Research writing

RESEARCH PROJECT
PROPOSAL
On

The impact of employee motivation on employee
performance and productivity

By

[Badr Mohammed Alenezi]
Enrolment No. 230000156

Master’s Degree

MBA – Business Administration

Administrative & Financial Sc

Insert Course Code: 20915

Riyadh Branch

Date of Submission: 07 02 2025

Saudi Electronic University

Supervisor Name:

Dr. Amar Johri

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1. Background
Motivation is the heartbeat of any workplace. When employees feel valued and driven, they put
in their best effort, leading to higher productivity, better performance, and a positive work
environment. Organizations have long recognized the importance of motivation, with classic
theories like Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory emphasizing how
both intrinsic factors (like purpose and growth) and extrinsic factors (like salary and recognition)
shape employee engagement.
Yet, despite all the research, companies still struggle to keep employees motivated in a way
that leads to meaningful and lasting improvements. While many studies have linked motivation to
performance, there’s still much to explore—how does motivation influence job satisfaction,
loyalty, and creativity? Do different industries require different motivational approaches? And
what strategies truly make a difference in today’s ever-evolving workplaces?
This study dives into these questions, aiming to uncover the real impact of employee motivation—
not just on performance and productivity, but also on the deeper, more human aspects of work life.
By understanding what truly drives employees, organizations can create a workplace where people
feel empowered, engaged, and inspired to do their best.
2. Statement of the problem
Despite extensive research on employee motivation, many organizations continue to face
challenges in achieving and sustaining high levels of employee engagement and performance.
While existing studies have established a link between motivation and performance, there is still a
significant gap in understanding how motivation influences the broader aspects of work life—such
as job satisfaction, loyalty, and innovation.
Moreover, the effectiveness of different motivational strategies (e.g., financial incentives,
career development opportunities, and supportive workplace cultures) can vary greatly across
different industries and organizational settings. This lack of a comprehensive understanding
prevents companies from adopting the most effective approaches to enhance both the tangible and
intangible benefits of motivated employees.
This study seeks to address these gaps by exploring the impact of employee motivation on both
performance and qualitative aspects of the workplace, offering insights that can guide
organizations in crafting more holistic and effective motivational strategies.

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3. Literature Review
3.1 Theoretical Perspectives on Employee Motivation

3.1.1 Need-Based and Two-Factor Theories
Early research laid the foundation for understanding employee motivation by examining the
hierarchy of human needs. Maslow’s (1943) seminal work proposed that individuals are driven
to satisfy needs in a sequential order—from basic physiological requirements to higher-level
self-actualization. Building on this premise, Herzberg’s Two-Factor Theory (Herzberg, 1968)
differentiated between hygiene factors (e.g., salary, working conditions, and job security) and
motivators (e.g., recognition, responsibility, and opportunities for personal growth). Herzberg
contended that while adequate hygiene factors prevent dissatisfaction, it is the presence of
motivators that truly engender job satisfaction and drive performance.

3.1.2 Cognitive Process Theories
Subsequent models advanced a more dynamic, cognitive approach to motivation. Vroom’s
Expectancy Theory (Vroom, 1964) posits that an employee’s motivation is determined by the
perceived relationship between effort, performance, and the rewards that follow. According to
this view, higher motivation results when employees believe that increased effort will lead to
improved performance and that such performance will yield valued outcomes. This cognitive
framework emphasizes the role of individual beliefs and expectations in directing behavior,
thereby shaping performance outcomes.

3.1.3 Self-Determination and Intrinsic Motivation
More recent approaches, such as Deci and Ryan’s Self-Determination Theory (Deci & Ryan,
2000), further elaborate on the intrinsic drivers of motivation. This theory underscores the
importance of autonomy, competence, and relatedness as core psychological needs that, when
satisfied, lead to enhanced engagement and superior performance. Empirical studies have
demonstrated that employees who experience a high degree of autonomy and meaningful
connection in their work exhibit greater intrinsic motivation, resulting in improved creativity and
reduced turnover.
3.2 Synthesis and Research Gaps
Although extensive research supports the influence of both extrinsic rewards and intrinsic
motivators on employee performance, gaps persist in the literature. For example, while extrinsic
incentives such as financial rewards can produce short-term improvements in output, they may
not sustain long-term engagement. Conversely, intrinsic motivators foster deeper satisfaction but
are less frequently quantified in empirical studies. Recent meta-analyses suggest that integrating
these theoretical perspectives could offer a more comprehensive understanding of how
motivation influences not only quantitative performance metrics but also qualitative outcomes
such as innovation, adaptability, and overall job satisfaction.

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In summary, the evolution of motivational theories—from early need-based models to
contemporary cognitive and self-determination frameworks—provides a robust foundation for
examining employee behavior. However, further research is needed to reconcile these
perspectives and to develop strategies that effectively harness both extrinsic and intrinsic
motivational forces in dynamic work environments.

