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Introduction
1.1 Aims and Objectives of Research Here researcher selected to Critically Evaluate How Tesco Express Leyton uses NonFinancial Motivation Techniques to reduce the absenteeism among employees, at all level. And for this aim researcher selected the following objectives. 1) Critically analysis of Non-Financial Motivation on Herzbergs motivation/Hygiene factor Theory, Maslows hierarchy of needs theory, Alderfers ERG Theory and Daniel Pinks non-financial motivation theory and comparative analysis of these theories. 2) Motivation techniques used by Tesco to motivate its employees. This information will be collected from the website as secondary information and from store Manager and employees as primary information. 3) How effectively both financial and non-motivation techniques used by Tesco, as it is shown or mentioned by the higher level authority. 4) To suggest that what improvement and suggestions could the company can make for the further improvement. According to the aims and objectives mentioned above researcher has mentioned the rewards and benefits provided by Tesco to its employees. Then critically evaluate the theories given by above mentioned theorist and then related it with the data collected through the questionnaire and the interview. 1.2 Introduction of the chapter In this chapter researcher has given basic information about the Tesco, when it founded, and how it is doing business in 21st century since its establishment. The information regarding the market share of Tesco in current years and criticism with its opening in new areas which affects the sale of corner shop is also mentioned here. Researcher also mentioned about the benefits and rewards provided by Tesco to its employees. The research is about the motivation and particularly the kind of non-financial motivation provided by Tesco to its employees to reduce absenteeism. So it is very important to know about both financial and

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non-financial rewards and benefits provided by Tesco to its employees and how satisfied the employees are with these rewards and benefits. 1.3 Introduction of the company Figure 1.1 logo of Tesco

(Source: markgorman.files.wordpress.com/2008/10/tesco.jpg) Tesco, founded by Jack Cohen in 1919, started its business to sell surplus groceries. Now in 21st century as a part of its internationalisation had expanded over many countries from its traditional UK supermarkets (Tescocorporate.com, March 2007). Tesco have more than 250,000 employees in UK, and over 450,000 staff worldwide having an access of 250 million populations. Though it is quite difficult to manage these much of employees, Tesco is having a range of rewards and motivational schemes for its employees. It includes both financial and non-financial motivation. As a part of financial motivation Tesco employees get discount in purchase, different kind of financial rewards etc. While in terms of non-financial motivation employees get benefits in health, share and non-financial rewards etc. A core part of the expansion strategy of Tesco is the innovative use of Technology. Tesco was the first retailer in UK to use the self service till and also the cameras to reduce the queues (Cio.co.uk. Retrieved 16/04/2010). The slogan of the Tesco which is Every little helps is used to show its commitment towards the customers. It is the part of the ethos and culture of the company. The company use to survey the employees to gauge the motivation and also to identify the level of training required by the employees. Individuals can plan for the future career development which is very important for the employee (Armstrong, M 2005). Tesco is having a four key element strategy, which includes efficient UK core business, growth in non-food sector, effective retailing services to customers and international growth. Tesco not only concentrate on price cuts, but also try to improve the
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availability of the product, good services and extended trading hours. Tesco is listed on the London Stock Exchange with the symbol TSCO. Tesco is having 16.2% market share in UK market. It also established itself as the no.1 in internet business for the grocery. With internet business Tesco can reach around the 90% of the UK population and also make more than 70,000 weekly deliveries. Tesco is opening up new growth market in Central Europe and Asia. In October 2009, Tesco records its half yearly profits of 1.1 bn. As far as UK is concern its having around 700 stores and is the largest food retailer in the UK (Kantar International, 2010). Market share of Tesco is continuously increasing due to its cheaper price policy. At the end of Feb 2010, Tesco UK store portfolio was as follows: Table 1.1 Tesco UK Store portfolio
Total Total Mean Mean Percentage +/- Stores 2008/9 11 13 10 125 5 3 167

Format

Number

area (m) area (sq ft) area (m) area (sq ft) of space 1,172,622 12,622,000 6,625 1,247,967 13,433,000 2,786 188,129 197,419 62,430 37,904 2,025,000 2,125,000 672,000 408,000 1,081 205 126 3,790 71,310 29,984 11,638 2,211 1,357 40,800 14,087 40.35% 42.94% 6.47% 6.79% 2.15% 1.30% 100%

Tesco Extra

177

Tesco Superstores 448 Tesco Metro Tesco Express One Stop 174 1001 512

Tesco Home plus 10 Total 2,306

2,906,471 30,877,000 1,309

Source: Tesco Plc Preliminary Results 2009/10 http://www.tescoplc.com/plc/ir/pres_results/analyst_packs/ap2009/prelim09/prelim09.pdf According to Kantar world panel market survey, Tesco - U.K being a biggest retailer with 30.5% of the grocery market share. While ASDA comes second with 16.9% of the market share and Sainsburys stood third with slightly difference with ASDAs market share (See Table 1.2)
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Table 1.2 UK Grocery Market Share

Market Share December 2009 30.5% 16.9% 16.3% 12.3% +/- from December 2008 0.1% 0.1% 0.2% 0.5%

Supermarket

Tesco ASDA Sainsbury's Morrison

(Source: www. Advfn.com/lse/sharenews.asp?sharenews=TSCO&article=41054419&headline=tesco-ukgrocery-marketr-share-up-at30-5-12-weeks-to-dec-27) AT the end of the year 2006 Tesco was the biggest supermarket store comes after Wal-Mart, Carrefour and Home Depot. It was at the number fourth. But after 2007 it was ahead than Home Depot and at the number third in the world (Advfn.com). Though world is facing recession from 2008, Tesco made good profit records, being a British company from 2009 to Feb. 2010. And now Tesco also plans to offer around 15,000 new jobs and from these around 9,000 will be in UK only (Guardian News and Media Limited, 20/04/2010). Tesco was voted as Employer of the Year in 2004. The reason behind this is it recognises the importance of motivated and committed staff for the performance of the company. That is why Tesco had invested 12 m in that year only for the training scheme and it is totally based on the Herzbergs motivation theory. And as a result Tesco is showing record sales growth and profits. That is the proof that how it is helpful for the business to keep staff motivated. For Tesco, its business will continue to compete effectively and there is plenty of opportunity to come for its international business. Tesco had started the diversification strategy in 1997, which is the foundation for the Tescos current success. Tesco is having more than 45% of its selling space outside the United Kingdom and from this market Tesco is having a turnover of more than 5bn. Tesco has already moved itself from domestic player to

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an international retailer in short term. To accelerate the growth, Tesco had concentrated mainly in two regions, which are Asia and Europe. In this region Tesco is currently having access to around 260m of population. And now operates in more than 13 countries worldwide. It had opened its stores under the name Fresh and Easy in US. Tesco was voted the Best Employer of the Year in 2004. The reason behind this is, Tesco knows the importance of the motivated staff, and ensuring that to retain the motivation of the employees regarding their performance. That is the reason why Tesco is investing lot of money in the training schemes and most of the schemes are based on the Herzbergs motivators rather than satisfiers from his theory. For example Tesco is providing, Innovative and additional lines of communication between managers and employees. New schemes where senior management spent few days around a week on the shop floor to listen the ideas and suggestions from the customers and employees. Talent spotting scheme to give lift to the promotional ladder on the shop floor. Understanding of individual employee situation in better way.

The result of all these initiatives is that Tesco is continuing to show record sales growth and profits - proof if it were needed that keeping staff motivated is good for business. (http://www.oasisedinburgh.com/pe04_mot_at_work.html#top) It is very important to mention about the criticism facing by Tesco, after opening new stores in corner areas which affecting the sale of small corner shops and local businesses. In march 2007, residents of Bourneville, Birmingham opposed the opening of new Tesco stores (Michaelwilkes.mycouncillor.org.uk, Retrieved 16/04/2010). Then after, it faces widespread opposition from local businessmen for opening of a large Tesco store in St. Albans, Hertfordshire. However the expansion of Tesco is not opposed by everyone. As plans for opening of new Tesco store is warmly received by local council and also by the member of public (Thisisgrimsby.com, 29th Jan, 2009). 1.4 Rewards and Benefits provided by Tesco If we talk about the kind of benefits provided by Tesco to its employees than first comes the privilege card, by this employee can get 10pc of employee discount on any product they purchase from Tesco. For company like Tesco it is very important that its people feel

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motivated and rewarded for the work they do. That is the reason in UK, 207,000 employees has received 98 million worth of shares for free in shares in Success scheme in 2009. Apart from this employees also offered additional discounts on some of the products they buy during Christmas. From last 21 years Tesco is offering save as you earn share plan to its employees. Along with this there is one more scheme called Buy as you earn- BAYE, where employees can buy shares out of their gross pay, and that is also free from tax. This scheme is open to all employees who are working with Tesco for more than 3 months (peopleattesco.com, 27/05/10). These could be the great reward from the board of Tesco as a part of the success with the help of the employees. Share in success is the scheme where employees are eligible if they are working with Tesco for more than a year. In this scheme company gives free share to its employees, that is around the value of a certain percentage of their earnings. Save as you earn is the scheme for the employees of the Tesco who worked for the company at least a year. This gives employee a chance to save an amount of their choice, which comes out of their wage every month either a 3 year or 5 year period. And at the end of this period they receive tax-free bonus amount and also have option to use the money to buy share of Tesco at discounted price. Tesco is also emphasising in giving total security and peace of mind to its employees after retirement. That is the reason why Tesco is providing strong pension scheme to its staff after retirement, which is the strong part of the benefit package for the employees. Tesco is also providing private medical insurance for some mangers and healthcare cash plan for all the staff (Employeebenefits.co.uk, 13/06/10). Tesco knows it better that people would love to join any organisation, if they treated there with trust and respect, helpful manager; they find the job interesting and the opportunity to get on. That is the reason why Tesco has included these four things to its career site to encourage people to join the company (http://www.tesco-careers.com/home/working). Tesco is offering flexitime working, part time roles, job sharing and shift swapping opportunities where possible to its employees. Being a company having highest market share in UK market, Tesco always looking for ambitious people who are very much interested in progress of the company. As a part of Every little helps Tesco has given commitment to its employees that company will
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provide the opportunity to get on so that employees are able to get the excellent training and support they need during their job and develop their career at Tesco. It also uses the Talent Planning to identify the hidden talents within the organisation and promote them in the company. There are over 80pc of the management positions which are recruited from within. The current Chief Executive of Tesco has joined the company in 1979, as a management trainee. What Tesco believes is There are people and then there are Tesco people. Tesco people are easy to spot as they are passionate about retail, focussing on the customer and committed to treating people in a fair and consistent way (www.tesco-

