What EGYPTIAN workers want to motivate

them Based on age

Class : 45 C

Group: B

Heba Ahmed

Mahmoud Hosny

Mohamed Ali

Khaled Omar

Mahmoud Hussein

Mohamed Hassan

Maryam Riad

Mohamed Abdallah

Mohei El Dine Fouad

To : Dr. Hesham Sadek

Agenda
1. The wider context

2. Search on Motivation scientists, definition & theories

3. The Definitions of Motivation Theories

4. Meetings with Employees from different age range :

Understanding their perspectives about ..

5. The Motivation Factors Definitions

6. Conducting in-site & online survey

7. The result

8. The Recommendations

P
2

1. The wider context

3

1. The wider context

HR innovative activities in the
companies Which value HR
WHY

Rapid growth: what worked

before may not work in a larger
companies

Some companies has an

increasingly commercial focus
and a high performance culture

Its values of and its

development focus are more
important than ever.

And it is committed to longserving individuals who

dedicate their careers to the work
of these companies.

Market conditions
Economic conditions are
still restricting pay
inflation globally
Increased
recognition
Across the world
the approach to
reward is shifting
away from
paternalism and
towards a
performance and
recognition based
approach

Focus on benefits
The succeeded companies are
refocusing on employee
benefits
4

2. The Motivation
Theories
5

2. Definition of Motivation :
The psychological forces that determine the direction
of a persons level of effort, as well as a persons
persistence in the face of obstacles.
The direction of a persons behavior refers to the many
possible actions that a person could engage in, while
persistence refers to whether, when faced with
roadblocks and obstacles, an individual keeps
trying or gives up.

* SHRM HR Glossary: www.shrm.org /TemplatesTools/Glossaries/HRTerms /Pages/m.aspx

2. The Theories of Motivation

Taylor

Scientific
Management

Mayo

Maslow

Herzberg

Human
Relations
Management

Hierarchy
of Needs

Two Factor
Theory
Motivators
Hygiene or
Maintenance

Hawthorne
Effect

McGregor

Theory X
Theory Y

Drucker

Importance
of
Objectives

Peters

Involving
Employees
Recognizing
Champions

3- The Definitions
of Motivation
Theories
8

The Theories of Motivation

Taylor: Scientific Management

Control over the employees.
Autocratic style of management.
Workers are lazy
Only motivation is by money
Motivation using piece-rate payment

10

The Theories of Motivation

Mayos : Human Relation Management

Motivation using human/social needs
Increase motivation by:

Better communication

Involvement in employees working lives

Working in groups

Team working
personnel departments to look after employees
interests

12

The Theories of Motivation

Maslow : Hierarchy of Needs

How to motivate someone in Self actualization ?

By challenging him

14

15

http://www.hrzone.com/community-voice/blogs/steve-smith-0/how-maslows-hierarchy-of-needs-influences-employee-engagement

The Theories of Motivation

Herzberg : Two Factor Theory

Motivators
Factors that directly motivate people
Giving responsibility, recognition for good work,
opportunities for promotion
Hygiene (maintenance) factors
Factors that can de-motivate if not present but
do not actually motivate employees to work
harder
Pay, working conditions, job security
Use job enrichment and empowerment (delegating
more power to employees to make their own decisions).
17

The Theories of Motivation

McGregor: Theory X and Theory Y

Theory X view workers as Prefer to be led
Dislike work
Lack ambition
Are irresponsible
Resist change
Prefer to be led
Theory Y view workers as
Willing to work
Capable of self control
Willing to accept responsibility
Imaginative and creative
Capable of self-direction
19

The Theories of Motivation

Drucker : Importance of Objectives

Setting objectives is a key method of
motivation
Important that employees can measure
their performance
Profit targets are important motivators
Also supported good pay, promotion &
communication

20

The Theories of Motivation

Drucker : Importance of Objectives

Setting objectives
Employees Should measure their
performance
Profit targets as motivators
Good pay, promotion & communication

21

The Theories of Motivation

Peters : Involving Employees

Sense of recognition
Involve workers in all aspects of the
business
Offer financial incentives (e.g. targetrelated bonuses)
Provide job security

23

. Meetings with Employees

from different age range :
Understanding their perspectives
about ..

