REPORT
RESEARCH PROPOSAL
Title
v What motivates employees in the Zamels Chain of Retail Jewellery Store?
Purpose
v The purpose of this research is to explore the motivation of employees of Zamels Chain of Jewellery Store and be able to recommend to management new motivational programs that will improve the current motivational practices of the employees.
Background
v Zamels is one of the most recognized jewellery stores in Australia. It has nearly 70 stores nationally and is still looking to expand more in the country. It offers both products and services related to jewellery. It sells in-demand jewellery brands such as The Love and Passion Collection, Master Cut Diamonds, Certina, Delma, Pulsar, and many more. On the other hand, it also offers services such as jewellery repairs, watch repairs, battery replacements, and valuations.
v The research focuses on the branch in Albany, specifically on Albany Plaza Shopping Centre in Albany Highway.
v This research will explore the motivational levels of employees of Zamels in Albany. Through this investigation, conclusion will be made on what factors motivate the employees and what factors do not motivate them. Recommendations will be provided.
Issue
v The key issue that will be addressed in this study is if the current compensation and management of Zamels in Albany motivate its employees. Working for a retail jewellery store can be risky because of its high risk to robbery and theft. However, it could also be rewarding because it is not physically exhausting. It is interesting to know which of the current experiences, the current policies and the current environment of the stores motivate employees. This will also determine which of the present factors do not motivate them.
Aims
v To conduct research and examine the current factors that motivate employees in Zamels Albany.
Objectives
v To identify the motivational factors that motivates Zamel employees in Albany.
v To build a questionnaire and to conduct surveys on the employees.
v To analyze the data and results.
v To conclude the study and provide recommendations for practice and future research.
Literature Review
v (1998) stated: Motivation – “The willingness to exert high levels of effort toward organizational goals, conditioned by the effort’s ability to satisfy some individual need”. On the other hand, and (1997) define the motivation as “the set of processes that arouse, direct and maintain human behaviour toward attaining some goal” ( and , 1997).
v Theories of motivation can be divided into two: the content theories; and the process theories (, 1999). Content theories emphasize the factors that motivate individuals. Examples of content theories are ’s theory, ’s theory, ’s theory, and ’s theory (, 1999). On the other hand, the emphasis on process theories is on the actual process of motivation. Examples of process theories are Expectancy theories, equity theory, goal theory, and social learning theory.
v The most basic theory of motivation is Maslow’s Hierarchy of Needs. The theory consists of five sets of goals, which are physiological, safety, love, esteem and self-actualization. The theory explains that people, including employees at organizations, are motivated by the desire to achieve or maintain the various conditions upon which these basic satisfactions rest and by certain more intellectual desires (, 1943).
v The expectancy theory represents an attempt to explain worker motivation in terms of anticipated rewards. The model assumes that people make rational decisions based on economic realities ( and , 1998). Although slightly different versions of expectance theory have been proposed – including popular ones by and by and – expectancy theorist agree that motivation is the result of three different types of beliefs that people have as follows:
o Expectance – the belief that one’s effort will result in performance
o Instrumentality – the belief that one’s performance will be rewarded
o Valence – the perceived value of the rewards to the recipient.
v Basically, the leadership style of the managers should contribute greatly to the effective implementation of the motivation programs. Quantitative studies in the past conducted showed positive relationship between leadership behavior and job satisfaction (, 1982; , 1994).
Methodology
v The following subheadings describe the various parameters the research will follow:
Population
v The total population of employees in Zamels Albany are not identified yet. Further research will be conducted to identify the population. However, the target population for survey is 100% of employees on that branch.
Sampling
v Employees will be sampled through convenience sampling
v Employees who not want to participate in the study will be subtracted from the 100% original samples.
Instruments
v A structured questionnaire will be designed for the purpose of this research. The questionnaire will approximately contain 20 to 30 items that would help identify the motivating factors of employees in Zamels in Albany. The questionnaire will be submitted for approval.
v Once approved, a pilot test among colleagues will be conducted.
v The participation of the employees in filling up the questionnaire will be confidential. Each will be treated with anonymity.
Limitations
v Possibility that some responses of the respondents are inaccurate or are irrelevant.
v Possibility that respondents may decline to answer in the process or may give false answers.
Recommendations
v Recommendations will be addressed to the management, to give them ideas for possible improvements in their operational management approach.
References:
