice for gaining quantitative data and non-probability sampling procedure for qualitative data have been used.
As per the viewpoint of Al (2013), positivism and interpretivism are two types of research philosophies. It has been found that the positivism research philosophy concentrates on scrutinizing the research problems based on the truths and real facts after being identified as well as observed. Therefore, positivism philosophy is no doubt one of the effective techniques that are largely used for preparing reasonable examination of the obtainable information and this tends to ensure that all the research problems are dealt rightfully under the light of the real particulars and truths. Nonetheless, arguments put forward by lvesson and Sandberg (2013) have successfully revealed the fact that interpretivism research philosophy as well has the potentiality to prove its efficiency in strong comparison to positivism philosophy, as the research issues are studied depending on the perceptions that most of the people have over a specific condition. Therefore, it can be found that all these two philosophies are largely used in research works depending on the nature of the research work (Brown and Stowers 2013).
(Source: Made by the investigator)
After analyzing two types of the research philosophies, it can be said that the research work has used positivism philosophy based on the nature of this research work. Cameron (2011) has stated that interpretivism philosophy concentrates on the application of the human resource approaches in regards to examine the research problems. Al (2013) has stated that the positivist ontology believes that the world is exterior and thus there is only a single objective realism to any of the research occurrence as well as the situation regardless of the perspectives of the researcher or the belief. On the other hand, positivism philosophy refers to the evaluating as well as examining the research problems with the help of the facts and truths (Al 2013).
Alvesson and Sandberg (2013) have explained in his work the stand point of interpretivism in sole relation to ontology as well as epistemology is that the believer of interpretivism states that the reality is multiple as well as relative. All knowledge acquired through this discipline is socially constructed rather than objectively determined. Therefore, it can be easily stated that interpretivism philosophy has been confirmed to be inefficient for this research work and thus has selected positivism philosophy for this specific research work (Brown and Stowers 2013).
The inductive and deductive are the frequently used research advances that are appropriate in most of the thesis. The deductive approach is establish profitable in maximum research cases as it concentrates on getting hold of information and thereby using top-bottom approach to help to get ready a theory after evaluating the obtainable literature and finally obtaining compulsory statistics in order to authenticate the significance of the existing hypothesis after assessment (Cameron 2011). The inductive approach is seems to be more beneficial balanced to deductive advance for these research work, which helps to build up new theories in agreement to the present subject. It donates for the examination at the principal stage so that right information can be conventional for the grounding of right proposition so that a innovative theory can be build (Chandra and Sharma 2013).
(Source: Made by the researcher)
After looking at both the approaches, the investigator decide to opt for deductive advance and the explanation behind creation such a pronouncement is the competence of the approach in serving to presume information from the obtainable theories, models and perceptions on the impact of association advertising on purchaser faithfulness (Chandra and Sharma 2013). There is imperfect span for the researcher to expand new theories amidst so many theories in relation to the theme. Therefore, inductive approach is not at all appropriate (Creswell et al. 2010).
Creswell et al. (2010) have stated that a deductive approach is highly apprehensive with mounting a hypothesis depending on the obtainable theory and after that designing a research strategy in order to test the research hypothesis. It is important to mention that through the implementation of the relevant methodology the study is going to establish devised hypothesis accurate or incorrect. Therefore, it can be easily said that the selection of the deductive research approach is defensible enough for this specific research work (Eaton 2013).
Figure 3.3: Stages of deductive approach
(Source: Gornall 2011)
The appropriate recognition of the investigate difficulty can be done with the assist of an appropriate investigate trouble and learning it using a methodical arrangement. The explanatory principle helps in the configuration of a suitable association between the two variables that are found in the investigate topic. Gornall (2011) has clearly stated that this specific research work is carried out in order to increase the knowledge of a person related to the research topic. Therefore, it is defined as a clear attempt to connect several ideas in order to understand cause and effect. On the contrary, exploratory rationale puts importance on receiving the backdrop information on the investigate topic since the purpose of the study is not yet intended and the tribulations will expand with the steady advancement of the research (Harrison and Reilly 2011).
As per the viewpoint of Klassen et al. (2012), exploratory research purpose is conducted for a specific problem that has not been clearly identified. In this research work, a set of research problems have been identified. Therefore, this purpose seems to be appropriate for this research work. Gornall (2011) has clearly mentioned that exploratory research task can come into two big forms and these are either a new topic or a new angle (Leedy and Ormrod 2013).
On the divergent, the analytical function demonstrates significance on the manufacture of the test connection between the dependent, independent and unrestrained (if any) variables of the given subject and also discovering throughout the troubles inside the research from assorted angles. Magilvy and Thomas (2009) have opined that once the groundwork is clearly recognized, the newly discovered field needs more information. This is clearly defined as an attempt to explore as well as enlighten while giving supplementary information about the specific research topic (Mitchell and Jolley 2013).
(Source: Made by the Researcher)
In this particular paper has selected analytical research principle after considering different types. The main reason behind the selection of analytical research purpose is that the research work is consisted of a properly framed research objective as well as research question. However, the nature exploratory approach has proved itself unsuitable as it expands questions with the advancement of the study (Novikov and Novikov 2013). Therefore, it can be stated that the analytical research purpose has been proved to be suitable for the research work and thus the researcher has selected this research purpose. Therefore, it can be clearly said that after going through three different research purposes, the learner has selected analytical research purpose, as it has justified the situation clearly (Popping 2012).