24

5. What we heard: Employees 31- 40 perspectives

We Want
competitive
salaries

Im paid very
well

The educational
There is no
allowance is a
transparency
major selling
around the link
point comparing between rating
to internationals
and bonus
companies

This is a flat
structure. I
cant see the
opportunity
for
progression

At the top of the

pay band, high
performers lose
out on salary and
pension
increases

Advertising
Training is
available to do externally makes
your job but us feel like we are
not to step into not good enough
to apply for the
the one above
job

I dont
understand
how to get
promoted

25

Employee survey: key findings

Pay bands positioned to

the market

Allowances such as
Housing and Education
Safety at the work place

Career Path

Salaries,
compensation
Link between appraisal
& reward
Retirement plans and
packages

Competitive
reward
proposition

Tuition Allowances

Benefits
The gap between the
position
Flexible Working
Schedule

26

. The Motivation Factors

Definitions

27

1- Interesting Work
Interesting means engaging or exciting and holding the attention
or curiosity.

An interesting job is a Job that:

Provides opportunity to learn,

progress and contribute to the organization
Utilize my skills are to the maximum and allows
me to grow within the organization.

When an
employee like
his work, dont
get bored ,
learn new skills
, feel
supported, and
is a part of the
succession of
the job

An Ideal Interesting Job is :

Open
supportive
Entrepreneurial
stimulating

Collaborative
Inspiring
Focused on
fostering strengths

28

2- Appreciation of Work
William James said: "The deepest desire in human nature is to be
appreciated."

Other forms of no-cost appreciating:

Career opportunities.

Recognition at a team meeting or in a company newsletter.

Everyone want
to know that
their efforts are
being seen and
appreciated,
especially by
their manager.

Employees who work harder

80 % are motivated
to, when they are
appreciated

40 % work harder when

the boss is demanding
or when they fear to lose
the job

29

3- Being Included
In low power distance culture, everyone is perceived to have the
potential to contribute to the decision-making process; in fact,
everyone is assumed to have equal rights

As such, employees consider it their right to participate in

decisions that concern them
Increases morale, job satisfaction and enhances productive
efficiency
Allows employees to use their private information,
which can lead to better decisions for the organization
Increase in employees commitment and acceptance of
decisions through a sense of ownership

When people get to

participate in
creating a system or
process, they are
much more likely to
follow it than one
simply imposed upon
them by an outside
expert.
It saves the company
time and money

Maximizes viewpoints and a diversity of perspectives

30

4- Job Security
Assurance (or lack of it) that an employee has about the continuity of
gainful employment for his or her work life.

Job security usually arises from

The terms of the contract of employment.

Collective bargaining agreement.

Or Labor legislation that prevents arbitrary
termination, layoffs, and lockouts.

Is the probability that

an individual will
keep his or her job
According to SHRM :
A job with a high level
of job security is such
that a person with the
job would have a
small chance of
becoming
unemployed.

It may also be affected by general economic conditions

31

5- Good Wages
Fair wage refers to wage levels and company practices regarding
wages that provide a living wage for workers while still complying
with all national regulations
With a fair wage, employees should be able to :

maintain a decent standard of living for themselves and

their families.

such as :
minimum wage
overtime
payments
provision of
paid holidays
Others ..

Robert Bosch, founder of the world's largest automobile

parts supplier, said:

"I do not pay good

wages because I have
a lot of money;

I have a lot of money

because I pay good
wages."

32

6- Promotion and Growth

According to Pigours and Myers: Promotion is advancement of an
employee to a better job

better in terms of

Greater responsibility

Types of Promotion:

Horizontal

Vertical

Dry

More prestige or status

Greater skill

And especially increased rate of pay or salary

33

7- Good Working Conditions

The conditions in which an individual or staff works, including but
not limited to such things as amenities, physical environment, stress
and noise levels, degree of safety or danger, and the like.
At the minimum,
you must offer a safe, clean, and sanitary work site.
To get the most out of employees

If you want to get the

most out of people
you need to create an
environment that
facilitates success.

help them take pride in their workspace,

even if it is only a cubicle or workstation.
Allow people to personalize their own work sites

with photos
or small trinkets

they will feel like they

have a place that
belongs solely to them.

http://www.businessdictionary.com/definition/working-conditions.html

34

8- Loyalty to employees
The employer has a moral obligation to make business decisions to
advance the welfare of employees.