careers.com/home/working). One more important thing about Tesco is, it runs a career break scheme, which allows the employees to take time out from their work for any purpose, like further study, travel or prolonged illness. An employee can use this benefit if he/she working with Tesco for more than 2 years (ciao.co.uk/Tesco_Review). 1.5 Conclusion Tesco, founded in 1919 is now grown up as market leader in UK having market share of 30.5pc in Dec. 2009. Tesco made its expansion with different kind of stores from Tesco Extra large store to Tesco Express a small corner shop. Tesco is providing excellent rewards and benefits to its employees and this is the reason as Tesco gets best employer of the year award for the year 2004. Tesco provides benefits like 10pc of the employee discount on purchasing any product from the Tesco, part of the share to the employees, and excellent pension scheme. It also won the Retailer of the year award for the year 2008. In current scenario where world global retail sales are showing decline, Tesco have achieved sales gain of 13pc in the UK markets and also 26pc of growth in the international markets. Tesco provides not only financial benefits to its employees but also concentrate on different kind of non-financial motivators mentioned by Herzberg in his two factors theory as motivators as it knows the importance of non-financial motivation, especially in recession economy. That is why great level of communication prevailing between managers and employees.

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2. Literature Review
2.1 Introduction According to Jankowicz (2009), Knowledge can never exist in emptiness, and the work of the person has importance in relation to other people. Findings of the researcher is only considerable to the extent as it is same or quite diverse from other peoples work and research A literature review according to Beardwell et al (2007) is a "broad, intellectual, complete, exhaustively systematic and critical review of academic publications, unpublished scholarly print material, audiovisual material and personal communication". The main purpose of a literature review is to impart the readers the ideas, information and knowledge that has been already authenticated regarding the chosen topic. The review of related literature must be guided by a general idea; it must also include the strengths and weaknesses of the topic. The author has decided to study how TescoExpress Leyton uses non-financial motivation techniques for its employees and also suggest, what Herzberg and other author said about non-financial motivation. In this literature review part, researcher has given introduction about the difference between financial and nonfinancial motivation. Then after researcher has selected the theories given by Herzberg, Maslow, Alderfer and Daniel Pink on non-financial motivation and reviews these theories with what critics says about these theories and how far they are right about their critics. Researcher has also discussed the different factors related to the non-financial motivation. How far non-financial motivation is relevant in recession economy, is also discussed at the last. 2.2 Motivation As far as the study of the motivation is concerned, it is described as the path and the purpose of the achievement in general terms. Motivation is concerned with people, as what is the reason behind choosing particular action, even there is wide range of difficulties and problems involved with that action. The basic concept of the motivation is, certain actions or achievement of the human being to derive particular goal and at the end it satisfy certain needs or expectation of the person (Mullins, L. 2007). It is said by Richard Templar, to motivate employees whenever they do something good, tell them again and again, put that in

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writing in company news letter or send them a memo - keep doing such kind of thing. That is the very fast and cheapest method of motivating staff at the workforce.

Figure 2.1 carrots and stick motivation According to Mitchell there are four common characteristics which defines the motivation are, motivation is specified as an individual phenomenon, it is generally

intentional, having many sides and the main purpose is to predict behaviour. He defines motivation as, a level up to an individual choose to keep him/her engage in certain type of specified behaviour (Mullins, L. 2007). It can be said that the performance of the person is the mixture of motivation and the ability to achieve the desire. As motivation is influenced by many variables, it revolves around the twelve important human needs (Templar, R. 2010). This factor includes family, health, spirituality, leisure, mobility, environment, safety etc. In simple terms different kind of needs could be categorised in different ways, for example simple divisions can be categorised in physiological needs and social motives into intrinsic needs. An intrinsic need is associated with non-tangible rewards or psychological rewards such as ability, skills, appreciation, positive recognition etc. Intrinsic rewards are usually determined by the actions and behaviours of the managers (Rothwell et al, 2004). According to kets de Vries, successful companies having a set of values that create the perfect conditions for the good employee performance. He also suggested that if companies want to get the best performance from its employees, it has to set a higher level of motivational needs system in the organisation which includes affiliation, assertion, exploration etc. Argyle had given very important threefold classification of motivation at work place, which includes the Economic rewards which are associated with pay and money
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related motivation, Intrinsic rewards associated with non-financial motivation and Social relationship such as group working, and the desire of affiliation (Armstrong, M. 2006) 2.2.1 Non financial motivation Non financial motivational rewards method is the idea of identifying either individual or team of employees for the praise or acknowledgement. The size and the scope vary tremendously for the non-financial motivation. According to Rothwell, a non-financial reward given in the recognition of accomplishment like, good customer service or help to the colleagues, which is generally not related to the pre-determined target. The term non-financial motivation is not necessarily means the recognition provided should not have any financial value. But it means whatever recognition given, it is not just the money related. According to the report y IDS (2002), the act of recognition and the esteem given to the employees is the heart of the motivation provided as non-financial motivation. And this method is likely to be more memorable than the case reward (Daniel Pink, 2009) There are many different ways for making non-financial motivation in practice. Employee acknowledged by manager in words or in written, giving rewards such as, declaring the employee, as employee of the week or month. As per the IDS report (2002) the most influential factor for deciding the nature of motivation is the culture of the organisation. That decides that what kind of motivation would be appropriate for the employees in the organisation 2.2.2 Approaches to motivation at work From the 20th century different approaches in the organisation and management has constantly changed the concept of motivation. Earlier writers, Like F. W. Taylor had compare motivation with the economic needs. He said that workers are motivated only through higher wages paid. This approach is known as the rational-economic concept of motivation (Taylor, F. 2003). While the later Human relation writers, believed that people love to work to satisfy their different needs and not all related to the monetary rewards (Herzberg, Maslow...). They also emphasised on the importance of the social needs of the individuals. And this approach to the organisation and the management led the social concept of the motivation. After the findings of the Hawthorne, neo-human relation writers had done lots of work on it. Now more attention has given to intrinsically satisfying work. Personal adjustment of the
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individual within the organisation got more focus. And this approach was known as the selfactualisation concept of the motivation. Figure: 2.2

Source: p2pfoundation.net/Intrinsic_vs._Extrinsic_Motivation As per the figure 2.1 there are 4 kind of motivation, from that intrinsic motivation is important as employee get self motivation compare to extrinsic motivation. While positive motivation motivate towards goal and negative motivation is away from something you want to avoid (Kanfer, R. 2008). 2.3 Definition given by different Authors There are many theories which are trying to explain the meaning and nature of the motivation. Due to the complexity of the motivation and no single theory explains the meaning of motivation, it is important to learn theories of motivation given by different writers at the different times. The main approach to study the motivation is to understand the internal cognitive process (Kets de vires, 2010). This helps managers to understand the

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behaviour of the staff on particular work conditions. Cognitive theories are divided in two approaches, i.e., content theories and process theories (Mullins, L. 2007). Content theories explain the particular things which motivate the individuals at work. It actually concern with peoples needs and their relative strengths. The theories which content theories include are Maslows hierarchy of needs; Alderfers modified need hierarchy, Herzbergs two factor theory. While process theories includes expectancy based model of vroom and also of porter and Lawler. Here author has decided to consider Herzbergs two factor theory, Alderfers modified need theory and Maslows hierarchy of needs theory for the review of the different Non-financial motivational factors offered by Tesco to reduce the absenteeism among its employees. And theory given by Daniel Pink regarding Money is not a motivator in his latest work Drive: for current scenario. Author has also considered the theories given by author regarding non-financial motivation after 2000. As this could be helpful in learning the current views on motivation, especially the views related to non-financial motivation. Here author has also considered the factors affecting the non-financial motivation given by different authors. 2.3.1 Fredrick Herzberg Herzberg said that people have generally two kinds of needs, as one is an animal to avoid pain and the other is as human being to grow psychologically. In his book, The Motivation to Work, which is originally on 200 engineers and accountant in Pittsburgh mentioned in his theory, which is also known as Motivation-Hygiene theory, says about the factors at the workplace which cause job satisfaction, while others cause dissatisfaction. These engineers and accountants were asked to speak about the time when they feel really good or extremely bad about their current job or earlier job? (Mullins, L.2007). Herzbergs two-factor theory has extended Maslows hierarchy of needs theory. According to Herzberg, people not pleased with contentment of lower order needs at work. They look for the satisfaction of the higher order psychological needs through recognition, achievement, and responsibility and by the nature of work itself. The motivation-hygiene theory suggests that if management of the company provides positive motivation then not only hygiene factor, but also motivating factor also given attention (Armstrong, M. 2009).

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The factors, if absent cause dissatisfaction are related to the job context and extrinsic in nature known as hygiene factor. Hygiene factors are quite similar to the lower order needs of the Maslows hierarchy theory. While the other factors, if present motivate the individual towards superior performance. These are related to job content of the work and known as motivators. Table 2.1 Herzbergs Two Factor Theory Motivators - Satisfiers Achievement Recognition Nature of the work Hygiene Factors Dissatisfiers Company Policy and Administration Supervision Salary Interpersonal Relations with Responsibility Growth and Advancement Working Conditions supervisor

(Source: Herzberg, 19799) According to Herzberg, motivators contribute to the job dissatisfaction, but in small amount. On the contrary hygiene factors contribute very little to job satisfaction. Herzberg had presented lots of evidence to prove his motivation-hygiene theory, unlike other authors. Herzberg often referred to these hygiene factors as "KITA" factors, where KITA is an acronym for Kick In The Ass, the process of providing incentives or a threat of punishment to cause someone to do something (Hoffmann S. 2007). Herzberg said that these would be helpful in short-run success because the motivator factors which are important to conclude whether there is pleasure or no contentment are intrinsic in nature, and does not result from carrot and stick incentives (Armstrong M. 2007). 2.3.2 Maslows hierarchy of needs theory According to Maslow people always wants more then what they have in recent situation. But he also said that human needs are always arranged in the series of different
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needs and as one needs satisfied the person will go for other higher order needs (Armstrong M, 2007). Maslow has mentioned that once the need of the person is satisfied than it will be no longer a motivator for the person (Maslow, A. 2000). Figure 2.3Maslows Hierarchy of needs theory

Source: Maslow's Hierarchy of Needs.svg

Physiological Needs: This includes the basic needs like hunger, thirst, sleep etc to satisfy. Safety Needs: It includes the freedom from pain, safety and security etc. employees of the company have to come out of fear of this basic threat to reach the highest level of efficiency. While the substantial threats in the work atmosphere can be clear by security people, cameras, and approachable management workforce. The company also needs to provide the retirement benefits, job security etc to the employees to fulfill their safety needs. Social Needs: Generate a feeling of acceptance, belonging, and community by reinforcing team dynamics, planning team-based projects and social events. Esteem Needs: It also known as ego needs. This need includes both the self esteem and respect from others. As far as motivation is concern it recognize achievements, assign significant project, and provide status to make employees feel valued and appreciated.

