Staff motivation and participation at ASDA

ACKNOWLEDGEMENT
I extend my sincere thanks to my family and friends for the support provided by them throughout this dissertation. They wanted me to be successful and their unswerving expectations instigated confidence in me. A special thanks to my mentor who guided me all through this research and corrected me whenever I was wrong. It was because of him that I was able to follow the correct path. He shared with me his wisdom and valuable knowledge. This research would not have been a success if not for him.

ABSTRACT
Motivation and employee involvement are regarded as the most significant tools for management of human resources. Companies design their engagement and motivation programs to drive staff members to perform to the zenith of their potentials. The key to develop an effective system of motivating and engaging employees is a reply to the question that what actually encourages people. This research examined the motivational level and extent of employee engagement in the retail company ASDA. The insights from the theoretical portion of this study along with the outcomes of the research can be helpful for HR managers of companies who deal of uninspired and unengaged employees every day. The basis of the study was questionnaire survey conducted with 30 staff members of ASDA from different departments combined with semi-structured interviews of 10 senior managers. The research participants were asked to cite their motivation factors that drive them to perform better. They were also asked to state the efficiency of the employee engagement activities of their company together with their satisfaction level with ASDA as an employer. Likewise, the managers were also asked to state what impact their programs had on the performance of the workforce. The findings reflects that though the practices related to motivation and involvement are good and have a positive impact on employee performance levels, yet biasness acts as the spoiler. The research outcomes suggest that todays workforce is motivated by aspects from a variety of categories. Hence, the best approach to motivating them must not be only based on extrinsic or intrinsic motivators. By recognizing the most relevant factors which can encourage individuals to work organizations can face the challenge of magnetizing, driving, engaging and retaining their valuable human resources.

TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION ......................................................................................................................... 1 1.0 Overview ............................................................................................................................................. 1 1.2 Structure of the Research .................................................................................................................... 3 1.3 Focus and Purpose of Research .......................................................................................................... 4 1.4 Research Questions ............................................................................................................................. 5 1.5 Framework and Analysis .................................................................................................................... 6 1.6 Potential Significance of Research ..................................................................................................... 7 CHAPTER 2: LITERATURE REVIEW ................................................................................................................ 9 2.0 Introduction ......................................................................................................................................... 9 2.1 Significance of Human Resource management .................................................................................. 9 2.2 Concept of Work Motivation ............................................................................................................ 10 2.3 Theories of Motivation ..................................................................................................................... 11 2.3.1 Content theories ......................................................................................................................... 12 2.3.2 Process Theories ........................................................................................................................ 13 2.4 Impact of motivation on performance of employees ........................................................................ 14 2.5 Employee participation ..................................................................................................................... 16 2.5.1 Employee participation and job satisfaction.............................................................................. 17 2.5.2 Significance of employee involvement ....................................................................................... 17 2.5.4 Employee Participation models ................................................................................................. 20 2.6 Motivation and employee participation in ASDA ............................................................................ 20 2.7 Conclusion ........................................................................................................................................ 21 CHAPTER 3: RESEARCH METHODOLOGY .................................................................................................... 22 3.0 Introduction ....................................................................................................................................... 22 3.1 Research Aims and Objectives ......................................................................................................... 23 3.2 Research Questions ........................................................................................................................... 23 3.3 Research Philosophy and Approach ................................................................................................. 23 3.4 Research Design................................................................................................................................ 24 3.5 Research Approach ........................................................................................................................... 25 3.6 Research Type ................................................................................................................................... 25 3.7 Data Collection ................................................................................................................................. 26

3.8 Sampling ........................................................................................................................................... 28 3.9 Data Analysis .................................................................................................................................... 29 3.10 Validity and Reliability ................................................................................................................... 29 3.11 Research limitations ........................................................................................................................ 29 3.12 Ethical considerations ..................................................................................................................... 30 CHAPTER 4: DATA ANALYSIS AND FINDINGS ............................................................................................. 31 4.0 Introduction ....................................................................................................................................... 31 4.1 Analysis............................................................................................................................................. 31 CHAPTER 5: CONCLUSION AND RECOMMENDATIONS................................................................................. 41 Conclusion .............................................................................................................................................. 41 Recommendations ................................................................................................................................... 43 CHAPTER 6: REFLECTIVE STATEMENT ........................................................................................................ 45 REFERENCES ............................................................................................................................................... 47 APPENDIX .................................................................................................................................................... 54

TABLE OF FIGURES
Figure 1 Diagram of equity theory................................................................................................ 14 Figure 2 Relationship between performance and motivation presented by Vroom...................... 15

CHAPTER 1: INTRODUCTION
Motivation is the mechanism that initiates, directs and sustains goal centric behaviors. It is that phenomenon which causes people to act, whether it simply getting a glass of water to quench thirst or performing well to contribute towards ones company. Employee involvement is all about forming an environment at workplace in which employees have a saying in companys decisions as well as actions. 1.0 Overview The economy of present times is knowledge based. In such a scenario, all companies have accepted the fact that a competent and skilled workforce is their key asset and it would be unacceptable to lose them. Magnetizing and hanging on to competent employees is a difficult task as they normally have many job opportunities (Rynes and et.al., 2004). Nonetheless, having workers with the required skills is not the end of the road. It is crucial to properly manage such employees so that they perform enthusiastically and productively plus are committed to their work and company. Just showing up for work is not sufficient; these employees are required to be performing at the zenith of their capabilities (Deci and Ryan, 2008). The success of an organization is dependent on three major attributes of its employees i.e. highly motivated, competent and engaged. In simple words it is essential to understand the fact that performance of employees is not entirely based on their cognitive and competency skills but also on the extent to which they relate to their organization (Avery and et.al., 2007). Due to this reason, motivation along with employee participation is surfacing as a vital topic for the human resource department and management. Research by several authors have confirmed that highly engaged workers get motivated less by financial rewards and other extrinsic motivators and more by intrinsic means such as being valued, equal treatment, ample opportunities for growth and etc. (Dent and et.al., 2010). Much of what is already known by us regarding motivation is still relevant in present times tumultuous environment. However, even today many organizations and their managers do not get the notion of motivation correctly. Motivation has always been a big concern for managers. Several researchers like Abraham Maslow, Clayton Alderfer, Douglas McGregor, Frederick Herzberg and etc. have investigated this domain since time dating back as far as the

Second World War (Frey and Jegen, 2002). Many of the theories and models propagated by them are still valid and relevant in todays workplaces. Nevertheless, immense changes have taken place in both employees and the work related policies and practices of organizations. All these changed factors influence the perceptions and expectations of the employee of 21st Century. These comprise of growing focus on employee engagement, empowerment, job satisfaction, professional development opportunities and work life balance. Motivation has gained many more perspectives related to it (Kuvaas, 2006). The current research focuses on meaning and relevance of staff motivation and participation in the company ASDA. The company is slotted amongst the most well known superstore chains in the UK. This retail giant provides its customers clothing, general merchandise, food and financial services (Clark, 2009). Due to immense potential of this organization in UK supermarket industry, American retail king Wal-Mart made ASDA its subsidiary company in the fall of the 20th Century. ASDA is currently enjoying the number second position in the UK retail market next to Tesco. Apart from this it is the biggest global subsidiary of Wal-Mart. Being such a big company, it is apparent that it employees thousands of employees (Powell, 2011). Around 67,000 staff members were reported to be working with the company for over five years now. Managing such a huge workforce can be quite challenging at times. However, ASDA was voted as the best organization to work with in United Kingdom in 2007 by a survey of the Sunday Times. Moreover, the job satisfaction level of employees is at an all time high as the employee attrition rate has dropped by 20% (ASDA increases staff retention, 2009). This situation is a result of the motivation and employee engagement practices at the company. The motivation policy at the retail firm is more focused on openly recognizing the contribution of its employees rather than giving financial rewards. Apart from this, the management was hell bent on removing employees who were under-performers (Engaging staff: Lessons from Asda, 2009). This motivated people to perform better. The company had a very active employee engagement policy and it included its shop floor workers also in decision making. According to the company Chief, all the best ideas were given by his shop floor people (Asda offers staff fitness classes to increase employee motivation, 2010). The company followed the lines of many authors who gave significant importance to employee engagement and motivation for improvement in overall performance of the organization. According to Piersol (2007), employee participation is progressively being
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perceived as a robust parameter to measure the health of a company coupled with the other established measures of customer satisfaction, profit, sales and cash flow (Piersol, 2007). As per Gebauer (2008), the organizational structure of modern day companies is relatively flatter and they are likely to have high expectations from their workforce. Such a situation can result in increase in frustration of employees and they might become disenchanted with their job (Gebauer and et.al., 2008). Furthermore, downsizing or reengineering of the firms creates a pessimistic environment in the workplace. Employees see a changing psychological contract between their company and themselves. Herein employee engagement steps in as the savior and reinstates the faith of employees in their organizations (Timothy and et.al., 2001). The present report delves into the issue of staff motivation and participation at workplaces. It will talk in detail about the different theories of motivation and methods of employee engagement established in literature (Ramsay and et.al., 2002). The forces that drive the behavior of employees will also be analyzed to gain a comprehension of why people engage in particular type of behavior. The study is aimed at delving deeper into what employees require to keep them engaged and motivated what companies are doing to promote engagement as well as motivation of employees (Murray and et.al., 2002). 1.2 Structure of the Research The current research progresses in a sequential manner as all the chapters are interconnected i.e. the subsequent chapter can be proceeded with only on the completion of its preceding chapter. The structure of research is as follows: Chapter 1: Introduction This section of the research provides an overview of the research topic. In addition to this, it also covers a brief synopsis of the focus & purpose, framework & analysis and the significance of the research. Chapter 2: Literature Review This chapter of the study takes into consideration the work done by other researchers on this subject matter. It primarily speaks in volume about motivation and employee engagement and their importance. Different academic journals, books and online reference materials have been reviewed to compile this section. This chapter holds significant worth as it helps the researcher in understanding the viewpoint of other authors and identifying a gap in their works.

