In the organizational context, motivating the employees is crucial as this helps in retaining the experienced, qualified and skillful employees. As commented by Lazaroiu (2015), the employees are the backbone of the organizations, as their effort and contribution determine the performance and rate of success for the organizations. Thus, the effort and hard work of the employees allow the business organizations to enhance the organizational performance, expand the business, increase the customer base and maximize the organizational revenue thereby, enabling to survive in the competitive market. It is evident that the employees get easily demotivated due to the stagnant and monotonous nature of work (Skudiene and Auruskeviciene 2012). This hampers the relationship of the employees with the business organization, as they prefer to change their job at regular interval. Thus, it is essential for the business organizations to use appropriate approaches and techniques for motivating the employees and retaining them (Dobre 2013).
The impact of employee motivation on employee retention is one of the most extensively studied research topic, as this sheds light on the importance of motivating the employees at a regular interval in order to retain them. However, on the contrary, some of the studies have presented on the contradictory opinion of the significance of employee motivation for retaining them. As mentioned by Graves, Sarkis and Zhu (2013), retaining the experienced and qualified employees ensures the ability of the business organizations to perpetuate their skills. On the other hand, it is also difficult to retain the employees due to personal issues such as conveyance, work time flexibility, and job satisfaction. Thus, it is necessary for the business organizations to motivate the employees and develop their interest regularly thereby, retaining them.
Unable to retain qualified and experienced employees is an issue, as the loss of employee increases the employee turnover rate thereby, incurring additional financial expenses on the company. Moreover, losing experienced and qualified employees results from threats the survival of the company in the competitive market (Manzoor 2012).
This is an issue for Zara, as the company is losing qualified and experienced employees due to lack of effective motivation. This is hampering the company to use the experience of the existing employees for expanding their business and increasing the customer base (Muogbo 2013).
This is an issue now for Zara, as the company is unable to identify and understand the motivational approaches essential for their employees. Therefore, Zara is losing its highly experienced employees due to demotivation. Moreover, demotivated employees in Zara are also resulting in lack of employee engagement, commitment and dedication thereby, hampering the progress and performance of the organization (Kim and Scullion 2013).
This research sheds light on the significance of motivating employees for retaining them in order to enhance organizational performance, increase performance and maximize revenue thereby, sustaining in the competitive market (Basford and Offermann 2012).
Zara is a Spanish fast fashion retailer that was established in 1975 in Arteixo, Spain. The fashion brand has a range of products including accessories, men, women and kids clothing and shoes. It is one of the most successful fashion retailers with branches in more than 59 countries and has approximately 2000 retail outlets globally. Zara first started international expansion through Portugal. Zara houses different brands including Oysho, Zara home, Massimo Dutti, Pull and Bear and Bershka. The company employs approximately 150,000 employees that work effortlessly thereby, making the company third most successful fashion brand in the world. (Zara.com, 2017).
The aim of the research is to analyse the impact of employee motivation on employee retention in Zara.
The objectives of the current research include:
The research is significant as this aimed towards understanding and investigating the impact of employee motivation on employee retention. It is important for the business organizations for retaining their qualified and experienced employees in order to sustain in the competitive market. The employees easily lack motivation due to work pressure, their job roles, and responsibilities and personal reasons. Therefore, it is essential for the human resource management to identify the reason for demotivation in the employees at regular interval and motivate them appropriately. Additionally, the research helps in understanding and investigating the concepts and factors of motivation that helps in retaining the employees. Thus, the significance of the research is inevitable.
The entire structure of the dissertation is divided into five chapters namely introduction, literature review, research methodology, data analysis, findings, conclusion, and recommendation.
Chapter 1: Introduction
This chapter lays the foundation for the entire project as the researcher sheds light on the rationale and the significance of the research. Moreover, in accordance with the research topic, the researcher develops research aim and objectives thereby, providing a guideline for the entire research.
Chapter 2: Literature Review
The researcher identifies the independent and dependent variables of the research topic and discusses broadly the concepts, models, and theories related to it in this chapter.
Chapter 3: Research Methodology
Different methodological tools that can be used for conducting a research is mentioned and discussed by the researcher in this chapter along with providing suitable justification for selecting the particular methodology for conducting the research.
Chapter 4: Data Analysis and Interpretation
The researcher presents the collected data and analyses it by using suitable data analysis tools in this chapter.
Chapter 5: Conclusion and Recommendations
This chapter consists of the conclusion drawn by the researcher after completing the above chapters along with linking the objectives with the findings and providing suitable recommendations for addressing the topic.
In this chapter, it can be concluded that Zara is currently encountering challenges in retaining the employees due to lack of appropriate motivation. From this chapter, it is evident that retaining the employees is crucial for the business organizations, as this saves them additional financial expenses as well as retaining their experienced and qualified employees. Based on the research topic, the researcher in this chapter develops the research aim and objectives. Moreover, additional information such as the research rationale, background, significance, an overview of the organization provided by the researcher helps in laying the overall foundation for the research.
In the literature review chapter, the researcher emphasizes on discussing the various concepts and factors of the two variables of the research topic. In order to do so, the researcher has mentioned the various relevant theories and models of employee motivation and employee retention thereby, helping to develop a deeper understanding of the topics and their significance. Additionally, the researcher has critically analysed the impact of employee motivation on employee retention by considering, comparing and contrasting the perspectives and opinions of different authors. In addition to, the researcher has also mentioned the potential gaps in the literature that has been encountered by the researcher while conducting the researcher thereby, compromising with the work.
