Reasons For Hardships in Sustaining Motivated Workforce: Ch. 1-3

Dissertation

Reasons For Hardships in Sustaining Motivated Workforce in Qatar

Abstract:

Motivation in the workplace has become a necessary issue that managers and organizations face today. The research identified methods to take advantage of different strategies, such as employee engagement. Such an approach to inspiring people has many positive effects on retention rates, customer satisfaction, the profitability of the company, productivity of employees and overall organizational performance. After conducting a comprehensive literature review on the motivational factors, theories, and articles, research on the five manufacturing SMEs of Qatar was conducted. These companies were found focusing more on just giving their employees the needed on-the-job training. Only the key personnel are selected from the companies to have important skill development training. No extensive human resource strategy was found to be developed. This situation was confirmed by our study. The use of interpretive research aided us to yield most information from the respondents. The results showed that even though Financial Incentives, Participation, Recognition, Training and Career Growth Opportunities, Performance Appraisal and Feedback are the most “selected” motivating factors by the respondents, Companies need to work on all areas to better yield productive results.

Ch 1-Introduction:

The staff of any organization in a country is a critical resource for the success of any business. In the 21st century, a human asset is taken as the essential asset of any company. Also, the staff is a significant element of the budget that ensures high performance and productive operations of any organization. It happens since they play a significant part in achieving business objectives. The performance of employees and managers demonstrates the quality of business operations and ultimately leads to job satisfaction. High job satisfaction leads to upper-level productivity and overall performance of the company. At the same time, low job satisfaction contributes to “higher cost over turnover, lateness, absenteeism, and reduced mental health of individuals” (Kuranchie-Mensah and Amponsah-Tawiah, 2016) the team performance is also dependent on various factors like the appraisals, training and development programs, job satisfaction, etc. These factors are usually known as internal and external factors or considered as intrinsic and extrinsic factors that comprise the implications of motivational theory (Dobre, 2013).

Motivation in the workplace has become an essential issue that managers and organizations face today. The research identified that quality of performance and its differences when employees are motivated either intrinsically or extrinsically. The principal reason is that the choice of efforts to encourage employees affects their level of motivation. The organizations today tend to diversify business environments with the purpose of motivating employees. The idea is to take advantage of different strategies, such as employee engagement. Such an approach to inspiring people has many positive effects on “retention rates, customer satisfaction, the profitability of the company, productivity of employees and overall organizational performance.” In other words, intrinsic and extrinsic motivation factors have a substantial impact on the motivation of employees and the overall success of any organization (Neely, 2007)

The performance of people depends on many different factors, such as “ability, motivation, and environment.” It happens because the performance of employees is not high since their skills are insufficient for their employment. Another aspect of interest is the motivation of employees towards getting the job done. It also corresponds to the related external environment. Lack of motivation due to inappropriate strategies of encouragement could be the main reason for the poor performance of talented employees (Forster, Emmanuel and Mensah, 2016)

The motivational issues are associated with the reduced strategic planning by top management in the organization with the goal to motivate people. For instance, sometimes it is challenging to drive employees if they do not have enough focus on the motivational factors. The managers should consider the implications, such as “career ambitions, goals, and job expectations.” It also refers to aspects, such as “fairness”, recognition, and working conditions of employees in the workplace. Finally, “job role, managerial incentives, training and development of the personnel have the most significant positive impact on the individual productivity of employees. Altogether, the combination of these factors has a significant effect on the organizational performance in the target marketplace (Snell, Morris and Bohlander, 2015).

Overall, the culture of an organization affects its human resource practices similar to “performance management, training programs, the performance of employees and motivation.” It can be ascertained by the fact that organizational culture is based on bureaucratic factors without any focus on “training and development, employee engagement, innovation, creativity, and authoritative leadership style.” Besides, these de-motivated factors contribute to the job dissatisfaction of employees along with a lack of their motivation, which results in poor performance of the workforce and organization as a whole (Omotayo and Adenike, 2013)

Motivation in organizations is one of the most crucial factors that help companies to achieve success.  It is because a strategy in modern enterprises ensures employees are engaged and motivated with the development of a positive working environment. Also, the positive work environments are connected to the factor of psychological safety, where the employees feel acknowledged and rewarded; when employing organizational development in this manner, it becomes easy to assess what individual employees need, allowing managers to assert this form of psychological safety (Smither, Houston and McIntire, 2016).

Accordingly, they have confidence and integrity as well as feeling motivated to perform extraordinarily. Employees in positive work environments have essential emotional experiences at work in comparison to the negative ones. In turn, they are associated with a high-level motivation to increase their performance. The same applies to increase job satisfaction, individual wellness and voluntary attitudes of employees in the workplace (Smither, Houston and McIntire, 2016).

It is established that motivation is essential for the high performance of people all over the place. Thus, any company can receive a hundred percent results only by making use of all resources, including financial and human ones. Also, motivation leads to the achievement of personal goals of employees along with their self-development in the workplace. When employees meet fundamental purposes, they can identify a clear path and linkage between their efforts and results. In turn, they feel motivated to continue at a high level of their capacity (Ganta, 2014). Motivated employees are more efficient and productive as well as showing high-level performance (Steers, Mowday and Shapiro, 2004).

In turn, organizational productivity increases along with low production costs and improvement of efficiency. Today, many organizations and management teams enjoy the benefits of high-grade team harmony and workforce stability through motivation. As a result, it leads to a high-level individual and organizational performance (Aldag and Kuzuhara, 2015).

The rationale of the Research:

Most of the companies have it all wrong. They don’t need to motivate their employees; however, they need to stop de-motivating them as well. Most of the employees are usually enthusiastic when they start their jobs. However, for over 85% of the companies, it has been found that the morale of the employees declines in the first six months, and it constantly deteriorates for the coming years. It has been found as per the research of 52 fortune 1000 companies based on a survey of 1.2 million employees from 2001 to 2004. The lack identified by the research showed that it is present at the feet of the management. It is present in the procedures and policies implemented by the company management in the management of the workforces and its relationship with the managers. The research has shown how the management styles and behavior have been responsible for contributing to the problem. And it also shows how it can be turned around.

The rationale of the research is identified as to find the challenges that create hindrance in the maintenance of this enthusiasm that the employees bring to their first day of the jobs. It is required to know the factors which create the challenge of hardships in sustaining the motivation level of the employees. It is important as identifying this factor would also yield information on how these factors can be tackled to create motivation in the employees, which brings to the second important part of the research. The second part of the research is dedicated to finding strategies to cope with this problem.

