1

THE KEY FACTORS OR INDICATORS IN THE MOTIVATION OF

EMPLOYEES IN TASKUS IMUS CITY, CAVITE

Arboleda, Hanna Suzette D.

Cuevas Allysa B.
Fernando, John Carlo M.

An undergraduate Thesis presented to the Department of Management, Cavite State

University, Imus City, Cavite in partial fulfilment of the requirements for the degree of
Bachelor of Science in Business Management major in Human Resource Development
Management.withcontribution no.____.Prepared under the supervision of Dr.
NobertoVictaRayupa.

INTRODUCTION

Human resource plays a crucial role in a process of increasing companies’

effectiveness. The one of the most important role of Human resource management is

motivation. The importance of motivating people at work is noticeable at all levels of

organization. Starting from managers who need to be aware of factors that motivate their

subordinates to make them perform well, through employees who need to think through

what expectations they have of work, ending up with HR professionals who have to

understand motivation.

Motivation can be defined as internal or external factors that stimulates desire and

energy in people to be continually interested and committed to their job, role or subject in

order to the company to achieve their goals. Boosting the skills, encouraging employees

and giving incentives is one of the factors that affect employee's motivation. The

motivation is the root of every organization or companies to their success.

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Motivation is a driving force to do things. It stimulates desire and energy in

people to be continually interested and committed to a job. Motivating people is not easy.

First, managers need to know their employees desire, needs and wants. To do this, a

manager should be able to motivate their employees (DLSU Research Congress Vol. 3,

2015)

Motivating individuals make them more productive and innovative in their

workplace. The management of business organizations set this kind of strategy to fulfil

their employees’ common tasks, objectives and goals. Employee motivation is an

important concept in an organization Warren, (2010). When workers are motivated in an

organization, their productivity raises and therefore the organization realizes various

advantages associated with the rise in labor productivity.

Employees are the key driving force of any organization who gives endless effort

to put a company’s decisions into action with a view to achieve the goals of the

organization. Employees, therefore, are regarded as an unsurpassed vital resource of

organization. Motivation is the force that makes people choose a particular job, stay with

that job and work with that job Lin (2012).

Conventional theories of motivation suggest that people tend to be motivated with

the intention of fulfilling their unsatisfied needs, i.e. they exert effort hoping that their

needs will be satisfied Lai (2009). However, contemporary theorists do not focus only on

the need based concepts but also they emphasize on the long term goal, sense of fairness,

and employee’s values Simons andEnz (2010). Both conventional and contemporary

theories of motivation recognize the significance of the employee motivation in the

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workplace. Providing excellent service can be possible by the motivated employees that

can create lasting positive experiences by the customers Petcharak ,( 2012).

The outcomes of motivated employees, in addition, include low turnover, loyalty

and harmony, high performance that can contribute significantly to the growth and

development of the company Lai, (2009). Conversely lack of motivation among the

employees will lead to poor performance, high employee turnover which makes the

attainment of goals of the organization unrealistic and unachievable.

In this given study the researchers choose TaskUs in Imus City which is Business

Processing Outsourcing (BPO) industry to have a study. TaskUs is a global outsourcing

company headquartered mainly in Los Angeles, Metro area that provides exceptional

back office support and customer care solutions to some of the world’s most notable

brands and disruptive companies. The researchers chooseTaskUs because they have a

relevant source of motivating factors and they have a satisfying growth and development

in the organization.

Statement of the Problem

The study is intended to determine the Key Factors or Indicators in the Motivation

of Employees in TaskUs Imus City, Cavite which will serve as a basis on how they

overcome with those motivational factors in performing their tasks as an employee.

Specially, the study aimed to answer the following questions:

1. What is the demographic profile of the employees of Task Us in Imus City,

Cavite?

a. Age;
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b. Gender;

c. Civil status;

d. Length of service; and

e. Employment Status;

2. What is the reason why they choose to work in Task Us Imus City, Cavite?

3. What is the level of motivational factors of the employees of Task Us in Imus

City, Cavite?

a. Work itself and environment;

b. supervisor relation;

c. Company itself and matters;

d. Full appreciation of done work;

e. Promotion and Growth in Organization; and

f. Wages and Benefits

4. To what extent the employees of Task Us are motivated to achieve the

company’s objectives?

Objectives of the Study

The researcher aimed to determine the key factors or indicators in the motivation

of employee of TaskUs Imus City Cavite.