Chapter 3: Research Methodology This section presents the different methodologies that have been applied for collecting information and analyzing it. It entails the aims and objectives, research questions, data collection technique, data analysis method, research approach, limitation of research and ethical considerations. Chapter 4: Data Analysis & Findings The data which has been collected for the purpose of primary research is analyzed in this section of the report. This basically involves the assessment of results so that inferences can be generated from it. Chapter 5: Conclusions & Recommendations This is the final and concluding chapter of the report. It contains the several conclusions drawn from the findings of the research and recommendations are suggested which the company can implement to improve its overall performance. 1.3 Focus and Purpose of Research Focus The main focus area of research is motivation and employee participation at ASDA. Motivation is a very extensive topic and it is not possible to cover each and every aspect of it. Hence, the focus has been narrowed down to employee motivation at workplace. This will facilitate a relatively more focused approach to research. Again employee participation is a broad area of study and hence it has been contracted to a particular company i.e. ASDA. Below mentioned are the aims and objectives of the study: Aim To analyze the staff motivation and employee participation level at ASDA is the primary aim of the research. Objectives To realize this aim the following underlying objectives will first be attained: To determine the factors influencing motivation of employees at ASDA. To evaluate the different methods of motivating and engaging employees at ASDA. To assess the importance of employee engagement in ASDA. Purpose A number of researches have been carried out on motivation and employee engagement. In addition to this many research works have revealed the favorable relationship between motivation and employee performance plus employee engagement and desired results (Bakker
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and Schaufeli, 2008). Though highly motivated and engaged workers are expected to perform to their highest potential as compared to employees who are not highly motivated and engaged, not much is known about what factors actually motivate employees and regarding the performance of greatly involved employees which is beyond the official job requisition (Employer/Employee RelationsEmployee participation, 2009). At the level of an individual employee participation is linked with reducing burnout, lower stress levels and a better balance between work and life. At the level of organization, employee participation is linked with reduced turnover intentions, sales growth, improved productivity and higher consumer satisfaction (Davidson, 2011). However, not much is known about the plausible linkage between performance and actions of highly involved employees beyond the official requirements of their jobs. This brings to light the need to consider the factors which actually motivates people and the possible relation between employee engagement and work related behavior beyond the prerequisite of their job (Albrecht, 2010). Therefore, it is quite critical to develop concepts which results in an in-depth comprehension of employee participation and ways of motivating employees to get greatly involved at work in this new business and economic environment. The research will thus explore the perceptions of employees of ASDA about the motivational practices and employee participation methods employed by the company. In addition to this, the study will also look at perceptions of senior level managers of the company about these practices and their significance for the overall performance of the company (Deci and Ryan, 2008). 1.4 Research Questions For the intention of conducting an all-inclusive research and find solutions to the main problems related to staff motivation and employee participation at ASDA, below mentioned research questions have been formulated: What factors affect staff motivation level at ASDA? How employees can be motivated and engaged for the purpose of achieving high performance levels? What is the significance of employee participation in present days turbulent workplace environment?

1.5 Framework and Analysis The framework and analysis section of the research report primarily provides details about the steps in which research will be carried out. The framework division of the report gives an explanation of the various methodologies and strategies implemented for conducting the research. It fundamentally presents the realistic framework of different research approaches used in the study (Pring, 2004). Descriptions relating to techniques of research, data collation method, sampling and analysis technique is provided. The importance of this section is substantial as the validity and authenticity of the study will be identified through it. An all encompassing analysis plan is regarded as crucial because it aids the researcher in identifying and espousing the correct path while carrying out his research. Following techniques for the given methods have been employed in the current research: Research Design Research Design covers the procedure and methodology applied for conducting a research. It is of two types i.e. exploratory, descriptive and casual. In the present research descriptive research design will be used as there is a particular research question in mind and it will prove useful in examining how staff motivation and employee engagement can improve organizational performance (Mitchell and Jolley, 2012). Research Philosophy Philosophy of a research helps the researcher in recognizing a specific investigation pattern. Both positivism and Interpretivism research philosophy will be employed in the current case (Pring, 2004). Research Approach The present report will utilize inductive research approach as the researcher will firstly observe things, deduce a pattern of activities, form a concept and then finally formulate a theory. No hypothesis testing will be applied in the current case and hence inductive approach will be used (Flick, 2011). Research Type Both qualitative and quantitative research type will be employed in this study. Data collection method Data will be accumulated from both primary as well as secondary sources. Primary data will be collected by means of conducting a questionnaire survey of employees of ASDA. The questionnaire will have both open ended and close ended questions. In addition to this, semi-structured interviews with some senior level

managers of the company will also be conducted. Secondary data will be collected by means of journals, books and online reference materials (Jackson, 2010). Sampling Technique Simple random sampling technique will be applied for selecting a sample of employees that will be a representative of the entire population. On the other hand, systematic sampling will be used to select a sample of senior managers (Mitchell and Jolley, 2012). Data Analysis Technique The collected data will be analyzed using both qualitative and quantitative methods. Under qualitative method, thematic analysis will be used to formulate themes of the data so obtained. In addition to this, graphical representation of data will also be done to bring an element of statistical accuracy to the findings (Jackson, 2010). 1.6 Potential Significance of Research The current research holds both practical and academic significance. Firstly, the already existing theories of motivation and employee participation were applied and tested in an organizational setting i.e. in ASDA. Organizational culture varies from company to company even in the same industry (Gebauer and et.al., 2008). It is essential to carry out research across companies to compare and contrast the outcomes so that a firm knowledge base is created especially when a fairly new concept of employee participation is concerned. Secondly, though employee involvement and motivation have been studied from both practical and theoretical standpoints, their conceptual framework is not very clear still (Piersol, 2007). Moreover, not much is known pragmatically regarding how Human resource management can be linked with the development and preservation of employee participation. Hence, this research work will add greatly to the existing literature. This will help other researcher and authors with their piece of work. The study also holds potential relevance for practical purposes. Presently, companies are paying greater attention to employee motivation and involvement. Organizations are spending on training and consulting activities with the intention of augmenting motivation and increasing engagement (Employer/Employee RelationsEmployee participation, 2009). However, the knowledge base required for such interventions is not sufficient. Without a proper knowledge base and conceptual framework, companies will not be successful in implementing motivation practices and employee participation programs successfully. This will limit their success.
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Therefore, this study is aimed at adding to the knowledge base for assisting Human Resource Development department and administrative practitioners in developing better comprehension of the linkage between motivation, employee participation and their performance (Avery and et.al., 2007). This research will specifically be more significant for ASDA as it is the setting and backdrop for this research plus the substantial interest the company has in motivation and engagement of its employees.

CHAPTER 2: LITERATURE REVIEW

2.0 Introduction With the movement of businesses towards an international platform, human resource managers are finding difficulties in managing their people. Globalization is having considerable impact on management of human resources. The senior management is striving to gain and preserve their competitive advantage. Hence, it has become very important to have a motivated workforce (Devanna and et.al., 2006). It has become important for the managers to understand what the motivating factors of different employees are and how increased employee engagement can increase both employee motivation and organizational performance. The ensuing paragraphs delve into the human resource management practice of motivation and employee participation. Moreover, it takes into account the staff motivation and participation at ASDA, the retail chain. This chapter presents an outline of the earlier research work done in the domain of staff motivation and engagement (Schular and MacMillan, 2006). 2.1 Significance of Human Resource management Human resource management is a productive and unswerving exercise of managing the most valuable assets of a company i.e. employees. Effective management of the workforce demands a continuous balancing act of meeting the financial and strategic requirements of the company as well as meeting the aspirations of the staff members. The concept of HRM is now moving from its conventional outlook to a more strategic perspective (Schneider, 2006). It is now aimed at concentrating more on adding value and quality to the performance of employees. This shift from the traditional viewpoint is mainly because of the difficult times faced by companies during times of economic downturn. Staff members are now being seen as the most valuable assets of the company which can help in attaining a competitive advantage (Griffin and Moorhead, 2009). Hence, being attentive towards the needs and expectations of human resources of an organization has become very crucial. Motivation and employee participation are emerging to be two very important aspects of human resource management. Through these two phenomena, managers are trying to understand the factors that can result in high performance levels and thereby sustenance in the marketplace. The two concepts have been explained in detail in the ensuing paragraphs which reveals how high performing firms achieve their objectives through their employees (Schneider, 2006).