For sustaining the enthusiasm of the employees that they have on their first day at the job, the management needs to understand that employees have three set of goals which they seek from the job. Satisfying these three sets of goals would be a start to motivate the employees or help them sustain their initial level of motivation. As per this research, the three goals which the employees seek include the goals of equity, achievement, and camaraderie. Equity represents the goal of employees to be respected and treated fairly regarding job security, pay, and benefits. The second goal of achievement shows that employees need to be proud of their accomplishments, their job, and their employer. Thirdly, the employees also have the goal of camaraderie which identifies the fact that they need to have good and productive relationships with their colleagues in the workplace (Sirota, Mischkind and Meltzer, 2011).

Research Questions:

We are dedicating this study on answering the research questions that.

1. What are the factors that lead to the hardships in sustaining the motivation of employees in Qatar Companies
2. What are the strategies which can help in sustaining the motivation of the employees in companies of Qatar?

Research Purpose:

The main aim of the study is to comprehend the factors that act as a hindrance in motivating the employees in Qatar organizations. The study is conducted to provide a notion of the reasons due to which the companies in Qatar are not able to inspire their employees. Moreover, the study aims to provide solutions that can be used to motivate employees and to enhance their performance and organization as a whole (Arval et al., 2016).

Motivation in the workplace has become an essential issue that managers and organizations face today. The research identified that quality of performance and its differences when employees are motivated either intrinsically or extrinsically. The principal reason is that the choice of efforts to encourage employees affects their level of motivation. The organizations today tend to diversify the business environment with the purpose of motivating employees. The idea is to take advantage of different strategies, such as employee engagement. Such an approach to inspiring people has many positive effects on “retention rates, customer satisfaction, the profitability of the company, productivity of employees and overall organizational performance.” In other words, intrinsic and extrinsic motivation factors have a substantial impact on the motivation of employees and overall success of any organization (Neely, 2007).

The performance of people depends on many different factors, such as “ability, motivation, and environment.” It happens because the performance of employees is not high since their skills are insufficient for their employment. Another aspect of interest is the motivation of employees towards getting the job done. It also corresponds to the related external environment. Lack of motivation due to inappropriate strategies of encouragement could be the main reason for the poor performance of talented employees (Forster, Emmanuel and Mensah, 2016).

The motivational issues are associated with the reduced strategic planning by top management in the organization with the goal to motivate people. For instance, sometimes it is challenging to drive employees if they do not have enough focus on the motivational factors. The managers should consider the implications, such as “career ambitions, goals, and job expectations.” It also refers to aspects, such as “fairness”, recognition, and working conditions of employees in the workplace. Finally, “job role, managerial incentives, training and development of the personnel have the most significant positive impact on the individual productivity of employees. Altogether, the combination of these factors has a strong positive influence on the performance of the company in the target marketplace (Snell, Morris and Bohlander, 2015).

Overall, the culture of an organization affects its human resource practices similar to “performance management, training programs, the performance of employees and motivation.” It can be ascertained by the fact that organizational culture is based on bureaucratic factors without any focus on “training and development, employee engagement, innovation, creativity, and authoritative leadership style.” Besides, these de-motivated factors contribute to the job dissatisfaction of employees along with a lack of motivation, which results in poor performance of the workforce and organization as a whole (Omotayo and Adenike, 2013).

Research Objectives

The study aims to understand why it is difficult to maintain a motivated workforce in some organizations in Qatar based on the following considerations (Dobre, 2013)

• To evaluate common motivational issues faced by employees and managers of Qatar companies.
• To understand the essential factors in motivating employees and developing a healthy working environment.
• To describe possible strategies to develop a motivated working environment in Qatar organizations, enhancing overall performance (Dobre, 2013).

The significance of the Study:

The study has its importance regarding stakeholders such as researchers, managers, employees, and organizations. For example, the investigation is beneficial for the researchers because they can further examine the themes identified in this study. For instance, they can also evaluate the subject of various styles of leadership and its influence on the level of motivation of the employees and overall performance of organizations (Snell, Morris and Bohlander, 2015).

The study can also be of used by managers to identify different motivational factors directly related to employees in Qatar. They can develop strategies to eliminate factors restraining employee motivation. Managers can implement all possible policies, including training and development, fostering creativity, and innovation to drive employees (Aldag and Kuzuhara, 2015).

Brief Overview of the Following Chapters:

The chapter following this introduction is the chapter of methodology. This chapter shows the areas which have been covered in past literature and academic research. The chapter would yield information on the summarized conclusions of the research articles that had been published in the past and their used methodologies and limitations. This chapter would also help the readers identify a research gap regarding the conducted research and how our study contributes to covering this identified research gap. The next chapter of methodology shows how the research was conducted to gather data. It shows how the researchers have used the data and conducted its analysis for interpretation. The next chapter that follows after this is that of the analysis, results, and discussion in which the research shows the results of the conducted models and discusses it regarding the research questions raised at the start of the study. The last chapter shows the conclusions of the study and the recommendations that are given to the stakeholders of the company in Qatar, researchers, employees, and management of other companies.

Ch 2-Literature Review:

The Definition of the term “Motivation.”

Motivation refers to the influence of people to achieve their desires. It empowers an attitude, providing appropriate approaches to various challenges while moving towards one’s goals. It refers to the physiological and psychological process necessary to foster the performance of people intended to achieve a common goal (Manzoor, 2012). Highly motivated employees are more productive, resulting in better performances. For example, Japanese workers are more productive because fewer employees are required to produce an automobile in Japan than in other countries. The fundamental reason for such high productivity is the motivation of workers in Japan (Aswathappa, 2013).

The following are theories related to the workplace:

Maslow’s Need Hierarchy Theory

This theory was presented in 1954 insinuating there was a pyramid of needs, from basic to transcendent, that humans would fulfill, starting with basic needs like shelter and food. Figure 1 provides an overview of Maslow’s need hierarchy theory. Maslow proposed positive feedback would not motivate a person, but rather incentive. Leadership styles also proved to be highly effective or ineffective to motivation based on the approach (Cole, 2004).

Figure 1: Maslow Need Theory (Cole, 2004)

Herzberg’s Two Factor Theory

This theory was proposed in 1968 and included two classifications: hygiene and motivation. Hygiene regards salary and a pleasant working environment, reducing discomfort, insecurity, and dissatisfaction. Motivators classify working environments enhancing employee growth and development. Organizational development is the foundation for how Herzberg’s methods are used today, enabling managers to employ certain strategies for employees and departments, ensuring efficient motivation (Smither, Houston and McIntire, 2016)

Herzberg argued both factors are essential to motivation. Motivation factors promote the efforts of people, and their absence does not contribute to increasing disapproval. Aggressive competition must be stopped by instigating incentives for work (Dekoulou and Trivellas, 2016). The combination of hygiene and motivation factors lead to a variety of situations. For example, high-level hygiene and high-level motivation contribute to ideal scenarios for motivated employees. Forceful hygiene and low motivation facilitate fewer problems while employees remain highly motivated. Employees essentially treat jobs as a paycheck. Moreover, low hygiene and high motivation contribute to motivation with a large number of issues (Forster, Emmanuel and Mensah, 2016).