(Source: Author)
The employees have innumerable career and professional opportunities due to increased competition in the market. Thus, the employees tend to look for better career and professional opportunities at a regular interval, as they tend to search for career growth. It is evident that the employees are easily bored due to the stagnant and monotonous nature of their job roles and responsibilities. Therefore, employee motivation is important for the business organization in order to make the employee-organization relationship longer. As commented by Pinder (2014), the definition of employee motivation highlights the energy level, commitment and creativity undertaken by the employees of the companies to fulfil their job roles and responsibilities. Therefore, a motivated employee shows a greater level of determination, dedication, and enthusiasm for towards their job roles and responsibilities and improving the overall organizational performance. However, as criticized by Mowday, Porter and Steers (2013), psychological satisfaction can be achieved by fulfilling the personal needs of the employees.
According to Wright, Moynihan and Pandey (2012), the employees feel motivated as the human resource management maintains the organizational standards. Thus, the human resource management needs to ensure that they develop, implement and maintain the organizational standards appropriately. However, as criticized by Daley (2012), as the employees differ characteristically and behaviourally, it is difficult for the human resource management to understand the motivational factors for each employee. Therefore, it is essential for the human resource management to identify the motivational factors for individual employees and use it for motivating them. Motivated employees show a higher level of dedication, enthusiasm and urge for completing their job roles and responsibilities. Therefore, motivated employees are important for the business organizations for increased productivity, mitigate employee absenteeism and encouraging the workforce thereby, gaining a competitive advantage.
It is important for the human resource management to consider the various motivational factors that are required for motivating the employees. As mentioned by Sageer, Rafat and Agarwal (2012), considering the distinct nature of the individual employees, the human resource management needs to implement several motivational factors for improving their employee performance. However, as argued by Hau (2013), it is extremely time-consuming for the human resource management to identify the motivational factors of each employee and use them separately for motivating them. The most common motivational factors include recognition appreciation, better working environment, and monetary benefits.
Globalization has ensured huge career opportunities for the employees thereby, ensuring professional growth. Therefore, it is evident that the employees go for a better option if they are not satisfied or feel demotivated with their current job roles and responsibilities. As mentioned by Armstrong (2014), in order to sustain in the competitive market, the business organizations need to retain their employees. Unable to retain the experienced and qualified employees is a huge loss for the business organizations in the market. However, argued by Seba, Rowley and Lambert (2012), it is essential for the business organization to recruit new and fresh talents for ensuring organizational growth. Moreover, recruiting new and fresh employees provides an opportunity for the business organization to understand the present market scenario and train their new and existing employees accordingly. The definition of employee retention highlights the capability of the business organizations to keep their qualified and experienced employees. The business organizations are able to save additional financial expenses by decreasing the employee turnover rate (Siponen, Mahmood and Pahnila 2014).
One of the significant responsibility of the human resource management is to identify as well as consider the needs, demands, and expectations of the employees for fulfilling them. Therefore, as the employees feel their needs and demands to be fulfilled, they tend to maintain their long-term association with the organization and use individual experience and skills for the betterment of the company. It is essential for the human resource management to identify the employee retention techniques and use it wisely. This is because retaining the employees might incur financial expenses for the business organizations that need to be planned accordingly.
In order to sustain in the competitive market, the business organizations need to identify the approaches and techniques of retaining the employees. This allows the business organizations to save them from additional financial expenses by reducing the employee turnover rate. As mentioned by Chen and Cheng (2012), employee retention is defined as the methods undertaken by the business organizations retain their employees. Business organizations can retain their employees by paying them appropriately, prioritizing their health and well-being, praising the employees for their hard work on a regular basis and offering additional benefits. The most common employee retention methods include providing them with growth opportunities, apprising them and creating right organizational culture.
Motivating the employees is essential for the business organizations in order to increase employee efficiency thereby, enabling them to enhance the organizational performance. As mentioned by Park and Ryoo (2013), the concept of Hertzberg’s two-factor motivational factor, it is important for the human resource management to take into account the satisfactory and dissatisfactory factors for the employees. Therefore, considering the satisfactory and dissatisfactory factors of the employees enables the business organizations to fulfil and mitigate them. The theory also suggests that the employee does not remain satisfied for long thereby, suggesting that the satisfactory and dissatisfactory factors are independent of each other. However, the theory signifies that eradicating the dissatisfactory factors of the employees does not signify motivating the employees.
|
Satisfactory factors |
Dissatisfactory factors |
|
Attainment |
Policies of the business organizations |
|
Cognizance and rating |
Mentorship and supervision techniques and approaches |
|
Power |
The relationship between the managers and the employees |
|
Career expansion |
Wage |
|
Improvement |
Job security |
|
Career advancement at regular interval |
Working environment |
Table 1: Hertzberg’s two factor motivational theory
(Source: Ghazi, Shahzada and Khan 2013)
From the aforementioned table, one of the most effective ways the human resource management can undertake for motivating the employees is by fulfilling the satisfactory factors of the employees. It is easier for the business organizations to motivate the employees by fulfilling the satisfactory factors and mitigating the dissatisfactory factors of the employees. Increased wage, job security, and career opportunities help in motivating the employees thereby, increasing employee efficiency by retaining them. However, factors such as the poor relationship between the employees and the managers and organizational policies result in employee demotivation if not developed and implemented appropriately.
The human resource management to motivate the employees can use 4-drive model. As mentioned by Northouse (2015), the concept of 4-drive of employee motivation highlights the significance of achieving and acquiring the employees by offering them better wage and incentives for their hard work. Thus, being recognized for their effort and being acknowledged by getting monetary benefits help in motivating the employees. For example, some of the business organizations tend to provide 10-12% monetary benefits to the employees for their performance that helps in motivating the employees. According to the second segment of the model, the effective team helps in motivating the employees. This is because effective team provides an opportunity for the employees to work comfortably with each other’s support. However, as argued by Sahito and Vaisanen (2017), effective team results in demotivating the employees, as teamwork restricts the individual employees to work independently. Therefore, the human resource management needs to establish positive and better working environment for motivating the employees.