2.2 Concept of Work Motivation The word motive is used to describe impulses, emotions, needs or desires of people. Going by this elucidation, motivation can be explained as the state of being driven to act or perform. When the work environment is considered it is evident that staff motivation refers to motivation within a work setting. Fundamentally it implies the motivation of employees to stay, devote, cooperate and perform for their organizations. Many authors define motivation on the basis of its origins (Griffin and Moorhead, 2009). As per this approach, motivation has been defined by Griffin and Moorhead (2009) as the psychological process derived from the mutual interactions between a person and the environment which affects his efforts, persistence level and choices. In other definitions proposed by Knippenberg (2001) motivation is linked to the attainment of goals, i.e. employees are motivated to perform if they think it is going to reap desired results. Highly motivated people engage in actions which they believe will help them achieve their goals (Knippenberg, 2001). He advocated that motivation is a concept which cannot be observed directly. The only means by which motivation can be inferred is through analyzing the range of behaviors caused by internal and external factors. Most likely, there is a range of definitions concerning motivation as many researchers are continuously working on this subject matter. However, there are certain aspects of this phenomenon which are similar in almost all definitions (Miner, 2005). From the above paragraphs it can be construed that when writers explain motivation they cite behaviors or actions that are directed and upheld as a product of motivation. In simple terms motivation is an unseen force which drives people to behave in a particular manner. For the use of this research, a definition provided by Pinder will be applied as it defines motivation in an explicit and comprehensive style (Beck, 2003). Pinder made use of works of Porter, Vroom and other famed authors to formulate the below mentioned definition: Work motivation can be defined as a combination of energetic forces which stem from both inside and outside of a persons being, for initiating and directing work related behavior plus to identify its intensity, direction, duration and form. The above definition of Pinder has certain characteristics which makes it finer than others. To begin with, this definition is not a general statement; in fact, it presents the term motivation closely in context of work (Garg and Rastogi, 2006). This definition is aimed to construe the forces behind behaviors like leaving or joining the company, respecting seniors
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orders or vice versa, being punctual, devising innovative ways of performing a task and etc. (Swift and et.al, 2010). As per Pinder, one of the main components which are significant in characterizing motivation is the notion of force. This not just makes the definition more consistent with the work of other writers but also facilitates the fluctuations in the motivation level based on situations. The concept of force states that motivation is linked to efforts (Manolopoulos, 2008). The author is of the viewpoint that efforts are a result and indicator of motivation and not the same phenomenon. He asserts that his description of motivation does not present hedonism as the main force behind work related motivation. There are three other very important components of Pinders definition of work related motivation i.e. duration, direction and intensity (Karatepe and Tekinkus, 2006). The dimension of intensity is described by making use of two term potential arousal and potential motivation. Potential motivation is formed by the expectation that the performance of a certain type of behavior will have significant effects on the ultimate outcomes. Potential arousal depends on the scale of potential motivation. Intensity is not affected by the potential and is defined as the extent of arousal of an inner drive at a given point of time. Direction is described as the way in which motivational energy is directed. The duration asserts the realization of goals may be the plausible end result of work related behavior. Lastly but still very important, Pinder states that motivation cannot be seen but it is a prevalent psychological process (St-Onge and et.al., 2009). 2.3 Theories of Motivation Research works on motivation date back to early 20th century. Though theories related to motivation abound and many research works have been carried out, yet factors motivating people to do well in their jobs are still a debatable topic. Several authors as the beginning point of their studies in the domain of motivation have used the most common models and theories of motivation. Armstrong (2007) has diligently summarized motivational theories in his book on employee reward management (Swift and et.al, 2010). He states that Taylors motivation theory is linked with incentives and punishments which have a direct bearing on performance. This theory describes motivation as a resultant of unsatisfied needs of people. Herzberg theory concentrated on the difference between intrinsic and extrinsic motivators. All these traditional theories are certainly important but they cannot be termed as perfect. Examinations have pointed out significant weak links in these models (Nawaz, 2011). Armstrong has provided new process theories that look at motivation from a different stance. For instance, expectancy theory proposed
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by Vroom suggests that presence of motivation depends upon the clarity of the relationship between performance and end results. Goal theory stresses on the importance of feedback and goal setting pertaining to performance and motivation. Lastly, according to the Equity theory people get motivated if they receive equal treatment. Just like the existing definitions of motivation have some weaknesses and some strengths, similarly, the theories of motivations are also on the same lines. As evident from the brief glimpse provided in the above paragraphs, there are several theoretical approaches related to motivation (Kinman and Kinman, 2001). Certain researchers view motivation as solely confined to human needs. On the other hand, the perspective of some authors is more inclined towards cognitive processes which are the influencing forces behind the behavior of people. The disparity among different theories has led to their segregation in two parts i.e. process and content. Following paragraphs discuss significant work motivation theories belonging to each part (Goncharuk and Monat, 2009). 2.3.1 Content theories Content theories are primarily concerned with individual needs and goals which are claimed to be the same for everyone. Though, these theories presuppose that everyone has similar needs but they have different stances on defining those needs. Maslows need hierarchy theory is one of the most famous theories of motivation. It asserts that the main driver of employees behavior is the presence of insatiate needs (Amaanda, 2011). According to this theory, if the lower level needs of employees i.e. physiological, security and social needs are not fulfilled then they cant move upwards towards self esteem and self actualization needs. Following the footsteps of Maslow, Alderfer developed another model i.e. ERG which was based on experimental study in company settings (Anderson, 2013). This model consists of needs for existence, relatedness and growth. Another major contributor to motivation theories if McClelland. His premise stresses on three main motives which are applicable in the context of an organization. These motives are achievement, affiliation and power. The final relevant theory is a Herzbergs theory which provided two dimensions of motivation. He proposed that there are two factors i.e. motivating factors and hygiene factors, which create satisfaction, no satisfaction, dissatisfaction and no dissatisfaction among employees (Kirstein, 2010). The intrinsic factors like recognition, achievement, responsibility, interesting work and etc. satisfies them. On the

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other hand, hygiene factors such as working conditions, supervisors, relationships and etc. create either dissatisfaction or no dissatisfaction. 2.3.2 Process Theories Process theories are dynamic in nature unlike the static nature of content theories. The prime concern is how motivation takes place and not what motivates employees. Process theories attempt at explaining the reasons behind the behavior of employees and their choices. The Expectancy theory of motivation lies at the core of process theories (Principles of Management, 2012). This theory propagated by Vroom, states that an employees behavior to behave in a particular manner is driven by their expectations of positive results from the chosen behavior. In simple terms the motivation behind choosing a specific behavior is related to the allure of an outcome. This theory is taken as a suggestion by managers to concentrate on the central elements of their employees perceptions (Work motivation overview, 2002). Moreover, it explains occupational choices of employees and the tasks they are more likely to do than others. Another important process theory is equity theory, which is concerned with the equitable resource allocation. All employees in an organization desire a just return for their work. Simultaneously, they also compare the return received by other employees for the same work. Furthermore, the staff members who are not in an equitable position as compared to other employees will attempt to do something that will reduce this difference (Locke and Latham, 2001).

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Figure 1 Diagram of equity theory (Source: Locke and Latham, 2001) Equity theory states that all employees assess the returns received by them in relation to the inputs given by them and hence, review this fairness. If an employee perceives any sort of unequal treatment then he resorts to any of the three major actions. Firstly, either he will increase or decrease the level of his performance and efforts (Hennessey and Amabile, 2005). Secondly, if the problem doesnt get solved by bringing changes in efforts then the worker compares his efforts and credentials with that of other employees who received higher returns. This may give birth to dysfunctional responses. Ultimately, when the employee gets highly frustrated then he leaves the job (Lindenberg, 2001). One more notable motivational theory is the goal setting theory, which asserts that an employee performs to his highest potential when the complexity level of realizing their goals is also very high. Capability of the employee trying to attain the goal is the only limitation. 2.4 Impact of motivation on performance of employees The writers of different theories mentioned in the above paragraphs also attempted to describe the drivers that motivate employees to work. Clarification regarding these drivers is significant as it is definitely good to know the influencing factors behind peoples behavior
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(Marquis and Huston, 2009). However, another important question here is that does motivation actually influences the work performance of employees. Many researches demonstrate that there exists a relation between work performance and motivation. Nonetheless, it wont be entirely correct to treat the two as a corresponding phenomenon (Griffin and Moorhead, 2009). Vroom noticed the disparities between the two. He advocated that high performance level is not limited to motivation alone but is also influenced by several other factors. He asserted that even though an employee can be motivated but it is not necessary that he will perform well until and unless he has the required capabilities to accomplish that task. Vroom stated that for a high performance level, it is important that a person is both motivated and competent (Robbins, 2003). According to his viewpoint it is possible to gain more by augmenting the capabilities of highly motivated people rather than from employees who have no motivation. The author illustrated the relationship between motivation and performance in the form of an inverse U.

