Posted: May 22nd, 2015

Data Analysis: Employee Motivation Emirates Airlines

 

Data Analysis: Employee Motivation Emirates Airlines

Overview

The analyzed information was collected from the study that conducted the research on the inter-relationship existent between morale and work performance of employees. The study specifically focused on one company, the Emirates Airline, where the employees were used to provide some of the information needed; hence, the application of both qualitative and quantitative methods of data collection. The application of different data sources has led to the gathering of extensive information regarding the working hours, management and other related factors, and the way in which they affect the morale of the employees (Aziz, 2003).

The research mainly focused on the application of questionnaires, and interviews. Information provided on the questionnaires was more extensive, and it covered information from more employees. The survey questions were conducted at the website surveymonkey.com (www.surveymonkey.com/s/V5K9D8M). On the other hand, the interviews were relevant as they focused on gathering information that was rather honest and direct. The questionnaires and interviews were structured in a manner that reflects on the aspects that have an impact on the motivation and de-motivation of the employees (Bateman & Grant, 2003, p. 45). The questions were not direct but reflected on the main information that was to be collected. This chapter aims to look at the results collected and conduct an analysis to determine whether the set goals were achieved.

1.1. Data Analysis

1.1.1. Primary Scales of Measurement

The research conducted applied different approaches in the collection of the necessary information from the respondents. The study focused on the nominal and ordinal scales of the primary measurement scales. The nominal scale focused mainly on the number of the participants and their classification. On the other hand, the ordinal scale focused on the ranking of the participants, namely the first officers and the captains. The information collected indicated that the ranking at the organization was based on the experience and the number of years that one has been in service.

  • Information collected through Use of Questionnaires

The structured-questionnaires were used as the main form of data collection, and they were filled out by the 70 respondents working at the Emirates Airline. According to the structure of the questions, the main information targeted was based on motivation and the way in which the job appealed to the respondents. The information collected from the flight deck pilots suggests high levels of motivation.

The questionnaire had 15 questions and according to the data collected, 90% of the respondents indicated clear satisfaction in their work and high levels of motivation. It is quite clear that the respondents understand the various concepts of motivation, and they know how it is conducted at the organization. The questions asked on the questionnaires will have to be analyzed individually because they do not provide a general view of the factors affecting the motivation of the employees at the Emirates Airline. As a result, the following figure analyzed the motivational factors among employees.

 

1.2. Data on Motivation Based on the first Question

1.2.1. Working Hours

The first question reflected on the working hours as one of the factors affecting the motivation of the employees. The data collected shows that among the 35 First Officers who were 7% of Airbus as well as Boeing, 26 of them have worked for more than 90 hours over the past three months, while the remaining nine officers have worked 80- 90 hours over the same period. The same question, when taken up by the remaining 35 who were 1.25% respondents and were B777 captains who worked for Royal Airlines specifically S/O and B727 F/O and B727, and Canada 3000 Airline (B757 F/O), yielded different results. The data indicated that 20 respondents had worked for more than 90 hours over the past three months, whereas the remaining 15 had worked between 80-90 hours.

90 working hours More than 90 working hours total
First officers 26 9 35
Captains 15 20 35
Total 41 29 70
Percentage (%)
  1. 57
41.43 100

 

The difference noted in the working hours is based on the positions held by the respondents: the Captains do not have the same workload as the First Officers. Therefore, individuals occupying higher positions in the company have a greater chance of being more motivated than other employees are. However, looking at the information collected at the end of the questionnaires, the rate of employee motivation is quite high despite the presence of factors considered negative.

Source: Government Leaders Organization (2012)

The graph is created according to Herzberg’s two factor theory, and the data is collected with motivational and hygiene factors. The working hours can be classified as the hygiene factors, since the employees might not be satisfied with the working hours; thus, they fall under company policy and administration. The employees cover the work that they are supposed to, and the Emirates Airline neutralizes this as a negative factor by working on their payment. If the employees feel they are compensated well for their work, they will not compare their working hours with those taken by people holding superior positions. This provides a succinct explanation why the working hours, despite falling on the hygiene factors category, do not affect the motivation of the employees negatively.