The researcher can select the research approaches accessible depending on the appropriate research reason. The approaches such as surveys, case learning, experimentations and meetings can be used for the research work. A survey appears to be supplementary appropriate as it presents a great capacity of information from a huge populace and it is time competent and price proficient. Surveys can be conducted both online and offline basis (Potrata 2010). Interviews can also offer amplified data from a restricted personnel yet well-informed. The strategy of using case studies supplies a secondary acquaintance to the researchers on a scrupulous circumstances or occurrence. Nevertheless, experimentations are assumed to congregate new information in circumstance to the research predicament and to establish whether the previous ones are suitable and dependable sufficient (Salaberry and Comajoan 2013).
Amongst all the obtainable investigate approaches; the investigator prefers to utilize interviews and surveys to carry on with the learning. Survey is measured to the most suitable instrument to gather statistics since it getting hold of enormous and unmarked data from a great populace of community. However, the meetings prove suitable for finding inadequate but augmented information from a few well-informed people (Salaberry and Comajoan 2013). Therefore, it can be said that in order to get skimmed yet refined information, the researcher prefers to go by the interview method.
After collecting data from the online review, the researchers assume an undemanding random example method on permanent sample size of 50 employees of Asda. Probability sampling focuses on the dispassionate administration of the enormous populace in a money-spinning method (Saunders et al. 2009). Nonetheless, to assemble appropriate information from the candidate, non-probability and opportune sampling practice is used on a definite example size of 3 managers of Asda. It is in agreement to the respondent’s expediency, one needs to approach the respondents to acquire new and improved information from them. However ensures to approach the respondents as per their convenience to have refined and enriched data (Somekh and Lewin 2011).
Both primary and secondary data from surveys and interviews has been considered in order to construct an assorted technique of investigate. Each of the two techniques is demonstrated evidently underneath.
With orientation to the pertinent theories, the investigator conducts a derivative investigation, thereby evaluating the accessible literature, which supports the information of the investigator (Leedy and Ormrod 2013). Recent restructured books and journals are used for the reason. In order to carry on the literature review, the researcher makes sure to use several relevant books, updated journals as well as articles for gaining enhanced knowledge on the research topics (Leedy and Ormrod 2013).
As pee the viewpoint of Wang and Mao (2012), primary research work helps in getting knowledge from those people who are in direct contact with the research topics. Thus, it is fairly rationale to demeanor investigates and congregates research information from those populaces who are in undeviating contact with Asda and are well aware of the condition (Truscott et al. 2010). Thus has justified enough to obtain information from managers who have applied both internal and external recruitment tools to make sure a positive accomplishment of employee preservation belonging to Asda.
This research work goes for a quantitative method to get a large amount of information in a cost effective and time useful way. Moreover, the quantitative data can be established genuine as it is theme to examination. The investigator during the allocation of opinion polls collects the quantitative data from the populace via online process such as Facebook or basically by physical allotment of survey opinion poll as it is moderately straightforward to reach the populace for the investigate (Wang and Mao 2012).
The qualitative information compilation method makes available the augment data from the well-informed persons. The assistance of qualitative data is that it provides fair occasion to read the facial appearance of the respondent. Due to convinced problems on the part of the respondents, the investigator also prearranged for some telephonic interviews. It is important to mention that the researcher must not disturb any of the interviewees at the time of conducting the research work, as this might leave some of the negative impact on the research results (Bhadra 2012).
The suitable quantitative data assessment is done by exchanging the mathematical numerals into entitlements and then displays them in charts, graphs and tables. The qualitative data examination is done through the entire learning of the transcriptions from the interviews (Bhadra 2012). The quantitative data received through online process have been analyzed with the help of the MS Excel. Prior to that point, the numerical data is transformed into percentages. Examining the percentages, the graphs are prepared by the researcher (Uprichard 2013). The detailed information fetched through interviews with the respected managers of the company has been critically analyzed to understand the situation carefully.
In agreement to the opinion of Crowther and Lancaster (2012), requires to go behind confident principled regulations and policies at the time of carrying out the research. In agreement to the Data Protection Act of 1998, the investigator makes certain that the information gathered from the respondents should not be used for individual reasons, but should be used for educational and specialized reasons (Roger 2009).
Moreover, care is taken to see that none of the respondent faces any sort of force and pressure from the researcher in replying any question. The respondents have the full liberty to withdraw their contribution in the investigation at any point of time. The investigator makes sure to continue good behavior with the participants and not get pampered in any sort of spoken or bodily attacks with the respondents (Lancaster 2012). The investigator also makes sure that while continuing the interviews with the managers of the company maintains an appropriate modesty along with the process should be continued in a time effective manner. While outlining the questions for the review, takes care that none of the questions are dominant and obliges any type of unenthusiastic impact on the respondents. Thus, the questions that are outlined are frequently open ended ones (Gummerson 2010).
As the investigator comes to the last part of this chapter, it is crystal clear that the investigator has followed a logical research method to conduct this specific study. Moreover, the investigator makes sure of using suitable research approach, approach and data collection techniques to demeanor the survey. Therefore, it can be said that research methodology chapter is one of the most important chapter, as this determines the entire structure of the research procedure.
In the following division, the researcher assures that the information collected from the most important research methods are understood and conversed correctly. The researcher makes a comprehensive study of the literature evaluation to gain a supplemented interpretation. The researcher makes use of both quantitative and qualitative data compilation methods for getting data.
Q1). What is your gender?
|
Option Number |
Options |
No of Respondents |
% of Respondents |
Total Number |
|
1 |
Male |
27 |
54% |
50 |
|
2 |
Female |
23 |
46% |
Table 4.1: Gender of the employees
Figure 4.1: Gender of the employees
Findings and Interpretations:
As per the conducted survey among the Asda employees, it has been establish that 54% is the male respondents and 46% is the female respondents. Therefore, from the percentage of the surveyed population, it can be stated that the company initially does not discriminate among the female and the male employees. Asda is one of the leading retail companies and they hire both the females and the male employees to the company.