Figure 2 Relationship between performance and motivation presented by Vroom (Source: Griffin and Moorhead, 2009) According to the above figure, performance does not constantly increase with a rise in the motivation level. The highest motivation level may not necessarily result in maximum performance if the task is tough. In fact in many cases highly motivated people may not perform up to mark. This is because when people are highly motivated then they get scared of failure, which ultimately leads to low performance level (Ryan and Deci, 2000). Apart from this, several other authors have cited work environment (noise, temperature, lighting, material availability etc.), limits of the companys policies, limiting practices of seniors and etc. as the factors affecting employee performance.
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Factors limiting employees performance are a critical issue. However, much of the research work is confined to seeking answers to the question that what aspects have a positive influence on employees performance. Condly, Clark and Stolovitch (2008) presented some exciting findings through their study (Stringer and et.al, 2011). They identified that incentive programs have a favorable effect on increasing the work performance if implemented carefully. The main findings of this study were that performance is better in some settings as compared to others. In addition to this, financial incentives are more effective in augmenting performance than non-financial incentives (Manolopoulos, 2008). Frey and Osterloch (2002) stressed that personal goals differ from person to person. Hence, motivators have different impact on different people. There are certain employees who are driven extrinsically i.e. through higher salaries, status, reputation and etc. On the other hand there are certain employees who are motivated intrinsically (Amaanda, 2011). These are loyalists (people identifying with the goals of their organization), formalists (people who follow the rules and procedures of their company) and autonomists (people who have their own set of ideologies). Hence, identifying what motivates employees is very important as it has a direct bearing on the overall performance of the organization (Thomas, 2000). 2.5 Employee participation Employee participation is defined as the process of involving employees in the process of decision making, instead of just acting on orders. Workforce participation is a component of empowerment program at the workplace. Empowerment comprises of decentralization inside the enterprise so that individuals are empowered to take their own decisions (Harter and et.al, 2002). Working in teams is considered as a major element of the process of empowerment. In a team, the members are motivated to take their own decisions in line with the frameworks and guidelines of the company. Employee participation is in some way an answer to the quality management issue in companies. Every employee is inspired to take full accountability of the quality so that quality related problems are minimized (Salanova and et.al., 2005). Employee participation is now emerging as a component of the strategic move of organizations towards human resource development. The staff members are trusted with the decisions they make for the company and themselves. This acts as a motivational tool for employees as they feel valued in the eyes of their organization (Macey and Schneider, 2008). Employee participation is also sometimes referred to as employee involvement. Under employee
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participation, management motivates employees contribute towards improving business operations and processes. The management recognizes the inputs and outputs of employees so that the employees believe that the management values them and their contribution (Steers and et.al., 2004). This type of management practice helps in balancing the involvement of both seniors and their subordinates in problem solving as well as decision making. Coch and French were the first ones to study employee participation in the workplace. According to them there is a close relation between extent of employee participation in decision making and work related outcomes like productivity and job satisfaction (Luthans and Peterson, 2002). When employees are given an opportunity to get involved in decision making then their self actualization needs get satiated to some extent. This further augments their motivation and work performances. It is considered that the best manner in which productivity of a company can be increased is by promoting the sharing of goals of both the managers and the employees. Therefore, by enabling staff members to provide their input in developing the mission, objectives, procedures and policy communication can be enhanced and organizational productivity can be elevated (Saks and Joseph, 2006). 2.5.1 Employee participation and job satisfaction High performing corporations incorporate a culture which promotes employee participation. Thus, employees are eager to take part in goal setting, decision making and solving organizational problems. Job satisfaction has the strength of increasing productivity by facilitating higher motivation and enhancement of capabilities (Amir and Timothy, 2001). A participative environment has a considerable effect on job satisfaction of employees. Employee participation has a great effect on both productivity and work satisfaction; however, the effect on job satisfaction is more substantial. HR policies which promote involvement of workers are expected to escalate organizational performance on the whole as a result of increased satisfaction among employees (Cook, 2008). 2.5.2 Significance of employee involvement The aggressively competitive world of modern times is demanding higher skill set and suppleness from staff members of an organization. In this extremely competitive environment companies are relying on their workforce and considering them as their most valuable assets. This situation demands a more strategic approach to employee management (Luthans and
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Peterson, 2002). Moreover, the job structure needs to be changed, which can result in overall improvement in performance. Such circumstances lead to creation of teams who are held responsible for their performance. Employee participation not only maintains the standard of operational processes but also places importance on the constant enhancement of performance (Marrelli, 2010). Employee involvement also increases the sense of job security among employees as they feel valued by their organizations. As their role increases and they have to contribute to decision making, hence, training is provided to them. Such training exercises help them in getting equipped with knowledge and skills demanded by their jobs (Federman, 2009). This leads to greater commitment of employees to their organization and hence, improves performance. It is quite difficult for companies to augment their performance without the commitment of their employees towards its vision and mission. Employee participation acts as a savior here as it allows the managers to achieve an alignment in organizations and individual goals (Mone and London, 2009). Through employee involvement, staff members are empowered to give their opinions and suggestions on their companys performance. Employees will thus want to be associated with an organization that is successful, gives handsome pay and adequate opportunities for enhancing their abilities for a secure future. Employee involvement can provide significant competitive advantage to a firm as it will help in increasing productivity and mitigating employee turnover. The importance of employee engagement in times of recession is also substantial (Macey and et.al., 2011). The economic turmoil compels employers to resort to cost curbing measures and redundancy is one of them. The easiest way of cutting costs for employers is laying off their employees. The main question that arises here is that how the company can optimally utilize its remaining workers (Harrell, 2008). The significance of employee participation and involvement is even more in such difficult economic times. Due to incessant layoffs, gaining commitment of employees becomes more crucial than before as their confidence is severely hit by the dismissal of their colleagues. Companies must pay more attention towards engaging their employees as it is critical for surviving and performing well in times of recession (DuBrin, 2008). If employees have low satisfaction level and they do not have confidence in their company then it may result in poor services to customers. Already during recession, consumers are hesitant to spend and poor customer services at this time cannot be afforded by the company.
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Organizations need to be very competent in attracting customers so that their survival is not at stake. Employee participation at this juncture is thus very crucial (Smith, 2010). 2.5.3 Types of employee participation The concept of employee involvement is still in its growing stage and though abundant research has been done in this field of HRM yet there isnt any definite way to use it as management approach. There is a huge difference between the prevailing and the conventional view of employee participation (Thomas, 2009). The conventional way focuses more on indirect involvement and less on direct participation. This view encompasses workers councils as well as trade unions and direct involvement were restricted to talking about an improvement in the work environment and work quality. On the contrary, the existing practice involves a lot more direct engagement of employees in management matters (Harrell, 2008). Following are the different types of employee participation incorporated by companies: Financial participation This is regarded as the finest direct as well as tangible forms of employee engagement. This type of participation permits the staff members to be a part of the financial achievement and the downfall of the company. Financial participation encourages employees to display augmented commitment to their companies and take on additional responsibilities (Federman, 2009). Moreover, a financial stake instills more enthusiasm in employees and they strive for the success of their organization. Financial involvement can be facilitated by three methods. First is profit sharing i.e. share of employees in the profits made by the company. When employees have a stake in the profits of a firm, they tend to show more dedication and higher performance level. They no longer work for individual gains (Marrelli, 2010). The second way is profit related pay i.e. the company rewards its staff members for their contribution to the success of business. This type of scheme is usually employed in sales job where an employee gets a bonus on reaching his their targets. The third and the most recent method is shared ownership. Under this employee are the shareholders of the company and hence are owners of some part by means of shares. Such a scheme is aimed at seeking a long term commitment from workers (Thomas, 2009).
Task based involvement Task based involvement is an important part of the daily job

life. This mainly involves working in teams and self management. When employees work in a team they are accountable for their decisions and the quality of work.
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Managerial control is not very much and employees take responsibility of both their own and their team members performance (Cook, 2008). 2.5.4 Employee Participation models Psychological contract is one of the most famous and oldest used models of employee engagement. This is explained as the shared obligations between the employer and his employee in the absence of a formal contract. As the contract is not in writing, it is informal in nature and based on mutual trust and confidence. Certain obligations are promises while some are expectations (Bakker and Schaufeli, 2008). However, this type of contract needs to be very carefully understood and implemented as any breach on the part of management results in dispute, low satisfaction and morale. On the other hand if it is positive then it can lead to high levels of efficiency (Luthans and Peterson, 2002). The other one is the black box model. Under this opportunity, motivation and ability are considered to be the bedrock of performance. There are four pillars which explain the person's performance relationship. The first pillar is the workforce and the rest are opportunity, motivation and ability. Hence, it can be said that these pillars help in increasing the commitment level of employees in their organizations (Salanova and et.al., 2005). From the above explanation of the concept of employee involvement it is clear that in todays scenario engaging employees in decision making and other process of the company has become very crucial. 2.6 Motivation and employee participation in ASDA ASDA is a British retail chain which sells food, financial services, general merchandise and clothing. As the company is a supermarket chain, its employees are in direct contact with the customers. The importance of motivating its staff and engaging them in vital decisions of the company has been long realized by the companys management. During 1994 the company had hit a rock bottom and slid down to number four position in the ranking of supermarket chains in the UK. However, the company is now in the second position and involving its employees was attributed to be the central component of this turnaround (Smith, 2010). The employee engagement policy at ASDA comprised of two main principles. Firstly, it believed in hiring the right people i.e. who were friendly, outgoing and gregarious as it is the people who make or break a company. Secondly, for better participation of employees it assumed the principle of
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communicate, communicate and communicate (Salanova and et.al., 2005). The notion behind this was that the majority of the companies fails to effectively communicate with their employees which disengages them. Face to face communication is always preferred in the company and hence a ten minute briefing session is kept before the start of shifts. Due to this, the employees felt themselves as the part of the loop and improved communication led to improved engagement (Cook, 2008). The company also involves certain employees from each level in policy determination and improvement process. This is done on a rotational basis so that no employee is left out. This system of employee participation is highly admired by the employees and has resulted in reducing employee turnover (Dent and et.al., 2010). Motivation is also given due importance in the company. In ASDA motivating people is linked with recognition. Recognition is not necessarily tied up with remuneration. The company has initiated formal methods for managers to acknowledge their subordinates and it has now become an integral part of their work culture (Thomas, 2009). The firm holds its individual Oscar ritual annually to acknowledge the contribution given by its people. Apart from this, goals are set for all employees and this is linked with the goals of the organization. These goals motivate employees to perform better and effectively. Hence, it can be said that the company is very much concerned about the motivation and engagement of its employees and this has resulted in taking it two levels up in the ranking (Guest, 2007). 2.7 Conclusion From the above report it can thus be concluded that motivation and employee participation play a significant role in influencing the performance of both employees as well as the organization. The different theories of motivation though not complete in themselves are applied differently in different situations (Albrecht, 2010). Likewise, the importance of involving employees in decision making, problem solving and improving the performance is regarded as very crucial for organizations. Employee engagement is critically important in times of economic turmoil. The different types of methods used for involving employees also differ from organization to organization (Marrelli, 2010). The motivation policy followed in ASDA, the supermarket chain, is very pro-employees and takes into account the different motivating factors of its people. Likewise, the company adopts employee participation policy to its fullest as it has been the main reason for its turnaround.