McClelland’s Need Theory

McClelland’s acquired needs theory, proposed in 1961 that suggested that human resource managers understand employee motivation depends on achievement and power. Employees who put forth effort focus on their challenges and internalize feedback. People who want power to have an increased desire for control and recognition while paying attention to details. They also work better in teams (Steers, Mowday and Shapiro, 2004).

Self-Determination Theory

Self-determination theory provides an overview of the organizational reward system, including the various kinds of intrinsic and extrinsic rewards. Intrinsic rewards are connected to internal business factors. They are usually derived from the involvement of employees in specific activities or tasks. Examples include job satisfaction and sense of accomplishment (Damij et al., 2015). On the other hand, extrinsic rewards are under the control of the organization and are distributed by the company itself. Besides, extrinsic rewards are more tangible than intrinsic factors.

Table 1 provides a notion of intrinsic and extrinsic rewards that motivate employees and lead to the improvement of their performance.

Table 1: Intrinsic and Extrinsic Rewards

Extrinsic Rewards	Intrinsic Rewards
Formal Recognition	Achievement
Fringe Benefits	Feelings of Accomplishment
Incentive Payment	Informal Recognition
Pay	Job satisfaction
Promotion	Personal Growth
Social Relationships and Physical Work Environment	Status

(Vansteenkiste, Lens and Deci, 2006)

Intrinsic rewards are motivating factors and should be used as motivational strategies with extrinsic rewards. Intrinsic rewards contribute to high-level individual performance (Vansteenkiste, Lens and Deci, 2006).

Factors that Affect Employees’ Motivation Level in Contemporary Organizations

Different factors affect employee motivation, including intrinsic and extrinsic rewards. The intention is to improve the performance of organizations and to develop a positive working environment (Aswathappa, 2013). As discussed earlier, the employees arrive at their jobs with their highest level of enthusiasm; however, it dries up as the week’s pass, because of various factors. Employees are at the heart of every organization. For the organization to work effectively and perform without interruptions the cooperation among the employees cannot be replaced with something else. A study has shown that the employee needs to have a good relationship with the top management and their colleagues. The study was self-centered research which searched on how the motivational tools influence the employee’s performance for the sake of improvement. It also focused on the various de-motivation factors that negatively influence the performance of employees. The research method was based on a sample of individuals that were interviewed with a self-administered questionnaire. The data gathered was analyzed through statistical analysis, and the results showed that if positively motivated, the employees can improve their performance and efficiency substantially for achieving the organizational goals (Nabi et al., 2017).

Factors include:

Financial Incentives and Participation

Financial incentives increase task performance, suggesting incentives should become a part of motivational strategies. Participation of employees plays a vital role in the development of a motivated environment. Motivation has been tied to cohesive teamwork, communication, and rewards (Androniceanu and Ciobanu, 2016)

Participation is connected to empowering employees and contributing to job satisfaction. It refers to various organizational processes and helps managers make decisions, as outlined by Cole and Kelley (2004) this could strengthen the commitment of employees. In turn, motivation increases the performance of the business while poor financial incentive plans and a lack of participation facilitate job dissatisfaction or de-motivation and impact the performance level of the firm (Cole, 2004).

Employee Recognition

Employees want their work and achievements to be recognized and rewarded. It is a significant source of motivation in the workplace, but many employees are disregarded. Recognition of excellent performance is vital to increasing job motivation (Odukah, 2016).

Multiple strategies can be used to recognize and award employees in the workplace (Karatepe and Tekinkus, 2006). Some of them are as follows:

• Publicly acknowledging high-grade work during the meetings.
• Remunerations increments to excellent performing staff at work.
• Getting awards for good practice, such as “employee of the month” awards.
• Job evaluation on the targets achieved every month.
• Getting gestures of appreciation from the business leaders.
• Staff annual appraisal.
• Getting challenging work delegated by the seniors.
• Promoting high-performing staff on a regular basis (Karatepe and Tekinkus, 2006)

Personal Growth, Training, and Development

Factors associated with a high-level job motivation, as suggested by Tabassi and Baker (2009) is a positive working environment. It refers to the training and development of people as part of their personal growth. Training and development for personal growth is a chance to improve oneself and one’s working performance. Training and development along with personal growth inside and outside the job training help employees to improve their performance. Overall, such education of people in the workplace helps managers to motivate employees to work hard (Tabassi and Bakar, 2009).

Working Conditions

In contrast to most other forms of motivation, Odukah (2016) argues working conditions are also essential for employees when there is a question of job motivation and overall satisfaction of people. The employees wish to perceive the working environment as safe with the goal of providing a sense of motivation. Moreover, some employees are interested in flexible working hours, with appropriate equipment and tools, along with an environment that can enable them to use their skills and abilities in performing daily tasks.

Job Enlargement, Rotation, and Enrichment

Job enlargement, rotation, and enrichment are three key factors that increase the motivation level of employees and performance. While Odukah (2016) and other researchers argue there is only one form of motivation that may rein above all others, Jones-Stanley et al. (2015) suggest there is more to an employee’s motivation than just the environment or incentives. Job enlargement is an expansion of the job for an employee. Job enrichment is the effort to provide workers with more control over their activities and a high-level of responsibility for designing, execution, and results. Job rotation is the effort in which each employee learns different operations in the workplace. Through job rotation, employees also have the opportunity to work with different superiors, experiencing different management techniques in the process. It is, essentially, a change of pace in an otherwise monotonous environment, allowing the employee to maintain interest in their job, thus maintaining motivation (Stanley, Amanchukwu and Olulube, 2015)

Job Design

Job design is another factor linked to improved motivation and job performance. The management that focuses on the job design concerning the ability and skills of employees could become successful in motivating employees and creating a positive working environment. Creativity and innovation are the critical factors of job design since they make the job exciting and lead to high-level individual and organizational performance. The essential characteristics that are important to design a possible job include autonomy, skill variety, task significance, task identity, and job position feedback. In turn, the level of motivation towards internal work increases along with the performance and satisfaction of all the parties involved in the working process (Park and Hubert, 2017).