Q2). What is your age grouping?
|
Option Number |
Options |
No of Respondents |
% of Respondents |
Total Number |
|
1 |
20 Years – 25 Years |
7 |
14% |
50 |
|
2 |
25 Years – 30 Years |
11 |
22% |
|
|
3 |
30 Years – 35 Years |
17 |
34% |
|
|
4 |
35 Years – 40 years |
8 |
16% |
|
|
5 |
More than 40 Years |
7 |
14% |
Figure 4.2: Age Category of the employees
Findings and Interpretation:
After conduction of the research work, it can be said that has established that the furthermost proportion of populace is in the age grouping of 30-35 years and lowest amount proportion has been originated in both 20 Years to 25 Years category and more than 40 Years category. Therefore, it can be stated that the company has employed those employees who fall under the age category of 30 years to 35 years. It can be said that the company must recruit young employees as they can serve the customers more accurately in most of the cases. Therefore, it can be recommended that the company is required to look at the recruitment process carefully to enhance the business condition.
Q3). How long have you been an employee of Asda?
|
Option Number |
Options |
No of Respondents |
% of Respondents |
Total Number |
|
1 |
1 Year – 2 Years |
15 |
30% |
50 |
|
2 |
2 Years – 3 Years |
13 |
26% |
|
|
3 |
3 Years – 4 Years |
10 |
20% |
|
|
4 |
4 Years – 5 Years |
8 |
16% |
|
|
5 |
More than 5 Years |
4 |
8% |
Table 4.3: Occupancy of employment ship in Asda
Figure 4.3: Occupancy of employment ship in Asda
Data Findings and Analysis:
After conduction of survey among the 50 employees of Asda, it has been found the maximum number of the employees fall under the category of 1 year to 2 year tenure ship. On the contrary, only 8% employees are in this company for more than 5 years. Thus, it can be easily said that the corporation has very little number of the old and the obtainable employees in the organization and this is one of the drawbacks of the company. The company has new employees and their existence in the company is very low. Therefore, the investigator advocates that the corporation must focus on employee reliability to have quantity of trustworthy employees along with drawing the new employees. The organization must be cautious at this part, or else they will face more problems in case of employee withholding, and this will reduce the enlargement of the commerce.
Q4). How often do you get training in the company?
|
Option Number |
Options |
No of Respondents |
% of Respondents |
Total Number |
|
1 |
Within 2 Weeks- 4 Weeks |
2 |
4% |
50 |
|
2 |
Within 4 Weeks-6 Weeks |
5 |
10% |
|
|
3 |
Within 6 Weeks-8 Weeks |
3 |
6% |
|
|
4 |
Within 8 Weeks-10 Weeks |
15 |
30% |
|
|
5 |
More than 10 Weeks gap |
25 |
50% |
Table 4.4: Frequency of training in the company
Figure 4.4: Frequency of training in the company
Data Findings and Interpretation:
After conducting the survey among 50 employees of Asda, the researcher has found that most of the employees have disagreed at the raised question. It has been seen that in the more than 10 weeks gap, the agreed number of the employees is maximum and this 50% of the total population. On the contrary, it has been seen that the second highest percentage in this group is within 8 weeks to 10 weeks category and the percentage is 30%. Therefore, it can be stated that the corporation is required to look at this part cautiously, as the analysis have stated that the employees do not get enough training in their workplace. Therefore, the management of the business is compulsory to look at this portion and incorporate some training sessions in order to engage the employees in the open communication. From the already prepared research work, it has been found that training is undoubtedly one of the significant parts that affect the employment of any organization.
Q5). How far do you believe that training leaves impact on employee motivation?
|
Option Number |
Options |
No of Respondents |
% of Respondents |
Total Number |
|
1 |
Highly Believe |
25 |
50% |
50 |
|
2 |
Believe |
15 |
30% |
|
|
3 |
Neutral |
2 |
4% |
|
|
4 |
Disbelieve |
6 |
12% |
|
|
5 |
Strongly disbelieve |
2 |
4% |
Figure 4.5: Training leaves impact on the employee motivation
Data Findings and Interpretations:
Fetched data from 50 employees of the company, it has been seen that 50% of the entire population believe that training leave impact on the employee motivation and on the other hand, only 4% respondents have stated that they highly disbelieve the point. At the question, it has been seen that 4% respondents stayed numb. Therefore, it has been seen that most of the employees believe that proper training conducted in the workplace help them to enhance their performance and bring growth to the production process. The employees have stated that at the time of training, they get the chance to interact with the senior management of the company and the shared experience help them to motivate the performance of the employees. Training incorporates updated methods that are entirely aligned with the present trends in the market help them to understand properly the market situation and this is highly helpful. Literature review has helped the researcher to gain in-depth knowledge of impact of training on the employee motivation. After gaining knowledge of this topic, the surveys among the employees have helped to relate data analysis with the literature review of this research work.
Q6). How far do you believe that the leaders of the company motivate you at the time of training to enhance your performance?
|
Option Number |
Options |
No. of responses |
Percentage of responses |
Total no. of responses |
|
1 |
Strongly Agree |
25 |
50% |
50 |
|
2 |
Agree |
10 |
20% |
|
|
3 |
Neutral |
2 |
4% |
|
|
4 |
Disagree |
10 |
20% |
|
|
5 |
Strongly Disagree |
3 |
6% |
Data Findings and Interpretations:
The responses gathered from the employees of the company about the motivation form the leaders at the time of training are indicating that they are motivating the employees. Total 70% of the employees have chosen the section of agree where 50% of them strongly agree with this fact. However, 26% of the employees have disagreed with this fact. Therefore, it can be concluded that the leaders of the company should focus in this area and deliver proper support to all the employees at the time of training for motivating all the employees. Previous knowledge on employee motivation has helped to conduct the research work in this manner and the questions asked to the employees are based on the previous discussion of the literature review of employee motivation.