Hypothesis– this needs to be much more clearly defined. If you are going to test your hypothesis against the results / findings of your secondary and primary research. At the moment it is expressed as more of an opinion or statement. Read up on writing hypotheses and re-word for clarity

The information collected on the working hours of the Emirates Airlines suggests that some employees have different schedules. However, it does not affect their work motivation negatively, and it could be attributed to the payments that they receive. On the other hand, there is also the factor of the nature of work. The respondents take on the reasonability of being pilots, as they are responsible for making sure the passengers have a safe trip. It may be assumed that the pilots are not supposed to overwork themselves as they risk a lot. This must have been the thought observed by management to implement working hours to avoid fatigue and ensure the pilots can conduct their duties as expected of them.

Null hypothesiscomments as above

If the working hours were not emphasized by the company, the results collected would be quite different. The working hours affect the effort that the employees put in their work because it reflects on their payment as well. The working hours affect the morale of the employees directly, and its occurrence in the study reflects on how much it affects them. The measurement of motivation is considered difficult; however, organizations have found ways of neutralizing the hygiene factors. In this case, the fact that some of the employees have worked for more than 90 hours over the past three months does not necessarily mean they are being overworked.

1.2.2. Positions held by the employees

The second question focuses on the positions held by the respondents and its affects the motivation of the employees. This is coincided with the number of years that the individual has been in the company (Nutty, 2006). The classification of the respondents was based on the number of experience and it could be observed in the questionnaires. The 35 individuals occupying the First Officers positions had experience of more than three years, while the remaining 35 had four years and more of experience, and they occupied such positions as captains in the Airlines. The information collected shows that the more experience one has, the more his/her chances of holding higher positions at the organization are.

Theory –better links with theory now

According to Herzberg dual theory, this factor can be categorized as a motivational factor or as a hygiene factor. This is attributed to the actuality that it is observed as a company policy, but at the same time, it recognizes the ability of an individual based on experience. This factor is motivational, as one is determined to work hard and endure the challenges faced so that his/her experience can be reflected when a chance of promotion is open. This is a suitable way for retaining the employees, because they have the hopes of attaining better positions in the future. This motivational factor is beneficial to the company and to the employees as well.

However, there is also the hygiene factor, which is the company policy. Some of the individuals who have worked for less than four years can have the adequate skills to hold higher positions, and they might feel that their skills are not appreciated. This could be highly discouraging to the employees. Fortunately, Emirates Airlines Company has not experienced such cases.

Incentive theory motivation is also applicable to this situation because the employees are motivated to continue their service at the company, as they are aware of the higher positions they can acquire (Morrison et al, 2007, p 59). Although the compensation is not immediate, the employees are aware of the fact that if they strive more, they will be able to attain what they want; and it is enough for motivation.

Hypothesiscomments as above

Although the company has handled the situation accordingly, why has it not tried changing some of its policies over the past few years to continue encouraging the employees?

This policy has been working out quite well for the company but some of the employees might be having higher expectations although they have not worked in the company for more than four years. The company should be able to provide the employees with another form of compensation that is as equally satisfying as getting higher positions. Emirates Airlines have maintained high performance over the years, and this means that employees enjoy satisfaction with the systems observed (Herzberg, 1959).

The compensation in terms of salary and recognition of effort is appealing to most of the employees, and this might inspire them to continue working for the organization, while they strive to attain higher positions (Bassey, 2002). It is obvious that higher positions come with their benefits: they could be motivating to the employees generating internal competition.