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Self-Actualization: This need contains both the development and the realization of whole potential of the person. As its motivational definition is concern it offer challenging and important work coursework which enable innovation, creativeness, and progress according to long-term goals. Provide opportunities that would allow your employees to reach their full career potential (Maslow A. 2000). It is very important to know that everyone is not motivated by the same needs. At various points in their lives and careers, various employees will be motivated by completely different needs. It is imperative that you recognize each employees needs that are currently being pursued. Though Maslows hierarchy makes sense intuitively, little evidence supports its strict hierarchy. Actually, recent research challenges the order imposed by Maslows pyramid. As an example, in some cultures, social needs are regarded higher than any others. Further, Maslows hierarchy fails to explain the starving artist scenario, in which the need for aesthetic supersedes physical needs. Additionally, little evidence suggests that people satisfy exclusively one motivating need at a time (Linstead et al, 2009). While scientific support fails to reinforce Maslows hierarchy, his theory is very popular, being the introductory motivation theory for many students and managers, worldwide. 2.3.3 Alderfers ERG theory of motivation: Clayton Alderfers revision of Abraham Maslows Hierarchy of Needs, called the ERG Theory appeared in The Psychological Review in an article titled An Empirical Test of a New Theory of Human Need. Alderfers contribution to organizational behavior was dubbed the ERG theory, and was created to align Maslows motivation theory more closely with empirical research (Koontz, H. 2006). Clayton Alderfer had revised Maslows Hierarchy of Needs theory, and named it ERG theory (Existence, Relatedness, and Growth) in article named An Empirical Test of a New Theory of Human Need. (Hoffman, S. 2007).

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Figure 2.4

(Source: http://www.vectorstudy.com/management_theories/img/erg_theory.gif) In Existence Needs consists of physiological and safety needs, Relatedness Needs consists of social and external esteem while Growth Needs includes internal esteem and selfactualisation (See Figure 2.2). As per the ERG Theory these three categories of needs are vary from person to person and managers must recognise it. Alderfers theory is basically an extension of two theories called Maslows hierarchy of needs and Hertzbergs two factor theory of motivation. Alderfer had shown that there is value in differentiating needs and also there is a differentiation between higher and lower order needs (Alderfer, 1979). In his research Alderfer discovered that there is some sort of overlapping in security, social and physiological needs. Based on this he differentiated various needs in three categories, which are Existence needs, Relatedness needs and Growth needs. 1. Existence needs consists of physiological and safety aspects of an individual as it is having quite similar impact on individual behaviour. 2. Relatedness needs consist of relationship with other people. It is related to Maslows social needs and esteem needs, derived from relationship with people. 3. Growth needs helps individual to achieve full potential in the existing environment. That includes Maslows self-actualisation needs as a part of the esteem need which help individual to feel unique. In a business to have proper remuneration system is very important. Fair and sensible reward is very important for good self-esteem. Positive results come from not only financial but also from non-financial rewards. As per the equity theory of motivation equal pay is not only important, but fair rewards are also the most important part of motivating employees.
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Especially for the long term motivation non-financial rewards are very important in any organisation (Derek Stockley, 2007). The ERG theory does not believe in levels of needs. A lower level need does not have to be gratified. This theory accounts for a variety of individual differences, which would cause a worker to satisfy their need at hand, whether or not a previous need has been satisfied. Hence, needs in the different ERG areas can be felt simultaneously (Hoffmann S. 2007). 2.3.4 Daniel pink: money is not a motivator According to Daniel Pink, at the beginning of our existence, humans were motivated by basic bodily needs: Food, sex, shelter, etc. Thats called Motivation 1.0 by Pink. When basic needs were more-or-less handled in developed countries, Motivation 2.0 was designed: rewards and punishment. Most management practices are based on this 2.0 model. But social scientists have noticed something very strange. They have noticed that Motivation 2.0 was not working. And the more it was applied, the results were worse. The thing which is missing is the recognition that human beings have powerful intrinsic motivations that are not addressed by the old models intrinsic motivations that common management techniques write off. Here Pink mentioned about the young child who is playing its favorite game and he doesnt need any bonus to get engage in what he was doing because it is Motivation 3.0. And its three building blocks are autonomy, mastery and purpose (Pink D. 2009). Autonomy: The more people have control over their lives, the happier they are. Self determination is the path to engagement. Our country is built on this principle. Mastery: We are wired to want to be better at what we do. The mastery of something is its own reward. It may be the most powerful thing driving us. Purpose: We are happiest when we are working for something larger than ourselves. This is a game changer of the highest order. Autonomy is deeply threatening to those who micromanage. Mastery is disorienting to those who believe people try to do the least they can get away with. The purpose motive is unfathomable to those who lock strategic planning in the organizations ivory tower.

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According to Daniel Pink (A Whole New Mind, 2008), everything we think we know about what motivates us is wrong. He supported this statement with the latest scientific discoveries about the mind against the outmoded wisdom which says that a person can be motivated only by the hope for the gain or having a fear for loss. Daniel Pink supported this with number of studies with says that carrot and stick motivators are reducing the ability of employees to produce any kind of creative solutions for the problems rather than motivating employees. The thing motivate the employee is the basic survival needs, having ability to grow and develop. It is proven from the Googles case study of 20% time- where employees work on the project of their own choice for the whole day once a week, and Best buys Result only work environment- where employees chose the timings and place of the work demonstrate growing endorsement for this approach. Daniel Pink said that, people use to motivate by themselves and that is quite internal. While leaders or managers can only help the people by motivating or inspiring them by providing environment, and allows them different kind of intrinsic motivation whenever possible. Daniel Pink referred motivation Drive in 3 stages. He refers Motivation 1.0 as the early time of our evolution, when human being is trying hard for survival. Motivation 2.0 (carrot and stick motivation) came in the existence with the advent of the industrial age. And now it is time for Motivation 3.0. As motivation 2.0 now not reliable for those tasks and certainly does not work well for more creative work. As in America alone there are around 18 million non-employer businesses without any paid employees (Pink D. 2008). Intrinsic motivation refers to motivation that comes from inside an individual rather than from any external or outside rewards, such as money or grades. The motivation comes from the pleasure one gets from the task itself or from the sense of satisfaction in completing or even working on a task. Intrinsic motivation does not mean, however, that a person will not seek rewards. It just means that such external rewards are not enough to keep a person motivated. An intrinsically motivated student, for example, may want to get a good grade on an assignment, but if the assignment does not interest that student, the possibility of a good grade is not enough to maintain that student's motivation to put any effort into the project (Pink D, 2008). As per the reports by Harry Harlow, professor of psychology at Wisconsin University, he offered novel theory. Psychologist Harry Harlow, in his pioneering work with rhesus monkeys, used the term "Intrinsic motivation" to explain why monkeys solved problems
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without a tangible reward at stake. And by this he said that children are generally intrinsically motivated to learn particular things. As human beings, we are curious creatures and pursue knowledge and problem-solving out of our own pleasure in doing so. In his research monkeys solved the puzzle, as they find it very interesting and they enjoyed it a lot. The Joy of the task was its own reward. The first drive in the experiment of Harlow is the lower stage of Maslows hierarchy food, shelter, protection etc. The second drive is the thing which is used as extrinsic rewards carrot and stick kind of rewards. It is always happen that many of us lose intrinsic motivation by choosing the career path that is not aligned to us. Money has been shown as undermining the intrinsic motivation. Another experiment on non-financial motivation was taken from the professor of Carnegie Mellon University, Edward Deci. He found that, when money is used as reward for any activity, it loses interest for the activity. Deci, said that this reward would work as short term reward, would work as caffeine, as jolt of caffeine reduces after a few hours. Similarly the effect of money as reward wears off and also it reduce the motivation of the person to continue the project. According to Deci self-motivation is the heart of all the responsibilities, creativities and healthy behaviour (Deci E. 2009). In his book, "Why We Do What We Do: The Dynamics of Personal Autonomy," Deci suggested that intrinsic motivation only occurs when employee has given choice of how he/she wants to do job. While controlling atmosphere reduce the production of employee. Author Ken Blanchard (2006) in his The one minute manager series of books, said about the need of every employee should be determine that whether any direction or support necessary and should be known to manager. This is the perfect way to know the employee by the manager in level to make him/her successful. 2.4 Non-Financial methods of motivation The use of non-financial methods of motivation is attempts by employers, to apply in the workplace the ideas behind the theories of Maslow, Hertzberg and Alderfer. Examination of these theories has shown us that motivation to achieve quality of output is best achieved through satisfaction of higher needs (Maslow), awareness of the role of groups in the workplace (Alderfer), and the need to provide Motivators (Herzberg). The non-financial methods of motivation outlined below can be linked to one of more of these theories.