Performance Appraisal and Feedback

Performance Appraisal and feedback is arguably one of the most important forms of motivation in the workplace. Akin to recognition in the workplace, appropriate feedback and provide motivation even when it is negative. If negative feedback is given comprehensively and with suggestions for change, it is less likely the employee will experience de-motivation, contrary to what many researchers suggest. The work environment does not need to be a positive place all of the time. A reasonable performance appraisal method and feedback from management is the key strategy that enables executives to motivate employees and increase their level of performance. Therefore, it shows a direct association between the performance appraisal method, feedback, and intrinsic motivation (Kuvaas, 2006).

Leadership

Organizations with appropriate leadership styles are more successful in motivating employees than the companies with poor leadership styles. Leaders are so-called guides of employees since they play a crucial role in enhancing their performance. Autocratic leaders de-motivate employees as they use position and coercion power to achieve objectives. On the contrary, the transformational leadership style can encourage employees with their progressive styles. They focus on “empowerment, creativity, innovation, participation, encouragement, feedback and collaboration.” Accordingly, transformational leaders influence employees to work harder and thus achieve personal and organizational objectives (Dobre, 2013). More specifically, in the context of Qatar, a study has examined the leadership style and motivation for Qatar public sector companies. The study conducted correlation research to examine the relationship between the leadership style and the motivation of the employees in Qatar public companies. The study showed the full range leadership theory as the theoretical foundation for describing the leadership styles of the employee perceived managers while the Self-determination theory of motivation was used for the description of the motivation of employees. A regression model was developed for the analysis of the results, and it showed a significant positive correlation between the motivation level of employees and the transitional and transformational leadership styles of the management. Furthermore, a significant negative correlation was found for the association of employee motivation and passive-avoidant style of leadership|| (Al Haj, 2017).

Importance of Culture in Developing Efficient Working Environment and Motivating Employees in Organizations

Culture plays a crucial role in creating motivation in the working environment. It is also relevant to encourage staff to better work inside organizations. The culture of any business fosters innovation and creativity. The same applies to the empowerment of employees with the goal of increasing the level of motivation and organizational performance. Besides, different types of cultures prevail in the organization, such as bureaucratic cultures. Such perceptions are connected to unbreakable rules and regulations with lots of hierarchies. Moreover, employees are not empowered, and decision making is reserved for top management. Rather it has been proven that when employees are a part of some decisions, even by rating systems, they experience higher job satisfaction accompanied by a better understanding of any issues in the work environment (Park & Hubert, 2017). Also, these types of culture have clear roles and job designs with intrinsic motivational factors, as is outlined by Karatepe and Tekinkus (2006).

For example, continuous and quick feedback is provided to employees with the need to improve their performance through motivation. Also, leadership styles are associated with the culture of the company. An approach regarding a learning organization allows employees to understand management intensions better, alleviating any additional issues regarding competition and misunderstandings. The organization with stiff and bureaucratic culture usually experiences autocratic leadership styles that lead to de-motivation. The firms with performance-oriented corporate cultures are based on factors, such as “risk-taking, internal communication, flexible experience, high-level financial growth, and corporate performance.” Also, “innovativeness and productivity” of employees are the positive aspects of culture seeking to increase the motivation of people in the workplace (Dekoulou and Trivellas, 2016; Panagiotis, Alexandros and George, 2014)

Table 2 identifies the cultural dimensions of Qatar that further provide an overview of an organizational culture regarding motivation.

Table 2: Cultural Dimensions of the Gulf Countries (Qatar)

Cultural Dimensions	Scores
Individualism	38
Uncertainty Avoidance	68
Power Distance	80
Masculinity	52

(Venaik and Brewer, 2008)

According to Qatar, score 80 refers to the power distance, 38 relates to individualism, 52 considers masculinity, and 68 corresponds to uncertainty avoidance. It indicates that the organizations in Qatar do not focus on equality since the power in any company is distributed unequally. There is also a specified hierarchal structure in any business. Besides, high power distance means that employees follow the rules and regulations of the company irrespective of their nature (Venaik & Brewer 2008).

The literature on Qatar Companies & Employee Motivation:

The Public sector of Qatar has a reputation for having lazy and unproductive employees (Cowley and Smith, 2014). Generally, the public sector companies include high aging groups as well who are more difficult to motivate. (Cowley and Smith, 2014) Even though the management also faces some challenges in motivating the employees, the employees themselves do not respond to the efforts of the management as well to increase their motivation. The public sector employees usually enjoy higher job security and work values and motivation usually differ from those in the private sector. The organizations of Qatar have the reputation of providing services which are usually late and are over budget. (Van, Kuipers and Groeneveld, 2015)

It has been shown that the companies in Qatar need to improve their motivation of the employees in order enhance the sustainability and productivity of the residents and citizens of the country. In Qatar, the employees of public companies usually earn higher wages as compared to the private sector. The mean wages of the public organization’s employees is $4006 per month while the same for the private sector employee is $1476 per month. (QSA.Gov, 2011). The current situation of Qatar shows a greater number of available jobs in the public sectors as compared to the number of workers available to fill these vacant jobs. It is one reason that the employees in the public sector are unproductive as they have higher job security. (Williams, Bhanugopan and Fish, 2011). The employees usually have a feeling of security arising from the belief that they can always get another job if their employer is not satisfied with their work. (Williams, Bhanugopan and Fish, 2011)

Finding solutions to this problem of motivating employees of the public sector is a challenge in all emerging government-controlled industries. (Cheng, 2015). However, it is of a much higher degree in Qatar where the shorter hours, higher pays, guaranteed job security, and the full benefits tend to make the employees unproductive. (Berrebi, Martorell and Tanner, 2009)

These studies show how Qatar public sector has been investigated for the lack of motivation and consequently their unproductive performance by the employees. However, we can see that the reference is limited to public sector companies. It shows that there is a need to investigate the matter regarding private sector companies as well, where the lower job security does not provide the same challenges as the public sector employees.

The literature on employee motivation has been widely accessible. However, the response of the employees for any motivational method is found to vary on an individual basis. (González-Cutre and Sicilia, 2012) A study showed that employees who have lower wages tend to get motivated by higher wages. (Aisha and Hardjomidjojo, 2013)

Among the various factors discussed influencing the motivation level of the employees the set of expectations that have been set and communicated by the management is important as well. The higher expectations tend to encourage the employees to exceed past performance. (Sandhya and Kumar, 2011) (Cheng, 2015) Has explained in 2015 that the intrinsic motivational rewards and the tasks linked with the employees are the factors which also affect the level of employee motivation|. It has been claimed by (Graves and Luciano, 2013) that managers have the capability of motivating the employees through personal interaction, effective communication of the goals, rewards, and assignment of responsibility|. In 2013 another study showed that the motivation of the employees could be raised by managers if they only assign achievable responsibilities and have a positive relationship with the staff while rewarding them with both material and intrinsic rewards. (Ruiz-palomino, Sáez-martínez and Martínez-cañas, 2013)