Q7). How far do you agree that the objectives of the training program can be applied in the job?
|
Option Number |
Options |
No. of responses |
Percentage of responses |
Total no. of responses |
|
1 |
Strongly Agree |
20 |
40% |
50 |
|
2 |
Agree |
12 |
24% |
|
|
3 |
Neutral |
4 |
8% |
|
|
4 |
Disagree |
10 |
20% |
|
|
5 |
Strongly Disagree |
4 |
8% |
Figure 4.7: Application of the training objectives
Data Findings and Interpretations:
There are 64% of the respondents of the survey who have said that the training objectives are applicable in the practical field. This is a high amount of employees which is indicating that the training objectives are very good for the employees. The employees of the company will be motivated through the training if they will be able to apply the learning objectives in their practical working field. There are also 28% dissatisfied employees who are not satisfied with this fact. The company should focus in this area to provide same level of practical training in all the section of the company.
Q8). How far do you agree with the relevancy of the training in the practical working field?
|
Option Number |
Options |
No. of responses |
Percentage of responses |
Total no. of responses |
|
1 |
Strongly Agree |
15 |
30% |
50 |
|
2 |
Agree |
12 |
24% |
|
|
3 |
Neutral |
4 |
8% |
|
|
4 |
Disagree |
10 |
20% |
|
|
5 |
Strongly Disagree |
9 |
18% |
Figure 4.8: Relevancy of the training program
Data Findings and Interpretations:
The employees of the company were asked about the relevancy of the training programs to the practical working field. Some problems have been identified in the section of the relevancy of the training as 38% of the employees have disagreed with this fact. Although 54% of the respondents are happy with this fact, but the company should take some positive steps to satisfy all the employees. The content of the training programs should be more strong and related t the practical field of different sections of the company. Previous discussion on importance of training has stated that fact that the training programs are relevant enough and the answers from the employees of the concerned company as well have stated that same fact. Therefore, it can be mentioned that the literature review has successfully justified this question.
Q9). Are you agreeing with the fact that the outcomes of the training programs are helping you to understand the whole responsibilities of your job position?
|
Option Number |
Options |
No. of responses |
Percentage of responses |
Total no. of responses |
|
1 |
Strongly Agree |
17 |
34% |
50 |
|
2 |
Agree |
10 |
20% |
|
|
3 |
Neutral |
3 |
6% |
|
|
4 |
Disagree |
9 |
18% |
|
|
5 |
Strongly Disagree |
11 |
22% |
Figure 4.9: Understanding the job position through the training
Data Findings and Interpretations:
Mixed responses have been gathered in the section of the understanding the responsibilities of job positions through the training programs of the company. 54% of the employees have agreed with the fact but another 40% have disagreed with this fact. Therefore, the company should improve their training for providing better understanding to the employees of various sections of the company. Literature review on the research work has already stated that fact that training programs in any organization is required to design based on the hierarchy in the company, as the nature of training differs from one level to another. Therefore, it can be stated that research findings as well have come to the same point and justified the discussion in the literature review.
Interview- (Meeting 3 managers of Asda)
Q1). How far do you believe that training leaves impact on the employee motivation in general?
As per the viewpoint of the first manager of Asda, it has been found that training has always been one of the most complex terms that lead to a wide range of responses. Most importantly, it has been seen that the usually the employees in the organization groan internally and even try to hide every bit of bitterness. However, he believes that there are several different ways that make the employee training of an organization more effective for the managers and at the same time less exhausting for the employees.
From the viewpoint of the second manager, it has been found that morale is one of the motivational issues and the company is required to look at this pare sincerely. It has been found from several instances that those employees who feel better about their work, work harder in order to accomplish goals and try to keep their same mindset. However, many companies faces one problem at the time of training is engagement and engagement is a certain aspect that keeps the employees interested.
The third manager of the company stated that many workers join their organizations not just to have a job but to develop the carrier. Therefore, it is important to motivate the employees through training, as this enhances their performance in the organization. Therefore, it can be easily said that training plays one of the major roles in employee motivation and at the same time lack of employee motivation in training programs can lead to several problems.
Q2). What are the strategies you believe are effective to retain and motivate employees in the organization?
As per the viewpoint of the first manager of Asda it has been found that encouraging the contributors is one of the leading ways that motivate the employees to regularly contribute ideas, suggestions, as it helps them to feel important in the work place. Moreover recognizing the employees and rewarding them as per their achievement is another effective ways to retain the employees in the workplace.
The second manager of the company has stated that keep the employees well informed about several incidences and occurrences in the organization, especially in the department, the employees feel valued. However, it is believed that open communication is the top most priority of most of the employees in the organization and thus the managers are required to find out what interests them and what does not. These help to motivate the employees as well as retain in the work place.
The third manager of the company has stated that each manager is required to work with each of the employees to ensure that their motivational factors are taken care of properly. All the time, the company has been planning to redesign the work structure in order to make it more fulfilling and the managers might find several new means to provide recognition to the employees, if it is considered to be important to them. Therefore, the managers are required to develop several policies that reward the employees with more family time, leisure and some more.
Q3). What are the strategies that you have taken into considerations for motivating the employees of your company?