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2.4.1 Job Enrichment Job Enrichment gives more control to the employees over the task. That allows the workers to complete the tasks that have some meaning and should be complete in them. Effective job enrichment always depends upon the workers having guts to complete their tasks. It is the key part of Herzbergs ideas (Kanfer R. 2008). 2.4.2 Job Enlargement Job Enlargement means more number of tasks completed by employees. Job Enlargement adds interest to the job, by involving employees in more complete roles within the business. It is the horizontal expansion of job, which involves more tasks at the same level of responsibility (Lucey T, 2004). Main purpose of Job Enlargement is to keep workers fresh rather than getting bored from the same task. Generally small companies use this method to keep their employees motivated. 2.4.3 Communication - Communication is very important part of motivation, and effective use of methods of communication is a complex management issue. 2.4.4 Empowerment - Empowerment means giving workers the power to control their own jobs, make decisions, and implement their own ideas. It always happen that Empowerment not used in its original way. For example counter worker in any service industry never allowed deciding the way of greetings when they meet the customers (Armstrong, M. 2005). 2.4.5 Quality Circles Quality Circles are the ad hoc organisation within the company and the project team (Newell M, 2005). They are group of workers who meet on regular basis to discuss various problems regarding manufacturing or service industry and also to suggest the solution regarding these. They may be the group of workers from the same department or from the different department. But it is equally important for the members of quality circles to have rights or the authority to implement the changes that they have discussed. 2.4.6 Training Herzberg said that, employees are not able to perform up to their fullest until they are not provided formal training regarding the subject. It could be on the job training, as learning while performing or off the job. On the job training is quite expensive as it requires supervisor or managers time to provide training (Herzberg F, 2009). 2.4.7 Autonomous Work Groups Autonomous Work Groups are enlargement of the ideas of job enrichment. Here these work groups has given responsibility over the task which is logically connected. This responsibility may extend to make decisions about the best method to complete the work, the sub-division of responsibility within the group, and the
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ability to communicate with other departments, groups or suppliers who provide goods or services to the group (Conte J. 2009). For example, a car production line might include an AWG responsible for wiring the electrical system on a car; everything from lights to ignition. The members of the group would be trained to complete all tasks, check quality and liaise with suppliers. This approach allows problem solving, where it should occur, by workers doing the job, not by management separated by layers of hierarchy (Landy F. 2009).

2.4.8 Worker participation - This refers to the participation of workers in the decisionmaking process, asking them for their ideas and suggestions. 2.4.9 Works council - This is a type of worker participation and it consists of regular discussions between managers and representatives of the workforce over such issues as how the business can improve its processes and procedures (in production or marketing, for example). 2.4.10Worker-directors - These are workforce representatives who participate in the meetings held by the board of directors. Worker-directors are not very common in the UK, since employers often believe that they can slow down the decision-making process, as well as 'leaking' confidential information to employees. Symptoms of poor motivation amongst the workforce include high rates of absenteeism and labour turnover, poor timekeeping, high rates of waste, low quality output and an increasing number of disciplinary problems. 2.5 Criticism of these theories and how it is helpful in recent context As per the critics of Herzbergs theory, the sample population was small and also it was limited to accountants and engineers. This was small group of professional. Then after numerous researches have done their research to check the validity of the original result. And the results are same as obtained in the original study and proven that motivators are the primary cause of job satisfaction. The another criticism is that the research applies to only management professionals at the middle level, as the sample consist of around 200 accountants and engineers. The main difference between Maslows and Alderfers theories is that Maslow believed that unfulfilled needs at a lower level would inhibit a person from coming to the
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next level of his hierarchy whereas Alderfer argues that different needs may exist simultaneously and that although a need is satisfied it may continue to dominate (Hoffman, S. 2007). Furthermore the ERG theory comprises that people can change the order of needs based on their individual desire and attitude. In contrast to Maslows satisfaction-progression model, the ERG theory includes a frustration-regression model whereas those who are unable to satisfy a higher need become frustrated and regress to the next lower level. In comparison to the two factor theory of Herzberg, it can be seen that the existence and relatedness needs of the ERG theory are similar to the hygiene factors of Herzberg and that the growth needs can be equate with the motivators. Alderfer believed that needs are moving backwards and forewords and not just upwards in the hierarchy. In addition, the model of Alderfer allows more flexibility and the Herzberg model is useful as an explanation for job satisfaction and as a point of departure for practical application. Critics of Herzberg's theory argue that the two-factor result is observed because it is natural for people to take credit for satisfaction and to blame dissatisfaction on external factors. Furthermore, job satisfaction does not necessarily imply a high level of motivation or productivity. Herzberg's theory has been broadly read and despite its weaknesses its enduring value is that it recognizes that true motivation comes from within a person and not from KITA factors (French, 2008). However, according to Maslows hierarchy of needs theory, people work to achieve what they do not have. As such, the set of motivators can differ from person to person. Instead of saying that Herzbergs findings only apply to middle level professionals, it would be more correct to say that Herzbergs findings apply to people that have needs and wants similar to the test subjects. When attempting to motivate employees, it is important to know their needs. Effective motivation results from a determination of what will motivate employees and then providing the factors that address those needs. Pay is not the most important thing in "job satisfaction"; personal satisfaction, feeling appreciated, and a feeling of doing something worthwhile all out rank pay as the reason employees stay in their present job. While the Motivator-Hygiene concept is still well regarded, satisfaction and dissatisfaction are generally no longer considered to exist on separate scales. The separation of satisfaction and dissatisfaction has been shown to be an artefact of the Critical Incident
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Technique (CIT) used by Herzberg to record events (Koppes, 2007). Furthermore, it has been noted the theory does not allow for individual differences, such as a particular personality traits, which would affect individuals' unique responses to motivating or hygiene factors. A number of behavioural scientists have pointed to inadequacies in the need hierarchy and motivation-hygiene theories. The most basic is the criticism that both of these theories contain the relatively explicit assumption that happy and satisfied workers produce more. Another problem is that these and other statistical theories are concerned with explaining "average" behaviour and, on the other hand, if playing a better game of golf is the means he chooses to satisfy his need for recognition, then he will find ways to play and think about golf more often, perhaps resulting in an accompanying lower output on the job. Finally, in his pursuit of status he might take a balanced view and strive to pursue several behavioural paths in an effort to achieve a combination of personal status objectives. This approach to the study and understanding of motivation would appear to have certain conceptual advantages over other theories. Compare to Herzberg and Maslows theory, the approach of Vic Vroom focus towards the present and future, contrast to the drive theory given by Daniel Pink. It correlates the goal with the behaviour of an individual and then eliminates the problem of relationship between motivation and performance. According to his theory performance is multiplication of motivation with ability. A study by Gallup Organisation, management consulting organisation in the book called First break all the rules: what the worlds greatest managers do supports strongly to the Herzbergs two factor theory (Stockley, D. 1995). While at first glance this distinction between the two opposites may sound like a play on words, Herzberg argued that there are two distinct human needs portrayed. First, there are physiological needs that can be fulfilled by money, for example, to purchase food and shelter. Second, there is the psychological need to achieve and grow, and this need is fulfilled by activities that cause one to grow. In a survey of 80 teaching staff at Egyptian private universities, Mohamed Hossam El-Din Khalifa and Quang Truong (2009), has found out that Perception of Equity was directly related to job satisfaction when the outcome in the equity comparison was one of

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Herzberg's Motivators. On the contrary, perception of equity and job satisfaction was not related when the outcome in the equity comparison was one of Herzberg's Hygiene Factors. The findings of this study provide a kind of an indirect support to Herzberg's findings that improving Hygiene Factors would not lead to improvement in an employee's job satisfaction. 2.6 The most acceptable view To what extent money is motivator The question about the most acceptable view, as money is motivator upto which extent is arises whenever we considering particularly Herzbergs theory and research. Herzberg referred money (as a salary in his research) is not a motivator in the way that the primary motivators, like achievement and recognition (Herzberg, 1979). Herzberg mentioned in his book, The motivation to work about salary, "It [salary] appears as frequently in the high sequences ['sequences' refers to events causing high or low attitude feelings recalled by interviewees in the study] as it does in the low sequences... however, we find that in the lows [events leading to dissatisfaction], salary is found almost three times as often in the longrange as in the short-range attitude changes..."(Herzberg F. 1979). As far as salary is concerned, it causes dissatisfaction. But the reason behind this could be the unfairness of the wages system prevailing in the company. Many people think that money is a primary motivator for them. But in real money is not a motivator - despite what they might think and say. For all people there are bigger more sustaining motivators than money. According to survey and other research studies there are some other factors which motivates people more than money. A survey done by Development Dimensions International has been published in UK Times newspaper in 2004. Here they have taken interview of 1000 employees from the companies which are having more than 500 employees. The researchers found that many of the employees are bored and having lack of commitment and they are in search of new job. Here pay comes at the fifth part from the reasons these employees had given for leaving job. The main reasons were lack of stimulus jobs and no opportunity for advancement - classic Herzberg motivators - 43% left for better promotion chances, 28% for more challenging work; 23% for a more exciting place to work; and 21% and more varied work (Stockley, D. 2007). We can find much evidence where, we can see that money could not be the motivator. For example, when people win very big amount of lottery prize, many of them give up their

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jobs. And for most of them the reason for this is to start their own business. They are pursuing their dream to achieve something special for them, whatever that might be. Whatever reason for this, but the motivation is not to make money. If they want to make money then it is better for them to hold the money they got as prize money rather than taking a risk on a business or project which involves lot of risk , efforts and personal commitment. So the main reason behind this kind of efforts is to pursue the plan where they can find real motivators like achievement, responsibility, advancement etc. The people who are always the unhappy are those who focus on spending their money. The lottery prize-winners who give up work and pursue material and lifestyle pleasures soon find that life becomes empty and meaningless. Money, and spending it, is not enough to sustain the human spirit. We exist for more. Money is certainly important, and a personal driver, if you lack enough for a decent civilized existence, or you are striving for a house or a holiday, but beyond this, money is not for the vast majority of people a sustainable motivator in itself. 2.7 Motivating employees during Recession: by praise, attention and leadership roles During recession it is very important for companies to motivate their employees and also at the same time to reduce the money spent on motivating employees. This would be quite difficult for the companies. But companies can maintain this for the employees by providing transparent line management process and excellent management operating sound. It could be achieved through consistent leadership and training to the management level staff. Companies should also have to keep in mind that they would continue with the training and development activities unless it is absolutely avoidable during recession. As companies providing basic and safety needs of human beings due to the legislation about wage rates, working conditions etc. So it is very important for employers to concentrate on the remaining three higher order needs of employees according to the theory of Maslow. And these three needs are very similar to the motivating factors of Herzbergs two factor theory. Though it is all about theories, but if we see in practice, by keeping Tesco in mind, then Tesco had won National Business Awards, where Tesco had chosen as the Employer of the Year. According to the judges of the competitions, Tesco had recognised the importance of the motivated and responsible staff. To ensure this company has invested 12m during