Specifically, the researcher aimed to:

1. Determine demographic profile of the employees of TaskUs in Imus City,

Cavite.

a. Age;
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b. Gender;

c. Civil status;

d. Length of service;

e. Employment Status;

2. Determine the reasons why they choose to work in TaskUs.

3. Determine the level of motivational factors of the employees of TaskUs Imus

City Cavite.

a. Work itself and environment;

b. Supervisor relation;

c. Company itself and matters;

d. Full appreciation of done work;

e. Promotion and Growth in Organization;

f. Wages and benefits;

4. Determine to what extent the employees of TaskUs are motivated to achieve

the company’s objctives.

Significance of the Study

This study with analysis and conclusion will allow the managers of Human

Resource not only recognize the importance of human resource but also the significance

of motivation of the employees. Moreover, the research is important because this research

put forwards and signifies the imperative management and organizational associated

factors that affects the motivation of employees.

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The findings of the study will be considered also to be beneficial to the students

of different schools and universities. This study will help them to have a better

understanding on the situation of employees in the organization, They can use the data to

determine the key factors or indicators in the motivation of employees of Task Us in

Imus City, Cavite.

This study will provide employees information that will serve as basis or

reference for their studies with regards to motivation. This can also broaden their

knowledge regarding motivational factors, which can be of good significance in their

respective jobs in the future.

This study will also benefit future researchers who will conduct a study under the

related topics as they can use as a reference material for their study.

Time and Place of the Study

The study conducted from October 2016-April 2017 at TaskUs in Imus, City,

Cavite.

Scope and Limitation of the Study

This study was conducted among the employees of TaskUs Imus City, Cavite.

This study was limited only to the key factors or indicators in the motivation of

employees.
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Definition of Terms

Business Processes Outsourcing. Is the contracting of non-primary business

activities and function to a third party provider.

Employees. Refers to the individuals employed at TaskUs.

Factors. It is a circumstance, fact, or influence that contributes to a result or

outcome for an individual.

Human Resources. The process of hiring and developing employees so that they

become more valuable to the organization. Human Resource Management includes

conducting job analysis, planning personnel needs, recruiting the right people for the job,

orienting and training, managing wages and salaries, providing benefits and incentives,

evaluating performance, resolving disputes, and communicating with all employees at

levels.

Motivating factor. These are drivers of human behavior related to the intrinsic

nature of the work, but not necessarily to the surrounding circumstances or environment.

Motivation. It is defined as the inner force that drives the employees of TaskUs

to accomplish personal and organizational goals.

Recognition. This refers to the rewards for reaching specific goals or producing

high quality results in the workplace.

Benefits. Money that is paid by the company for employees.

Development and growth. It is a function of human resource management

concerned with organizational activity aimed at bettering the performance of individuals

and groups in organizational settings.

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Promotion. Is the ultimate desire for an employee for the service rendered by

him/her in the organization and this is the only way for an employee career development.

Conceptual Framework

The purpose of the study is to identify the factors affecting motivation of

employees of TaskUs in Imus City, Cavite and assess the level of their motivation. Figure

1 shows that the six key factors in the motivation of employees had an effect on the

motivational level of employees. Motivational level of employees varies on the different

types of motivational factors in the study.

Independent variable Dependent variable

Key Factors or Indicators in

motivation of employees

Work itself and Environment

Good Working Condition Motivational

Company itself and Matters Level of

Full appreciation of done work Employees

Promotion for Growth and

Organization

Wages and Benefits

Figure 1. Conceptual Framework of the six (6) key factors or indicators in

the motivation of employees in TaskUs Imus City, Cavite
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REVIEW OF RELATED LITERATURE

This chapter presents the literature of foreign and local studies about motivation

and its key factors or indicators that may affect employee’s motivation.

Motivation

Motivation can be defined as a driving force within a person which stimulates the

individual to do something up to the target level in order to fulfil some need or

expectation. It is a complex issue of human behaviour which varies from person to a

person; as a result, different people are motivated in different ways. Everyone has

motives inspired by certain factors that encourage the desire to enhance performance.

People's behaviour is determined by what motivates them and their performance is the

product of both ability level and motivation.

Motivation is a process that starts with a physiological or psychological

deficiency or need that activates behaviour or a drive that is aimed at a goal or incentive

Luthans, (2012). The analysis of motivation should concentrate on factors that arouse or

incite a person’s activities. Motivation is process oriented and concerns choice, direction

and goals. Motivation also concerns how behaviour is started, sustained, or stopped and

what kind of subjective reaction is present in the person while these events are going on

Szilaygi and Wallace, (2012).

Motivation has been defined by a number of authorities in a number of ways,

depending on their orientation, context, environment and situation. However, the context
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and emphasis of this paper is on employee-employer work relationship, pay and

performance of employee and organization. Motivation is gotten from the word motive.