The first manager of the company has stated that they have found that the employees in different outlets of the company do not like listening Celine Dion and Justin Baiber on the PA system. Therefore, the administration of the corporation has been planning to look at this division and bring some effectual changes to the entire system in order to make the employees of the company happy at their workplace.
The second manager of the company has stated that enthusiasm is the set of those forces that initiate, direct as well as makes the person persevere in their labors in order to gain the goals. He has added that Asda is one of the biggest retailers that have been highly triumphant in inspiring the workers with the help of using both the intrinsic and extrinsic rewards. The manager has added that inherent recompense is such a reward that attained by having a inspiration that is driven by an interest or the enjoyments in the assigned task it and exists within the person rather than relying on the exterior force or the desire for the reward.
The third manager of the company has stated that the management of the company believes on the team work and thus they try best to motivate the individual as well as the team to achieve the success in the workplace and the enhance the business steadily. He believes that money and ownership alone are not enough in the workplace and thus the management is required to set the high goals, encourage the existing competition and then keep the score comparatively high.
Q4). How employees can be motivated via different training methods in your company?
The first manager of the company has explained that the human resource management of Asda for compensation and career development are highly focused on minimizing the cost. The company has effectively designed their career expansion strategies that have intended to diminish the revenue by exploiting the stage of fit between the employees and their jobs. The company has planned to introduce some of the effective training programs for their employees in every two weeks. This helps the employees to interact with the managers and the feel valued at the organization.
The second manager of the company has stated that the company arranges some of the meetings sessions to identify the key strengths of the employees and then motivate the employees to focus on their strengths. The managers try to interact with the employees openly at the training sessions and this help out the employees to feel free to communicate with each other at the workplace.
The third manager of the company has stated that he agrees with the other manager of Wal-Mart and has always been engaged in finding out several attractive policies in the training programs to motivate the employees at the work place.
Conclusion
In this part of the research work, the learner has concluded that training is one of the significant parts of employee motivation. From both the primary and the secondary research sources, it has been found that the proper training is highly required in the organizations, as proper training leave large impact on employee motivation. Apart from that, the managers of the concerned company have said the same thing, thus it can be easily stated that training is highly import for not only the employees but also for the company to hold on a strong competitive position in the existing market.
To significantly analyze the concepts and theories related training and employee motivation
In this case, has successfully meet the objectives by presenting the concepts, theories and models related to the importance of training on the employee motivation in the literature review of this research work. In this task, has critically evaluated the ideas that are presented by previous research works upon the importance on training on the employee motivation. Apart from that, has clearly explained the concept of training from the several perspectives with the help of the updated books and the journals. The second variable of the research work is concept of motivation and the researcher has analyzed the concept from several perspectives. The features of motivation as well as the models of motivation have been described in details to analyze the topic from different perspectives.
After discussing two research variables from two different perspectives, it has been tried to look at the importance of the training program in order to motivate the employees of Asda. It has been seen that the management of the company has failed to incorporate any attractive training methods to the employees and thus they have failed to increase their productivity level. The management failed to introduce any effective training programs to the employees and thus they were highly demotivated in their workplace. Lack of appropriate training and motivation has affected the productivity and effectiveness of the employees and this has hampered the organization largely. In order to gain an in-depth knowledge of the research variables, a detailed study has been made with the help of updated books, journals and peer reviewed articles. Apart from that, the quantitative and qualitative data from the employees and the managers as well have helped to gain proper and practical knowledge about the research topic.
In order to understand the importance as well as impact of training on the employee motivation, the researcher has selected Asda. The conducted survey among the 50 employees of the company has helped the employee to understand that the employees are highly demotivated, as they do not get any effective training in the company. The accommodations provided by the company to the employees are highly demotivating and the same time the higher management of the company is not properly opened up to the employees. These have demotivated them highly and thus their performance in the company has been affected to a large extent. The higher management of the company is not properly opened up with the employees and thus the employees believe that they are not valued in the company. Therefore, they do not feel the urge to enhance their productivity and thus the company faces several problems in Asda.
After conducting the entire study, the researcher has been tried best to provide some of the effective recommendations to mitigate with the addressed problems in the organization. The asked questions to the 50 employees have successfully addressed some of the important questions that the company has faced related to the impact of training on the employee motivation. Apart from asking the quantitative research questions to the 50 employees working in the company, the researcher has asked some questions to the respected managers of the company as well to understand the situation more accurately. Depending on the data received through survey as well as interview, the researcher has provided some of the best suited suggestions.
Conducting meeting among the employer and the employees within every 2 weeks and analyzing employee feedback on the importance of training
It has been seen that the employees have stated that the employers hardly communicate with the employees and thus they feel that they are not valued in the organization. Therefore, the management of the company is required to conduct meeting among the employers and the employees frequently, so that a strong employer employee relationship grow up. Previously the company has conducted some of the training sessions for the employees. At this point of time, the company is required to analyze the feedback on the previously done training sessions and introduce some of the efficient training program that will engage the employees in providing enhanced service. In this part, it is mandatory to mention that the company must make the training a continuous process and must not limit this. Moreover, the target of the company would be to bring maximum number of employees under this scheme, so that they would benefit from additional training. It is wise to recommend here that any training program is incomplete without evaluating as well as monitoring the process. The management is suggested to use metric like productivity pr profit, focusing on demand and investment.
As per the customer requirements, the management of the company is recommended to design their training program. Motivating the employees through effective power point presentation and presenting some of the real life examples to them are some of the best suitable methods. Moreover, it can be suggested that the higher management of the company is required to interact with the bottom level workers, as this make the employees feel valued in the organization. At the time of arranging trainings for the employees, the initial cost might be higher, but the management must look at the long term result. However, it is necessary to target the needs and in this case, the responsible authority must identify the precise skills that is required to progress and timeframe within which they are required to meet the training goal. However, it has been found in several cases that bringing the managers and the leaders of the company with close contact with the new training proposals is one of the vital ways to build support for the effort. Apart from that, the management ids recommended that they must make sure that the trainers hired is professional educators and that their materials can serve as valuable sources in prospect.