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year in training and development of the staff. That is very close to the motivating factors of Herzberg. (http://www.oasisedinburgh.com/pe04_mot_at_work.html#top) It is by having the right staff with the right attitude and skills that any organisation successfully weathers hard times: your people are your capability to innovate and to transform short-term adversity into long-term opportunity and advantage. If time off for training is the first thing to get sliced, you will have an underdeveloped and resentful workforce and thus undermine the future ability of your organisation to survive in a competitive environment. If you can't afford to pay so much to external trainers, look at training some of your in-house stars to deliver training and coaching to their colleagues, or other creative and less expensive ways of facilitating the ongoing learning and development of staff. Above all, during hard times, managers should stay more open, honest and fair in rewarding employees than usual. He/she has to make sure that all the messages and actions transfer to the employees on right way. Dynamic and haphazard work environments coupled with tremendous competition levels leads to rise in stress levels among employees. Success at work largely depends on toiling efforts and exploiting employee talent to the fullest. Therefore, motivation theories must be adopted by all businesses and management to succeed and grow in the long run. Positive motivating factors have a direct influence over the morale, thought process and attitude towards their work. The key benefits of motivating the staff includes in quicker and better achievement of goals, develop an optimistic outlook towards life in general, a strong belief in oneself and determination to excel, along with achieving self actualization and rise in self confidence that positively rubs onto others as well. Many companies pay their employees bigger bonuses and wages; it is not viable to continue during current economy. So it is very difficult for them to motivate their employees without breaking the bank. One way a business owner may be able to do this is by offering employees non-cash incentives, says a recent survey from the Mc Kinsley Quarterly. According to the survey, praise from immediate managers, leadership attention, and a chance to lead projects are just as effective as financial motivators.

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Furthermore, Non-financial incentives offer more long-term benefits, whereas cash incentives have big short-term benefits. With cash incentives, once the money is gone, so is an employee's motivation, says the survey. Non-financial incentives make employees feel as if their companies value them, take their well-being seriously, and want to see them grow. Here are six tips to keep in mind to foster a favourable environment for employee motivation:

1. Demand personal responsibility. Make each employee accountable in their respective roles and expect them to communicate what is necessary to succeed. 2. Provide choice. Set objectives and let the employee decide how and what to do in order to reach these objectives. 3. Set autonomy-supportive limits. Ensure each employee understands why something is important and the parameters around it. 4. Set goals and evaluate performance. This helps maintain motivation because people behave when they expect they can attain goals. 5. Recognize and award everyone. Rather than pit individuals and workgroups against each other in a competition, recognize each group or individual for their most important accomplishment or improvement. 6. Overcome obstacles. Controlling personalities and lack of skills can be obstacles to autonomy-supportive behaviour. Managers may require skills training and need to also see autonomy-supportive behaviour coming from above. Research by Richard Ryan and Edward Deci found that autonomy supportive managers have workers who were more trusting of the corporation, less concerned about pay and benefits, and displayed higher level of satisfaction and morale. Further research found that people who are autonomy-oriented have higher self-esteem and are more self-actualized. People high on the autonomy orientation have more positive mental health and report more satisfied with their interpersonal relationships. Ultimately, through their behaviour and expectations, people can influence their environments to provide them with more of what they need.

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Employees need to feel competent and autonomous for intrinsic motivation to be maintained. And it is important to remember that it is only their perception of competence and autonomy that matters for intrinsic motivation. This combination of employee responsibility and employer choice enables a healthy environment where intrinsic motivation can foster. And intrinsic motivation is the key to employee motivation.

2.8 Conclusion As far as motivation in the organisation is concerned, most of the people think that money is prime motivator for them. But if we check what the different researched said, or what is the result of the surveys which were conducted on basis of what motivate employees most, than it is proven that money is not the prime motivator though people think that they are motivated by money. For all the people there are many bigger and more sustaining motivators than money. And most of the time it happens that they are not aware about it. Here researcher has selected the main theorist of motivation Herzberg, Maslow, Alderfer and Daniel Pink. And review about their views on motivation. These researchers had accepted that, money is not a prime motivator, though most of the people think that money is motivator for them. Especially Herzberg and Daniel Pink are having view that money is not a motivator. According to Herzberg, Motivators are playing important role in encouraging human being to get motivated rather than hygiene factors (Herzberg 1979). Maslow is having same view about non-financial motivation. Alderfer has also supported Maslows hierarchy theory and extended it as ERG theory (Koontz, H. 2006) in his work called, An empirical test of a new theory. Daniel Pink has proven all the physical things which people think that motivates them wrong (Pink D, 2008) in his work, A whole new mind. And he supported his statement with his discoveries, the mind against the outmoded wisdom which says that a person can be motivated only by the hope for the gain or having a fear for loss.

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3. Research Methodology
3.1 Introduction Researchers should be clear about what is the essence of their enquiry, and should communicate this as an Intellectual Puzzle with a clearly formulated set of research questions (mason, 2002). As the preceding chapter is about the theories and researches carried out by others. It is known that the published literatures used are to present theories and background information to support this research. That is depends on researcher to decide what method of research is to be used to carry out the research. The purpose of this chapter is to explain the research methodology used for the research. The aims and objectives of this research influence the choice of methodology. The availability of resources such as time and access to resources can also affect the decision of choosing the methodology for the research. Here researcher is going to research on the kind of non-financial motivation provided by Tesco Express Leyton to reduce absenteeism amongst its employees and also suggest any improvement needed. 3.2 Research Objectives 1. Critically analysis of Non-Financial Motivation on Alderfers ERG Theory and Herzbergs motivation/Hygiene factor Theory, Maslows Hierarchy theory, Daniel pinks theory on motivation and the comparative analysis of these theories. 2. Motivation techniques used by Tesco to motivate its employees. This information will be collected from the website as secondary information and from HR, General Manager as primary information. 3. How effectively motivation techniques used by Tesco, as it is shown or mentioned by the higher level authority. 4. To suggest that what improvement and suggestions could the company can make for the further improvement. In order to achieve the objectives above, this research used both primary and secondary data. Primary data was gathered from the questionnaire and also the interview taken by researcher. While secondary data was gathered from many different sources (journal articles, academic books, newspaper and the internet)

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3.3 Research Process The research process used to define the approach of the research in the study in exhaustive. In figure -3- research process onion describes the issue underlying the choice of data collection methods (Saunders et al. 2009). The layers of the research onion presents the aspects described below: 1. Research Philosophy 2. Research Approach 3. Research Strategy/ Methods 4. Time horizons 5. Data collection methods

Figure 3.1 Onion diagram (Source: Saunders et al, 2007). 3.4 Research Philosophy The research philosophy is determined by the philosophical points of views, as there are different approaches about the way in which the knowledge is urbanized and judged as
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suitable. Thus, the research philosophy relates to the development of knowledge and the knowledges nature (Saunders et al, 2009). The literature suggests three main approaches in which to conduct a research process and all of them have an important part and role in business and management. These are Positivism, Realism and Phenomenology. 3.4.1 Positivism Positivism is described as the conventional way of research and it acquires a clear quantitative approach to find out phenomena as an alternative of qualitative approach (Creswell, 2009). That is also said that positivism is very important approach in natural science (Remenyi, 2002). The understanding of this idea may not be proven but the philosophy based on positivism is far more powerful than the ideas for reaching targets and achieving goals. Positivism is very important research philosophies for creating new ideas. Thus, positivistic research tries to identify the non-financial motivation techniques provided by Tesco-express. The researcher uses the idealistic approach of positivism while using a questionnaire with a group of people. 3.4.2 Realism Another approach which relates to the positivism is realism (Saunders et al, 2007). According to Kothari, (2005) Realism is the source of many ideas, belief and opinions of human. 3.4.3 Interpretive Interpretive studies presume that people produce and correlate their own subjective and inter subjective meanings as they interact with the world around them. Interpretive researchers thus attempt to understand phenomena through accessing the meanings participants assign to them (Orlikowski and Baroudi 1991). Here researcher has decided to choose a Positivism philosophy, based on the aim of the research. The reason behind choosing this approach is responses does not influence the researchers belief and the knowledge (Proctor 2006). Also Positivism is one of the strongest research philosophies for creating new ideas. In addition to this, according to Gill (2002), the importance of a highly controlled methodology facilitates replication and experimental explanation to statistical analysis.

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3.5 Research approach Deductive approach is associated with quantitative method as it requires a large sample (Collins and Hussey, 2003). Saunders et al. (2007:596) state that deductive approach involves the testing of theoretical proposition by the employment of a research strategy specifically designed for the purpose of its testing. The hypothesis is tested after quantitative data have been collected and analysed. Saunders et al (2007:117-118) recognise that there are several important characteristics of the deductive approach. The first is that is helps to understand the casual relationships between variables. Secondly, deductive approach needs to be used in the following the principles of reductionism, which helps to measured the facts quantitatively. While inductive approach requires the use of qualitative data. Interviews are often carried out for this approach as the researcher needs to understand the nature of the problem. A theory is formulated after interview data have been collected and analysed. Saunders et al (2007:118) states that an inductive approach is likely to be particularly concerned with the context in which such events were taking place. Table 3.1 Major differences between deductive and inductive approaches
Deduction emphasises Scientific principles Moving from theory to data The need to explain casual Induction emphasises Gaining an understanding of the meanings human attach to events A close understanding of the research context The collection of qualitative data A more flexible structure to permit changes of research emphasis as the research progresses A realisation that the researcher is part of the research process Less concern with the need to

relationships between variables The collection of quantitative data The applications of controls to ensure validity of data A highly structured approach Researcher independence of what is being researched The necessity to select samples of sufficient size in order to generalise conclusions

generalise

(Source : Saunders et al., 2007:120)