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CHAPTER 3: RESEARCH METHODOLOGY

3.0 Introduction Research refers to the methodical and orderly process of gathering and examining information to augment the understanding related to a phenomenon under purview. The research methodology section of a dissertation is aimed at providing an essential structure to carry out the research in a proper manner (McBurney and White, 2009). It primarily gives a framework and guidelines instead of full explanation of the way in which the study should be undertaken. Research methodology paves the correct path for researcher so that he does not falter from his track. This chapter looks deeper into the type of research methods used in the current research (Saunders and et.al. 2007). In addition to this, it also justifies the reasons for selecting the different techniques by stating their benefits over other means. To make sure that the research is of high quality and the information used is rational, the researcher has to pay extra attention to the issues of suitability, applicability, relevance and limitations of the methods employed (Chilisa, 2011). The aim of research methodology is to scientifically and rationally solve the research questions. The researcher follows a number of steps and procedures which can be beneficial in realizing the aims and objectives of the research. It is very important for the researcher to have sufficient familiarity with the distinct techniques and tools available that can aid in the research process (Collins, 2010). In the current report, the chapter of research methodology is intended to provide a comprehensive synopsis of the different research techniques and methods applied for examining and evaluating the staff motivation level and employee participation in the retail company ASDA. The various tools and approaches which have proved to be useful in the entire process have been explained in this section along with the rational of using them (McBurney and White, 2009). The area of research is employee participation and motivation. The study aims at understanding the importance of motivation and employee engagement in improving the performance of employees. The essentiality of motivating employees and engaging them in organizational decision making has been widely studied. It has been identified that ASDA has been employing effective motivational practices and employee engagement exercises to improve the overall performance of its organization (Hays and Hill, 2001).

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3.1 Research Aims and Objectives Aim To analyze the staff motivation and employee participation level at ASDA is the primary aim of the research. Objectives To realize this aim the following underlying objectives will first be attained: To determine the factors influencing motivation of employees at ASDA. To evaluate the different methods of motivating and engaging employees at ASDA. To assess the importance of employee engagement in ASDA. 3.2 Research Questions For the intention of conducting an all-inclusive research and find solutions to the main problems related to staff motivation and employee participation at ASDA, below mentioned research questions have been formulated: What factors affect staff motivation level at ASDA? How employees can be motivated and engaged for the purpose of achieving high performance levels? What is the significance of employee participation in present days turbulent workplace environment? 3.3 Research Philosophy and Approach Research philosophy is that sphere, which gives significant insights regarding the various ways in which pertinent data should be collated, evaluated and used. For the intention of properly carrying out a research it is imperative to understand the pattern of investigation by employing the proper research philosophy. Research philosophy is of two types i.e. Interpretivism and positivism (Heeks and Bailur, 2007). At one corner of the philosophical gamut is the perspective of Interpretivists. Its supports advocate that it is not plausible to get a complete understanding of the intricate world and deduce general theories and patterns. In actual fact behavior and attitudes are based on the understanding of various things. This philosophy does not advocate established theories and facts. Interpretivism delves into the purpose and reasons behind specific actions of people (Clark, 2002). It depends on qualitative data. On the other extreme of this continuum lies the positivist perspective. This viewpoint is more traditional in nature. The supporters of this philosophy assert that everything can be proved by evidence. Hypothesis testing is the basis of this philosophy and it is believed that only when a thing is
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examined can reliable data be obtained from it. The data collated is quantitative in nature and big sample size is required for it (Research Philosophy and Qualitative Interviews, n.d). The philosophy applied in research assists in elevating the effectiveness of the study and the findings can be presented in both qualitative and quantitative forms. In the present case, both Interpretivism and positivism philosophies have been used. The rationale behind employing both of them is that both quantitative and qualitative responses have been accumulated and these will be examined both in the form of themes and graphically (Heeks and Bailur, 2007). Another intention of applying both the philosophies is that during the process of surveying employees for their responses they might not fathom a question or may even lie. In such situations Interpretivism approach makes sure that in depth accurate assessment of human behavior is obtained and this is the reason both open ended and close ended questions have been incorporated in the questionnaire (Positivists vs. Interpretivists, 2009). 3.4 Research Design Research design is a methodical examination, which demands logical understanding. The central purpose of research design is to mitigate the chances of wrong interpretation of data so that the right track is followed while carrying out the research (Hays and Hill, 2001). It fundamentally helps in ascertaining that the facts which have been gathered are apt for testing the hypothesis or getting answers to the research questions. Research design is aimed at taking into account major aspects of research methodology like method of data collection, type of required data, sampling and analysis method and so on. A researcher has a variety of research designs at his disposal i.e. casual research design, descriptive, exploratory, case study and experimental (Scandura and Williams, 2000). The present case utilizes descriptive research design for the purpose of gaining deeper insights into the employee motivation level and practices plus the extent of employee engagement in ASDA. After acquiring a comprehension of what the topic is about, it was found out that descriptive research design is the most relevant in this study. This type of research design is an empirical method which consists of observation and then describing the actions and behaviors of subjects without manipulating them in any manner (Latham and Pinder, 2005). This type of research design is frequently employed by market practitioners to determine the behavior of their customers and by organizations to assess the morale of their employees. The main justification for using this method is that the respondents are observed in their natural settings.
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This is often utilized as a herald to quantitative research identifying those pointers which are worth examining quantitatively (Wright, 2007). 3.5 Research Approach A research study is fundamentally based on either of the two approaches i.e. inductive or deductive. Inductive approach starts with the researcher accumulating data relevant to the topic under consideration. Consequent to the collation of germane information, facts are then observed using a birds eye view approach to examine the prevailing pattern (Alkins, 2010). Subsequent to this assessment the researcher develops a theory for the subject matter. In other words, inductive approach involves moving from a specific to a relatively general perspective. On the other hand, deductive approach is a reverse process. Under this usually a common theory is contracted to a more specific one. From that specific theory, a hypothesis is generated which is followed by studying varied phenomenon and ultimately confirming the hypothesis. This is basically a top to down approach i.e. movement from general theory to a specific context (Cavaye, 2008). The current research reports adopts inductive approach as no hypothesis is being formed and also data will be gathered firstly and then particular inferences will be derived. 3.6 Research Type Research types are mainly of two types i.e. qualitative and quantitative. Qualitative research type is applied in circumstances wherein theories are developed on the basis of an assessment of collected data. A research is said to be qualitative if the aims of the study are defining the particular state of activities and problems (Newman and Benz, 1998). Furthermore, this is an unstructured approach and it facilitates all components of the investigation to be agile. This method forms a linkage between the theories that have been espoused and the theories that are required to be tested. On the contrary, quantitative research type makes use of hypothesis testing and conceptions. It is dependent on the use of numerical values and data. Under quantitative research type, the method of data collection and examination can be distinct (Mackey and Gass, 2005). For instance, relevant information may be gathered through interviews or surveys but its examination will be conducted in quantitative terms.

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The current research makes use of both quantitative and qualitative research as the method of data collection is questionnaire survey of employees and semi-structured interviews of managers while the analysis will be done thematically and graphically. 3.7 Data Collection In this report, data has been accumulated by way of both secondary and primary sources. These two sources have been utilized so that research aims and objectives can be accomplished successfully and competently. Many a times, required data is easily available and accessible and the researcher only has to extract the related information from it (McDonald and Adam, 2003). However, at times the problem of the research requires latest figures and trends which crops up the need to collect information from primary sources. Both primary as well as secondary data sources are not entirely reliable and accurate and no one source can be trusted completely with a research. Apart from this, both these methods have some or the other benefits and drawbacks (Chilisa, 2011). Hence, often the two sources are used in complement with each other. Primary Data Primary data can be gathered by both quantitative and qualitative means. Online questionnaire, telephonic interviews, structured interviews and surveys are some of the commonly used quantitative data collection ways. These methods are helpful in quantifying data gathered from samples. On the other hand, focus group interviews, face to face interviews and observations are some of the methods for collecting qualitative data (Morgan and Harmon, 2001). Interviews are of three types i.e. structured, semi-structured and unstructured. In an unstructured interview no questions are prepared in advance and questions are asked from the respondents as per the situation. The interviewer conducts interview in his own style (Data collection, 2012). Under semi-structured interviews some questions to be asked are pre-decided while some questions are asked at the moment to get spontaneous reactions of the respondents. Unstructured interviews on the other hand have a pre-decided set of questions and no question is asked out of that set. Questionnaire surveys are also an important and useful means of collecting primary data. All these tools ensure that there are suppleness and openness in research which cannot be gained through secondary sources (Collins, 2010). The researcher can derive detailed information from respondents by asking them questions. Primary methods help in evaluating the different viewpoints of people and help the researcher in fathoming the reasons behind those perspectives. The effectiveness of this data
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collection technique is to a great extent dependent on the proficiency of the researcher and his ability of extracting relevant information from respondents (Primary and secondary sources, n.d). In the current case, primary data is collected by way of questionnaire survey of employees of ASDA and also through a semi-structured interview of the managers of the company. A sample size of 30 employees from different levels has been selected for this purpose. Simultaneously, 10 senior level managers have been chosen. This study will be limited to the motivation and participation of employees in ASDA. Secondary Data Utilizing secondary sources for the purpose of gathering relevant information is a time tested and proven technique. A considerable amount of time of the researcher is saved if related data is available and conveniently accessible. Secondary data allows easy collection of primary data. An exact outline for the accumulation of primary data is facilitated (McDonald and Adam, 2003). The researcher gets an impression of all the aspects he must cover in his primary research as they do not exist in the available literature. Hence, it would not be incorrect to say that secondary data helps in determining gaps in the prevailing literature. It basically provides a strong background to the scholar for undertaking his primary research (Primary and secondary sources, n.d). Though secondary data can be very useful yet there are times when collecting information from this source can turn out to be a challenging task. Many a times appropriate data cannot be easily obtained even after searching for it deeply. This wastes lots of time. In addition to this, chances are high that the scholar may intentionally attempt fitting a source just for obtaining the final outcomes (Data collection, 2012). This may give rise to conflicting situations. For the current resource two secondary sources have been identified which are as follows: Internal sources Information from internal sources is obtained from inside the organization on which the study is being conducted i.e. ASDA company. The data which the retail company will provide is going to be authentic and substantial insights will be derived about the motivation and participation practices followed at the company. Exact data relating to the improvement in employees and organizational performance after the implementation of these practices will be acquired. External sources These sources exist beyond the boundaries of the organization and can be obtained from market or in libraries. Data from external sources is in form of journals, books, articles, magazines, online reference materials and periodicals. The content in