The composed information and the existing literature assisted the beneficiary to demeanour a standard research. It has been tried to uphold the superiority of the research exploration and pursue the ethics of the research to the best probable level. The research work could not accept enough number of respondents for the assessment. Therefore, the sample size was constricted and narrow. During the research work, it was also tough to convince the managers of Asda to sit for face-to-face interviews. As a result, the telephonic interviews were carried out, which became a negotiated form of exploration. Moreover, did not have abundant time and dislodge, which augmented the boundaries of the exploration.
It can be said that the research report is always helpful and can be used as a strong source of secondary research purpose and this was not exceptional in this case as well. Moreover, one can consider this research work for further observation concerning the research variables. However, the data gathering method from various segments can widen the scope for enhanced attainment of acquaintance.
Through this research work, I have tried to investigate the importance the training programs on the employee motivation. In order to carry on the entire research work, I have selected Asda, UK and have fetched required information from the both the employees and the responsible managers of this company. I have found that the employees of the concerned company are not well satisfied with their experiences related to training in the organization and they strongly feel the importance of training in their workplace. I have taken help of several updated books, journals, peer reviewed articles and the company website to gain in-depth knowledge of the research topic. Therefore, it is required to mention that I have conducted a mixed data collection for this particular research work and this has enhanced my work quality. However, the managers of Asda t as well have agreed to the point that employees in any of the organizations are required to have proper training, as training not only motivate the employees and enhance their performance, it contributes positively to the overall business growth of the companies. After preparing the data analysis, I have tried to provide some of the effective recommendations that the organization might follow to enhance their present condition.
Ahram, A. 2011. The theory and method of comparative area studies. Qualitative Research, 11(1), pp.69-90.
Al, S. 2013. Interpretive research design: concepts and processes. International Journal of Social Research Methodology, 16(4), pp.351-352.
Alvesson, M. and Sandberg, J. 2013. Constructing Research Questions. London: SAGE Publications.
Appelbaum, E., 2013. The impact of new forms of work organization on workers. Work and Employment in the High Performance Workplace, 120.
Arisoy, E., Sainath, T.N., Kingsbury, B. and Ramabhadran, B., 2012, June. Deep neural network language models. In Proceedings of the NAACL-HLT 2012 Workshop: Will We Ever Really Replace the N-gram Model? On the Future of Language Modeling for HLT (pp. 20-28). Association for Computational Linguistics.
Bakker, A.B. and Demerouti, E., 2014. Job demands–resources theory. Wellbeing. London: SAGE
Bezrukova, K., Jehn, K.A. and Spell, C.S., 2012. Reviewing diversity training: Where we have been and where we should go. Academy of Management Learning & Education, 11(2), pp.207-227.
Bhadra, M. 2012. Mental Health & Mental Illness: Our Responsibility. Health Renaissance, 10(1).
Brown, J. and Stowers, E. 2013. Use of Data in Collections Work: An Exploratory Survey. Collection Management, 38(2), pp.143-162.
Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), pp.43-56.
Butler, S. (2015). Asda shows worst sales in 20 years as Tesco begins to recover. the Guardian. Retrieved 13 April 2016, from https://www.theguardian.com/business/2015/mar/10/asda-shows-worst-its-sales-performance-in-20-years
Cameron, R. 2011 ‘A sequential mixed model research design: design, analytical and display issues’, International Journal of Multiple Research Approaches, 3(2), 140-152.
Cerasoli, C.P., Nicklin, J.M. and Ford, M.T., 2014. Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological Bulletin, 140(4), p.980.
Cerasoli, C.P., Nicklin, J.M. and Ford, M.T., 2014. Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological Bulletin, 140(4), p.980.
Chandra, S. and Sharma, M. 2013. Research methodology. Oxford: Alpha Science International Ltd.
Creswell, J., Hanson, W., Clark Plano, V. and Morales, A. 2010. Qualitative Research Designs: Selection and Implementation. The Counseling Psychologist, 35(2), pp.236-264.
Di Serio, Á., Ibáñez, M.B. and Kloos, C.D., 2013. Impact of an augmented reality system on employees’ motivation for a visual art course. Computers & Education, 68, pp.586-596.
Eaton, S. 2013. The Oxford handbook of empirical legal research. International Journal of Social Research Methodology, 16(6), pp.548-550.
Erhel, S. and Jamet, E., 2013. Digital game-based learning: Impact of instructions and feedback on motivation and learning effectiveness. Computers & Education, 67, pp.156-167.
Flores, C.A., Flores-Lagunes, A., Gonzalez, A. and Neumann, T.C., 2012. Estimating the effects of length of exposure to instruction in a training program: the case of job corps. Review of Economics and Statistics, 94(1), pp.153-171.
Ford, J.K., 2014. Improving training effectiveness in work organizations. Psychology Press.
Gegenfurtner, A. and Vauras, M., 2012. Age-related differences in the relation between motivation to learn and transfer of training in adult continuing education. Contemporary Educational Psychology, 37(1), pp.33-46.
Gornall, L. 2011. Book Review: Mixed Method Design: Principles and Procedures. Qualitative Research, 11(4), pp.456-457.
Grant, A.M., 2012. Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), pp.458-476.
Griffin, R., 2013. Fundamentals of management. Cengage Learning.