According to the third segment of the model, it is essential for the human resource management to create efficient work force within the organization. This helps in encouraging and influencing the employee to perform better by motivating them. Efficient work by the employees is acknowledged and appraised by business organizations by providing them with monetary and non-monetary benefits thereby, motivating them. According to the last segment of the model, the business organization defines and defends the organizational relationships, objectives, and status of the employees for motivating them thereby, ensuring that the employees stick to their targets and accomplish them successfully (Niculescu 2014).
(Source: Nagar and Raj 2012)
The key role of the human resource management is to retain the qualified, experienced and skilful employees for the business organizations. Retaining the employees allows the business organizations to use the experience of the employees for improving the organizational performance and gain competitive advantage. As commented by Allen and Shanock (2013), the concept of job embeddedness theory highlights the ability of the business organization to inculcate important information for retaining the employees. Several employees work for the companies in different sectors. Nevertheless, it is challenging business organizations to retain their qualified employees. The principle concept of job embeddedness theory highlights the essence of teams, groups along with job, community, and individuals with different organizational perspectives. As a result, the theory emphasizes on both on the job and off the job features of retaining the employees.
(Source: Karatepe 2012)
Ohio employee retention model focuses on the organizational activities undertaken by the companies for retaining their employees. As mentioned by Hong et al. (2012), the key factors included for retaining the employees include training, feedback, developing skills, recruitment and selection. Thus, the business organizations need to aim to retain their employees since the beginning. As having a wrong set of employees hampers the overall organizational performance, the business organizations need to aim towards selecting and recruiting appropriate employees since the beginning. However, as criticized by Wiley (2014), determining the efficiency and sincerity of the employees is difficult for the business organizations since the beginning. This is because the business organizations do not know the potentiality of the newly recruited employees until and unless they work for the company for a while.
According to the model, the employees can be retained successfully if they are taught the significance of organizational values, ethics, values and bright future aspects for them within the organization. It is important for the human resource management to consider the demands, needs and expectations of the employees for retaining them.
(Source: Tews, Michel and Ellingson 2013)
Employee retention and employee motivation are mainly controlled and regulated by the human resource management. Thus, the business organizations have developed separate human resource department in order to conduct employee motivation effectively and retain the employees. As commented by Jiang et al. (2012), the interference of the human resource management is essential for identifying the motivating the employees. This provides an opportunity for the human resource management identify and understand the reason such as lack of interest for the employees towards their work, resignation and underperformance. Therefore, after identifying the potential reasons for employee inefficiency, the human resource management comes up with appropriate techniques and approaches to motivating the employees. This helps the business organizations to increase employee efficiency, employee engagement, reduce the rate of absenteeism and the rate of employee resignation (Kehoe and Wright 2013).
However, as criticized by Bratton and Gold (2012), the human resource management needs to emphasize on selecting and recruiting appropriate employees for the business organizations. Therefore, hiring the best employees helps the human resource management to motivate them and influence them to perform better. The various motivational approaches and techniques that can be used by the human resource management for employee retention include creating the right organizational culture, offering training, providing guidance, paying well and promoting healthy competency. Additionally, the human resource management can also provide monetary benefits, perquisites along with acknowledging and appraising the performance of the employees for motivating and retaining the employees (Kim 2012).
Employees are the backbone of the business organizations that determine the improved performance of the organization. It has been seen that motivated employees have a higher level of dedication, sincerity and enthusiasm towards their job roles and responsibilities (James and Mathew 2012). Therefore, the effort and the hard work of the motivated employees determine the organizational performance and success. It is evident that the motivated employees use their experience, qualification and skills for achieving the organizational goals and objectives thereby, providing a tough competition in the market (Jehanzed, Rasheed and Rasheed 2013). Thus, it is essential for the business organizations to retain their employees. This is because the business organization can use the experience of the employees for sustaining the competitive market. Moreover, the human resource management needs identify the appropriate motivational techniques for the employees and use it for motivating the employees.
The human resource management ensures that the employees are motivated regularly for their effort and hard work. In this way, the business organizations can make the employees valued and important for their organization. Therefore, the feeling of being important and valued for the respective business organization helps in motivating them thereby, retaining them. Employee motivation also helps in increasing the efficiency of the employees and increasing the level of employee engagement. As a result, it is easier for the human resource management retain the employees and maintain the organizational standard and performance (Elnaga and Imran 2013). Therefore, employee motivation influences employee retention largely and effectively.
The researcher has come across some challenges that has compromised with the quality of the work. The researcher has referred to Ohio model of employee retention. While discussing the Ohio employee retention model, the researcher has mentioned that the selection of the employees is based on their position in the business organization. Nevertheless, the researcher has failed to shed light on the significance of analysing the employee profile for improved performance of the employees. On the other hand, the majority of the secondary resources emphasized on the positive working environment, monetary benefits and professional growth opportunities are the motivational factors. However, the majority of the secondary resources have failed to emphasize on motivational factors such as educational support for the children, coverage after retirement and flexible working hours.
In this chapter, it can be concluded that employee motivation significantly affects employee retention. It has been seen from the above discussion that motivated employees to ensure dedication, enthusiasm and urge for completing their job roles and responsibilities. The researcher has discussed the concepts and facts of employee motivation and employee retention by using relevant information from various secondary resources. From the above discussion, it can be said that motivated employees help in increased productivity and gains a competitive advantage for the business organizations. This is because the business organizations are able to retain their experienced, qualified and skilful employees and use them for sustaining in the competitive market by providing a tough fight for the competitors.