4. Project Objectives
Objective 1: Examine how employees’ levels of motivation relate to measurable indicators of
performance—such as productivity, efficiency, and work quality—over a six-month period.
Objective 2: Investigate the influence of intrinsic motivators (for example, personal growth, job
satisfaction, and a sense of purpose) and extrinsic motivators (such as financial rewards,
recognition, and job security) on employees’ overall experiences using surveys and in-depth
discussions.
Objective 3: Explore how various motivational approaches compare across different industries by
analyzing performance data and employee feedback collected over a one-year period.
Objective 4: Develop and test a comprehensive model that clarifies the contributions of both
intrinsic and extrinsic motivational factors to employee performance and productivity, employing
rigorous statistical methods.
Objective 5: Synthesize the findings into a detailed report that deepens the understanding of the
relationship between employee motivation and work outcomes, highlighting theoretical insights
into how motivational forces shape employee behavior
5. Target Population (Sampling Technique and Sample Size)
The target population for this study includes employees working in diverse industries and
organizational settings. Specifically, this group will comprise individuals at various levels—from
entry-level staff to mid- and senior-level managers—across both private and public sector
organizations. The goal is to capture a wide range of experiences and perspectives regarding
employee motivation and its impact on performance and productivity.
Sample Size:
An expected sample size of approximately 150 participants is proposed. This number is chosen
to ensure sufficient statistical power for quantitative analyses while remaining manageable for
qualitative follow-up, if applicable.

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Sampling Technique:
A stratified random sampling method will be used. In this approach, the overall target
population will be divided into subgroups (strata) based on relevant characteristics such as
industry, job level, and organizational size. Random samples will then be drawn from each stratum.
This technique is selected because it helps ensure that all key subgroups are proportionately
represented in the sample, which enhances the generalizability and validity of the study findings.
By combining a well-defined target population with a robust stratified sampling strategy, the study
aims to achieve a comprehensive understanding of how employee motivation influences
performance and productivity across different contexts.
.
6. Data Collection Approach
For this study, data collection will rely on both primary and secondary quantitative methods:
Primary Data Collection:
Surveys/Questionnaires: The main primary data source will be structured surveys and
questionnaires. These instruments will be designed to capture measurable aspects of employee
motivation (e.g., intrinsic and extrinsic factors) and performance indicators (such as productivity,
efficiency, and work quality). The surveys will include primarily closed-ended questions that yield
quantitative data, as well as some open-ended items for additional context.
Secondary Data Collection:
Academic and Industry Literature: Secondary data will be gathered from existing scholarly
articles, peer-reviewed journals, and relevant industry publications. This literature will provide
theoretical foundations, previous empirical findings, and contextual insights that complement the
primary survey data.
Data Analysis
The study will include various types of analysis on the collected survey data to meet the research
objectives. The first technique will involve generating descriptive statistics using Microsoft Excel.
This will allow us to summarize key characteristics of employee motivation and performance, such
as frequencies, means, and standard deviations, to provide a clear overview of the dataset.

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Next, the study will analyze the correlation between employee motivation factors (both intrinsic
and extrinsic) and performance outcomes like productivity, efficiency, and work quality. This
correlation analysis will help determine the strength and direction of the relationship between these
variables.
Furthermore, regression analysis will be applied to test the predictive influence of motivational
factors on performance outcomes. The statistical analyses will be conducted using Microsoft
Excel, and the results will be visually presented using both Excel and Tableau. Visualizations such
as tables, figures, graphs, and charts will be employed to offer a direct and concise summary of
the findings, thereby adding significant value to the understanding of the study’s analytics.
All results will be systematically organized to correspond with each research objective, ensuring
that the analytical outcomes are clear, logically arranged, and directly reflective of the impact of
employee motivation on employee performance and productivity.
.
7. Potential Scope of the Project
The outcomes of this study are expected to have broad applicability across various audiences:
•

•

•

•

Researchers: The findings will enrich the academic literature on employee motivation,
offering new insights and a comprehensive model that can serve as a basis for further
empirical investigations and theoretical advancements.
Managers and Practitioners: By identifying the key intrinsic and extrinsic motivators
that drive employee performance and productivity, the study will offer actionable
strategies for enhancing employee engagement, thereby supporting improved workplace
outcomes.
Companies and Organizations: Organizations can use the results to develop tailored
motivational programs and HR policies that not only boost performance metrics but also
foster a positive work culture, ultimately leading to sustainable business growth.
Stakeholders: The study will also inform policy makers and industry leaders about the
critical role of employee motivation, helping them to create frameworks and best
practices that promote overall organizational well-being.

This concise yet comprehensive scope ensures that the research outcomes are valuable and
applicable to both academic inquiry and practical implementation.
.

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8. Project Implementation Plan
Time Frame
Activities

Duration
(Days)

Proposal

10

Literature
Review

30

Data collection

30

Report writing

30

Submission of
final
Report

10

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Time (Month)
February

March

April

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