Hamstra, S.J., Brydges, R., Hatala, R., Zendejas, B. and Cook, D.A., 2014. Reconsidering fidelity in simulation-based training. Academic Medicine, 89(3), pp.387-392.
Harrison, R. L. and Reilly, T. M. 2011 “Mixed methods designs in marketing research”, Qualitative Market Research: an International Journal, 14(1), pp. 7 – 26
Hau, Y.S., Kim, B., Lee, H. and Kim, Y.G., 2013. The effects of individual motivations and social capital on employees’ tacit and explicit knowledge sharing intentions. International Journal of Information Management, 33(2), pp.356-366.
Jackson, G.T. and McNamara, D.S., 2013. Motivation and performance in a game-based intelligent tutoring system. Journal of Educational Psychology, 105(4), p.1036.
Jaeggi, S.M., Buschkuehl, M., Shah, P. and Jonides, J., 2014. The role of individual differences in cognitive training and transfer. Memory & cognition, 42(3), pp.464-480.
Jiang, K., Lepak, D.P., Han, K., Hong, Y., Kim, A. and Winkler, A.L., 2012. Clarifying the construct of human resource systems: Relating human resource management to employee performance. Human Resource Management Review, 22(2), pp.73-85.
Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), pp.1264-1294.
Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), pp.1264-1294.
Kanfer, R., Chen, G. and Pritchard, R.D. eds., 2012. Work motivation: Past, present and future. Routledge.
Kapp, K.M., 2012. The gamification of learning and instruction: game-based methods and strategies for training and education. John Wiley & Sons.
Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39(2), pp.366-391.
Kelly, M.E., Loughrey, D., Lawlor, B.A., Robertson, I.H., Walsh, C. and Brennan, S., 2014. The impact of cognitive training and mental stimulation on cognitive and everyday functioning of healthy older adults: a systematic review and meta-analysis. Ageing research reviews, 15, pp.28-43.
Kittur, A., Nickerson, J.V., Bernstein, M., Gerber, E., Shaw, A., Zimmerman, J., Lease, M. and Horton, J., 2013, February. The future of crowd work. In Proceedings of the 2013 conference on Computer supported cooperative work (pp. 1301-1318). ACM.
Klassen, A., Creswell, J., Plano Clark, V., Smith, K. and Meissner, H. (2012). Best practices in mixed methods for quality of life research. Qual Life Res, 21(3), pp.377-380.
Koen, J., Klehe, U.C. and Van Vianen, A.E., 2012. Training career adaptability to facilitate a successful school-to-work transition. Journal of Vocational Behavior, 81(3), pp.395-408.
KumpikaitÄ—, V., 2015. Human resource training evaluation. Engineering economics, 55(5). London: SAGE
Laugeson, E.A., Frankel, F., Gantman, A., Dillon, A.R. and Mogil, C., 2012. Evidence-based social skills training for adolescents with autism spectrum disorders: The UCLA PEERS program. Journal of autism and developmental disorders, 42(6), pp.1025-1036.
Leedy, P. and Ormrod, J. 2013. Practical research. Boston: Pearson.
Levin, M.E., Hildebrandt, M.J., Lillis, J. and Hayes, S.C., 2012. The impact of treatment components suggested by the psychological flexibility model: A meta-analysis of laboratory-based component studies. Behavior therapy, 43(4), pp.741-756.
Lloyd, T.A., McCorriston, S., Morgan, C.W., Poen, E. and Zgovu, E., 2014. Retail price dynamics and retailer heterogeneity: UK evidence. Economics Letters, 124(3), pp.434-438.
Magilvy, J. K. and Thomas, E. 2011 ‘A first qualitative project: Qualitative description design for novice researcher’, Journal of the Society, vol. 14, no. 1, pp. 298-300
Mano, Y., Iddrisu, A., Yoshino, Y. and Sonobe, T., 2012. How can micro and small enterprises in Sub-Saharan Africa become more productive? The impacts of experimental basic managerial training. World Development, 40(3), pp.458-468.
Manzoor, Q.A., 2012. Impact of employees motivation on organizational effectiveness. Business management and strategy, 3(1), p.1.
Manzoor, Q.A., 2012. Impact of employees motivation on organizational effectiveness. Business management and strategy, 3(1), p.1.
McKenzie, D. and Woodruff, C., 2013. What are we learning from business training and entrepreneurship evaluations around the developing world?. The World Bank Research Observer, p.lkt007.
Meiklejohn, J., Phillips, C., Freedman, M.L., Griffin, M.L., Biegel, G., Roach, A., Frank, J., Burke, C., Pinger, L., Soloway, G. and Isberg, R., 2012. Integrating mindfulness training into K-12 education: Fostering the resilience of teachers and students. Mindfulness, 3(4), pp.291-307.
Melby-Lervåg, M. and Hulme, C., 2013. Is working memory training effective? A meta-analytic review. Developmental psychology, 49(2), p.270.
Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership. Routledge.
Mitchell, M. and Jolley, J. 2013. Research design explained. Australia: Wadsworth Cengage Learning.
Mowday, R.T., Porter, L.W. and Steers, R.M., 2013. Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic Press.
Noe, R.A., Wilk, S.L., Mullen, E.J. and Wanek, J.E., 2014. Employee Development: Issues in Construct Definition and Investigation ofAntecedents. Improving Training Effectiveness in WorkOrganizations, ed. JK Ford, SWJ Kozlowski, K. Kraiger, E. Salas, and MS Teachout (Mahwah, NJ: Lawrence Erlbaum, 1997), pp.153-89.
Novikov, A. and Novikov, D. 2013. Research methodology. Leiden, Netherlands: CRC Press/Balkema.