This includes:

An ethical
employer does not
think
of employees only
as a means to an
end.

Employees must
be treated as a
major stakeholder
group.

Respectful treat

Fair Payment

Good Working Conditions

35

9- Tactful Discipline
Written, step-by-step process which a firm commits itself to follow in
every case where an employee has to be warned, reprimanded, or
dismissed.
Being tactful, sensitive and using a coaching, teaching model to
correct work deficiencies
There are many ways to approach a member of your staff
when you need to correct a behavior or a possible mistake

How the supervisor

handles employees
mistakes, will make
a critical difference
to sustaining
employee motivation

but one rule of thumb is to always

sandwich with positive.

Failure to follow a fair, transparent, and uniform
disciplinary procedure,

may result in legal

penalties (damages)

and/or annulment of
the firm's action.

http://www.businessdictionary.com/definition/disciplinary-procedure.html#ixzz3USkit2dr

36

10- Sympathetic Help

The Supervisor has to differentiate When a great employee whose
work suffers from personal problem.
By taking the time to understand whats going on in your
employees lives
By recognizing their accomplishments, and help them feel
like an important part of the organization
Implement policies that increase morale and job
satisfaction

A Smart managers
knows he is not
therapist
But he should
recognize that any
employees is having
personal problems
that are affecting his
job performance

Open lines of honest communication, so that employees can

feel encouraged to ask for help

then direct them to

HR Dep.

Or to the Employee
Assistance Programs.

http://wheniwork.com/blog/what-todays-employees-want-from-their-managers/

37

5. Conducting in-site
& online survey
38

Survey Site

39

Survey Design (a)

Gender:
Male

Female

Age:
Under 30
41 50

31 40
Over 50

Company Sector
Governmental
NGO

Private sector

42

43

Questions 1:

Interesting Work

1 I am inspired to meet my goals at work.

2 I get excited about going to work.
3.
I am often so involved in my work that the
day goes by very quickly.
4.
I am determined to give my best effort at
work each day.
5.
When at work, I am completely focused
on my job duties.
6.
Employees here are willing to take on new
tasks as needed.

Appreciation of Work

Questions 2:
1 Management within my organization
recognizes strong job performance.
2 financial appreciation is enough as a
motivator.
3.
Your efforts not being recognized by your
manager affects negatively your
performance.
4.
work appreciation is important to you
5.

Questions 3:

Being Included

1 I am satisfied that I have the

opportunities to apply my talents and
expertise.
2-

2.
I feel completely involved in my work.
4.

5.

Questions 4:
1-

Job Security

I am satisfied with my overall job security.

2 My organization's fiscal well-being is

stable.
3.
Would you scarify a high wage job for
another with more job security
4.
the rate of turn over in your company
affects your performance.
5.

Questions 5:
1-

Good Wages

I am satisfied with my overall

compensation.
2 I am compensated fairly relative to my
local market
3.
I am satisfied with my total benefits package.
4.
I am satisfied with the amount of paid
leave offered by my organization.
5.
I am satisfied with the retirement plan
offered by my organization.

Promotion and growth

Questions 6:
1 I am satisfied with my opportunities for
professional growth.
2
2.
I am pleased with the career advancement
opportunities available to me.
4.
3.
My organization is dedicated to my
professional development.
6.

Good Working Conditions

Questions 7:
1 I am satisfied with the workplace
flexibility offered by my organization.
2
2.
My organization has a safe work
environment.
4.
3.
Having a smoke free work place affects
your comfort
6.

Loyalty to employee

Questions 8:
1 I am satisfied with the job-related training
my organization offers.
2 I am satisfied with the investment my
organization makes in training and
education.
3.
My supervisor and I have a good working
relationship..
4.
I am satisfied with the healthcare-related
benefits offered by my organization.
5.
My organization's work positively impacts
people's lives.

Questions 9:

Tactful Discipline

1 Do you accept responsibility for results

of actions, irrespective of whether they
are favorable or not
22.
how the supervisor handles employees
mistakes, will make a critical difference in
sustaining your motivation
4.