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Researcher has selected both inductive and deductive approach for this research as a considerable amount of literature is readily available for the chosen research and also qualitative data is used in the research. The nature of the research topic indicates which research approach the researcher should choose (Creswell, 1994). However, as long as the questionnaires have been completed and returned the data collected should still be valuable. Here researcher has also taken help of the interview of the manager to find out some more point as the sample size is quite small and limited to the employees of the Tesco Express. And the design chosen for this research is Descriptive. 3.6 Research Design Along with the ideas of Creswell (2009), research designs are strategies and the actions for research. These involve decisions so that the research makes sense. The researcher presents these strategies informing what worldview assumptions are brought to the study. The choice of a specific design is shaped according to the nature of the study. Research design is a very necessary precursor to carrying out any form of research (Sutherland, 2004). The research design can be described as Qualitative and Quantitative. 3.6.1 Qualitative research Qualitative research is used mainly for any data collection technique such as an interview or email that generates the use of non-numerical data (Saunders et al. 2007; Walliman 2006). 3.6.2 Quantitative research Quantitative research assesses objective theories by investigating the relationships among variables that can be measured using statistical procedures (Creswell 2009). Quantitative research is mostly used for any data collection techniques such as questionnaires or data analysis procedures that generates or uses numerical data (Saunders et al. 2007). The methodology literature suggests that there exist three research designs: exploratory, descriptive and explanatory. Each one has an individual purpose (Saunders, 2009). Hart (2006) suggests that the research design must be shaped by the goal. 3.6.3 Justification of research Since the research is about the non-financial motivation techniques used by Tesco to motivate its employees and reduce the absenteeism amongst them, researcher has selected
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both qualitative and quantitative method of survey. In Tesco Express, the number of employees is very small, that is the reason why researcher has chose the qualitative research as well in terms of interviewing the manager of the store. 3.7 Data Collection Methods 3.7.1 Primary Data Primary data collection methods range from investigation study to questionnaires. Survey research is considered the most common primary data collection method and it is related to questionnaires administration. When it comes to survey research four issues are needed to be analysed, which are communication method, more responses, design of the questionnaire and phrasing of the questions (Lancaster et al, 2002). Thus the in-depth interview is a kind of interview which allows the researcher to be face-toface with the interviewer to discuss the topic in the large. It allows getting more details about the topic from the understanding of the interviewer (Easterby et al. 2008). 3.7.2 Secondary Data The secondary data is the one which have been already collected for some other purpose, includes both quantitative and qualitative data and they can be used in both descriptive and exploratory research. This data gives the firsts steps to the researcher to answer or start answering the research questions (Saunders, 2009). The author used multiple-source secondary data, for the research paper, and most of the data is collected from the journals, Articles, books and also from the online websites of the company. 3.8 Sampling Consideration This section discusses the issues relating to sampling. A sample is selected for the researcher to collect data from as this would reduce the amount of data needed. 3.8.1 Sampling Size According to Saunders et al (2007:210), the larger your sample sizes the lower the likely error in generalising the population. To decide a suitable sample size for the research, the researcher needs to take into consideration of the resources available. Also, the sample size can be affected by a number of factors. The author is going to ask the question to the employees of the company. Though author is doing research on Tesco-express Leyton, the
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sample size is really small due to the small store. This could be one of the limitations for the research. That is the reason why researcher has selected to interview the manager to minimise the error. 3.8.2 Sampling Technique Probability sampling is also called representative sampling (Gill and Johnson, 2002:101). It is most commonly associated with survey-based research strategies where researchers need to make inferences from their sample about a population to answer their research questions and objectives (Saunders et al, 2007:208). Non-probability sampling is also known as judgemental sampling. It is not possible to equally select the respondents by this sampling technique as there is no guarantee for all questions being answered for the survey. However, useful data can still be collected through non-probability sampling although it cannot be fully representative. The information gathered at least provide some interesting insight into, the wider population according to some characteristics thought to be prevalent amongst sample members (Gill and Johnson, 2002:102). Researcher has selected to go for non-probability sampling for the research purpose, as it is fix to interview the employees of the store. 3.9 Questionnaire Design The questionnaire was designed by the Author under the guidance of Supervisor Cilliers Diedericks. Once the questionnaire was considered to be suitable the researcher collected the data from the employees of the Tesco Express- Leyton. Malhotra (2004) suggests that the most common used instrument in survey research is usually the questionnaire. The questionnaire designed given by Malhotra (2004), is presented as a series of steps. These are the steps, (1) specify the information needed, (2) determine the content of individual questions, (3) design the questions to overcome the respondents inability and unwillingness to answer, (4) decide on the question structure, (5) determine the question wording, (6) arrange the questions on proper order, (7) identify the form and layout, (8) reproduce the questionnaire, and (9) pre-test the questionnaire.

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3.9.1 Reliability and Validity In relation to questionnaires, reliability refers to consistency. The relevance of the questions should be determined by the nature of the research question(s) and objectives (Saunders et al, 2007:366). The validity for all the questionnaires have been measured by reviewing definitions in the literature reviewed. The researcher has tried to ensure the questions asked are consistent throughout the questionnaires by assessing three of Robsons (2002) four threats to reliability. Validity is concerned with whether the findings are really about what they appear to be (Saunders et al, 2007:150). The researcher ensured the respondents all questionnaires are entirely confidential. Also, any information given can only be accessed by the researcher so the respondents can give their honest opinions. Mortality maybe reduced as the researcher has given every respondents a consent form to sign to avoid them dropping out of the research. 3.10 Data Analysis Primary data collected for this research are quantifiable data which can be measured numerically. Quantitative analysis techniques consist of graphs, charts and statistics which help the researcher to explore, present, describe and examine relationships and trends within the data. Researcher has used software that include spreadsheets such as Excel and Lotus 12-3TM to more advanced data management and statistical analysis software packages likes SPSS for Windows questionnaires. At the initial stage, exploratory data analysis approach has been used. This approach allows the researcher to explore and understand data through the use of diagrams (Turkey, 1977). A table is used to show specific values. Highest and lowest values can be shown by bar charts, histograms and pictograms. A trend can be demonstrated in a line graph. A pie chart is divided into proportional segments therefore show proportions. The distribution and value can be shown in a box plot. According to John V. Seidel (1998), analyzing qualitative data is essentially a simple process. It consists of three parts: Noticing, Collecting, and Thinking about interesting things. Despite this, qualitative data analysis process is very complex in practice and it is not linear. Researcher has analysed the qualitative data comparing it with the literature review, the earlier chapter and also with the quantitative data collected from the employees.
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TM.

SPSS is the software chosen for analysing data gathered from the

3.11 Research Limitations In this project the researcher came face to face with a couple of limitations. Time was the biggest limitation for researcher. The researcher was given only three months to complete the particular research on the selected topic. Apart from time and money, the biggest limitation is the sample size of the questionnaire. As researcher is doing research on nonfinancial motivation provided to the employees of Tesco-Express, Leyton. As Tesco-Express consist of around 20 employees, so it is not possible for the researcher to go for the vast sample size. As this is really a small amount of sample size to suggest any big company like Tesco, to implement the suggestions given by researcher. 3.12 Conclusion Researcher has selected the positivism philosophy for the research after given explanation of different kind of philosophy available for research. While the design of the methodology would be descriptive and the theory chosen for the research is deductive. Researcher has used both qualitative and quantitative methods for the analysis of the data and the reason behind choosing both methods is Tesco Express is quite small store for quantitative research and the sample size should be really small, i.e. 20 employees. So researcher has chosen the qualitative method as well. Most appropriate option for conducting the research is the descriptive type of research approach. The data collected for this research is using both questionnaire and the secondary data from the books, journals, newspapers and the internet sources. All this things were mentioned through the onion diagram in figure 3.1.

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4. Data Analysis
4.1 Introduction Researcher has selected both quantitative and qualitative methods of research here. In quantitative method of research researcher has prepared questionnaire having two parts in it. The first one is about the questions regarding the motivation techniques used by Tesco for its employees and how satisfied they are with these rewards and benefits available to them. The second part of the questionnaire is about the demographic questions regarding the employees. The reason behind choosing this is for every person different kind of motivation works. So here researcher is going to relate the first part of questionnaire with the second part for the analysis and then compare it with the literature review section of the research to find out how the views of above mentioned theorist match with the motivational techniques used by Tesco. The second part of the data analysis chapter is the interview of the manager of the Tesco Express. Here also researcher has compared the views of the manager with the secondary data collected from the different books, journals and internet. In literature review chapter researcher came to the conclusion that non-financial motivation is more effective to motivate employees at the workplace. In this data analysis chapter researcher tries to find out practically what comes as a result. 4.2 Data Analysis from the Questionnaire: The questionnaire contains two parts, as first part is having the questions about the feelings of the employees towards the motivation provided by the company and how satisfied they are about this motivational techniques provided by the company and also relate it with what different authors said about the motivation. 4.2.1 Data Analysis from the informational part of the questionnaire Here the first question is about the how long the employee is working in the company. The reason behind asking the question is to relate it with other question as they are satisfied with the company after working this much of years or months. There are only 10% of the employees, who newly joined Tesco, while 90% of the employees are older than 1 year.