This chapter sheds light on the different methodological tools that can be used for conducting and completing the research. The researcher has provided a brief overview of the methodological tools thereby, providing a deeper understanding of the concepts and the appropriateness of using the particular methodological tools. Additionally, the researcher has provided suitable justification of the specified research methodology selected for conducting the research successfully.
|
Methodological tools |
Selected methodology |
|
Research Design |
Descriptive |
|
Research Philosophy |
Positivism |
|
Research Approach |
Deductive |
|
Sampling Technique |
Random sampling technique |
|
Sample Size |
151 employees of Zara |
|
Data Collection process |
Survey |
|
Data Analysis process |
SPSS |
Table 2: Research Outline
(Source: Author)
For the research, the researcher has selected deductive approach, positivism philosophy and descriptive design. The researcher has used primary data collection technique for surveying 151 employees of Zara for determining the impact of employee motivation on employee retention and has analysed the survey data statistically by using SPSS.
Interpretivism, positivism and pragmatism are the most used research philosophies for conducting and completing the research. According to Mackey and Gass (2015), the concept of interpretivism philosophy sheds light on the ability of the researchers to consider the perspectives of the various individuals for a particular research topic. In the case of interpretivism philosophy, the researcher compares and contrasts the viewpoints and opinions of different individuals and deduces own conclusion. On the other hand, the positivism philosophy is based on the quantifiable observation of the data that is obtained by conducting a statistical analysis. Therefore, only scientific testing is able to verify and validate the data but also limits the researcher from data collection. The combined characteristics of positivism and interpretivism philosophy form the pragmatism philosophy (Taylor, Bogdan and DeVault 2015). Therefore, the researcher is able to make both meaningful and quantifiable observations in pragmatism philosophy.
The researcher has used positivism philosophy for the research. This has allowed the researcher to conduct the data analysis by implementing statistical approach thereby, validating the truth by considering the quantifiable observations. Therefore, the researcher is able to validate and verify the impact of employee motivation on employee retention for Zara.
The researcher for conducting the research uses inductive and deductive approaches. As commented by Silverman (2016), the concept of inductive approach highlights the method of developing new patterns, theories and patterns based on the observations. As a result, new approaches, patterns and theories needs to be formulated by the researcher according to the derived observations. This eventually limits the researcher by shifting the emphasis from analysis to observations. On the other hand, the concept of deductive approach allows the researcher to formulate the research aim and objectives based on the previously existing concepts and literatures. Thus, the researcher is able to fulfil the research aim and objectives by referring to existing literatures and concepts.
The researcher for conducting the research has used deductive approach. As a result, the researcher has transformed general information into relevant information by aligning the gathered information with research aim and objectives. Therefore, the researcher is able to analyse the impact of employee motivation on employee retention by referring to existing patterns and approaches.
The researcher uses explanatory, exploratory and descriptive research design for conducting the research. The exploratory research design provides an opportunity for the researcher to examine the research aim and objectives by referring to relevant theories and concepts. On the other hand, the concept of exploratory research design highlights the opportunity provided for the researcher to explain the occurrence of the different phenomenon in regards to the research aim and objectives. Additionally, this also enables the researcher to predict the occurrence of the specified phenomenon in future. The combined characteristics of exploratory and explanatory research design forms the descriptive research design (Vaioleti 2016). The use of descriptive research design enables the researcher to test the research aim and objectives as well as predict the future occurrences.
The researcher has used descriptive research design as this provided an opportunity for the researcher to predict the future occurrences of the particular phenomenon as well as test the research aim and objectives. Therefore, the researcher is able to understand whether motivating the employees actually helps in retaining the employees.
Action research, survey, interview and case study research strategy are mostly used the researchers. Case study research strategy provides an opportunity for the researcher to refer to various previously existing literatures in terms of the research topic and use relevant data from it. On the other hand, the action research strategy allows the researcher to recognize the potential issues of the research and implement solutions. In the case of survey, the researcher collects raw data from a particular population. In the case of interview research strategy, the researcher selects the respondents according to their suitability in fulfilling the research aim and objectives (Flick 2015).
The researcher has used survey research strategy for conducting the research. This enabled the researcher to collect data from the employees of Zara and understand the impact of employee motivation on employee retention. The survey research strategy enables the researcher to collect data current data from a large population.
Probability and non-probability sampling technique are the most used sampling technique used by the researcher. The concept of probability sampling technique highlights the equal opportunities of the individuals to take part in the data collection process and contribute their opinions to fulfil the research aim and objectives. However, on the contrary, the non-probability sampling technique does not provide equal opportunities for the individuals within the population of being selected for the data collection process. According to this sampling method, the researcher choses the individual respondents critically evaluating the suitability of the individuals for fulfilling the research aim and objectives (Neuman and Robson 2014).
The researcher has used probability-sampling technique for this research. Therefore, all the employees of Zara have equal opportunities of sharing their viewpoints and opinions on the impact of employee motivation on employee retention. For this current research, the researcher has selected 151 employees of Zara in order to determine the impact of motivated employees and retention.
The researcher uses primary and secondary data collection technique for collecting relevant data in order to fulfil the research aim and objectives. Secondary data collection technique highlights the use of secondary resources such as books, journals and articles for collecting data. On the other hand, primary data collection technique highlights two types of data collection namely quantitative and qualitative. The quantitative primary data collection technique includes survey as the method of collecting data and qualitative primary data collection technique includes interview as the data collection technique. Both the primary data collection technique is used for collecting relevant and recent data in order to fulfil the research aim and objectives (Panneerselvam 2014).
The researcher has used primary quantitative data collection technique. This has provided an opportunity for the researcher to survey the employees of Zara and understand the impact of employee motivation on employee retention. Additionally, the researcher has also used secondary resources such as books, journals and articles for gathering relevant information while conducting the literature review for the research.