5.

Questions 10:

Sympathetic Help

1 Employees in my organization take the

initiative to help other employees when
the need arises.
2 Communication between senior leaders
and employees is good in my
organization.
3.
Senior management and employees trust
each other.
4.
My organization operates in a socially
responsible manner.
5.

6. The results
67

Age Range Result

Resp.
Over 50

15
49

41-50

%
6.4
20.9

80

34.2

90

38.5

31-40

under 30

10

20

30

40

50

60

70

80

90

100
68

Gender Range Result

Resp.

120

51.7

112

48.3

Female

Male

108

110

112

114

116

118

120

122

70

Sector Result
Resp.
NGO

24

10.4

180

78.3

26

11.3

Private

Gov.

20

40

60

80

100

120

140

160

180

200
71

Ranking for age :

Under 30
3.39

Sympathetic help

3.35

Tactful discipline
Loyalty to employees

3.37

Good work conditions

3.37

Promotion and Growth

3.18
Under 30

Good wages

3.23

Job Security

3.38

Being included

3.25

Appreciation of work

3.68

Interesting work

3.35
3.00

3.10

3.20

3.30

3.40

3.50

3.60

3.70
72

Ranking for age between : 31 - 40

3.77

Sympathetic help

3.78

Tactful discipline

3.81

Loyalty to employees

3.55

Good work conditions

3.12

Promotion and Growth

Good wages

31 - 40

3.42

Job Security
Being included

3.54
3.44

Appreciation of work
Interesting work

3.86
3.53
3.00 3.10 3.20 3.30 3.40 3.50 3.60 3.70 3.80 3.90 4.00
66

Ranking for age between : 41 - 50

3.92

Sympathetic help

3.87

Tactful discipline

3.95

Loyalty to employees

3.72

Good work conditions

Promotion and Growth

3.30
41- 50

3.54

Good wages

3.77

Job Security

3.63

Being included

4.00

Appreciation of work

3.75

Interesting work
3.00

3.20

3.40

3.60

3.80

4.00
74

Ranking for age of :

Over 50
3.85

Sympathetic help

3.75

Tactful discipline

3.96

Loyalty to employees

3.80

Good work conditions

Promotion and Growth

3.53
Over 50

3.95

Good wages

3.75

Job Security
Being included
Appreciation of work
Interesting work

3.64
3.82
3.76
3.00 3.10 3.20 3.30 3.40 3.50 3.60 3.70 3.80 3.90 4.00
75

What Egyptian Workers Wants to motivate them

based on Age
Under 30

31 - 40

41 50

Over 50

Interesting Work

Appreciation of Work

Being Included

Job Security

Good Wages

10

10

10

10

Promotion & Growth

Good Work Conditions

Loyalty to Employees

Tactful Discipline

Sympathetic Help

6
76

8. The Recommendations
77

How Recognition Works

Maslows Hierarchy of Leads

http://www.presentaplaque.com/tag/maslows-hierarchy-of-needs/

78

To motivate employees :
Interesting
Work
Appreciation

He is your
family
member

Involve
him in
decisions
Be fair in
punishing
him

Key points to
each
recommendation
has been taken
into
consideration

To motivate
you worker
Give him

Put your
self in
his
shoes
Create a
comfortable &
safe working
area

Promote
him & let
him grow

Secure his
furure

Pay him
enough
money

01- Interesting work

Matching jobs

Each job should be matched to comparable

roles in other organisations

The Job
Structure

Should be unique & specialised

Skills,
experience and
knowledge

Need to the job should be highly

recognised,

80

02- Appreciation of Work:

When to recognize
Length of
service:
-Anniversaries
-five years of
service

Customer
Service :
-XXXXX

Safety

Attendance

Productivity

- for achieving
a certain
number of
days without
an on-the-job
injury

- six months or
a year without
an absence is
the typically
rewarded goal

- Achieving a
competitive
edge above
colleagues

superior
performance
awards

Achievement

-Employee of
the month
programs

- on a specific
project

- For
outstanding
effort
81

02- Appreciation of Work:

How to recognize
Recognition :
At a team meeting or in a company newsletter
Write a personal note to the employee:
for better performance on the job, or write a thank you note
for putting in extra time in the workplace.
Use your personal properties in work .

