Introduction
Background of the Study
The Acorn Group corporation (AG) (Appendix 1) is an award-winning and leading recruitment and training company in the UK. The firm is committed to providing quality services to its customers, where it is confirmed that nearly 96% of the clients get satisfied. The AG is the partner to many international and local organisation which attracts many job-seekers. Besides, the company offers contract, temporary and permanent recruitment solutions to different employers by a portfolio of training, learning, and development programs. Being a member of Recruitment and Employment Confederation, the company has managed to effectively address customer’s needs as well as meet its ultimate objectives. Moreover, AG recognises talents, where its advisors, managers, directors, and consultants come from a variety of backgrounds (Whittington, Meskelis, Asare, and Beldona, 2017).
However, motivation among frontline employees in the company remains a major issue affecting its performance (Whittington, Meskelis, Asare, and Beldona, 2017). The firm’s performance may not be adversely affected so long as the frontline employees execute their duties and responsibilities accordingly (Whittington et al., 2017). Hence, the frontline employee’s play a very important role in the industry by ensuring the strategic plan put forth by management is implemented effectively (McGregor and Doshi, 2018). Currently, companies with the greatest control over customers experience have high potential of achieving their targets. As such, it is apparent that employee motivation is the greatest determinants of whether the workers become ambassadors or detractor of the firm (McGregor and Doshi, 2018). Besides, the recruitment industry has experienced a significant transformation due to rapid technological development (Saad, 2018). Initially, the sector used to advertise its activities in the newspaper, while today customers are sourced from internet forums such as linked in, websites and even social media platforms (Nilsson, 2017). In this case, the frontline employees have the most interactions with the clients and this creates the need for developing an effective human resource strategy to enhance motivation as well as retention (Nilsson, 2017). Thus, the focus is accorded on the hiring and retaining workers with good customer relationships as they play as the face of the company. Firms strive in ensuring employees are well motivated, a motivated individual is a performing individual.
Employee motivation depends on a wide range of factors such as job autonomy, excellent compensation systems, and a favorable working environment (Li, Wong, and Kim, 2017). The highly motivated workforce is usually committed to ensuring their deliver services based on customers wants and preferences. Seemingly, when customers get satisfied with the quality of services received, they reciprocate it by referring more people who would need similar services (Li et al., 2017). Quality service in such service industry includes how customers are treated while at the organisation’s territory. Undeniably, frontline employees daily interact with clients, and this imperatively requires them to remain motivated in order to effectively address various concerns.
Research Problem
However, few studies have examined the link between autonomy, motivation, and emotional exhaustion (Den Hartog and Belschak, 2012). Job autonomy is the inner endorsement of an individual’s actions, thus giving freedom in decisions, values, and interests (Den Hartog and Belschak, 2012). The freedom allows workers to be creative with ideas meant to improve their performance at a personal level. Accordingly, there is a positive correlation between autonomy and level of commitment among employees in the organisation (Uncle Elei, 2016). The practice of being the determiner of the procedures to conducting tasks gives an internal motivation and sense of responsibility on duties conducted (Saad, 2018). The employee is fully responsible for their work outcome. Autonomy also offers confidence as the workers become very creative and flexible in their jobs (Jafri, 2018). In this regard, most firms are determined in embracing job autonomy by allowing frontline employees to participate in the decision making. Additionally, confidence is built as individuals use their creative ideas to achieve the common goal of the organisation (Uncle Elei, 2016). Due to confidence, individuals tend to produce good results, and in circumstances where results are not as expected, every employee is responsible for developing with a creative idea to enhance achievement of anticipated results (Jafri, 2018). With the effective flow of ideas, employees can seek from each other for a much better outcome. Currently, most companies are immensely investing in human resources through facilitating their access to educational programs, creating a propitious working environment, and offering both monetary and non-monetary rewards (Zhao, Ghiselli, Law, and Ma, 2016). In the recruitment sector, a greater importance is normally accorded to administrative areas where autonomy plays an exceptional role in enhancing performance.
Aims of the Research
The ensuing study intends to examine strategies that should be employed by the AG to motivate its frontline employees. Specifically, the link between workers autonomy, motivation, and emotional exhaustion will be evaluated to develop effective answers to the study problem. Since AG is customer oriented, the research aims to establish how the frontline workers will be kept inspired to creating client value despite myriad challenges faced in the line of duty.