The data collected by primary quantitative data collection technique needs to be analysed in order to prove the research aim and objectives. The data collected by primary data collection technique can be presented using graphs, charts, bar diagram and tables. Additionally, statistical analysis can also be conducted for analysing the data collected from the respondents. As bars and charts results in inappropriate and inaccurate data, statistical analysis is generally preferred (Smith 2015)
For the current research, the researcher has selected SPSS in order to analyse the data from the employees of Zara. SPSS is statistical software that uses both batched and non-batched statistical analysis of the data collected during the survey by cross-tabulation. Thus, the researcher has presented the data by using descriptive analysis in terms of frequencies and percentages.
According to the Data Protection Act, 1998, the researcher is strictly prohibited to share information provided by the participants as well as disclose the identity of the participants without their consent. Therefore, the researcher has to keep the information confidential according to the ethical grounds while conducting the research (Legislation.gov.uk, 2017). Additionally, the researcher has to ensure that the individuals within the population are willingly participating in the data collection process and not forcibly. In accordance with the ethical considerations, the researcher has to use the collected information and data for solely for academic purposes and not commercial purpose. Moreover, the researcher has to maintain the authenticity of the data and information that has been collected for fulfilling the research aim. Manipulation of the collected data is strictly prohibited according to the ethical considerations. Furthermore, the researcher has to ensure that the data and information are collected from authentic resources (Miller et al. 2012).
In this chapter, it can be concluded that the researcher has selected particular methodology for conducting and completing the research along with justifying the selection of the specified methodology. The use of the particular research methodology has allowed the researcher to fulfil the research aim and objectives thereby, understanding the impact of employee motivation on employee retention for the business organization.
|
Which age group do you belong to? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
22-28 |
47 |
30.7 |
30.7 |
30.7 |
|
29-35 |
69 |
45.1 |
45.1 |
75.8 |
|
|
36-45 |
32 |
20.9 |
20.9 |
96.7 |
|
|
46 and above |
5 |
3.3 |
3.3 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
|
What are the motivational factors used by Zara? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Recognition |
21 |
13.7 |
13.7 |
13.7 |
|
Responsibility |
73 |
47.7 |
47.7 |
61.4 |
|
|
Rewards |
36 |
23.5 |
23.5 |
85.0 |
|
|
Promotion |
23 |
15.0 |
15.0 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
The above frequency table shows the relationship between the age of the employees and the factors that help in providing motivation to the employees within the organization. It can be seen that the age group belonging to 29-35 years have suggested that they find that responsibility is one of the factors that help in providing motivation to the employees. This is due to the fact that the employees want more responsibility on them within the organization so that it can help in increasing the level of productivity within the company.
|
Which age group do you belong to? * What are the motivational factors used by Zara? Cross tabulation |
||||||
|
Count |
||||||
|
What are the motivational factors used by Zara? |
Total |
|||||
|
Recognition |
Responsibility |
Rewards |
Promotion |
|||
|
Which age group do you belong to? |
22-28 |
7 |
22 |
10 |
8 |
47 |
|
29-35 |
12 |
34 |
17 |
6 |
69 |
|
|
36-45 |
1 |
17 |
9 |
5 |
32 |
|
|
46 and above |
1 |
0 |
0 |
4 |
5 |
|
|
Total |
21 |
73 |
36 |
23 |
153 |
|
Chi-Square Tests |
|||
|
Value |
df |
Asymp. Sig. (2-sided) |
|
|
Pearson Chi-Square |
23.725a |
9 |
.005 |
|
Likelihood Ratio |
21.565 |
9 |
.010 |
|
Linear-by-Linear Association |
2.773 |
1 |
.096 |
|
N of Valid Cases |
153 |
||
|
a. 6 cells (37.5%) have expected count less than 5. The minimum expected count is .69. |
The Chi Square test by Pearson helps in finding out the statistical association between the dependent and the independent variable. The result of the above test has come to be.005 whereas the minimum expected value from the test was .69. This shows that there is no statistical association between the age and the factor of responsibility, which will help in increasing motivation. It can be said that the employees of various age group and other factors such as recognition, promotion, and rewards need to be considered in providing motivation to the employees as well.
|
What is your gender specification? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Male |
90 |
58.8 |
58.8 |
58.8 |
|
Female |
63 |
41.2 |
41.2 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
|
Are you satisfied with the motivational techniques used by Zara? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Yes |
65 |
42.5 |
42.5 |
42.5 |
|
No |
63 |
41.2 |
41.2 |
83.7 |
|
|
Maybe |
25 |
16.3 |
16.3 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
The above frequency table shows the relationship between the gender of the employees and the level of agreeability that they have regarding the techniques of motivation that needs to be applied to the organization. It can be seen that most of the male participants in the frequency table have agreed to the fact that they are satisfied with the techniques that are used within the organization.
|
What is your gender specification? * Are you satisfied with the motivational techniques used by Zara? Cross tabulation |
|||||
|
Count |
|||||
|
Are you satisfied with the motivational techniques used by Zara? |
Total |
||||
|
Yes |
No |
Maybe |
|||
|
What is your gender specification? |
Male |
37 |
43 |
10 |
90 |
|
Female |
28 |
20 |
15 |
63 |
|
|
Total |
65 |
63 |
25 |
153 |
|
Chi-Square Tests |
|||
|
Value |
df |
Asymp. Sig. (2-sided) |
|
|
Pearson Chi-Square |
6.067a |
2 |
.048 |
|
Likelihood Ratio |
6.061 |
2 |
.048 |
|
Linear-by-Linear Association |
.621 |
1 |
.431 |
|
N of Valid Cases |
153 |
||
|
a. 0 cells (0.0%) have expected count less than 5. The minimum expected count is 10.29. |
The Chi Square test helps in determining the statistical association between the dependent and the independent variables. The result of the test has come to be.048 whereas the minimum expected value that was expected from the test was 10.29. This shows that there is no statistical association between the gender and the level of satisfaction that the employees receive from the techniques that are being used as motivation within the organization.
