Degree Research Proposal Sample
Degree Research Proposal Sample
Degree Research Proposal Sample
RESEARCH PROPOSAL:
BY YOU
DATE HERE
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1.0 Introduction
In the contemporary business environment, employees and managers alike are faced with
numerous pressures to perform to corporate expectations. These pressures are often created by
highly competitive business environments, environments which impose continuous change and
internal redesign or even progressing job responsibilities which create stressful working
paramount to avoid high turnover costs as well as maintaining a highly unmotivated workforce
for modern business leaders to utilise as a means to reward positive performance, efficiency and
overall job-related productivity. Some of these rewards come in the form of flexible scheduling
autonomy to create perceptions of trust in the employee and their competency to carry out their
All of the aforementioned non-compensatory rewards likely have their merits in creating
a more motivated workforce, however can non-cash incentives, when utilized as an alternative to
cash incentives, foster long-term motivation in employees? Does today’s business employee
truly value the more psychological elements of workplace incentives, such as increased
autonomy, or are cash-based incentives the most appropriate reward methodology for building
long-term organisational commitment and job satisfaction? This proposed research study intends
• To what degree do non-cash incentives increase motivation in today’s active labor force?
• To what degree to cash incentives foster motivation within the organisational staff?
• Do any noticeable trends exist in employee behaviours and attitudes which directly
the wide body of literature available on business and motivational theory. There does not appear
continuous, positive motivation amongst staff members, thus this proposed research study
maintains the potential to create a potential best practice model for generating cash versus non-
cash performance incentives in order to assist today’s business leaders in developing a more
rewarding business environment in which employees are driven to succeed above and beyond
corporate expectations.
Undertaking a primary research study of this magnitude maintains one specific difficulty
related to gathering the research data and in eliciting various corporate/business approvals to
conduct a qualitative and quantitative research study targeted at staff members. Achieving a
high level of respondent participation will require an active scan of the contemporary business
environment to determine how best to utilise the proposed study’s research instruments for
gathering employee opinion on motivation and overall job satisfaction through incentive
programmes. Further, achieving management approvals for the distribution of the research
instruments will require active consultation with various business leaders to ensure minimal
disruption to regular business activities. Hence, the difficulty to this study lies in the researcher’s
Issues of individual anonymity is the largest ethical dilemma inferred by this proposed study
to avoid jeopardising the reputation of a specific business/industry and to ensure that the targeted
sample group is comfortable providing responses which may cast a negative light on the internal
operations or programme incentives within their business environment. Thus, all respondents and
business leaders targeted for this study will be ensured strict anonymity in the presentation of
cash incentives work as a long-term business strategy? Phipps, Bazley & Povey (2007) suggest
activity day are incentives which have been successful in boosting staff motivation levels. The
goal of such incentives are to lower the burdens on the corporate payroll budget whilst also
creating an internal organisational culture built on positive peer relations and team-building
methodology. However, the authors indicate that if the non-cash incentive does not appeal to the
Other modern companies have turned toward the utilisation of luxury incentive packages
as a means to boost employee motivation, such as offering premium wine gifts or offering a prize
package of modern technologies such as presenting a DVD player or digital camera as a non-
cash incentive (Philiotis, 2007). The cons to such incentives include the production of negative
procures inexpensive merchandise, the company will appear cheap and create a long-lasting
negative impression. Additionally, Philiotis further suggests that companies must be careful
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when determining whether luxury food items can be considered valuable alternatives to cash, as
a diverse, multi-ethnic organisational staff may consider the contents of the gift package to be
incongruent with lifestyle preferences or personal beliefs. Thus, from a diversity viewpoint,
some varieties of non-cash rewards, if not planned properly to fit staff ideals, can be de-
motivating elements with long-term implications in regards to employee perceptions against their
employer.