Another study conducted by the researcher showed that management could motivate the employees by using three elements; appealing to the sensations of the employees, understanding how they think, and shaping a reasonable work environment. (Akhtar et al., 2014) Another study showed that leaders could motivate the employees by appealing to their sensations by giving them a clear description of their roles in the company. Nakkache has claimed that using the management intervention techniques that act as a reinforcement of intrinsic rewards, and productive work environment are highly beneficial in all organization types. (Ismail and Nakkache, 2014)

Researchers have also found that employees tend to get motivated by other extrinsic rewards as well. This may include rewards like valuable training courses, money, and recognition for the efficient completion of tasks (Abdul and Javed, 2012) (Achim, Dragolea and Balan, 2013) (Sarros et al., 2014) (Shah et al., 2012). It has been mentioned by Shah and his fellow researchers that the use of monthly increments, compensations, and other allowances can help maintain the morale of the employees and create motivation|. In another study, employees have shown that the support they receive from the management regarding extrinsic rewards is substantially linked to their job motivation and organizational commitment. (Shah et al., 2012) Achim has shown that the employees tend to care more about the customers when they feel good working in the organization. (Achim, Dragolea and Balan, 2013) It has always been suggested to consider better human resource management and to use extrinsic rewards for the recognition and motivation system.

It has been revealed that when the management fails to become effective in controlling the motivation level of the employees, the employees tend to become disenchanted. It has been shown that there are several managerial errors which can lead to employee disenchantment. These include an unsatisfactory salary plan for the employees, failure to provide the employees with career opportunities, ignoring the concerns and complaints reported by the employees, failing to provide the employees with performance feedback. (Akhtar et al., 2014) Employees can have their source of motivation from intrinsic or extrinsic motivational factors. It was found that most of the employees usually get motivated by the combination of the extrinsic and intrinsic factors of motivation. (Aisha and Hardjomidjojo, 2013) While the extrinsic factors were found to be less effective in improving the determination, satisfaction, and efficiency of the employees, the intrinsic factors were found to do better. (Singh, 2016) Training and development were found to be a significant driver of the motivation level of the employees. (Anthony and Weide, 2015) It was also revealed that having the most suitable employee for the job as matched by the abilities needed and talent present also yields a higher level of motivation among the employees.

A white paper published has shown that whatever the business model of the company the value propositions of the companies have become extremely knowledge-driven and more of service oriented. The management realizes that in this new era, rather than having another product offering or new technology, the best strategy is to use the ability and attitude of its resource to set it apart from the rivals. People are the ones who cultivate customer loyalty, spur innovation, ignite economic growth and drive productivity. (Smith, 2009) In another article, it has been shown that people tend to be guided by basic emotional needs which are not usually satisfied by the traditional compensations. As per this article, employees want to bond with others and need to learn to feel fulfilled. It implies that where training and learning are important for the employee to get motivated, they also seek connections with coworkers, managers, and customers. (Çakır, 2017) As per Dr. James Oakley, all forms of compensation should be used to drive the culture of the business that is right for it. He claims that the efficient use of the compensations and recognition like the intrinsic rewards can go a long way for sustaining the culture cultivating right behaviors across the company and driving innovation among the employees. (Phillips, Phillips and Ray, 2016)

A study conducted on exploring the motivators of the submitting business ideas showed the pride of seeing their idea implemented as the firstly ranked reason showing the importance of recognition of the employee contribution (Smith, 2009).  An article by Forbes has shown that the common causes of the workplace de-motivation include micromanagement, lack of progress, job insecurity, lack of confidence on the leadership of the company, lack of recourse for the bad performance, lack of communication, boredom, and unpleasant coworkers (Hedges, 2014). A study conducted on a Qatari banking sector evaluating the effect of stress on the work performance showed that work stress demands extra efforts on the performance of the employees which is possible to be disproportionate to the capabilities of the employees. The study showed a negative relationship with the work stress of the motivation level and job performance of the employee (Alkubaisi, 2015). A study determined the antecedents to the intention of employees to quit from an occupation which was known for a higher degree of voluntary attrition. The study found the affective commitment and job satisfaction as the antecedents to the voluntary turnover. It used the Herzberg two factor models for determining the influence of the extrinsic and intrinsic job satisfaction factors and the effective job commitment on the quit intention. The study revealed that affective commitment influences the intent to quit a job as greater as compared to job satisfaction. Furthermore, it also revealed that management should align their strategies for human capital with the job satisfaction factors to gain improvement in performance and affective commitment (Baylor, 2010). Another study conducted on the University of Punjab in Pakistan showed the effects of motivational factors on the job satisfaction of the employees. The study has shown that intrinsic motivational factors influence employee job satisfaction while the extrinsic factors do not have a significant effect on the job satisfaction level of the employees (Ahmed et al., 2010). Another study has examined the practicality of the Herzberg Two factor model in the current environment showing that extrinsic factors only turn up with the job dissatisfactions and that it neutralized the respondent’s job satisfaction levels. The study suggested using the model as a combination of intrinsic and extrinsic factors of motivation to achieve maximum job performance from the employees (Yusoff, Kian and Idris, 2013).  Empirically, another study has proved that organizational performance is determined by job satisfaction of the employees. It showed that there was a lower correlation found for the job satisfaction and organizational performance as compared to the organization performance and job satisfaction. It shows that job satisfaction is not determined by the organization’s performance. It is vice versa. The study explored the link between job satisfaction and organizational performance and found a strong connection between these variables (Bakotic, 2013).

The working condition of the workplace shows the physical atmosphere which includes the ventilation, lighting, space, equipment, etc. (Thomas, 2009; Herzberg, Mausner and Snyderman, 2011). While studying office and industrial workers Lee has researched in 2006 showing the job satisfaction can be positively linked to the personal control of the work environment, individual flexibility, privacy, interaction, disruptions, and distractions.

Another important factor which has been highlighted by Herzberg is the factors associated with the general attitude of the employee to his or her immediate boss or manager. The studies have shown the link between the negative perception of this relationship with the lower commitment, job satisfaction and the intention of quitting a job (Thomas, 2009; Herzberg, Mausner and Snyderman, 2011). A positive relationship with the supervisor is expected to influence the two-way communication health, consequently also affecting the trust, and performance of the employee while also increasing the organizational commitment, lower intentions to quit and to increase job satisfaction. (Harris, Harris and Eplion, 2007)

The quality of the interpersonal association among the colleagues and co-workers is also expected to influence the positive support and good feeling associated with the satisfaction level of the job. (Harris, Winskowski and Engdahl, 2007) The positive link is found to have a positive contribution to motivation and also to have an influence on mediating stress. (Amarneh, 2017) The intention to switch jobs or quit is also lowered from it. (Tsai and Liu, 2012) The lack of support from the coworkers, on the other hand, is expected to increase the turnover and has proved to contribute to the job burnout and related depression. (Amarneh, 2017)

Looking at the compensation in financial terms, it has been found to have no long-term motivational influence on the employee. (Pritchard and Ashwood, 2008) Furthermore, it is also not expected to initiative and motivates productivity in the long run. However, it has been found that the lower financial compensation as compared to the expectation of the employee can have a negative influence on the motivation level and performance of the employee. The study has also shown that individuals like to exchange the financial compensation of pay with other benefits of job security and time off.