Employee of the month

Attaching his picture and name during the month
in the board of honour .
Give courtesy time off
Day of birth or anniversary officially off
Other Types
Certificates , plaques , trophies or ribbons, jewelry (pins,
pendants) pens or desk accessories, watches and clocks
cash bonuses
tickets to sporting or cultural events
Get a traveling trophy Have a "Friday surprise.
82

03- Being Included

Give some power to employees:

- that the decisions they make and the work they
perform directly impact the product or service.

Encourage risk-taking. Let employees experiment

and try to find new ways to help the business reach
its goals

83

04- job Security

Contract

Retirement
Plan

Legislation

Employee
feeling
Secure

Policy of the
co.

Agreements
84

05- Good Wages

Salary bands should be highly competitive to the market
( to check the benchmark each 3 years)

Pay rise Linked to performance

Each year, Consider the inflation factors and economic

conditions to adjust the bands

The cost of membership of recognized professional bodies,

where these are related to your role

85

05- Good Wages

Recognising performance
A new bonus
structure

Recognising high
performance

Reward System

Link between the

Organization
performs and the
bonus

Clear framework for

assessing
performance

When your
employees do
well, reward
them.

Link between the

employee
performance and
his bonus

Scorecards to ensure
the objectives are
aligned with the
job

Tailor your reward

systems to specific
accomplishments.

Appraisal process
transparently done to
rate the employee

86

05- Good Wages

Pay bands: Should be shared not hidden
$000s

Band minimum

Band maximum

Director

xxx,xxx.xx

xxx,xxx.xx

Senior Manager

xx,xxx.xx

xxx,xxx.xx

Manager

xx,xxx.xx

xxx,xxx.xx

Assistant Manager

xx,xxx.xx

xx,xxx.xx

Associate

xx,xxx.xx

xx,xxx.xx

Administrator

xx,xxx.xx

xx,xxx.xx

Assistant

xx,xxx.xx

xx,xxx.xx

87

06- Promotion and growth

Skills, competencies and career development
Desire and need for a clearer articulation of internal progression
and career paths
Developing a new framework which builds on your existing
one and has the following three key objectives:
1. Competencies linked to the company values
and behaviours

Not a job
evaluation
exercise

Not assessing
your
performance
and skills

Will not result

in any
immediate
movement

2. Clearer differentiation between grades

3. Skill-group specific expectations at each grade

Horizontal
movement

Vertical
progression
88

06- Promotion and growth

Career progression: Horizontal and vertical
Current level

Function 1

Director

Function 2

Director

Senior Manager

Senior manager

Senior
manager

Manager

Manager

Manager (x 3)

Assistant
Manager

Assistant manager

Associate
Administrator

Associate

Administrator

Administrator

Assistant

89

07- Good Working Conditions

Air

Building

Fire alarm
Mode

First
Aid Kit

Furniture
Employee
Comfort

Safety

Healthy

Fresh and
clean Air

Constructed to
ease work and
provide
security

For safety

Full access to
technology
Personal
items are
allowed
90

08- Loyalty to Employees

Employer

Respect

Moral
Obligation

Good Wages

Working
Christian Scharff
conditions

Employee

Retirement
plan

Employee Satisfaction

91

08- Loyalty to Employees

Attending a professional
development classes

Attend a public
speech or

Sponsor employee
in fitness program

Recognizing success in
graduate degree or

Cross training to the staff in his

strong point to be added to his
performance

Recognising success in
getting the black belt

Class of personal
financial planning

92

09- Tactful Discipline

Employee

adequately forewarned that his particular

behavior would result in discipline

Management

must make a fair and objective investigation

Evidence

must be clear for the actions.

rules, orders, and

disciplinary action

must be applied

Witness

Should attend the meeting

The Discipline

must be reasonably related

"The goals of 'consistency' and having the

punishment 'fit the crime' are incompatible with justcause termination."
93

10- Sympathetic Help :

Identify any problems that might stand in the way.

Absenteeism

94

Thanks for listening

please feel free to ask any questions