Daniels (2000) supports the idea that the design of the non-cash incentive is directly
that some varieties of non-cash rewards can actually work against day-to-day motivation if
incongruent to the needs of the organisational staff. However, Daniels does appear to herald the
importance of non-cash motivational incentives by citing that the nature of the work (such as job
design and levels of personal autonomy) is far more important as a determinant of productivity
Strategic Direction (2006) offers that companies might consider flattening their
to boost motivation. This falls into the category of increasing worker job-related autonomy by
layers theoretically provides employees with a sense of personal belonging and security in a
method that is proposed as superior to cash incentives based on trends in the contemporary
worker regarding the fulfillment of various inherent psychological needs. Messmer (2007)
tools.
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incentives, Ritter & Taylor (1997) offer that today’s workers have no real, measurable difficulty
in landing comparable jobs in markets which function both efficiently and quickly, thus it is
important to ensure that cash-related incentives are congruent with the competitive business
environment. Essentially, the authors suggest that it is only compensatory rewards, due to
employee perceptions of ease of company exit in favour of new salary opportunities, that can
sustain employee commitment and longevity to the firm without seeking new employment
incentives.
Incentive (1989) offers that 1/3 of today’s companies use cash incentives as a means to
boost staff motivation, which might suggest that companies are recognising that cash rewards are
the most viable methodology for improving internal staff satisfaction levels. The authors indicate
a variety of other non-cash incentives which have been known to build positive motivation,
however the underlying human drive is the receipt of cash as a means to create perceptions of
equity, trust and mutual reward. This would tend to illustrate that only cash incentives really
manage to fulfil the psychological needs of employees over that of non-cash incentives.
The approach to data collection and analysis will be both qualitative and quantitative in
design, in order to utilise statistical information gathered from the proposed research instruments
as well as making a variety of subjective assessments of similar research data. The quantitative
elicit questions regarding cash versus non-cash incentives for productivity and efficient job
rewards. The proposed sample group will consist of responses from 100-200 employees in a
variety of industries with the questionnaire distributed to members of the organisational staff
targeted at several different layers of management within different business environments. The
interviews will be structured using many closed-ended questions regarding perspectives on cash
versus non-cash incentives and how these have been effective or ineffective at boosting long-
term staff motivation. The semi-structured approach was considered as it will provide the
interview respondents with an opportunity to discuss issues not originally considered in the
interview design to provide unique insights into the phenomenon of employee motivation and
reward.
It is highly important to this study to gather the perspectives of both the modern worker
as well as the contemporary manager, who could be considered expert advisors regarding the
current nature of the business environment and its role in motivating performance. In order to
determine whether any noticeable or measureable trends exist regarding employee values
pertaining to reward incentives, the qualitative portion of the research study was most
format ranging from 1-10, exhibiting different cash and non-cash incentives and their overall
Responses from both the managerial sample and the subordinate sample will be compiled
and analysed in order to fulfill the study’s research objectives on management viewpoint,
This proposed study methodology is most congruent to the fulfilling the research
objectives outlined in the introductory section as it will provide a wide variety of subordinate and
incentives over that of the contemporary subordinate. If congruencies exist (or noticeable divides
between opinion), the multi-instrument approach to research will provide the tools to determine
This proposed study developed preliminary research instruments in the pursuit of testing
the viability of the chosen research approach. Five individuals with experience in the current job
market were identified and were distributed a pilot questionnaire regarding cash and non-cash
motivational incentives. This pilot study was conducted to ensure that the developed questions
were congruent with the proposed research objectives and to guarantee that the nature of the
questionnaires was clear and concise for utilisation on a broader sample scale. Appendices A