Research Objectives
The forthcoming study will be grounded in the following objectives:
1. To determine how AG can improve motivation among its frontline employees.
2. To evaluate the relationship between autonomy, motivation, and emotional exhaustion.
3. To examine the impacts of employee motivation on the performance of the company.
Research Questions
i. What is the level of relationship between motivation, autonomy, and emotional exhaustion?
iii. What are some of the effects of motivation on workers commitments and overall performance of the company?
Literature Review
hat measures must be employed by AG to increase motivation among its frontline employees?
ii. What is the level of relationship between motivation, autonomy, and emotional exhaustion?
iii. What are some of the effects of motivation on workers commitments and overall performance of the company?
Literature Review
Key Concepts
Employee motivation
Employee motivation as the willingness among the management to exert high levels of efforts towards business objectives, which is conditioned by the need to accurately satisfy customers’ needs (Abadi, Jalilvand, Sharif, Salimi, and Khanzadeh, 2011). Another study defined the concept as an action that stimulates workers to take a course of course which can satisfy psychological needs as well as accomplish specific objectives (Korschun, Bhattacharya, and Swain, 2014). Nilsson (2017) defines motivation as the process which accounts for employee intensity, persistence, and direction of efforts towards achieving organizational or personal goals. However, Alshmemri, Shahwan-Akl, and Maude (2017) claim that high levels of intensity do not yield expected outcome, and such require management to channel efforts towards a particular direction. Multiple theories have been unveiled which explains the role of motivation on employee commitments in the workplace, retentions, and job performance (Abadi et al., 2011). These groups include motivational needs theorists of Maslow and Mcclelland, equity, expectancy, and task and goal employee motivation theories (Zhao et al., 2016). Based on this knowledge, Al-Madi, Assal, Shrafat, and Zeglet (2017) using a mixed research examined the impact of motivating frontline employees on organisational commitment. Findings suggest motivation immensely contributes to the stellar performance of the company because of the inspiration among individuals to effectively execute their designed roles as projected. Saad (2018) proposed that business performance should be evaluated based on the level of employee motivation. In the globalised phase, all companies are required to stay competitive in a fierce environment by adopting best management practices that enhance autonomy and employee motivation (Choong, Wong, and Lau, 2011).
Autonomy
Employee autonomy is the ability to control work situations in order to achieve predetermined objectives (Burcharth, Præst Knudsen, and Søndergaard, 2017). Most often, the practice entails a choice in the selection of projects to pursue as well as roles (Burcharth et al., 2017). Studies suggest that companies are currently allowing frontline employees to make personal decisions, unlike traditional organisational settings that only gave such rights and privileges to upper management (Den Hartog and Belschak, 2012). Essentially, giving staff much autonomy substantially contributes to employee motivation and engagement which ultimately enables them to apply creative strategies to effectively accomplish set objectives (Giancola, 2012). Hence, different methods are applied by businesses to promote employee autonomy based on the business model and the types of projects being implemented (Giancola, 2012). Autonomy is beneficial to the company and individuals. Satisfied and motivated employees are more productive and innovative which eventually contributes to the overall success (Jafri, 2018). Moreover, allowing employees to formulate their own decisions creates a strong corporate culture that improves job security and respect for the individual’s work (Mani, 2010). On the other hand, autonomy enables workers to bear more responsibility and ownership of the work, hence increasing motivation and commitments in ensuring organisational roles are achieved (Rolfsen and Langeland, 2012). However, there is limited literature regarding the impacts of autonomy on frontline employees (Uncle Elei, 2016). Hence, the forthcoming research will capitalise on this information to evaluate its influence on an individual’s motivation and contribution towards AG’s success.
Emotional exhaustion
According to Xu et al. (2017), emotional exhaustion is defined as a chronic state that results from excessive personal and job demands and continuous stress. For the case of employees, emotional exhaustion is caused by multiple factors including; supervisory regulation of display rules, coping strategies, emotional culture, and personal resources (Alarcon, 2011). Xu et al. (2016) link emotional exhaustion to organisational and individual outcomes. In fact, emotionally exhausted workers have lower commitments and higher turnover intentions which collectively results in reduced motivation and performance. Studies indicate that emotionally exhausted employees often experience family difficulties and depression, which adversely affects their determination towards achieving both personal and business objectives (Chen, Chang, and Wang, 2018). Similarly, Rathi, and Lee (2016) proposed that emotional exhaustion is negatively associated with job satisfaction and organisation commitment; hence, implying that the management has a central role in creating a favourable working environment to enhance motivation. Highly stressed individuals usually lack innovate skills which are a prerequisite in enhancing competitive edge in the contemporary business environment.