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Chart 4.1 no of years working with Tesco

% of Employees
< 5 year 30%

Less than 1 year 10%

1-5 year 60%

From this chart it is clear that people love to work with Tesco for long term as more than 90pc of the employees are working with Tesco for more than 1 year and from them 30pc of the employees are working for more than 5 years. Tesco always tries to motivate employees in the job through many rewards and recognition mentioned in the first chapter, as it knows that motivated employees work better at the job place. Maslow mentioned in his theory that satisfied need is no longer a motivator. The company knows this better and introduce new schemes and benefits every time for its employees to motivate them. The number of employees working in the company for more than 5 years proves that they find it more suitable and interesting place to work. 2. More than 50% of the employees find the effectiveness of the performance appraisal system Excellent in the company; while 35% of the employees find it Good and only10% find it Satisfactory. Chart 4.2 Effectiveness of the performance appraisal system

Satisfactory 10%

% of Employees
Good 35%

Excellent 55%

It is very important to have effective performance appraisal system prevailing in the company in order to motivate employees. If the employees of the company would not find the
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performance appraisal system effective then it creates the negative feeling among them regarding their job and this affects their job performance. Tesco is providing many financial rewards to its employees like staff discount, opportunity to buy the share of the company and pension scheme. This is the reason that 55pc of the employees find the performance appraisal system excellent. 3. Here 55% of the employees find the effectiveness of the performance system excellent and also strongly agree that the performance appraisal system is helpful in getting motivated. While 30% of the employees agree about the system is helpful in getting motivated. Though remaining 5% of them are disagree with this. It is very important to have effective performance appraisal system in the company. Fair and sensible rewards are very important for the good self-esteem of the employees (Derek Stockley, 2009). Positive result not only comes from the financial motivation but also from the non-financial motivational rewards. Not only equal pay but fair rewards are also important in motivating the employees and especially for the long term motivation. 4. Being asked about the effectiveness of the communication system in the organisation from top to bottom, 40% of the employees rate it most effective, while 10% of the employees find it fair, but not very well. The reason behind asking this question is communication process plays an important role for any manager to motivate the employees. If manager not understand the problems of employees than it would be very difficult for him/her to encourage them for work. Chart 4.3 Effectiveness of the communication process

not good 10% satisfatory 20%

% of Employees
excellent 40% good 30%

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The effective communication system is the heart of any organisation to grow rapidly and for satisfied staff. Here 40pc of the employees found the communication system in the company is effective. While 30pc of the employees rated the effectiveness of the communication system good. From this results it is said that the effective communication system prevailing in the Tesco. 5. For most of the employees, the factors which motivate the most are the Achievement, Responsibility, Motivational talks and Work itself. Here salary is not very important for employees as 60% of the employees rank it last, in main six motivator factors. 30% of the employees have given 1st rank to achievement as most motivating factor, while for 25% of the employees given 1st rank to the responsibility as motivating factor. 5% has given motivational talks to the 1st rank and for 10% of the employees work itself is the motivational factor. Here only 30% of the employees for whom salary/pay it the most important motivational factor. These results are close to Herzbergs two factor theory, where he proves that pay/salary does not play important role in employee motivation, though it plays important role in dissatisfaction. For 20% of the employees money is the motivating factor. The reason behind this in Tesco Express Leyton is 50% of the employees are on work permit or on student visa and belongs to other countries. They are here for to earn money and then go back to their country. So that is for sure that money should be their prime motivating factor. And much money they will earn much that would be beneficial to them in their home country. Still there are 60% of the employees for whom money comes last in factors which motivates most. It is very important to mention here that most of the employees are motivated by achievement, responsibility, motivational talks and work. These are the motivators of the Herzberg. He mentioned in his theory that motivators play very important role in job satisfaction. Hygiene factor Herzbergs theory contributes very little to the job satisfaction. The result from the research also proves that employees feel motivate by motivators of the Herzberg rather than the hygiene factors. Herzberg said that these would be helpful in shortrun success because the motivator factors which are important to determine whether there is satisfaction or no satisfaction are intrinsic in nature, and does not result from carrot and stick incentives (Armstrong M. 2007).

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6. When asked to employees to recall the time when they feel exceptionally good about their job, the results were very much similar to the preceding question, where 35% of the employees find the Achievement and 30% of the employees find Responsibility the most motivating factor. Here 30% of the employees feel exceptionally good about their job, when any responsibilities given to them, while 35% of the employees find it good when they received any achievement from the company, like good marks from the mystery shopper or praise and reward from the manager. There are 20% of the employees were extremely happy when the received increment in their pay and 10% were extremely happy when they got promoted as team leader or duty manager. There are 10pc of the employees have no idea about this, as when they feel exceptionally good about their job. Table 4.1 Employees feeling about their job
Exceptionally good feeling about the job Achievement Responsibility Increment in Pay Promotion No Idea no. Of employees 7 6 4 2 1

Here also the same reasons apply as many of the employees in the company are on student visa or on work permit and living temporarily in the country. So that is obvious that their first aim is to earn money. That is quite contrary to the views of Daniel Pink, who mentioned in his book called Drive the surprising truth about what motivates us, that money is not a motivator. Chart 4.4 Feelings make motivated in job

No Idea 5% Promotion 10% Increment in Pay 20%

% of employees
Achievemet 35%

Responsibilit y 30%

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7. For 80pc of the employees this feelings affect in positive way regarding their job performance, from this 50pc of the employees are strongly agree with this statement and the rest 30pc were agree with this. Though 20pc of the employees were not having positive feeling about their job performance neither negative. That is for sure that if you are feeling motivated during your job then it must leave the positive effect on the job performance. This is known as the intrinsic motivation. if employees feel intrinsically motivated in their job than they work with great energy and without any pressure as they have to finish their work as a part of their duty. 8. It happens in most of the peoples life that, the feeling left negative impact in their job. The reason given by employees of Tesco Express, asking about the time on the job which resulted in the negative feeling is communication gap between manager and employees according to 65% of the employees. This could be misunderstanding or depression among the employees as this develops the negative feelings in them. Sometimes it happens that employees are depressed due to so many issues whether it could be family problems or the recession. 9. It is important to consider the suggestions of the employees regarding the improvement. Here researcher asked the employees to suggest any improvement if they provided opportunity from the higher level of management or they might themselves be a manager. Here most of the employees are in the favour of highly effective two ways communication system should prevail in the store from top to bottom. Managers and higher level management should take the suggestion from the employees working on the floor regarding to reduce the waste of some fresh product as they expires early and it is very important to sell them in high priority to reduce the waste. One employee put very interesting suggestion about the waste that as per the company policy waste is not allowed to sell even to the employees after closing the store. He suggested that waste should be available to the employees around 20-25% of the original price, and employees can buy it if they want to after closing the store. This system is very popular in Marks and Spencer for its employees. This could decrease the loss of the company from the waste and also beneficial for employees if they want to buy something at very cheaper prices. 4.2.2 Data Analysis from the demographic part of the questionnaire It can be said that the performance of the person is the mixture of motivation and the ability to achieve the desire (Mitchell, 2004). The second part of the questionnaire is about
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the demographic information of the employees. The reason behind this is to relate this information with information provided by employees regarding their views about the job motivation in the first part of the questionnaire. Here the question about the age group of the employees. According to Maslow, different motivators applied to the people at different level and different age group. For example the employees who are under 20 and working in the company would work to earn the pocket money or like to work just for fun. It is also possible in most of the cases that they are not very serious about the achievement and responsibility in that age group. But those who are older than 30 years are pretty much serious about their career and interested in growth of their career. They are quite more responsible compare to those who are younger than them. One more reason is their marital status. Married person is having more responsibility than bachelor. As mentioned in the earlier paragraph that the married person is more responsible compare to single and more dedicated towards his/her job and having more responsibility of the family. So for them apart from money, achievement, responsibility, promotion etc. plays an important role. Here researcher has compared the marital status, age and the factor which motivate the most to them. From the study it is clear that those who are married and having kid with age group of above 30 would prefer to take more responsibility and the motivating factor for them is the promotion and increase in the pay. Chart 4.5 Marital Status

% of Employees
Single 30% Married 70%

The reason behind asking the question about the ethnic origin is to know about the motivation stimuli of the person. As mentioned y Maslow and Alderfer that different kind of
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motivation works for the different kind of people. Those who are of British origin, for them achievement in job is more important rather than only earning money. While those who are not basically British origin but living permanently in UK for them money is important but achievement, responsibility and the quality of the work is also important as well. As per the survey the people working in the Tesco Express Leyton from them more than 50pc are of the Asian. The culture is also playing an important role in motivating the person. For ex, Asian people would prefer in saving the money rather than spending. Here one of the interesting finding is that those who are Asian and on work permit would like to work for more hours in the company whether they feel motivated or not. Chart 4.6 Ethnic Origin