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these data sources has given significant information about motivation and employee participation at ASDA. 3.8 Sampling Sampling process is a very practical approach as a considerable amount of researchers precious time is saved due to this. Sampling makes research a lot easier for the researcher as the entire population of the universe is narrowed down to a sample representing the whole population. It provides different strategies which help in minimizing the intricacies of data collection (Collins, 2010). While using the technique of sampling the researcher must take into consideration the appropriateness of the selected sample so that required information is obtained. The sampling process is mainly applied to select an appropriate sample for collecting primary information. Sampling can be done by using either of the two methods i.e. probabilistic and nonprobabilistic (Timothy and et.al., 2004). The probabilistic sampling method makes use of an arbitrary selection process. Under this sampling technique all elements of the population carry an equal chance of being selected for the research. Under this method the first step is to determine the population on which the scholar wants to carry out the research. Then from this population, the sample which is desired is selected by employing the different probability sampling methods i.e. simple random sampling, cluster sampling, stratified sampling and systematic sampling (Reynolds and et.al., 2003). Another method of sampling is non-probability sampling. The probability of selection of all components of the universe in this method is unequal. Some components have more likelihood of being chosen than others. This selection is dependent upon circumstances. The main disadvantage of non-probability sampling is that the selected samples may not appropriately represent their population resulting in incorrect results. Purposive sampling, convenient sampling, quota sampling and snowball sampling are the methods of non probability sampling (Linderoth and et.al., 2006). In the present case random sampling has been used to select the sample of employees. In addition to this, systematic random sampling has been employed to select the sample of senior managers. Simple random sampling is the most easiest and uncomplicated method while systematic sampling introduces an order in the selection of respondents.

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3.9 Data Analysis Data analysis is among the most significant section of a research and immediately succeeds data collection. It is a systematic process of evaluating the data acquired through primary research. Data analysis offers a conclusion to the research problem by forming appropriate inferences. It is basically of two types qualitative and quantitative. Under the qualitative method, themes are formed to form inferences from the data collected through primary means (McKenna, 2006). On the contrary, quantitative analysis provides a statistical or graphical representation of the information. This technique gives mathematically accurate and precise analysis of data. Other methods used under this are correlation, regression, MS Excel and SPSS (Newman and Benz, 1998). In the present case both quantitative and qualitative methods of data analysis are being employed. Thematic analysis has been applied to derive qualitative insights regarding the reactions. Simultaneously, graphical representation of data has also been done to get precise results. 3.10 Validity and Reliability Due attention has been paid that each aspect of the study has been carried out carefully and that the results of the research are reliable. Validity is considered to be the most significant component of an efficient research. It refers to the extent of accuracy, correctness and exactness with which the final results of the investigation reflects its goals. Reliability refers to the alleviation of discrepancies and irregularities in the ultimate results. The researcher has taken adequate care to maintain the reliability and validity of the current research (Golafshani, 2003). 3.11 Research limitations The following limitations were encountered while carrying out this research: Lengthy procedure Collecting data from both primary and secondary sources was a time consuming task. Conducting surveys and interviews consumed substantial time while extracting relevant information from existing literature was also a tedious task. Small sample size The selected sample though a good representative of its entire population was not of sufficient size. But time constraint was a major issue due to which interviews and surveys of a limited number of people could only be conducted.

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 Lack of sufficient secondary data The subject matter is company specific and hence not much literature was available on this specific topic. 3.12 Ethical considerations Debriefing This is the most critical ethical concern i.e. informing all the participants of the study about the nature and reason of the research. All the research participants of this case have been informed in detail about the details of this study (Haimes, 2002). Permission Prior approval of all the participants is imperative. If a researcher wants to use someones personal information then prior permission is mandatory. The approval from all the participants of the research has been taken beforehand (Kimmel, 2009). Right to withdraw The respondents have been informed about their right to withdraw from the process anytime as felt appropriate by them. They have also been briefed that they refuse to give answer to a question as they deem fit. Privacy and confidentiality The anonymity and privacy of all respondents has been maintained (Ethical Considerations in Research, 2002).

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CHAPTER 4: DATA ANALYSIS AND FINDINGS

4.0 Introduction This section of the dissertation examines the data accumulated through primary or secondary sources coupled with a discussion of the various findings and results of the research so that a conclusion can be reached. The findings are related to the research questions that have directed the whole research process. Data analysis is primarily a procedure for the revision, transformation and remodeling of data so that final decisions can be taken regarding the research problem or the concerned situation. Analysis of data can be carried out by two methods i.e. qualitative and quantitative. Under qualitative evaluation of data, attention is paid to the explanations given by the respondents and mainly on the concealed meanings behind their statements. On the contrary, in quantitative assessment of data, numerical evaluation is done so that mathematical accuracy is obtained in the findings. In the present report both qualitative and quantitative techniques for analyzing data have been applied to examine the collected data. The intention of doing so is that graphical representation of data in percentage form will bring accurateness to the research findings while the explanation of data in thematic form will give enlightening and informative details about the subject matter which cannot be presented through graphs. Employing both the analysis methods is regarded as the best combination for providing outcomes of the research. 4.1 Analysis The primary data collected through questionnaire survey of staff members of ASDA and through the semi-structured interviews of the companys senior management, has been assessed both graphically and thematically. As the organization has a huge employee base therefore, simple random sampling has been applied to select a sample. 30 employees from different departments who will represent the entire population have been chosen for the sample. Simultaneously, 10 senior level managers of the company have been selected through systematic random sampling for the semi-structured interviews. Analysis of responses acquired from the respondents in the form of themes coupled with graphical illustration of data in the form of percentage has been applied. Thematic analysis is the procedure of evaluating the information obtained by formulating themes. Usually, this form of analysis is employed in synergy with analytical processes.

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Theme 1: Employees get an opportunity for contributing to the decisions influencing their work. When the employees of ASDA were asked that whether they get adequate opportunities to contribute to major work related decisions, the majority of them replied in the affirmative. Maximum of the staff members was of the opinion that their company gives them ample opportunities to take important decisions. This reflects the good employee engagement practices of the retail company. This also shows that the company promotes autonomous decision making. Providing employees a say in the managerial decision making process is touted to be a great motivational tool, which enhances the performance of workers. The employees feel more responsible and accountable for their work. There were only some employees who disagreed with this fact. However, as the employee participation in decision making is on a rotational basis in the company these workers might not yet have got the chance of getting involved in the decision process. Opportunities for Contribution
80 70 60 50 40 30 20 10 0 Strongly Agree Agree Neither Disagree Strongly Disagree Responses

Findings: From the graphical illustration it has been identified that 70% employees of the company strongly agreed to the fact that their company gives them sufficient opportunities to contribute in the major decisions that have an influence on their daily work. 20% employees though were not in strong agreement to this statement but still agreed to it. On the other hand, there were 5% staff member who in disagreement with this proclamation. According to them, their company did not actively involve employees in decision making. 3% workers neither

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agreed nor disagreed. There were also 2% employees who strongly disagreed with the question that their company gave them sufficient participation opportunities. Theme 2: There is an understanding of the role played by employees contribute to the accomplishment of organizational outcomes. On questioning the staff members of ASDA about their understanding regarding the contribution of their role in the attainment of company goals, the majority of them gave positive responses. These opinions of the employees show that they understand how important their contribution is for achieving the company mission and objectives. This understanding reflects the success of organization in engaging its employees effectively. Only through effective engagement and communication can employees be made aware of the importance of their role in realization of organizational outcomes. When staff members are aware of what results their performance can bring to their company they feel more responsible and accountable and deliver high performances. This also indicates that the company is quite successful in ensuring that its employees have a thorough understanding and clarity about their roles and responsibilities. Understanding of roles
80 70 60 50 40 30 20 10 0 Extremely Moderately To some extent Not at all Responses

Findings: On analyzing the employee responses graphically it was found out that 75% of the staff members understood the importance of their role to a very high extent i.e. extremely. There were 20% employees who were moderately aware of this importance. 3% workforce realized to this to only some extent and did not have proper clarity while 2% were not at all conscious of this significance.
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Theme 3: Company values its employees for their performance and contribution. When the staff members were quizzed as to what their opinions were regarding the value given to them by their company, the majority of the respondents said that they felt valued. The employees were of the opinion that their organization was well aware of the contributions made by them and respected them. However, there were some employees who felt that their contribution was not being valued like their peers even though their work and performance was same. This indicates that there exists some sort of biasness in the management of the company. The organization values some people more as compared to others. However, the reasons for doing so are not yet known. It may be the case that the senior management is actually prejudiced in providing participation and value. On the other hand it may also be possible that the employees who are of this viewpoint may not be happy with the recognition provided to their colleagues. Value of employees
60 50 40 30 20 10 0 Strongly Agree Agree Neither Disagree Strongly Disagree Responses

Findings: Subsequent to the graphical illustration of the responses it was discovered that 50% members of staff strongly agreed to the fact that their company valued them for their contributions. 15% although not agreeing very strongly, were still in agreement to the statement. However, the results showed that there was certain percentage of employees who did not agree. 20% sample workforce was in disagreement while 5% were in strong disagreement and said that their contribution was not valued in entirety. 10% people neither agreed nor disagreed.