The chart is a representation of the three major motivational factors in the organization and the way in which the employees regard them. According to the chart, the positions held by the employees are the major factor, as it highly motivates the employees followed by job satisfaction and working hours

1.2.3. Job Satisfaction

Job satisfaction is an important factor and determines whether an individual feels motivated at the workplace or not. The questions provided in the questionnaires aimed to rate the level of job satisfaction among different respondents (Mullins, 2002). Question 2 reflects on the changes that have occurred among the employees ever since they started working at the Emirates. As expected, the feedback on increased salary indicted 100% positive, as all the respondents had worked at the Emirates for more than three years. All the respondents claimed that they had acquired something positive over the years when they had been working at the company.

The perception of the employees regarding the level of motivation at the company is quite high (Daft, 2003). This is observed when the respondents are asked how motivated they are and on a scale of 1-5, there was no selection below four. This sets the bar quite high, and the investigation of low motivation is conducted from the scale 4. Since there are some respondents who selected five, it indicates that those who selected four have certain factors that they do not find satisfactory (Nelson, 2004, p. 245).

Data from First Officers

The first batch of 35 employees who are First Officers showed that 15 employees felt highly motivated and they gave a rating of five, which represents 43%. The rest of the 20 employees were focused on four, which is 57%. Although four is not a bad rating, it indicates that these employees feel there are some areas requiring improvement. The other respondents with higher positions gave more positive results because more than 80% of the respondents, that is 31 of them, rated motivation in the organization as 5, while the rest only 4 rated it as 4.

The information collected indicates that the Emirates Airlines have an effective motivational system that most of the employees appreciate but on the other hand, the percentages of employees that do not think it is exceptional have their reasons (Bigliardi, 2005, p. 450). It indicates that the organization is not excellent at catering to its employees but it is good at making sure they are well motivated. Good motivation eventually leads to job satisfaction. Below is the analysis on the level of motivation between first officers and captains on job satisfaction.

 

 

Descriptive statistics analysis on Job satisfaction
  Highly motivated (level 5) Motivated (level 4)
First officers 15 20
Captains 28 7
Range 13 13
Sum 43 27
Standard mean 21.50 13.50
Mean Standard error 6.50 6.50
Standard deviation 9.19 9.19

Information from First Officers and Captains

There is a difference noted between the data collected from the First Officers and the Captains. The level of motivation experienced by the Captains of the Emirates Airlines is higher than the level of the first officers. The general analysis represents a positive aspect when it comes to the motivation of the employees at the organization but it is not rated on the same level by the employees. The higher the rank, the more motivated the employees are. It means that the higher ranks have more opportunities that encourage the participation of the employees at the workplace.

The captains provided mainly positive grading and information regarding the motivation at the organization. The first officers mainly graded the motivation as average although there were some who found it to be rather exceptional. This is explained by the difference in treatment and motivational factors exercised between the two groups.

Hypothesis as above

The Herzberg dual factor theory has motivational factors listed on one side, and these factors lead to job satisfaction (Berman, 2006, p. 234). Some of these factors are highly appreciated by the employees of Emirates Airlines Company, while others feel the company could perform better. According to the results, it is quite clear that the individuals with lower positions than captains present different opinions regarding the motivation in the organization. This information did not reflect on the employees holding positions lower than those of the first officers.

“Could the level of motivation in the organization be rated lower as the positions of the employees decrease?” The information is not certain but based on the pattern already created by the two ranks of employees; it could be adopted by the rest of the employees.

Cognitive evaluation theory could be used to explain the situation experienced by the employees at the company (Bryman, 2004). This is because it is based on two types of motivators: intrinsic and extrinsic motivators. Therefore, while the employees holding higher ranks are motivated by both types of motivators, the employees on the lower ranks are motivated by one type, mainly by the extrinsic motivators.

1.2.4. Lack of Morale: Hygiene factors

The questionnaires reflected on the factors that the employees found to be discouraging and affected their work morale. Questions 5, 6 and 7 provide insight into some of the factors that the employees find to be quite challenging, and it affects the motivation levels. Individuals working as first officers mainly claimed that lack of independence in making decisions was the major factor (Herzberg, 1987). This brings out the factor: the higher the authority, the more chances, and liberty at the workplace the employees have (Feder, 2007).