% of Employees
European 10% African 10% Asian 55%

British 25%

Level of Education plays very important role for any individual to getting ahead in life. Those who gain post graduate degree always try to promote in their job to receive more responsibility. Here one important thing to mention is that Tesco is encouraging education by providing holiday period of up to 3 years to its employees who are working with Tesco for more than 2 years. In this gap employees can gain education in abroad and when they finish their study they can continue their work in the company though they might not get the same hours but the chances of promotion are increased with this. As more than 30pc of the management level staff joined the company as a management trainee, at basic level. Here the most suitable example is of the current chief executive of the company who joined the Tesco as a management trainee in 1979. Annual income of the employee is very important to decide what motivational factor work well for the employee. Generally the amount of annual income is lower than most of the
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time money plays an important role, though it is not necessary. But if the level of annual income is higher than money may not work as motivator for the employees. As per the Maslows hierarchy of needs, once the lower order need is satisfied it is no longer act as motivator for the person. Once person achieved higher income level, his/her need changed to self actualisation, self esteem. So if employees achieved this level money would no longer work them as motivator, that manager has to keep in mind. As per the ERG Theory these three categories of needs are vary from person to person and managers must recognise it. Alderfers theory is basically an extension of two theories called Maslows hierarchy of needs and Hertzbergs two factor theory of motivation. Alderfer had shown that there is value in differentiating needs and also there is a differentiation between higher and lower order needs (Alderfer, 2009). Residential status is also important factor who are working in the UK, as different kind of motivation work for them. As mentioned earlier that more than 40pc of the employees working in Tesco are on student visa or on work permit. So money plays an important role in motivating them and those who are on work permit are prefer to work for longer hours in the job even though they are feeling satisfied about the job or not. Here Maslows hierarchy theory works as the employees tries to achieve their lower order needs. 4.3 Analysis from Interview: The second part of the research is the interview with the manager of Tesco Express Leyton to know about the kind of non-financial motivation prevailing in the company to reduce the absenteeism among the employees. Researcher has taken the interview of the store manager Jim Connely, on 18th of June, 2010 at 2.00 pm and asked him about the what kind of staff motivation prevailing in the company from both financial and non-financial type and also is there any need for improvement in this. Asking him about his motivators, as what motivate him most he given first rank to the Responsibility, Achievement and also the leadership as he is the manager and leads the team of more than 20 employees at a time. Again this is what Herzberg and Daniel Pink mentioned in their theories that apart from money there are many things which plays an important role in motivating employees. When he promoted as a store manager in Tesco, he feels exceptionally good about the job as he got a great responsibility of a whole store and this could be the biggest achievement for him to till that date as he was working with Tesco from fifteen years.
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He also cited the example of the chief executive of the Tesco, who joined the company in 1979, as a management trainee and now he is the chief executive of the company. It happens in everybodys life when they feel negative about their job. Asking about this Jim mentioned that once his manager and he is having misunderstanding about some topic and that resulted in the communication gap from both side. After becoming manager Jim take special care for this for his employees and always tries to take one to one feedback about their feeling towards working in the company, as sometimes employees feel shy or not open up in front of other employees. He also takes group feedback for any improvement needed in the store for good results in the sales. This gives the feeling of importance to the employees regarding their job. Asking about the kind of rewards and benefits prevailing in the company, Jim mentioned that there are different kinds of rewards and benefits prevailing in the company. Many of them are financial motivators provided by the company like, staff privilege card which enables the employee to get 10pc of discount on any product they purchase from the company. The other schemes are part of share and pension scheme for the employees. In which employees get opportunity to buy share of the company as they earn after some months of their joining. On every month, employees get many schemes on their pay slip for the discount on certain products like on clothing, mobile purchase. Tesco is providing the highest minutes and also the phone at the cheapest rate compare to any other mobile companies to its employees. The company provides a sort of non-financial motivation to its employees, which made Tesco Employer of the year for the year 2004. These include the additional lines of communication between managers and employees to understand the situation of the individual employee in better way. The senior level management also tries to spend time on the shop floor with the employees to listen their ideas and suggestions regarding any improvement needed, but this happens rarely. As far as the sale is concern Tesco also tries to improve the infrastructure of the store. Recently Tesco Express Leyton changed the whole infrastructure of the store and now it experiencing the increase in the number of customer visiting the store as a part of many different kind of product availability in the store. Positive intrinsic motivation is the most important to get the employees motivated for any work. If employees dont have feelings to work and they are just working as they
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have to work as a part of their job, then this results in negative feelings amongst employees. But if employees are intrinsically motivated they work themselves without any pressure from the manager. Jim cited here example of one employee, about this as due to communication gap from the management level he dont like to work, or come on time to the job. But when Jim took personal interest and motivates this employee by bridging the gap he works so hard, come on time and always tries to learn new things in job as he is motivated to get promoted as a team leader and to share many responsibilities. Here the thing which works the most is the motivators of the Herzberg, as Achievement and Responsibility motivate the most to that employee. 4.4 Conclusion Here researcher carried the research with the help of quantitative and qualitative methods of the research. And the compare the result of the questionnaire with the interview of the store manager and also compare it with the literature reviews. Here store manager and the employees of the store both agree with the theories given by Herzberg, Maslow, Alderfer and Daniel Pink regarding the non-financial motivation. Employees are agreeing that the factors which motivate them most are achievement, Responsibility and work itself. That is very close to the research conducted by Herzberg in his book, The Motivation to Work. Though there are certain amounts of employees for them money is important motivator factor. Here residential status and some other factors are responsible behind this as mentioned in the data analysis. One more thing which is very important to mention with this is the research of Daniel Pink, according to him money is not a motivator though most of the people think that money is a motivator for them. He cited the example of the person who wins jackpot in the lottery. After winning this much amount of money that person will go for some business or work which requires a great attention and a risk. And the main reason behind this is to pursue the plan where they can find real motivators like achievement, responsibility, advancement etc. The another thing is that non-financial incentives offer more long term benefits to both company and the employees while the cash incentives have a short term benefits. With the help of cash incentives once the money is gone or used, the motivation of the employee is also gone.

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5. Conclusions
This research has represented and examined the major motivation theories of Abraham Maslow, Frederick Herzberg Clayton Alderfer and Daniel Pink. It can be concluded that these theories offer some good proposals for managers and organisation concerning how to motivate and lead employees. Furthermore it can be seen that the different models are a powerful instrument to improve management and therefore the performance of the company. However it is important to notice that the needs of individuals vary to some degree, depending on social background, attitudes, values or beliefs. Also the occupation and the position of the employee have to be taken into consideration concerning motivation in companies and organisation. The only lifelong motivators are those that come from within and one of the strongest of those is joy and pride that grow from knowing that you have just done something as well as you can do it (Crawford mason, 2006). It can be summarised that employee motivation is one of the most significant and challenging task of management. The theories which have been represented in this dissertation clarify that it is not enough to satisfy the psychological basic needs. Motivation is affected by a multitude of factors, which can mostly not be generalised. Every human being is different in his personal view, preferences and desires. The most important thing for the company is to be consistent in its motivation techniques. Recognising and understanding employees needs should be an indispensable part of every organisation. Also the acknowledgements of good work will contribute to achieve the desired behaviour. Here the main reason to this research is to evaluate critically how Tesco Express Leyton uses the non financial motivation techniques to reduce absenteeism among its employees at all level and to motivate them. Tesco is providing a range of rewards and benefits to its employees like 10pc of staff discount on purchase of any item from the Tesco, buy as you earn scheme in share for the employee etc, which makes the Tesco employer of the year in 2004. It also provides non-financial techniques to its employees like additional level of communication between managers and employees, talent spotting scheme for providing extra ladder of promotion on the shop floor and to understand the situation of the individual employee in better way

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(http://www.oasisedinburgh.com/pe04_mot_at_work.html#top). The human resource strategy at Tesco revolves around the simplification of the work, challenging unwritten rules and performance management linked to achieving the targets. Tesco has also secured its commercial standing in the global market by winning the Retailer of the Year award for the year 2008 at world retail awards function. In recession from 2008 where global retail sales showing the declining trend it is really important to mention here that Tesco group has shown growth of 13pc in UK market and 26pc in international market. As per the theorist like Maslow, Herzberg, Alderfer and Daniel Pink non financial motivation works more to motivate employees compare to financial motivation. Herzberg had proven this factor in his work called motivation to work by two factor theory where motivators contribute more in job satisfaction compare to the hygiene factors. It is important to know the needs and wants of employees when trying to motivate employees. Effective motivation comes from the determination of which factors motivate employees and then providing that factors which address those needs. Though pay is not important thing in job satisfaction, personal satisfaction or a feeling of doing something worthwhile as the reason employees would stay in their current job with more interest (Herzberg, 2009). While according to Maslow, people always want more and their needs depend on what they already have. And once the lower order need of the person is satisfied it will no longer be work as a motivator for the person and only unsatisfied needs help in motivating the person at work and also in life (Maslow, 2004). Though the criticism of the work of the Maslow is the hierarchy model he mentioned as for all people the same hierarchy would not work (Mullins, J, 2009). Daniel Pink also narrates in his work, called Drive that money is not a prime motivator though most of the people think that. For all the people there are many bigger and more sustaining motivators than money. And most of the time it happens that they are not aware about it. For the purpose of research researcher has selected the positivism philosophy as responses does not influence the belief and knowledge of the researcher (Procter 2006). The approach is selected is the deductive which is associated with the quantitative method of the research and requires a large amount of sample size. Though researcher has selected Tesco Express, which is having small amount of employees and due to this the sample size is smaller. That is the reason to choose the qualitative approach of the study. The method used
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is the exploratory research method with secondary data collection method used in this research. Here time, sample size and money work as major limitation of this research. By relating the data collected from the questionnaire and interview with the literature review done in the preceding chapter, it is clear that employees are motivated by rewards and recognition provided by the company. Though many of the rewards are financial in nature, and very few are non-financial. As per the answers collected from the employees it is clear that the most important motivating factor for them are achievement, responsibility, promotion, increment in pay and work itself. From this three are the motivators of Herzberg, i.e. achievement, recognition and work itself. The store manager is also agree with that, rather than money other things are important for him to get motivated and this is true for the employees of the store as well. There are many other factors which are important in considering the motivation of employees is demographic factor like age, residential status, marital status, education etc. Alderfer has mentioned in his theory which is the extension of Maslows hierarchy theory that different motivation work for the different people (Mullins L, 2009).

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6. Recommendations
In this research one of the objectives is to suggest what improvement company could make for the further improvement. Tesco, rewarded as the employer of the year in 2004 and also the retailer of the year in 2008 providing great rewards and benefits to its employees. Most of them are financial motivational rewards. Company is also providing non-financial motivational rewards to its employees but in small amount. It is very important for any company to focus on giving non-financial motivational rewards to its employees, especially in recession economy. Theorist like Herzberg, Daniel Pink and Maslow also mentioned in theories that non-financial motivation plays an important role in motivating employees rather than financial motivation. Tesco is already providing 10pc discount on any product employee purchase from the company through staff privilege card. But this is available to the employees after six month of their service in the company. The company should provide it to every employee on the day of their joining as other companies like Marks and Spencer is providing to its employees whether they are permanent or on temporary basis. Though this is financial kind of motivation but this is very demanding from the employees of the company. This will definitely help the employees to feel themselves a part of the Tesco family and this would encourage them in the work. That is also very important to introduce some non-financial techniques to motivate its employees in different ways as company is already providing financial motivational rewards to its employees. First of all company has to encourage its employees by giving performer of the week or Performer of the month picture on the notice board of the store, which is visible to customers as well in different department i.e. customer service, warehouse etc. This will encourage the employees work better way as this will work for them as some sort of achievement. It is not necessary to provide any financial reward in this. The store has to start this on temporary basis to see the effect of the performer of the month reward and then continue it further for the long run, if it successful. At lower level employees has to work as mentioned by manager. They are not allowed to give any suggestions or to work by themselves without the higher level authority. The company should give more responsibility at the lower level. It is decided by the higher level authority to arrange the product in different aisle and this is the same for all the Tesco
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store of its kind. But Tesco is having many Tesco Express store in local areas, which are dominated by certain ethical group and they are having demand of their choice. So manager and higher level authority has to consider the views of employees and customer regarding the product management, the product which is high in demand. From the data analysis chapter it is clear that employees enjoy working with more responsibility and the responsibility works as motivating factor for many of the employees. By keeping it in mind store manager should give more responsibility to employees, like they are responsible for the facing up the product in certain time period, handling the customer which create the ownership attitude in the employees and then they will work in the store as it is their own store and care more about customer, sale, cleaning etc. On more important thing which improves the level of motivation among the employees is a sort of competition in not only store, but there should be with another store as well. For ex. Tesco Express Leyton consider the another Tesco Express which is in Leytonstone as its competitor and then store manager of these stores share the sales figure with each other including the waste and then encourage the employees to increase the sale of the store in comparison with each other. There should be regular get together among the employees through foot-ball matches, or by arranging some sport event among two to three stores. This would help in creating a bonding among the employees and work as refreshment for the employees. That would definitely motivate them in their work as well and this could be the non-financial motivation.

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