|
What is your gender specification? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Male |
90 |
58.8 |
58.8 |
58.8 |
|
Female |
63 |
41.2 |
41.2 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
|
Does employee motivation help in employee retention? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Yes |
67 |
43.8 |
43.8 |
43.8 |
|
No |
65 |
42.5 |
42.5 |
86.3 |
|
|
Maybe |
21 |
13.7 |
13.7 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
The above frequency table shows the relationship between the gender of the employees and the level of impact that motivation has on the retention of the employees. From the frequency table, it can be seen that most of the male participants have agreed to the fact that the factor of motivation helps in retaining the employees as well.
|
What is your gender specification? * Does employee motivation help in employee retention? Cross tabulation |
|||||
|
Count |
|||||
|
Does employee motivation help in employee retention? |
Total |
||||
|
Yes |
No |
Maybe |
|||
|
What is your gender specification? |
Male |
36 |
41 |
13 |
90 |
|
Female |
31 |
24 |
8 |
63 |
|
|
Total |
67 |
65 |
21 |
153 |
|
Chi-Square Tests |
|||
|
Value |
df |
Asymp. Sig. (2-sided) |
|
|
Pearson Chi-Square |
1.285a |
2 |
.526 |
|
Likelihood Ratio |
1.284 |
2 |
.526 |
|
Linear-by-Linear Association |
.911 |
1 |
.340 |
|
N of Valid Cases |
153 |
||
|
a. 0 cells (0.0%) have expected count less than 5. The minimum expected count is 8.65. |
The Chi Square test helps in finding out the statistical association between the dependent and the independent variables. The result of the test has come to be.526 whereas the minimum expected value from the test has to be around 8.65. This shows that there is no statistical association between the gender and the retention of the employees based on the factor of motivation. Thus it can be said that most of the employees of different genders prefer the other factors as well so that it can help in motivating them within the company.
|
Which age group do you belong to? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
22-28 |
47 |
30.7 |
30.7 |
30.7 |
|
29-35 |
69 |
45.1 |
45.1 |
75.8 |
|
|
36-45 |
32 |
20.9 |
20.9 |
96.7 |
|
|
46 and above |
5 |
3.3 |
3.3 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
|
Does overtime without pay affect employee retention? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Yes |
65 |
42.5 |
42.5 |
42.5 |
|
No |
65 |
42.5 |
42.5 |
85.0 |
|
|
Maybe |
23 |
15.0 |
15.0 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
The above frequency table shows the relationship between the ages of the employees and the effect that over time creates in retention of the employees within the organization. it can be seen that the age group belonging to 29-35 years in the frequency table have disagreed with the fact that overtime without a proper structure of payment will help in retaining the employees within the organization. Paying the employees for the time that they are working extra will help in increasing the level of productivity within the organization.
|
Which age group do you belong to? * Does overtime without pay affect employee retention? Cross tabulation |
|||||
|
Count |
|||||
|
Does overtime without pay affect employee retention? |
Total |
||||
|
Yes |
No |
Maybe |
|||
|
Which age group do you belong to? |
22-28 |
20 |
18 |
9 |
47 |
|
29-35 |
26 |
35 |
8 |
69 |
|
|
36-45 |
16 |
10 |
6 |
32 |
|
|
46 and above |
3 |
2 |
0 |
5 |
|
|
Total |
65 |
65 |
23 |
153 |
|
Chi-Square Tests |
|||
|
Value |
df |
Asymp. Sig. (2-sided) |
|
|
Pearson Chi-Square |
5.534a |
6 |
.477 |
|
Likelihood Ratio |
6.258 |
6 |
.395 |
|
Linear-by-Linear Association |
.817 |
1 |
.366 |
|
N of Valid Cases |
153 |
||
|
a. 4 cells (33.3%) have expected count less than 5. The minimum expected count is .75. |
The Chi Square test helps in finding out the statistical association between the dependent and the independent variables. It can be seen from the test that the result has come to be.477 whereas the minimum value that was expected out of the test was .75. This shows that there is no statistical association between the age groups of the employees and the overtime that they will work without being paid so that it can help in retaining the employees. Thus, it can be said that the employees from all age groups need an increased pay if they work more than their shift timing so that it can help in increasing the productivity.
|
What is your gender specification? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Male |
90 |
58.8 |
58.8 |
58.8 |
|
Female |
63 |
41.2 |
41.2 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
How can Zara enhance job satisfaction for improved employee retention?
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Positive working environment |
62 |
40.5 |
40.5 |
40.5 |
|
Increased employee engagement |
34 |
22.2 |
22.2 |
62.7 |
|
|
Rewards and recognition |
15 |
9.8 |
9.8 |
72.5 |
|
|
Motivating the work force |
42 |
27.5 |
27.5 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
The above frequency table shows the relationship between the gender of the employees and the enhancement of the level of satisfaction regarding the process of job that they are carrying out within the organization so that it can help in retaining the employees. From the table, it can be seen that most of the males have agreed to the fact that increasing the level of engagement of the employees will have a positive effect on improving the capacity of retention of the employees. The increase in the employee engagement will help in increasing the productivity level within the organization.