Webster’s Dictionary defines motive as something that causes someone to act . Relating

this definition to work place environment, they are actions of management that cause

employee to put up favourable or unfavourable attitudes towards corporate goals

accomplishment. Williams in Burton (2012), sees motivation as predisposition to behave

in a purposeful manner to achieve specific, unmet needs and the will to achieve, and the

inner forces that drives individuals to accomplish personal goals. Furthermore, it is

believed that employees are motivated by either financial or no-financial instruments.

Favourable attitude leads to greater organizational commitment due to job satisfaction.

This in turn leads to customer satisfaction because satisfied employees pay greater

attention to meeting customers’ needs/wants. Financial performance of a firm also

improves if customers’ loyalty improved. Motivation is the process of influencing

employees to act according to plans, to achieve the mutual goals of employees and

employer Ekpudu and Okafor, (2012).

Human behaviour is goal directed. Motivation cause goal directed behaviour. It is

through motivation that needs can be handled and tackled purposely. This can be

understood by understanding the hierarchy of needs by manager. The needs of individual

that serves as a driving force in human behaviour. Therefore, a manager must understand

the “hierarchy of needs”. Maslow has proposed “The Need Hierarchy Model”

(management study guide, 2008).

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Motivation is the word derived from the word ’motive’ which means needs,

desires, wants or drives within the individuals. It is the process of stimulating people to

actions to accomplish the goals management study guide, 2011.

Sources of motivation can be intrinsic and extrinsic Jones and George, ( 2012).

Intrinsic motivated behaviour is reinforcement of behaviour which leads to feel the

necessity of finding a job, find the job interesting, etc. Extrinsic sources of motivated

behaviour are referred to gain rewards as extra holiday and money or to avoid

punishments.

Motivating Factors

Human beings are motivated by satisfying their different kind of needs. Needs

depend on many factors and vary by the person, situation, organization, nature of works,

risk, educational background of employees, experiences and skills, position of work etc.

All employees, therefore, have their own motivational factors to motivate them to

perform their best Lin., (2012).

Work itself and Environment:

Nature of work and its surrounding environment is the factor that affects the level

of motivation of employee significantly. In 2005, Tyilana suggests that three (3)

motivational factors such as achievement, recognition and work itself cause 88% job

satisfaction. According to Maslow's Hierarchy of needs theory, safety and security needs

come after fulfilling biological and physiological needs. Appropriate job security

assurance, challenging work, work that yields a sense of personal accomplishment,

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increased responsibility are factors cause motivation. However, good working conditions

cannot motivate the employees in themselves, but can determine the employee's

performance and productivity Lin, (2012).

Good Working Condition:

Good relationship between supervisor and the worker is convincing issue which

causes work satisfaction. Employee’s bad feelings to their immediate authority do impact

on their job performance which leads to dissatisfaction and lack of motivation.

Unfavourable supervision, company policy and administration and interpersonal

relationship with supervisor cause 60% job dissatisfaction According to (Research

Journals of Economics, Business and ICT 2012). There is a variety of ways to develop

the relationship such as, through task (giving feedback, taking ideas from employee,

giving consultation etc.) and no task (showing respect, caring employees as individual

etc.).Employees who receive performance feedback are willing to exert more effort at

work because it makes them felt important and cared for Lai, (2009). Employees attempt

to find the meaning of their jobs and the reasons for being at work Lin, (2012). When

managers treat employees as an individual, they begin to care for employees with respect.

When employees realize that they are being treated as human beings, company are caring

for their personal needs or lacking and helping to fulfil these needs, employees become

loyal to the company and therefore, become more motivated toward their works.
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Company itself and Matters relating to the Company:

Company itself and matters relating to the company have an effect on the

employee's motivation. Employee's usually feel proud being a part of a market leader and

financially sound company, which lead them to be satisfied. Basically, satisfaction

comes, in this case, having felt secured in their job, long term existence of the company

and been sound financially. According to Herzberg's theory, company policy and

administration is considered to be hygienic factors (extrinsic factors) which have a

disrupting effect on employees work attitude and make them ultimately dissatisfied in

their jobs when these needs are not adequately met.

Full appreciation of done work:

Appreciation is one of the most top desires of employees which motivate and

keep them productive by enhancing the employee's morale, which allows them to think

better of themselves and their ability to contribute towards organization goals. Employees

with high self-esteem are more intrinsically motivated, optimistic, willing to work harder,

participative at work, work efficiently, have lower absenteeism rate and are generally

more satisfied with their jobs Lai, (2009). Herzberg two (2) factors theory described the

recognition as a motivating factor that makes employees satisfied.