Employee Motivation Theories
Over the decades, social scientists have been studying motivation to find out what drives people’s behaviour in the workplace (Hokroh, 2014). The theories that influence motivation can be divided into two broad categories that include need-based and process-based. Maslow hierarchy of needs states that it is necessary to meet people’s most basic needs to motivate them to focus on achieving higher levels of needs (Joseph, 2015). The hierarchy is divided into self-actualization, physiological, esteem, belonging and safety. In the workplace, it is applied whereby employees are given support in different aspects of life outside the working environment (Alshmemri, Shahwan-Akl, and Maude, 2017). Alderfer ERG theory argues that basic human needs can be grouped into three categories including relatedness, existence and growth which correspond to the hierarchical approach (Cascio, 2018). Two-Factor Theory by Frederick Herzberg proposes that aspects that satisfy employees re completely different from the lead to dissatisfaction (Lazaroiu, 2015a). Hygiene factors cause dissatisfaction of workers while motivators are intrinsic to the job. The acquired needs theory by David McClelland’s indicates that life experiences make an individual to gain three types of needs that include affiliation, power and achievement (Nilsson, 2017). The hierarchy of needs, ERG, Two-factor and acquired needs are classified under the need-based theories.
Process-based theories involve equity, expectancy and reinforcement approaches (Whittington, Meskelis, Asare, and Beldona, 2017). From the expectancy theory, a person behaves in a way depending on the expected outcomes and is based on three elements that encompass expectancy, instrumentality and valence (Lazaroiu, 2015b). The reinforcement theory considers behaviour as a function of its outcomes and the interventions used include positive and negative reinforcements, punishment and extinction (Korschun, Bhattacharya and Swain, 2014). They aim at either increasing the frequency of desired behaviours or reducing the occurrence of undesired behaviour (Furlich, 2016). Lastly, based on the equity theory, individuals are motivated by a sense of fairness in their interactions (Raza et al., 2017). Perceived fairness results from equality in input-to-outcome ratio brought by people in the same situation. Perception of inequities creates high tension.
Research Methodology
Research Design
The forthcoming research aims to examine how to motivate frontline employees in the recruitment industry. In order to achieve appropriate results, the primary focus will be accorded on unravelling the link between autonomy, motivation and emotional exhaustion. By doing so, there are high chances of developing effective recommendations that should be adopted by management to improve workers motivation which is vital for success. In light of this, a qualitative approach will be used to gather primary data from the field (Denny and Weckesser, 2018). Since there are rich data and theories on motivation, the qualitative approach offers flexibility that allows the researcher to incorporate secondary sources in the findings. In this context, the qualitative design is preferred because it will give the opportunity to get in-depth information concerning employee motivation practices employed at AG (Gillett-Swan, 2017). For instance, the strong rapport created between the interviewer and subjects assists in collecting accurate and relevant data concerning the study problem. Additionally, qualitative design will be used because it will assist in assigning predictive value to particular information (Malina, Nørreklit, and Selto, 2011). As a result, the flexibility aspect will provide the basis for basing on theoretical concepts, personal knowledge, and primary data to formulate the results.
Sampling Method
Random sampling will be used to select 30 respondents from the target population. In fact, 25 frontline employees and 5 managers from AG will be subjected to questionnaires and semi-structured interviews respectively. Through probability sampling, every participant will have an equal opportunity of being selected and this will eventually reduce susceptibility to biases (Etikan, 2017). A simple random sampling will be generated by obtaining an exhaustive list of the larger population. Moreover, the method is preferred for selecting respondents because it is easy to use as well as enhances accurate representation (Liu, Chai and Wen, 2014).
Sample Size
The research targets 30 individuals, including the management and frontline employees. In this context, frontline workers are expected to provide first-hand information on various aspects within the organisation, which influence their commitments in ensuring predetermined goals are achieved. Targeting 25 people is an appropriate representation of the entire population in the AG as this will give the real picture of the human resource practices that currently influence motivation (Robinson, 2013). Targeting 5 subjects from top management will assist to get an understanding about current policy being applied in the firm to enhance motivation and retention among the workforce.