|
What is your gender specification? * How Zara can enhance job satisfaction for improved employee retention? Cross tabulation |
||||||
|
Count |
||||||
|
How can Zara enhance job satisfaction for improved employee retention? |
Total |
|||||
|
Positive working environment |
Increased employee engagement |
Rewards and recognition |
Motivating the work force |
|||
|
What is your gender specification? |
Male |
38 |
18 |
10 |
24 |
90 |
|
Female |
24 |
16 |
5 |
18 |
63 |
|
|
Total |
62 |
34 |
15 |
42 |
153 |
|
Value |
df |
Asymp. Sig. (2-sided) |
|
|
Pearson Chi-Square |
1.071a |
3 |
.784 |
|
Likelihood Ratio |
1.076 |
3 |
.783 |
|
Linear-by-Linear Association |
.054 |
1 |
.816 |
|
N of Valid Cases |
153 |
||
|
a. 0 cells (0.0%) have expected count less than 5. The minimum expected count is 6.18. |
This test helps in finding out the statistical association between the dependent and the independent variables. The result of the test has come up to be.784 whereas the minimum expected value from the test has to be 6.18. This shows that there is no statistical association between the gender of the employees and the retention of the employees so that they are willing to perform within the organization. Thus, it can be said that both the genders need equal importance of being retained within the organization so that it can help in increasing the level of production within the organization.
|
Which age group do you belong to? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
22-28 |
47 |
30.7 |
30.7 |
30.7 |
|
29-35 |
69 |
45.1 |
45.1 |
75.8 |
|
|
36-45 |
32 |
20.9 |
20.9 |
96.7 |
|
|
46 and above |
5 |
3.3 |
3.3 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
Does motivational techniques used by Zara needs improvements for better employee retention?
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Yes |
62 |
40.5 |
40.5 |
40.5 |
|
No |
60 |
39.2 |
39.2 |
79.7 |
|
|
Maybe |
31 |
20.3 |
20.3 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
The above frequency table shows that the relationship between the age groups of the employees and the level of improvement through the techniques of motivation that is required within the organization, which will help in retaining the employees. It can be seen that the age group belonging to 29-35 have agreed to the fact that the level of improvement can be done with the motivational techniques, which will help in increasing the capacity of retention among the employees within the organization.
|
Which age group do you belong to? * Does motivational techniques used by Zara needs improvements for better employee retention? Cross tabulation |
|||||
|
Count |
|||||
|
Does motivational techniques used by Zara needs improvements for better employee retention ? |
Total |
||||
|
Yes |
No |
Maybe |
|||
|
Which age group do you belong to? |
22-28 |
21 |
14 |
12 |
47 |
|
29-35 |
30 |
28 |
11 |
69 |
|
|
36-45 |
8 |
17 |
7 |
32 |
|
|
46 and above |
3 |
1 |
1 |
5 |
|
|
Total |
62 |
60 |
31 |
153 |
|
Chi-Square Tests |
|||
|
Value |
df |
Asymp. Sig. (2-sided) |
|
|
Pearson Chi-Square |
7.189a |
6 |
.304 |
|
Likelihood Ratio |
7.464 |
6 |
.280 |
|
Linear-by-Linear Association |
.158 |
1 |
.691 |
|
N of Valid Cases |
153 |
||
|
a. 3 cells (25.0%) have expected count less than 5. The minimum expected count is 1.01. |
The Chi Square test helps in establishing the statistical association between the variables. The result of the above test has come up to be.304 whereas the minimum expected value from the test has to be 1.01. This shows that there is no statistical association between the age group in particular and the improvements that are required in the motivational techniques so that it can help in retaining the employees. Thus, it can be said that the employees belonging to the various age groups stated that the improvement in the motivational techniques will help in enhancing the level of retention of the employees within the organization.
|
What is your gender specification? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Male |
90 |
58.8 |
58.8 |
58.8 |
|
Female |
63 |
41.2 |
41.2 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
|
Does motivational techniques used by Zara needs improvements for better employee retention? |
|||||
|
Frequency |
Percent |
Valid Percent |
Cumulative Percent |
||
|
Valid |
Yes |
62 |
40.5 |
40.5 |
40.5 |
|
No |
60 |
39.2 |
39.2 |
79.7 |
|
|
Maybe |
31 |
20.3 |
20.3 |
100.0 |
|
|
Total |
153 |
100.0 |
100.0 |
The above frequency table shows the relationship between the gender of the participants and the motivational techniques that are used by Zara so that it can help in improving the retention of the employees. It can be seen that the male participants have agreed to the fact that the use of the techniques of motivation will help in improving the retention of them as well.
|
What is your gender specification? * Does motivational techniques used by Zara needs improvements for better employee retention? Cross tabulation |
|||||
|
Count |
|||||
|
Does motivational techniques used by Zara needs improvements for better employee retention? |
Total |
||||
|
Yes |
No |
Maybe |
|||
|
What is your gender specification? |
Male |
35 |
38 |
17 |
90 |
|
Female |
27 |
22 |
14 |
63 |
|
|
Total |
62 |
60 |
31 |
153 |
|
Chi-Square Tests |
|||
|
Value |
df |
Asymp. Sig. (2-sided) |
|
|
Pearson Chi-Square |
.851a |
2 |
.653 |
|
Likelihood Ratio |
.855 |
2 |
.652 |
|
Linear-by-Linear Association |
.003 |
1 |
.959 |
|
N of Valid Cases |
153 |
||
|
a. 0 cells (0.0%) have expected count less than 5. The minimum expected count is 12.76. |
The Chi Square test helps in establishing the statistical association between the independent and the dependent variables in a better manner. The result of the test has come up to be.653 whereas the minimum expected value for the test has to be 12.76. This shows that there is no statistical association between the gender of the employees and the motivational techniques that are being used by Zara so that it can help in retaining the employees. Thus, it can be said that both the genders need to be given equal importance by improving the techniques of motivation so that it can help in increasing the capacity of retention among the employees.