Thomas, 2009; Herzberg, Mausner and Snyderman (2011) have identified policies as an important motivational factor which is the perception of the employee that is linked to the administrative policies, communication standards and benefits policies of the company. It shows that the procedures, policies, and the general practices of the company constituting the working culture have a genuine influence on the wellbeing of the employee which encourages or discourages organizational commitment. (Masum, Azad and Beh, 2015) However, if the actual style of leadership is found to be inconsistent with the extant policy, then the job satisfaction and commitment to the organization is expected to decline significantly. (Asegid, Belachew and Yimam, 2014) (Witt and Kacmar, 2000)

The factors of job security are linked with the tenure or stability of the job (Thomas, 2009; Herzberg, Mausner and Snyderman, 2011). It is concerned with matters like the level of opportunity and responsibility regarding career advancement. (Ito and Brotheridge, 2007)  Any reductions in the area are expected to lead to lower job commitment, and the instability and continuous change are expected to have a negative influence on the job security of the company. (Cooper, 2006)

Herzberg (2009; 2011) associated the factor feeling the accomplishment and achievement like resolving a problem and completing a task. (Knight and Westbrook, 1999) The employees who can show strong orientation for the achievement can be considered to work long hours and accept the challenging tasks as well as the willingness of doing whatever it takes to have maximum outcomes. (Scott, Moore and Miceli, 1997)

As per the Herzberg theory, (2009; 2011) the factor of recognition is related to having negative and positive feedback for any achievement. The factor of recognition is effective when the employee values the signal from the supervisor and the means of motivation (Latham, 2012).  This well-established factor is unfortunately not very well utilized by the leaders. (Nelson, 2015) Even though the study has found that the financial compensation results in higher level of motivation as compared to this factor, the constructive reinforcement not only motivates the employee it also drives individual development and growth of the employee. (Jackson, 2001)

The factor of responsibility is another important aspect which is usually important in influencing the motivation level of the employees. (Thomas, 2009; 2011) The Meta-analysis conducted by Dole has found that the level of job satisfaction inclines with the level of authority incline. Also, the level of intention to quit declines with an increase in the level of authority over the jobs (Dole and Schroeder, 2001) Another important factor associated with the job advancement is that employee attitude regarding a change in status or position in the company is important as well. Improved job satisfaction is expected to result from the positive relationship between the organizational support and job advancement also consequently lowering the level of intention for the employee to switch or quit the job (Harris, Harris and Eplion, 2007)

Growth opportunities or career opportunity is another intrinsic factor of motivation which is found to influence the motivation level of the employee (Thomas, 2009; 2011). The relationship between growth opportunities and job satisfaction is found to be positive as found in a study in 2007. Career growth can be in the form of horizontal mobility, vertical mobility, and acquisition of skills or the form of development opportunities. (Carmeli, Shalom and Weisberg, 2007)

Job design is another important factor which has been found to have lasting effect and influence on the motivation level of employees in organizations as the personal attitude of the employee towards the assigned tasks of the job, and the required abilities of the employee are important in maintaining its motivation level. (Bani Hasan and Teng, 2003) The complexity and the scope of the work are included in this factor. The study has revealed that the perceptions of the employee with regards to the work affect the job satisfaction level. (Bani Hasan and Teng, 2003) (Wong, Hui and Law, 1998) The job design is a very important consideration which helps in the elevation of the level of motivation of the employees.

All these studies are relevant in revealing the association of motivation level, job performance, productivity and various intrinsic and extrinsic motivational factors. However, this has not been studied in the context of Qatari companies, specifically in the private sector. Thus, the following chapter is dedicated to defining the methodology adopted to conduct this research on Qatari companies.

It is to be cleared that conducting this research would yield valuable information to the industry of Qatar and other countries as well specifically for the Gulf countries. The payoff of this study would be in the form of increased productivity, declined absenteeism’s, declined turnover, and smooth and efficient working conditions. The community, on the whole, would have declined bill for the psychological problems that it faces related to work, and it would also help increase the productivity of the industrial and manufacturing SMEs of Qatar by having a proper utilization strategy for human resources. For individuals, the understanding of these factors and challenges would yield information on implementing strategies that would help improve their morale while bringing greater self-realization, job satisfaction, and happiness.

Ch 3-Methodology:

Research Design

An interpretive approach to research was adopted when approaching the study. Critical thinking was used to understand the perceptions of research participants by this approach and the participant’s response. The research design used is more of an interpretive nature as the quantitative data collected from the primary sources would be interpreted by the researchers using statistical tools available in Microsoft Excel. The quantitative data, a mono-method analysis, is managed with close-ended questions. The questions are closed-ended except for one which is an open-ended question. The need for the use of close-ended questions was identified to be driven by the reason that it is intended to reach as a result. One open-ended question was used to accommodate the nature of the question and provide liberty to the participants to better respond to it. Self-administered questionnairesa  will be conducted for one week. In this study, descriptive statistics research method is used to describe and explain motivational challenges faced by employees and the strategies which can be used by the employers and management to motivate the employees in different organizations based on their responses.

Research Theory

Research theory allows us to trace, identify, and explain any related issues, outcomes, or otherwise presently unexplained phenomenon on any given subject. Research theory can be used, as it is here, to understand motivation in the workplace and predict the best indicators of future success regarding motivation in the workplace. Based on the evidence of top-rated companies in the target industry, for example, motivation is the process which strengthens employees while helping the individuals to set the most appropriate directions towards business development. It can be noted as an explanation for levels of motivation o,r the lack thereof in certain work environments. Also, the persistence of efforts in the workplace has been found to be essential to achieving any business goal. It has not only psychological, but also a managerial meaning for the entire organization and these factors can also be used to understand motivation in the workplace based on research theory. The managerial meaning also corresponds to motivation which helps managers and employees to make efforts towards achieving business goals in the best way. At the same time, the leaders of the company could influence their subordinates with the goal to achieve the desired results set by the organization concerning its mission and vision statements (Odukah, 2016).