Research Instruments
In order to gather adequate information about the research problems, multiple instruments such as semi-structured questionnaires and digital video recorders will be used. According to Donahue, Forest and Vallerand (2012), the use of a variety of tools will help to ensure all data is collected and appropriately sorted as required. The questionnaires will be used because they allow the collection of detailed information from respondents. Other benefits associated with questionnaires include cost-efficient and simple to administer. Digital recorders will be used to the entire conversations during interviews to preserve the data for future reference. Similarly, enumerators will also record information that will specifically answer the research problems. The interviews will be used because they provide the chance for the researcher to ask for clarifications and meaning of specific issues that were not clear (Sutton and Austin, 2015). They are also simple to administer as well as a fast method to gather information from the subjects, unlike the questionnaire where individuals may offer false data. The interviews are more accurate since respondents are requested to elaborate on some issues that may seem new or controversial. Therefore, the use of multiple instruments will help in ensuring adequate data is effectively collected for the analysis.
Data Collection Process
The secondary data will be collected by reviewing previous studies on employee motivation in the recruitment industry. Essentially, the practice will shed light on the expected findings. Semi-structured interviews will be conducted in the organisation in a closed room to enhance confidentiality (Keck, 2015). In this case, 2 enumerators will be hired to conduct the interviews. Due to their vast experience in collecting information, there is an increased possibility of creating rapport with interviewees. Ultimately, this initiative will positively influence the subjects to share their views and opinion based on their knowledge and understanding of the matter (Morgan, Ataie, Carder, and Hoffman, 2013). Specifically, 5 managers will be subjected to interviews while 25 employees will fill questionnaires. Frontline employees will be given 6 hours to fill questionnaires whereas every session for interviews will take 20 minutes. Finally, the data gathering process is expected to be completed within 30 days to provide an adequate period for analysis and presentation.
Data Analysis
The raw data will be analysed using a thematic approach where key themes and patterns in the research will be established based on the research questions (Javadi and Zarea, 2016). For instance, all the key themes evident in both primary and secondary sources will be identified to create appropriate answers for the study. Notably, the method is preferred for this research because it is simple, thus, increasing the possibility of developing accurate and reliable solutions to the problem (Walters, 2016). Secondly, the method will aid in ensuring the raw data is examined in a consistent and exhaustive manner, which will provide the opportunity for creating reliable answers to the study questions (Sutton and Austin, 2015). Since the research intends to assess the influence of autonomy and emotional exhaustion on employee motivation, the thematic approach will offer the chance to deeply focus on the issue in order to generate high-quality results. Moreover, the thematic approach enhances flexibility which will give the chance to create broad patterns in the data, essential for granular analysis (Thiersch and Marckmann, 2014). All the identified themes will be extracted from the study and corded to allow the opportunity to entirely focus on the research questions.
Validity, Reliability, and Generalisation
Validity
In this case, validity of the results will be enhanced through increasing randomisation to reduce sample bias. Since random sampling will be used for the research, screening questions will be applied to eliminate individuals who members of the target group are not (Markgraf, n.d.).
Reliability
The enumerators will be required to conduct respondent validation through taking their interpretation of data back to the individuals involved to determine the extent by which their views are included. Finally, inter-rater reliability will be performed by using different researchers to interpret the data.
Generalisation
Generalisation of the findings will be grounded on the motivational theory, researcher views, and individuals’ responses. The strategy will play an instrumental role in ensuring wrong information provided by the subjects is excluded from the results (Tsang, 2014).
Political and Ethical Implication
Ethical Implication
The research will be grounded on two major ethical principles including; informed consent and respect for anonymity and confidentiality (Lowman and Palys, 2013). Informed consent will be enhanced by providing a precise explanation about potential benefits and risks associated with the project (Plankey-Videla, 2012). Employing this initiative will ostensibly ensure subjects participates in the research on a voluntary basis. On the other hand, anonymity and confidentiality will be enhanced by ensuring the names of respondents and collected data is protected from unauthorised access (Lancaster, 2016).
Political Implications
The research will comply with political implications by ensuring the data collection process does not infringe the rights of the respondents (Gkinopoulos, 2017). Such an objective will be enhanced by protecting participants from physical or psychological harm. For instance, the collected data and individuals’ identities will remain confidential. Additionally, the finding will be used for the indented purpose; particularly for enhancing human resource management practices and to fulfil academic requirements as well.