Conclusion
From the above chapters, it can be concluded that employee motivation is the key factor that helps in retaining the employees. Employees are considered as the backbone of the business organization that helps the business organizations to enhance the performance and sustains in the competitive market. Motivated employees take an extra effort and initiative that enables them to achieve beyond their limits. Moreover, by motivating the employees the business organizations can retain their qualified and skilful employees and use their experience for improving the overall organizational performance. Thus, the experience of the employees can be used by the business organizations to sustain in the competitive market by creating a unique image in the eye of the potential customers. However, from the data analysis, it has been seen that there is no relationship between the age of the employees and the motivational factors used by Zara. The employees of Zara from age group 22 to 46 and above are not influenced by a particular motivational factor used by the company. Thus, Zara can use any of motivational factors such as recognition, responsibility; rewards and recognition for motivating the employees from any age group thereby, retaining them. On the other hand, it can also be found that the gender of the employees does not determine their level of satisfaction in terms of the motivation provided by Zara. This suggests that both male and female employees of Zara require similar motivational techniques at regular interval. This is because both the male and female employees of Zara have similar job roles and responsibilities that turn monotonous at certain instances. Therefore, it is important for Zara to motivate both male and female employees with similar motivational techniques. This will help the employees in developing an interest in own job roles and responsibilities thereby, being retained for the company.
It can also be concluded that the gender of the employees is not related to retaining the employees based on the motivational factors. This is because both the male and female employees need to be motivated equally at a regular interval, as they might feel demotivated due to varied reason encountered by them both personally and professionally. On the other hand, it can also be concluded that over time done by the employees without being paid is not influenced by the age of the employees. Due to increased market demand and fierce competition, the employees from all age groups need to work over time. Thus, the employees give extra effort and work hard to meet up with the organizational demands and fulfil them sincerely. As a result, making the employees do over time without paying them does hamper their level of motivation. The employees feel that their hard work and effort is not valued thereby, questioning the organizational ability to retain the employees. Therefore, Zara needs to motivate their employees by providing them monetary benefits when the employees work over time. This will motivate the employees of Zara thinking that the company values their effort and hard work thereby, retaining them.
Objective 1: To understand the significance of employee motivation for employee retention
Objective 1 is linked to survey question 4 and 5. From the data analysis, it can be said that employee motivation is crucial for retaining the employees by the business organizations. This is because highly motivated employees take extra initiatives and goes an extra mile to complete their job roles and responsibilities by providing extra effort. As a result, the employees use their personal experience and skills for completing their job roles and responsibilities that make the organization stand out in the competitive market. It has been seen that motivated employees show higher level of engagement and dedication towards their work that helps in improving the overall organizational performance and sustaining in the competitive market.
Objective 2: To investigate the various factors of employee motivation and employee retention for Zara
Objective 2 I slinked with survey questions 3, 7 and 8. From the data analysis, it can be said that due to distinctive nature, the motivational factors for each employee differs largely. Thus, Zara cannot use similar motivational factors for motivating all the employees and retain them. It is important for the human resource management of Zara to identify the motivational factors of each employee and use them appropriately for motivating them. It can be seen that increased salary, career growth or advancements, increased employee engagement, promotion, and appraisal can motivate the employees. For instance, some of the employees can only be motivated by monetary benefits. Thus, Zara needs to evaluate and analyse the performance level of the employees and determine the monetary benefit. Additionally, better career advancement plans, positive working environment and engaging the employees also motivates them thereby, influencing employee retention.
Objective 3: To critically evaluate the impact of employee motivation on employee retention in Zara
Objective 3 is linked with survey question 4, 6 and 9. From the data analysis, it can be said that employee motivation does help in employee retention regardless of the age and the gender of the employee. Additionally, the duration of working with the same organization does not influence the significance of motivating the employees. This is because the employees of both the genders and from all age groups require motivation in order to ensure long-term association with the company. Thus, Zara needs to motivate all the employees working in the company at a regular interval in order to retain them. Zara can effectively do this by identifying the individual motivational factors of the employees and using it appropriately thereby, retaining them.
Objective 4: To provide suitable recommendations for maximizing employee retention by improving employee motivation techniques by Zara
Objective 4 is linked with survey question 10. From the data analysis, it can be said that Zara needs to improve their motivational techniques that will help in retaining the employees more effectively. This is because Zara needs to reinvent and rediscover the motivational techniques that will be used by them for retaining the employees. Zara needs to consider that the demands and expectations of the employees change with time. Therefore, it is essential for Zara to identify the current motivational factors of the employees and use them appropriately. This will help Zara to retain the experienced and skilful employees in a better way.
According to the conclusion and inking with objectives, the recommendations include:
The researcher has evaluated the various pieces of literature while investigating the impact of employee motivation on employee retention. Therefore, the researcher has successfully conducted and completed a successful piece of research. This research can be used as an authentic source secondary resource for the future researchers. The researcher has also conducted an in-depth analysis of the various employee motivational factors that help in effective employee retention. This allows the future researchers to develop a deeper understanding of the potential employee motivational factors that ensure effective employee retention for the business organizations. Additionally, the researcher has used different models and theories of employee motivation and employee retention that can be used for future researchers.
However, the researcher has faced some limitations while conducting the research that has compromised with the quality of the work. A limited budget has restricted the researcher to access a wide range of resources. Therefore, the budget was a major issue for the researcher while conducting the survey for the data collection. On the other hand, time was another issue for the researcher that restricted the researcher to conduct the research with more time and opportunity. As a result, the researcher had to conduct and complete the within few months. Moreover, having close-ended survey questions restricted the survey participants to share their perspectives and opinions in detail regarding the impact of employee motivation on employee retention.
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