Ohland, M.W., Loughry, M.L., Woehr, D.J., Bullard, L.G., Felder, R.M., Finelli, C.J., Layton, R.A., Pomeranz, H.R. and Schmucker, D.G., 2012. The comprehensive assessment of team member effectiveness: development of a behaviorally anchored rating scale for self-and peer evaluation. Academy of Management Learning & Education, 11(4), pp.609-630.
O’Neil, H.F. and Drillings, M. eds., 2012. Motivation: Theory and research. Routledge.
Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics, 121(3), pp.451-466.
Phillips, J.J., 2012. Return on investment in training and performance improvement programs. Routledge.
Pinder, C.C., 2014. Work motivation in organizational behavior. Psychology Press.
Popping, R. 2012. Qualitative Decisions in Quantitative Text Analysis Research. Sociological Methodology, 42(1), pp.88-90
Potrata, B. 2010. Rethinking the Ethical Boundaries of a Grounded Theory Approach. Research Ethics, 6(4), pp.154-158.
Renwick, D.W., Redman, T. and Maguire, S., 2013. Green human resource management: a review and research agenda*. International Journal of Management Reviews, 15(1), pp.1-14.
Robbins, S., Judge, T.A., Millett, B. and Boyle, M., 2013. Organisational behaviour. Pearson Higher Education AU.
Salaberry, M. and Comajoan, L. 2013. Research Design and Methodology in Studies on L2 Tense and Aspect. Boston: De Gruyter.
Salas, E., Tannenbaum, S.I., Kraiger, K. and Smith-Jentsch, K.A., 2012. The science of training and development in organizations: What matters in practice. Psychological science in the public interest, 13(2), pp.74-101.
Salas, E., Tannenbaum, S.I., Kraiger, K. and Smith-Jentsch, K.A., 2012. The science of training and development in organizations: What matters in practice. Psychological science in the public interest, 13(2), pp.74-101.
Saunders, M. N., Lewis, P. and Thornhill, A. 2009. Research methods for business students, Page 52, 5th ed. Harlow: Prentice Hall
Savery, J.R., 2015. Overview of problem-based learning: Definitions and distinctions. Essential Readings in Problem-Based Learning: Exploring and Extending the Legacy of Howard S. Barrows, pp.5-15.
Schyns, B. and Schilling, J., 2013. How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), pp.138-158.
Somekh, B. and Lewin, C. 2011. Theory and Methods in Social Research, 2nd ed. London: Sage Publications
successful school-to-work transition. Journal of Vocational Behavior, 81(3), pp.395-408.
Tabassi, A.A., Ramli, M. and Bakar, A.H.A., 2012. Effects of training and motivation practices on teamwork improvement and task efficiency: The case of construction firms. International Journal of Project Management, 30(2), pp.213-224.
Truscott, D. M., Smith, S., Thornton-Reid, F., Williams, B. and Matthews, M. 2010. “A cross-disciplinary examination of the prevalence of mixed methods in educational research: 1995-2005”, International Journal of Social Research Methodology, 13(4), pp. 317-28.
Truxillo, D.M., Cadiz, D.M., Rineer, J.R., Zaniboni, S. and Fraccaroli, F., 2012. A lifespan perspective on job design: Fitting the job and the worker to promote job satisfaction, engagement, and performance. Organizational Psychology Review, 2(4), pp.340-360.
Twigg, J., 2012. Adjusting the cut: fashion, the body and age on the UK high street. Ageing and Society, 32(06), pp.1030-1054.
Uprichard, E. 2013. Sampling: bridging probability and non-probability designs. International Journal of Social Research Methodology, 16(1), pp.1-11.
Vance, A., Siponen, M. and Pahnila, S., 2012. Motivating IS security compliance: insights from habit and protection motivation theory. Information & Management, 49(3), pp.190-198.
Vance, A., Siponen, M. and Pahnila, S., 2012. Motivating IS security compliance: insights from habit and protection motivation theory. Information & Management, 49(3), pp.190-198.
Wanberg, C.R., Zhu, J., Kanfer, R. and Zhang, Z., 2012. After the pink slip: Applying dynamic motivation frameworks to the job search experience. Academy of Management Journal, 55(2), pp.261-284.
Wandersman, A., Chien, V.H. and Katz, J., 2012. Toward an Evidenceâ€ÂBased System for Innovation Support for Implementing Innovations with Quality: Tools, Training, Technical Assistance, and Quality Assurance/Quality Improvement. American journal of community psychology, 50(3-4), pp.445-459.
Wang, S. and Mao, H. 2012. The Strategy Research of Modern Service Industry Development. Asian Social Science, 8(2).
Whitlock, L.A., McLaughlin, A.C. and Allaire, J.C., 2012. Individual differences in response to cognitive training: Using a multi-modal, attentionally demanding game-based intervention for older adults. Computers in Human Behavior, 28(4), pp.1091-1096.
Wouters, P., Van Nimwegen, C., Van Oostendorp, H. and Van Der Spek, E.D., 2013. A meta-analysis of the cognitive and motivational effects of serious games. Journal of Educational Psychology, 105(2), p.249.
www.asda.com,. (2016). Asda.com – Online Food Shopping, George, & more. www.asda.com. Retrieved 13 April 2016, from https://www.asda.com/
Yidong, T. and Xinxin, L., 2013. How ethical leadership influence employees’ innovative work behavior: A perspective of intrinsic motivation. Journal of Business Ethics, 116(2), pp.441-455.
Zelnik, M., MaletiÄÂ, M., MaletiÄÂ, D. and GomišÄÂek, B., 2012. Quality management systems as a link between management and employees. Total Quality Management & Business Excellence, 23(1), pp.45-62.
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