asking the five respondents to indicate to what degree they were inspired or otherwise interested
in differing non-cash incentives. In virtually all non-cash incentive varieties, the respondents
indicated very low interest in items such as luxury food products, trips, off-site recreational
activities to boost teamwork, and various technological merchandise incentives. When asked
whether they felt cash incentives were less important than non-cash incentives, the respondents
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overwhelmingly indicated a high perception that cash is far more motivating than non-cash
The results of the preliminary pilot study tended to illustrate a higher employee
favourable attitude toward cash-based incentives as a means to foster productivity and boost
overall motivation. Interestingly, all of the five respondents indicated that increased autonomy as
a motivational tool maintained very little importance, scoring an average score of 3 out of the
possible 10 points as a maximum satisfaction element in the workplace. This somewhat conflicts
with the literature available suggesting that autonomy is a viable management tool for fostering
motivation, offering the opportunity to focus around issues of autonomy in the construction of
the tangible research instrument to be utilised in this proposed study. Autonomy, from a
managerial perspective, will be incorporated into the research interview template to determine
whether employee views on this practice are congruent or widely different than that of
incentive can be considered viable from both management and the subordinate levels or whether
this is a potentially antiquated element of non-cash reward which pales in comparison to cash-
The pilot study also gave this researcher practical experience in distributing and
managing multiple data in terms of compiling and comparing research results. This quantitative
approach to the research will assist in the tangible, broader research study to determine whether
specific employee trends exist regarding the value of non-cash incentives. Because the initial
piloted sample group indicated such low levels of satisfaction and interest in the variety of non-
cash incentives listed in the pilot questionnaire, this provided the opportunity to list a wider
variety of potential non-cash incentives (or than those presented in the pilot study) to determine
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whether there is a specific non-cash variety which is more effective or whether employees just,
as a matter of preference and personal value, desire money as a reward for productivity. Hence,
the pilot study created the necessity to build a broader employee-targeted questionnaire utilising
a wider variety of potential non-cash incentives for the tangible research study. If employee
perceptions of multiple non-cash incentives return a very low interest rate in comparison to cash-
based rewards, this will clearly indicate the state of the contemporary worker regarding the most
5.0 References
Daniels, Aubrey C. (2000). Bringing Out the Best In People: How to Apply the Astonishing
Power of Positive Reinforcement. McGraw-Hill Professional: 87-91.
Incentive. (1989). ‘Employee motivation: facts survey – sales incentives’. 163(9): 49.
Philiotis, Alex. (2007). ‘Incentive Critique’. Promotions & Incentives. London: C9-C11.
Phipps, S., Bazley, J. & Povey, G. (2007). ‘Motivation Clinic’. Promotions & Incentives.
London: S6-S8.
Messmer, Max. (2007). ‘What employees want: 4 meaningful ways to keep them motivated’.
NPA Magazine. 6(6): 24B.
Ritter, J. & Taylor, L. (1997). ‘Economic Models of Employee Motivation’. Working Paper
Series. Federal Reserve Bank of St. Louis. Retrieved 7 Mar 2008 from
http://research.stlouisfed.org/wp/1997/97-006.pdf.
1. To what degree would the following non-cash incentive appeal to you: Luxury gift products
such as wine baskets or gourmet foods?
1 2 3 4 5 6 7 8 9 10
2. To what degree would the following non-cash incentive appeal to you: Winning a trip to an
exotic location as a reward for high productivity?
1 2 3 4 5 6 7 8 9 10
3. To what degree would the following non-cash incentive appeal to you: Off-site recreational
activities, funded by the business, such as staff dinners or business conference invitations?
1 2 3 4 5 6 7 8 9 10
4. To what degree would the following non-cash incentive appeal to you: Merchandise as a
reward option, such as DVDs or various modern technological products?
1 2 3 4 5 6 7 8 9 10
5. To what degree do you feel that cash incentives are LESS important than non-cash incentives?
1 2 3 4 5 6 7 8 9 10
6. To what degree would you prefer increased job autonomy (meaning less management
intervention and assessment of your job function and productivity) over that of a small-scale cash
incentive?
1 2 3 4 5 6 7 8 9 10
Please comment (in less than 50 words) on how you believe a company can best motivate you to
perform to high expectations when using different incentives?