Given the nature of the job, it is quite understandable that the major decisions are made by management and higher authority (An and S, 2000). However, the company should also make an effort of creating situations that allow the rest of the employees to engage in the decision making process. This provides a good opportunity for training them, since the more years of service they give, the better their chances of occupying major positions.

Hypothesis as above

The employees are unable fully to utilize their abilities, as they have to rely on the decisions made by management (Baruch, 2002, p. 337). However, the information collected shows that greater parts of the employees are happy with the working environment and the conditions set in the area. The company observes most of the positive motivational factors found in the Herzberg dual factor theory, and it helps the employees enjoy their work (Burnham and McClelland, 2003, p. 117).The benefits among these employees could act as neutralizers for the hygiene factors in the organization as illustrated in the following diagram.

Source: Emirates Airline Company (2012)

This graph represents the motivators and the hygienic factors based on the information collected from the Emirates Airline Company. They are illustrated under three vital categories namely, employee development, performance management, and communication. Each of the above has different level of influence to motivation of employees. From the above figure, the following analysis was achieved through SPSS software.

 

 

 

 

Descriptive Statistics analysis on hygiene factors toward motivation
  Employment development Performance management Communication
Frequency N 4 3 3
Mean value 33.33 28.50 25.63
Mean Std. Error 7.59 5.29 8.44
Standard deviation 15.17 9.17 14.62
Variance 230.14 84.01 213.70
Skewness 0.008 1.61 -1.08
Skewness Std. Error 1.014
Kurtosis -1.385
Kurtosis Std. Error 2.619

 

  • Data Collected during Interviews

There was an attempt to interview 10; however, four employees were not interested or did not agree to interview for personal reasons. In addition, the other six chose to interview; still they did not wish to disclose their names not to draw attention to themselves. Out of these six interviewees; two interviewees were unable to make the scheduled meeting due to roster changes. Although the interviews were conducted on four individuals only, the information collected was highly relevant in confirming some of the information collected through the questionnaires. The interviews were conducted on individuals from the same group, and they mainly targeted the role assumed by management in motivating the employees. Ninety percent of the respondents claimed that the management did an exceptional job when it came to motivating the employees. In this case, the motivational factors were more than the hygiene factors according to the Herzberg 2 factor theory (Branscomb, 2008).

Source: Dewhurst, Guthridge, andMohr (2009)

The graph represents a general scope of the data collected through the interviews. The information collected indicated positive results, and this can be supported by the good performance from the company suggesting satisfaction from the employees. However, the interviews were conducted with respondents that occupy top positions in the company. They might not be holding managerial positions but they are immediately placed at an advantage (Brannerback, 1997, p. 295). The information collected on motivation is mainly positive despite the lack of information from respondents occupying lower positions in the company. From the above figure, there were four descriptive statistics analysis on factors contributing to motivation using SPSS software as shown below.

Output #1: Descriptive Statistics on effectiveness in financial incentives

Minimum Maximum Mean Std. Deviation Variance Skewness
Statistic Statistic Statistic Statistic Statistic Std. Error
35.00 60.00 49.0000 12.76715 163.000 1.225

 

Output #2: Descriptive Statistics on frequent use of financial incentives

Minimum Maximum Mean Std. Deviation Variance Skewness
Statistic Statistic Statistic Statistic Statistic Statistic Std. Error
24.00 63.00 49.3333 21.96209 482.333 -1.716 1.225

 

 

Output #3: Descriptive Statistics on Effectiveness in non-financial incentives

Minimum Maximum Mean Std. Deviation Variance Skewness
Statistic Statistic Statistic Std. Error Statistic Statistic Statistic Std. Error
62.00 67.00 64.3333 1.45297 2.51661 6.333 .586 1.225

 

 

Output #4: Descriptive Statistics on Frequent use of nonfinancial incentives

Minimum Maximum Mean Std. Deviation Variance Skewness
Statistic Statistic Statistic Std. Error Statistic Statistic Statistic Std. Error
41.00 63.00 52.6667 6.38575 11.06044 122.333 -.535 1.225

 

Evaluation

Just like many researches, there were both the difficulties, and simplicities from this research. Most of the data required for this were collected through the survey questionnaire posted in the www.surveymonkey.com. This data collection facilitated quick data acquisition at a much-reduced cost.