Access and Action Plan
To gain access for data collection, a request letter will be addressed to the management of AG to seek permission for conducting interviews in the business. The letter will explain the importance of the research and potential measures put forth to enhance the confidentiality of the results (Plankey-Videla, 2012). The secondary sources on employee motivation theories, autonomy, and emotional exhaustion will be accessed from the internet (Petrova, 2011). Fundamentally, only most recent journals will be used in the research to enhance relevance and further provide deeper insights on factors affecting employee motivation in the contemporary business environment.
The entire research will be conducted as follows:
Figure 1.1 Action Plan based on a Gantt chart
Activities
Period Jan-Feb 2019 March-April 2019 May- July 2019 August 2019 September 2019
To develop the introduction
To write a literature review section
Compose methodology and gather relevant data
To analyse raw data and present finding and conclusion
Proofread and submit the final research for grading.
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Appendix 1:
The Acorn Group is an award-winning Acorn Group is one of the UK’s leading recruitment and training companies.
On-going research confirms that over 96% of our clients would happily recommend Acorn to others (industry average is 87%), and 98% of job-seekers find Acorn’s service levels to be better than other agencies (industry average is 77%).
These figures are testament to Acorn’s philosophy that people are at the heart of our business and why Acorn is the partner of choice for many national and international organisations, and job-seekers alike.
Acorn offers permanent, temporary and contract recruitment solutions to employers, supported by a portfolio of training, learning and development solutions.
Acorn is a member of the Recruitment & Employment Confederation (REC) and is Investors in People and ISO accredited.
Key facts about Acorn
• Acorn’s Learning and Development Division is the winner of the Provider Award for Social Responsiveness at the Apprenticeship Awards Cymru / Wales 2013 having been awarded the ‘Apprenticeship Provider of the Year’ award in 2011
• Up to 6,500 agency workers are placed by Acorn into positions for both SME and multi-national organisations each week
• Acorn completes nearly 1,700 permanent placements each year
• Delivers training to more than 1,000 individuals each month
• Each day Acorn supplies people to up to 1,200 active client companies
• Acorn’s Learning & Development Division is a lead contractor for the Welsh Government
• In 2002, Acorn won the award for ‘Best UK Regional Recruitment Firm’ at the Professional Recruiter Awards. That same year, Acorn was also presented with the ‘Gold Award’ – for the best of all the category winners industry-wide across the UK
• In 2007, Acorn was independently nominated as a finalist for two national industry awards
• Acorn is fully-licensed with the Gangmasters Licensing Authority (reg no ACOR0003)
• The Acorn Group comprises of Acorn and Acorn Global. Acorn’s ultimate parent company is Synergie, Europe’s 5th largest recruitment firm, and 15th globally, with approximately 600 branches across Europe, Canada and Australia, and a turnover of circa €1.7bn.
The support we provide to all our customers, learners and candidates is responsive, versatile and effective, and based on the following values:
Our services and the way we deliver them, must ultimately bring value to all our customers, clients and stakeholders. By providing value to our customers, we retain relationships and develop long-term strategic partnerships.
We are a nationwide business that encourages localised decision-making. Individual employees and managers feel confident when using their own initiative, which ensures we respond swiftly and decisively to support those who are relying on our services.
We are socially responsible in everything we do. We support our local communities and pride ourselves on being an employer of choice.
We do our utmost to achieve the very best for our customers, candidates, learners, colleagues and for ourselves. Our business provides effective leadership and supports individual development, to ensure staff are proficient and comfortable in managing independently and within their wider teams. We do so by encouraging diversity and equality of opportunity.
When working with others we are professional, open, loyal, candid and responsive. We earn the right to successful relationships through demonstrating high levels of honesty, trust and integrity.
We recognise talent when we see it, so you don’t necessarily need to have experience in recruitment, training or sales to join us. In fact, many of our best performing resources, advisors, consultants, managers and directors have come from a variety of backgrounds including professional sports, the fire service and armed forces.
Acorn is dedicated to developing and maintaining relationships with businesses and charities across the UK. We work closely with professional trade bodies / agencies, chambers of commerce, business clubs, sports groups, societies, local communities and charities to share best practice and encourage valuable partnerships for everyone we work with. (Acorn website, 2018)