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Theme 4: The satisfaction level with the company in the role of employer is adequate. When the employees were asked about how satisfied they were with their company as an employer, maximum stated their satisfaction level to be highly satisfied. Nonetheless, there were some employees whose satisfaction level was not very high. This indicates that not each and every employee of the company is satisfied. This is not a good sign as this may result in an increase in the employee attrition rate. Along with this, if the employees have issues with their employer then it may negatively affect their performance. The satisfaction and dissatisfaction level again may be due to diverse factors. However, these responses state that though the general satisfaction level is quite good yet there are some weak links in the management practices which need to be mended to secure complete satisfaction among employees as regards their employer. Satisfaction level as an employer
70 60 50 40 30 20 10 0 Very Saitisfied Satisfied Neither Dissatisfied Very Dissatisfied Responses

Findings: On examining the quantitative responses of employees of ASDA it was identified that 60% employees were very satisfied with their company as an employer. Then there were 20% members of staff who were aptly satisfied. However, there were 10% employees who showed dissatisfaction with their employer, while 5% displayed high dissatisfaction. There were again 5% people who were neither satisfied nor dissatisfied. Theme 5: Reasons for satisfaction are employee engagement practices of the company while that for dissatisfaction are unequal opportunities. On asking the respondents about their respective reasons for satisfaction and dissatisfaction, maximum reasons stated for satisfaction signaled towards the employee participation practices of the company. In addition to this, the motivation practices of the
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company also position it as a good employer in the eyes of its employees. Apart from this, considerate nature of the senior management was also a reason for satisfaction. Participation of employees is regarded by many employees as a companys way of valuing their contribution and credentials. Employees feel that getting to say their opinions in the companys decision making process is the symbol of the company recognizing their worth and importance. They feel that their knowledge and skills are being respected and considered worth using in such crucial matters as decision making. The motivation practices used by the company are also liked by some of the employees. They believe that company is taking care of their motivational needs and hence, it is good employer. Some staff members feel that the senior management is quite considerate towards their needs, aspirations and expectations. They are given good opportunities to learn and grow. While some employees are of this view, there are also some employees who do not consider ASDA as a very good employer. The main reason for their dissatisfaction has been identified to be biasness and prejudice on the part of senior management. This bunch of people feels that they do not get as many opportunities as received by their colleagues working on the same level. This has been identified to be a major cause of discontentment with the employer. People tend to get disappointed when they do not get recognization for their performance while their peers do. This discontentment intensifies when their level of performance is equivalent to others. Findings: It can be said here that some employees are happy with their company while others are not. The existence of this disparity indicates that there is some sort of lacuna in senior management practices, which needs to be fixed. Theme 6: Challenges and recognition are the main factors affecting the workability of employees. When the employees were asked about the factors affecting their ability to work, maximum of them replied stating challenging work and recognition as the main factors. This shows that the employees' ability to perform affects the extent of complexity in their tasks and the praise they get for the work done. It implies if the performance of employees gets recognition then their ability to perform the same tasks as well as other tasks increases. Likewise, on receiving challenging tasks according to their qualifications the mental ability increases and interest develops. Hence, these two factors are supposed to be affecting workability the most.
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Some staff members also cited competition and cooperation from other members of the organization as influential factors. Completion drives people to perform better than their colleagues which in turn augment the capabilities. Similarly, cooperation extended by ones peers and other members helps the employee understand the problem properly and finish work in the designated time.

Factors affecting workability

50 40 30 20 10 0 Competition Cooperation Recognition Challenges Responses

Findings: On assessing the responses graphically, it was found out that 45% employees considered recognition as the main factor affecting their ability to work. 40% members of the staff regarded challenges as that factor. Though a relatively small proportion but 10% felt competition has a big role to play in their workability, while the remaining 5% attribute it to cooperation by peers. Theme 7: Participation and job satisfaction are the main factors motivating employees. On interrogating the respondents about the factors that motivate them the most maximum number of participants cited participation in decision making and job satisfaction as the main drivers. Employees feel motivated to perform better when they get to have a say in important matters of the company such as decision making. They are inspired to work even better as they feel their work will speak for them and they will get a chance to participate in making decisions and other important issues. Some other respondents said that they get motivated to perform better due to sense of job security that their company provides them i.e. if the employees will perform to their maximum potential than no one can fire them from their organization. A few other employees stated promotions and rewards as their motivating factors.

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Main motivation factors

60 50 40 30 20 10 0

Responses

Findings: From the graphical analysis done, 55% employees considered participation as their main motivation factor which can improve their performance. 30% people cited job satisfaction level as the factor driving them to work every morning. According to 8% workers the main drive was job security. 4% attributed it to rewards while the rest 3% considered it to be promotions. Theme 8: Both intrinsic and extrinsic motivational aspects are catered to by the company. When the respondents were asked that what their company was doing to maintain plus augment the motivational level of its workforce, the majority of them replied that the management attends to the motivational needs of different people differently. This implies that staff members who are motivated through extrinsic factors like rewards, salary hikes, promotions and etc. are attended to in that manner. On the other hand, employees who are driven internally are provided challenging tasks, recognition and greater responsibilities. Though giving monetary rewards is not a trend in the company. The Oscar ceremony is held every year to recognize the best performances and other awards. Findings: From the above theme it can be stated here that the company is undertaking adequate motivational practices to motivate its staff members. Theme 9: Satisfaction level with the motivational practices is reasonable. When the respondents were asked about their satisfaction level with the practices of motivation adopted by their company, maximum of them said that they were reasonably satisfied. On asking about the reasons behind such responses, they said that through these practices the company has been successful in identifying the factors that motivate them and then
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accordingly it fulfills them. However, there were some respondents, though very few, who were not very satisfied with the practices. The reason behind their dissatisfaction was that the company did not change its practices with time and same exercises were being followed since a long time.
Satisfaction level with motivation practices
100 80 60 40 20 0 Yes No Responses

Findings: On assessment it was identified that 85% employees were satisfied with the motivational practices while 15% were not entirely satisfied. Theme 10: Changes have been observed in the work behavior as a result of increased engagement. When the employees were questioned that did increased participation bring changes in their work related attitude and behavior, the majority of them replied in the affirmative. They said that increased engagement elevated their responsibility to perform even better as they were also among the decision makers. In addition to this, they started seeing work as a responsibility rather than a burden. Findings: It can be construed from the above theme that the employee participation practices of ASDA have a positive effect on the performance and work related attitude of its people. Theme 11: Senior management believes that the performance of its employees has gone up due to its engagement practices. When the senior management was asked through semi-structured interviews that did employee participation practices bring any noticeable changes in performance and behavior of employees, all of them confirmed it. They said that the employee turnover rate fell by 20% after introducing this practice. In addition to this, the attitude of employees has also changed as they feel more responsible towards work now and take initiatives, which was not the case earlier.
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Findings: The employee engagement and motivation practices of the company have had a favorable impact on the employees performance.

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CHAPTER 5: CONCLUSION AND RECOMMENDATIONS

Conclusion The above sections have furnished a detailed overview of the staff motivation, employee participation and their importance in ASDA. The Literature review chapter of the dissertation gives a comprehensive account of what motivation is, the effects of motivation of performance of employees, different theories of employee motivation, meaning and significance of employee engagement, models and types of employee engagement and motivation practices as well as employee engagement exercises used by the management of the ASDA (Phillips, 2009). The review of literature has been greatly useful in providing illuminating insights into a range of related topics. It has been learnt that motivation and participation of employees are among the major issues that senior managers of various companies are dealing with. The concepts and theories of motivation that have been learnt in the past still hold true for the current workforce. Nonetheless, those theories and concepts cannot be applied in entirety in the context of the present environment (Chadwick, 2008). Due to the significant changes that have taken place in todays workplace and employee needs and expectations, it has become an even challenging and complex task to keep the workforce motivated. Many authors have stated that identification of reasons that lead to work related behavior of employees like absenteeism, regularity, punctuality, dedication and etc. form the core of motivational practices. No employee is motivated in the same manner and hence, applying the same motivation theory to everyone like stated by Abraham Maslow will not reap desired results (Hodgetts and Hegar, 2007). In fact it is necessary for managers to understand the motivational needs of their employees and address them accordingly. Certain staff members get motivated through extrinsic factors while some get intrinsically motivated. Hence, a combination of different theories needs to be applied for different employees. Properly motivating staff members is essential if company wants them to perform well. However, it is not always essential that highly motivated people will perform to their maximum potential. At times it may happen that such individuals get bowed down by the expectations of others and the fear of failure. Hence, understanding the intricacies of this delicate phenomenon is very critical for modern days managers (Gitman and McDaniel, 2008).