Time and money constraints are the major considerations during the research as observed from various studies. Data acquisition can be very expensive, time consuming, and inaccessible in some cases. Therefore, the use of online survey alleviated these constraints in this study as well as ensuring the relevant data was gathered within the study period.

Other data collection methods proved to be tedious and unpredictable because the possibility of getting enough respondents could be a problem. For instance, it was very hard to get enough participants to contribute for the interview. However, there was the lesson on the requirements for a successful interview and surveys in this good experience.

Data collection via survey remains the preferred data collection method incase there was another research to be carried. There are many people volunteering to provide information on various issues in life. As a result, much information can be gotten from these respondents. It required knowledge in probability sampling to get the required respondents. In addition, various aspects such as literacy, sanity, and discipline among the respondents were kept a priority for anybody to qualify as participants. In return, the respondents did not disappoint and they delivered the required services.

There was more than enough of secondary data to support the research from various secondary sources. Various theorists, scholars, researchers, and business experts has been very active in researching the issue of motivation in working places, which include also the airlines. As a result, there has been a wide range of information on this topic in which secondary data was gotten.

Major challenges encountered during this study were lack of enough people to participate in interview. The study had recommended both interview and survey to collect primary data. However, the former was a disappointment as only four out of 10 people participated in the interview. Initially, the interviewees had accepted the calling but later some failed to participate without any reason. One of these interviewees ignored calls whereas another excused himself because there were no incentives to be given after the interview. Those who agreed to be interviewed held back some information with fear of victimization. As a result, the study could not get enough information from these interviews.

This was good lesson and next research could consider various factors related to strengthening interviews. It was clear that lack of preparation, incentives, and inconveniences contributed to low interviews turn out. The next research will have to consider data collection techniques that cannot fail at the last minutes of the study. In case there will be any need for interview, this offered a good experience. Productive preparations would be fundamental in ensuring the availability of interviewees as well as facilitating smooth interviews after which there will be refreshments and a token. In addition, the interviews will incorporate telephone interviews to supplement face-to-face interviews for interviewees who cannot make it during the interviews.

There were numerous lessons learnt from this research both related to topic and the exercise itself. To start with, the exercise had many challenges that opened the perception to researching activities. The major lesson was that researching should be allocated ample time and finance to ensure the fulfillment of the requirements, such as data acquisition, analysis, and inferencing. Another lesson leant was the need to have knowledge on sourcing relevant information. Although there are many booking on motivation in workplace, some materials may be misleading or outdated. Therefore, the information should be compared with other literatures to reach a conclusion. On the other hand, various lessons were learnt in the way to handle people in work place. Each employee is entitled to good working environment as well as other positive treatment in workplace. As a result, people should not be maltreated because of ranking, qualifications, or connection with the management team.

Recommendations

The study revealed a gap between the captains and the first officers that might be affecting the motivation levels. Working environments and other factors within the line of duty in the company varied from one individual to another hence there were need to address some issues to maintain high level of motivation among employees. For instance, the captains might not experience the same issue when it comes to motivation, as their positions provide them with the liberty. However, it cannot be applied to the first officers. The first officers feel that they are not at liberty to develop their skills and acquire new knowledge, as they have to stick to one routine. It is obvious that the pattern with positions affects the motivation of the employees. The employees holding positions below the first officers experience the same. As a result, this study recommended the following in the attempt to address the difference among employees in the workplace that lead to deterioration of motivation.