It is also important to consider that motivation is the essential methodology of the top managers seeking to make people happy in the workplace. The idea is that by creating a favorable environment at work, the employees become more willing to work harder to stay longer in the offices. Assumptions of why employees leave or stay remain motivated or demotivated in the workplace can be laid to rest with this theoretical framework. The use of all motivational instruments discussed in the given research can lead to various outcomes but will essentially suggest what motivates an employee and what does not, allowing the observer to transcend said assumptions to employ methods that work universally, or often. On the one hand, the results of applying specific motivational theories could be positive. On the contrary, they could have a negative influence on the work of employees and their overall motivation (Kuranchie-Mensah & Amponsah-Tawiah, 2016).

One more consideration reflects the implications of the most appropriate leadership style that is used to inspire employees to go beyond their regular performance. Consequently, the managers of all department in various organizations should benefit from the most effective leadership styles. It is all about making sure that employees can perform better if they are confident about their personal qualities and professional qualifications to get the job done. Ultimately, it could help the managers to apply the best leadership practices to control their departments better while delivering high-quality outcomes for every project (Aldag, & Kuzuhara, 2015).

We have analyzed the theoretical aspect of the motivational factors, their association with work performance and the challenges that employers may face in sustaining the motivation level of the employees of the organization. The theoretical aspect of this research has been conducted in detail and it has shown that the factors which are responsible for the motivation or lack of motivation of the employees in Qatar organizations are financial incentives and participation, working conditions, leadership, workplace culture, job enlargement, job enrichment, job design, working conditions, recognition, training and career opportunia ties. These would be the motivating and demotivating factors (their lacking would be considered as a de-motivation factor) against which the ra esponses of the respondents would be measured and interpreted.

The rationale for Choosing Qatar Manufacturing SMEs:

The report on the financial performance of the Small and Medium Enterprise sector of Qatar by the Qatar Development Bank shows the performance of the manufacturing Small and Medium Enterprise as well. The profit margin of the Manufacturing and trading sector of the Small and Medium Enterprise shows that the gross profit margin is lower than the services sector of the Small and Medium Enterprise. The report has shown that about 60% of the trading sector and 41% of the manufacturing sector of the Small and Medium Enterprise reported a profit margin of 20 to 30%. Similarly, in the context of the EBITDA Margin ratio, the trading sector has higher profitability as compared to the Services and manufacturing sectors. Half of the manufacturing sector, Small and Medium Enterprise is shown to have an EBITDA margin of 10 to 20%. Similarly, the net profit margin has been shown to be reported at less than 10% for more than 57% of the manufacturing Small and Medium Enterprise.

Likewise, the Return on Equity for the Manufacturing Small and Medium Enterprises has been found to have been reported for more the half of the companies to be lower than 20%.  It is higher for the Manufacturing Small and Medium Enterprises of Qatar as compared to their Services Small and Medium Enterprise who reported 18%. Similarly, the Return on Assets for the manufacturing sectors of the Small and Medium Enterprise is also higher for Qatar as compared to the Services and trading sector of Small and Medium Enterprise of Qatar.

The manufacturing Small and Medium Enterprise are reported to have yielded a Return on Assets of less than 10% for about 61% of the companies in this sector. Only 12% of the Manufacturing Small and Medium Enterprises have generated higher Return on Assets of 20% to 30%. Looking at the liquidity ratios of the Small and Medium Enterprise sector, the services sector has a higher quick ratio as compared to the Manufacturing and the Trading Small and Medium Enterprise. The quick ratio of the 62% of the Small and Medium Enterprise in the manufacturing sector has lower than the acceptable threshold of the quick ratio of lower than 1. It shows the presence of the inadequate presence of the quick assets which can be convertible into cash. Like this, the cash conversion cycle for the Manufacturing Small and Medium Enterprises of Qatar is also seen to lower than that of other sectors like services and trading Small and Medium Enterprise. The debt-to-equity ratio is on the contrary higher for the Manufacturing Small and Medium Enterprises of Qatar at 42%.

The debt service coverage ratio, on the other hand, is reported to be higher for the Manufacturing Small, and Medium Enterprises of Qatar as more than three fourth of the Manufacturing Small and Medium Enterprise of Qatar has lower debt service coverage ratios, i.e. it is lower than 1. The allocation of budget to research and development shows the potential for improvement in several areas of the business operations for companies. The report shows that the Manufacturing sector of Small and Medium Enterprise has reported having only 7% of their firms who can be considered to be highly oriented on allocating their budget on Research and development. As a percentage of Annual Sales, the Research and development budget for the Manufacturing Small and Medium Enterprises of Qatar has been 2% to 5% for 60% of the companies in this sector which is lower than the other sectors of the Small and Medium Enterprise of Qatar. Innovation is another prime component which shows how the company focuses on its strategic position.

The Manufacturing Small and Medium Enterprises of Qatar are found to be most prevalent in implementing the improvements and innovations in the internal processes and improving operational efficiencies for productivity enhancement and reduction of the costs of operations. It shows that Manufacturing Small and Medium Enterprises of Qatar can get benefits from our research as it currently is focused on the same goals which have been targeted in this research. The sector-wise comparison of the Small and Medium Enterprise has shown that the Manufacturing Small and Medium Enterprises of Qatar has a higher proportion of this sector with a dedicated Human Resource department or employee. About 67% of the Manufacturing Small and Medium Enterprises of Qatar have dedicated Human Resource Department or employee as compares to the 50% of the construction sector, showing their tendency to have better human resource strategies.

On the comparison of the formal process of the manpower planning, the Manufacturing Small and Medium Enterprises of Qatar has shown its majority is dependent on hiring the manpower on an ad-hoc basis. It shows that Manufacturing Small and Medium Enterprises of Qatar has reported having inefficient sources of manpower and recruitment process as compared to other sectors. The focus on the training and development of the employees shows that Manufacturing Small and Medium Enterprises of Qatar has been the most focused on the training and learning of the employees as 88% of these Small and Medium Enterprise provide regular training to their employees.

However, this is not a meaningful indicator of the company Human Resource effectiveness, as the report also identifies that Manufacturing Small and Medium Enterprises of Qatar has been found to be the least focused on providing the training and development to only 3% of the companies training “over and above the needed on-the-job training.” The Manufacturing Small and Medium Enterprises of Qatar have more focus on providing the needed specific training to key personnel in the company. Regarding the performance appraisal, 95% of the Manufacturing Small and Medium Enterprises of Qatar has reported having conducted a regular appraisal of the employees based on their performance. However, it is to be noted that the 92% of all Small and Medium Enterprises has a simple evaluation process which is followed with the inefficient and undefined KPIs (Qatar Development Bank, 2016).