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Employee engagement is also surfacing to be a very important aspect for motivating individuals and gaining their long term commitment. If members of staff are given an opportunity to contribute in the decision making process then they feel valued. Involvement of employees is emerging to be strategic move on part of organizations to optimally utilize and develop their human resources. When employees feel that they are being trusted by their company to give contributions to such strategic matters as decision making then they feel empowered (Wagner and Hollenbeck, 2009). In addition to this, they approach their work with greater responsibility and accountability. Employee involvement creates a balancing act between the superiors and their subordinates. Empirical studies have proved that degree of employee involvement in the decision making process is closely related to job satisfaction and productivity. There are a number of ways in which employees can be engaged in the organization i.e. financial engagement and team based engagement (Phillips, 2009). From the primary research conducted on the employees of ASDA many enlightening findings were identified which gave a new meaning to staff motivation and participation. The employees of ASDA received reasonable opportunities to contribute to decisions which affected their daily work. This shows that the company was having suitably well employee participation practices. One more conclusion can be drawn from this finding that the company promotes autonomous decision making i.e. the employees are given sufficient freedom to decide the course of their activities. However, some employees have contradicted opinions as well. Secondly, many employees at the company have an understanding of how their performance contributes to the attainment of ASDAs goals. It can be concluded from this that the company has efficient communication policies as most employees have clarity about their roles. Thirdly, most of the employees believe that their company values them while some do not. This shows that the company is somewhere prejudiced. This may also result in dissatisfaction among employees who do not feel valued. Fourthly, the employees see their company as a good employer as its employee participation practices are reasonably good. While on the other hand there are some employees who have certain complaints with their employer. Overall from the findings of the data analysis part present a fairly positive picture of the staff motivation and employee participation practices followed at ASDA. The effectiveness of these practices has positioned the company as the best place to work with in United Kingdom. The weak links however, need to be mended.
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Recommendations As the effectiveness of the company in terms of its motivation and employee engagement practices is not entirely faultless and some of the employees have certain complaints, hence it is important to clear out all these issues. Here are some recommendations that the company can use to remove all the slip-ups. Firstly, the top most management needs to make sure that no prejudices exist in the hierarchical levels. Biasness has been identified to be the most significant issue which has resulted in the grievance among employees. The managers are required to display a genuine sense of thoughtfulness about their subordinates. It is in the hands of managers to assist employees in refocusing on what their roles demand in addition to the talents, knowledge and skills they bring to their work. In addition to this, the managers must try to build strong relations with their employers. Clearer communication is required on the part of the seniors so that unambiguous roles and responsibilities are established. Secondly, though the company is adopting reasonably good engagement practices, but some employees are feeling left out. In such situations it is recommended that company opts for an effective rotational basis engagement practice. In such a manner no employee will be left out from getting involved. For this purpose, the company can hold monthly discussion rounds. In such discussions a total of ten-fifteen employees from each department should be called for having a discussion with the senior management of the company. These discussions should be aimed at identifying the problems faced by employees at all levels and inviting ideas from the staff members on how the effectiveness of the organization can be improved. It should be made sure that all employees from each department should get included in this activity. In addition to this, the company can also start employee empowerment exercises. In this all the employees should be empowered to go an extra mile to make the customers happy. This practice should be linked with recognition. When employees perceive that their efforts will have positive outcomes then they will perform better. Thirdly, the management must effectively identify the motivational needs of different employees and employ some modern practices of motivating staff. Communication and interaction with seniors and giving them their attention motivates employees to perform better. As it has been identified that most people get motivated by recognition, the company should hold other activities apart from the Oscar ceremony to recognize people. Such activities can be held every quarter and should include exciting awards. Employee recognition programs can also be
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personalized. As the company is already running workforce recognition program it can make it even more motivating by allowing the staff members to select rewards for them. When employees get a chance to select from a list of rewards they feel even more motivated as they are getting benefits of their own choice. Fourthly, as some of the employees are dissatisfied because they do not get equal opportunities for growth and development, hence the company should ensure that all deserving staff members must receive equal opportunities. This can be done by forming temporary teams for suitable assignments and making deserving workers leaders of those teams. In such a manner, no employee will feel that he/she is not being given opportunities for growth and development. Apart from this the management should increase the responsibility of staff members. Individuals who are handed over greater responsibilities will have an increased sense of ownership and will be encouraged to perform better for the success of the business. In addition to this, the company can establish flexible working hours. Certain staff members prefer timings that are suitable for their family lives. By giving options like flexible timings, telecommuting and job sharing employees can be motivated and valuable members can be retained. All the workers desire to achieve their set goals. However, many of them encounter roadblocks which are perceived to be unending by them. Knowledge is one such roadblock as a number of individuals think that lack of expertise or knowledge averts them from achieving their desired goals. One more major obstruction is internal communication. Poor or pitiable communication is perceived to be the chief impediment for successful accomplishment of tasks. Organizations that give power to their staff members to become an expert in their jobs and facilitate transparent communication lines are way ahead on the road of effective employee involvement and success than those who do not. Thus, it can be said that if ASDA follows the above mentioned recommendations than its practices can become flawless and all its employees will be happy with it as an employer.

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CHAPTER 6: REFLECTIVE STATEMENT

The current study has proved to be a very enlightening journey for me. As an integral component of my academic plus future professional career, this dissertation has augmented my knowledge and learning immensely. The current research report has contributed greatly to my knowledge about the supermarket industry coupled with two very significant facet of human resource management i.e. motivation and employee participation. It was a remarkable experience to review the several literary sources relevant to this investigation. Disparities in the viewpoints of several authors did not let my interest fade away as I was able of finding gaps and lacunae in the earlier works. My knowledge related to undertaking an organized and methodical research also enhanced remarkably. Profound and exhaustive knowledge has been acquired about the concept of motivation, its different theories and their relevance in present times, impact on workforce performance and employee engagement plus its importance. While gaining an understanding on the significance of motivation and engagement in ASDA, I was able to comprehend the intricacies of the subject matter plus the hidden challenges faced by organizations while engaging and motivating their employees. The precinct of this investigation was UKs second biggest supermarket ASDA. Insightful information related to the motivational and employee engagement practices employed by this retail giant and the strengths as well as deficiencies of its systems was acquired. While conducting questionnaire survey of employees, certain problems were encountered. For instance, some of the respondents showed reluctance in divulging information. To complete the research in presence of such barriers was challenging but it helped me learn how such impediments should be dealt with. Throughout this dissertation I comprehended that human resource management is a very complex area and involves a number of complexities which demand profound understanding before its actual implementation. Though motivation and employee engagement appear to be very simple terms but only after delving into their complex structures can one understand the dimensions attached to them. Thorough understanding of this discipline was obtained by me, which is definitely going to help me in my professional career.

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Having read a range of journals, books and articles, I was able to suggest reasonable methods of enhancing the efficacy of motivation and employee participation programs of ASDA. Hence, it wont be incorrect to say that this study has significantly augmented my knowledge and enhanced my personality plus taught me the value of time management as well as planning.

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Research Philosophy and Qualitative Interviews. n.d. [pdf]. Available through: SAGE Publications. Website: <http://www.sagepub.com/upm-data/43179_2.pdf>. [Accessed on 6 March 2013]. Smith, D., 2010. Employee Engagement: Hands-On HR with Asda's former People Director. [Online]. Available through: <http://www.londonbusinessforum.com/events/employee_engagement>. [Accessed on 4March 2013]. Thomas, K., 2009. The four intrinsic rewards that drive employee engagement. [Online]. Available through: <http://www.iveybusinessjournal.com/topics/the-workplace/the-fourintrinsic-rewards-that-drive-employee-engagement#.UPo-FR03vfJ>. [Accessed on 4 March 2013]. Work motivation overview. 2002. [Online]. Available through: <http://www.uri.edu/research/lrc/scholl/webnotes/Motivation.htm>. [Accessed on 4 March 2013].

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APPENDIX
Questionnaire for employees Name: ________________________ Age: _________________________ Designation: ___________________ Tenure: _______________________ Q1. Do you get an opportunity for contributing to the decisions that affect your work? Strongly Agree Agree Neither Disagree Strongly Disagree

Q2. Do you have an understanding of how your role adds to the achievement of organizational outcomes? Extremely Moderately To some extent Not at all

Q3. Do you feel that you are valued in the company for your work? Strongly Agree Agree

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Neither Disagree Strongly Disagree

Q4. How satisfied you are with the company as an employer? Very Satisfied Satisfied Neither Dissatisfied Very Dissatisfied

Q5. What are the reasons for your satisfaction/dissatisfaction? ______________________________________________________________________________ ______________________________________________________________________________ Q6. Which of the following factors influences your work ability? Recognition Cooperation Competition Challenges

Q7. What motivates you the most? Awards Promotion Job satisfaction

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Job security Participation

Q8. What is your company doing to motivate the staff members? ______________________________________________________________________________ ______________________________________________________________________________ Q9. Are you satisfied with the motivational practices adopted by your company? Yes No Why? ________________________________________ Why? ________________________________________

Q10. Do you think that your work related behavior has changed because of the engagement practices of your company? Q10.What changes can be introduced to improve employee participation and motivation at ASDA?

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