  1. To start with, the organization should allocate certain tasks to the employees that require them to make independent decisions that will play important roles in the company.Such as? Very general
  2. The organization should have back up plans in case the decisions made by the employees are not as effective as expected. This should be applied as part of risk management exercised at the organization. How does this link with motivation, this seems to be addressing a separate issue?
  3. The company should have other methods of motivating the employees occupying the lower ranks. For instance, most of the respondents claim that they feel more motivated now than they did when they joined the company. This might be based on the benefits that they aim to gain in the future (O’Malley, 2000) What other methods?
  4. The difference in treatment and motivational factors exercised between the two groups need to be considered when reflecting both officers. As much as the higher ranks come with their benefits, the organization should try to improve on the areas that the First Officers feel that they are quite average. As a result, it will increase motivation equally among the employees regardless of their ranking in the company. Not really a recommendation,. More an observation!
  5. More research should be done to come up with emerging factors in the aviation industry that might further reduce the motivation levels of employees in this industry. For instance, the growth of low cost carriers has been a major subject to employees because of low remunerations as airline companies seek to reduce operating costs.

Conclusion

After an exclusive data analysis on the factors attributing to motivation among employees, the study cited working hours, jobs satisfaction, and positions held by employees as major factors (Gibbons, 2006). The analysis had to compare various factors associated with the attitudes by employees in workplace that lead to satisfaction or dissatisfaction. According toNetMBA (2010), these two situations are led by different factors and cannot be clearly concluded as opposites. Indeed, the study monitored these factors in the survey and interview. Much information was from the survey, although the interviews contributed some information on the same.

Information Collected was based on the individuals who have been working at the company for more than 3 years was effective, as the information looked at the motivation levels since employees started working at the company. Time factor is good determinant as expressed in Herzberg’s Motivation-Hygiene Theory because motivation among employees can only be measured on the time spent in work place as well as the interaction between the employees and the management team (Herzberg,Mausner, and Snyderman, 1993).

Data collected during the study is mainly positive regarding the level of employee motivation, and when placed in contrast with the Herzberg two factor theories, the company is doing quite well. However, a pattern created is based on the data collected that indicate that individuals occupying higher positions have better chances of being motivated than those in lower ranks. At the same time, the rank of an individual depends on the number of years that they have been working at the company (Oppenheim, 1994). It is not yet clear whether the rest of the employees, those that have been working at the company for less than 3 years and those that hold lower positions than first officers, will feel the same motivation. It is obvious that the same benefits enjoyed by the captains will not be experienced by employees working as staff at the company or other lower ranks (Buckley et al, 2002, p. 10).

Hygienic factors (employee development, performance management, and communication) help apply new knowledge and skills and pass along jobs and developmentopportunities. This is evident among the data collected because they fall under the categoryof making major independent decisions (Herzberg,Mausner, and Snyderman, 1993).

In general, the motivation of the employees at the Emirates is quite high basing on the data collected (total 91% of the respondents claimed to be highly motivated). The information may have been collected on selected individuals of specific ranks, but the motivation did not start recently, as they started working at the organization. The success of the Emirates Airlines is recognized internationally, and the employees are credited for the good services they provide to the customers. This means that the employees enjoy a high level of job satisfaction inspired by the motivation they receive at the workplace. Therefore, the Herzberg theory can be accepted in this study based on the results from the data collected.

 

 

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Appendix

Table 1: Employee motivational factors (GovLeaders. Org, 2012)

Table 2: Motivational and hygiene factors; Herzberg 2 factor theory

Motivational factors                                             Hygiene factors
Job security 70 Independent decision making 45
Job satisfaction 66 Company policies 23
Fair pay 65 Bad relations 30
Opportunity to set goals in work 72 Recognition of skills 41
Feedback from the supervisor 69
Promotion 74
Increased salary 80

 

 

 

 

 

 

 

 

 

 

 

 

Figure 1: Employee Motivation and Retention (GovLeaders. Org, 2012)

Figure 2: Motivators and the hygienic factors (Emirates Airline Company, 2012)

 

 

 

 

 

 

Figure 3: Motivating Employees despite tight Budget (Dewhurst, Guthridge, andMohr, 2009)

 

 

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