Data Collection

The Collection of data has been from two sources of data, such as primary and secondary research studies. Primary data is managed with the help of a quantitative tool, such as a survey questionnaire whereas secondary information is obtained from secondary resources. All the data collected through secondary sources are chosen by the necessary background, which includes motivational challenges faced by employees in any organization. Besides, online libraries and websites, e-books, articles, TV-shows, and journals are sifted to retrieve accurate information on the research topic (Kuranchie-Mensah, & Amponsah-Tawiah, 2016).

Population and Sample

Overall, fifty employees from five different companies in Qatar participated in the survey. They represented manufacturing companies of small and medium-sized enterprises (small and medium enterprise). The participants are the employees working in the small and medium enterprise sector who were selected randomly to avoid biases and errors (Manzoor, 2012).

Interpretative Approach:

Unlike the deductive and positivist methods of research which includes the use of experimentation and surveys which is intended to test the theory on which the hypothesis is built. It is different from these approaches as the inductive method, or interpretive methods are intended for the building of theory. In the positivist method of research, the researcher starts with the theory and then tests the points of the theory by using the empirical data method while, on the other hand, the research in the interpretive method starts with data and also tries to formulate a theory for the mentioned subject from the data observed.

Even though the interpretive method of research is used as synonymous to the qualitative research the concepts for both are quite different. The Interpretive research method is the paradigm of research which is depending on the assumption that the social reality is not objective or singular, but it is based by the social contexts and human experiences, and this is the reason it should be studied in the socio-historic context to reconcile the subjective interpretations for its various participants. It implies that the interpretive research model focuses on making sense of the process rather than testing the hypothesis. The positive research paradigm is contradictory to this model as it believes that reality is independent of the context which can be taken from the context and studied independently using various objective, standardized techniques, and measures. The use of interpretive research study is used by academics as per the phenomenon under consideration and its suitability to the way to study it.

Sampling Method:

For research on the challenges faced by the employers in the Qatar companies in motivating the employees and maintaining their motivation level, we have used the sampling method of Random sampling. The Simple Random Sampling method is used where every item of the population is considered to have an equal chance and probability of being selected in the sample of the research. This method of sampling is completely reliant on the probability or chance of selection and thus is also commonly known as the method of chances. It is a very basic type of sampling technique which shows the same probability of selection for each component of the population.

The companies that were selected for the research study are.

1. Qatar Petrochemical Company QAPCO
2. Qatar Industrial Manufacturing Company QIMC
3. Qatar Plastic Products Company
4. Al Sraiya Group
5. Uniplast Qatar

Qatar Manufacturing Small and Medium Enterprises:

As we are choosing the manufacturing Small and Medium Enterprise of Qatar for this study, we would provide the rationale of using these in the sample. As per the State of Qatar, the Small and Medium Enterprise in the Manufacturing sector is considered a part of this industry when the number of the labor force is lower than the 250 employees and the annual turnover is not more than 100 millions of Qatari Riyal. About 70% of the Small and Medium Enterprise of Qatar has reported a cumulative investment of worth $852.3 million in 2015. This amount has been invested mostly by the 77% of the total 771 manufacturing factories in Qatar. It has also been reported that Qatar has employed about 47% of the manufacturing labor force in its Small and Medium Enterprise (Gulf Times, 2016).

The manufacturing sector of the Small and Medium Enterprise has seen to be witnessing the growth of 4.1% which is lower than its counterparts like constructions showing 18% growth, business services showing 12.4% growth and hotels and restaurants showing 14% growth (Qatar Development Bank, 2016).  The basic growth in the manufacturing Small and Medium Enterprise sector in 2014 was shown to be driven by the petrochemicals, chemicals, and gas-to-liquids products. Because of this lower productivity, the manufacturing sector Small and Medium Enterprise has been selected to identify the reasons for hardships in the sustaining of the motivations leave of the employees in five of its companies. The five companies selected are chosen randomly. The companies which were more accessible and provided the facilitation of conducting this study with their employees had been selected. 10 Employees from each of the companies were selected and given the link for the Google Doc Form for Questionnaire Survey.

Research Instruments

The Data Collection through the primary source was collected through the survey questionnaire. The first part of the tool included information on the demographic characteristics of the participants, such as gender, age, nationality, qualification, level of job position and company employed. The other questions assessed various motivational challenges faced by employees, such as the strategies that managers implement to motivate employees to achieve ultimate objectives. The survey was conducted through Google Docs, and the survey link was emailed to employees (Odukah, 2016).

Research Procedure

The participants of the study were provided with informed consent to make sure that privacy and confidentiality are secure. Upon confirmation, they were sent a survey link through email and were asked to fill in the questionnaire. The results of the inquiry were available on Google Docs. Every question response was compared with each other to identify the similarities and dissimilarities between the responses. The filled questionnaire was efficiently organized to analyze the overall results of the study (Snell, Morris, & Bohlander, 2015).

Data Analysis

Because of the research sensitivity towards the topic selected for the study; employees, including the immigrants, usually feel threatened to discuss anything against their Qatari bosses. It was required to implement a strategy by which the respondents would be able to answer the questions without being restricted from expressing their opinions freely. The researcher has used the survey approach of using Google Docs as the blind survey with the goal to have a platform on which the employees can be honest in sharing their thoughts (Omotayo, & Adenike, 2013).

The link of the Google Doc survey was sent via email to the existing and ex-employees of engineering, marketing, and finance departments. The questionnaire included a total of fifteen close-ended questions, mostly multiple choices ones. The collected data was processed in Microsoft Excel 2016. Statistical information was analyzed through descriptive statistics; in particular, the researcher used frequency distribution and charts. Lastly, the data was efficiently presented to infer results and make final remarks on the research outcomes (Panagiotis, Alexandros, & George, 2014).

Ethical Consideration

The study has ensured that all efforts are made in order to fulfill the ethical considerations of the employees. Participants were given insurance that the survey is going to be filled out anonymously and the answers of the questions would be only accessible to the researchers. It was also guaranteed that the data provided by them would not be used for any other study. Furthermore, the respondents were also informed that once the research ends, the collected data would be erased. Participants were allowed to leave questions not answered if they did not want to reply. The instructor had also taken permission and approval from the professor and the advisory committee to address all ethical procedures (Neely, 2007).

Limitations of the Study

Every research study has certain limitations. Refer below to the following restrictions that were faced while conducting this particular research:

Firstly, due to lack of time, formal interviews with employees could not be undertaken. However, through a survey, the analysis illustrated a comprehensive understanding of the research study (Tabassi, & Bakar, 2009).

Secondly, due to a lack of resources, only five manufacturing organizations in Qatar were approached. However, the research did cover a wide range of employees working at various levels and in different departments (Venaik, & Brewer, 2008).

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