There are several ways to recognize employees including greeting for better jobs,

attach thanks to their pay checks, acknowledge employee milestones, staff gathering

outside the organization, highly appreciation for coming up with new ideas, holding

celebrations for success, arranging frequent contests and other team building activities

etc. However, few important matters should be kept in mind when recognizing employees
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such as equal recognition for all, recognize immediate after they deserve it, exaggeration

is unexpected McConnell, (2012).

Studies show that the key to employee engagement is recognition Elton &

Gostick, (2012). When you recognize others, you are letting them know they and their

efforts are valued. Recognition can communicate a message about what behaviours are

important to you and to the organization.

Promotion and Growth in Organization.

Skills development, training, growth opportunities and promotion are considered

to be powerful motivation factors for employees to satisfy their need for esteem and self-

actualization Lai, (2009). According to the Herzberg two (2) factor theory, personal

growth and advancement are known to be intrinsic factors which make employees

satisfied when these are met, and they, thereafter, become motivated. However, criteria

must be set correctly for the purpose of promotion and growth, so that employees become

motivated by fulfilling those (Research Journal of Economics, Business and ICT, 2012).

Promotion and growth policy should be matched to the need of employees and there

should be a positive correlation between good performance and promotion and growth

Cummings and Worley, (2010).

Wages and Benefits

Money is considered to be a cure used to have solved to the most problems.

Money, therefore, is the most motivating factor to all. It is a part of the total incentive

package of an organization. Salary is thought to be one of the key factors influencing

career choices (Lai, 2009). On employee describe salary as "the salary paid me is what
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the company thinks of me. The lower salary, the less appreciated" (Research journals of

economics Vol.5, 2012). Good incentives, therefore, should provide with the aim of

attracting and retaining qualified people and motivating them to achieve goals of the

organization. However, organization should not rely solely on salary, bonus or other

monetary and non-monetary incentives to motivate the diverse workforce due to the

limitations it brings (Lai, 2009).

Pay is a major consideration in human resource management because it provides

tangible incentive for employees’ service as Bohlander, Snell and Sherman, (2010).

Wheelhouse (2015), stated “payday should be one of the happiest days of the week”, it

should be delivered to employees on time and in a friendly manner. In another study

Stone cited in Petcharak, (2012), stated that “people are motivated by money because of

many different reasons; the need to provide the basic necessities of life motivates most

people.
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METHODOLOGY

This study presents the research design, sources of data, data gathering procedure,

sampling procedure, research instrument, and data analysis and the statistical treatment.

Research Design

The descriptive method of research was used in conducting the study. This

method involves the description, recording, analysis and interpretation of conditions that

exist.

The outcome of the study was the key factors or indicators at Task Us in Imus

City, Cavite.

Sources of Data

In order to gather the needed data the researcher did library works, surfing the

internet/website and readings on thesis to find the information and details needed in the

study

Participants of the Studies

Employees of TaskUs Imus City, Cavite.

Data Gathering Procedure

Permission from TaskUs Imus City, Cavite is to conduct a study was given to the

researchers. The researchers also asked the possible help that the cooperative employees

might give to researcher for progress of the study.

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The researchers requested for the basic information of TaskUs in Imus City,

Cavite members. When the final draft was done, it was reproduced for distribution to the

participants. A total of 100 questionnaires were distributed. After several days, data from

the respondents was collected for tallying, tabular presentation and interpretation.

Sampling Technique

Quota and Purposive Sampling were employed in the study. The researchers

chose the sample size of 100 and was distributed to the employees of TaskUs in Imus

City, Cavite.

The main goal of purposive sampling is to focus on particular characteristics of a

population that are of interest, which will best enable you to answer your research

questions. The sample being studied is not representative of the population, but for

researchers pursuing qualitative or mixed methods research designs. This is not

considered to be a weakness. Rather, it is a choice, the purpose of which varies depending

on the type of purposing sampling technique that is used.

Research Instrument

In this study, the data gathered by the researchers were taken from the primary

and secondary sources. The first (1) set was the primary data for the cooperative

members. The data were collected through a questionnaire which was composed of:

Part I – Profile of the Participants Part II – Determine why they chose to work at TaskUs.

Part III- Determine the Level of Motivational Factors of the Employees in TaskUs in

Imus City, Cavite.

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The researchers provide a cover letter in each questionnaire that contains

introduction of the researcher, purpose of the study, assurance to the participant’s

confidentiality and researchers appreciating remarks.

Secondary data, on the other hand, was used as well to describe different

motivation factors. They were collected from different books, journal articles, website,

published dissertation papers of the graduates etc.

Statistical Treatment of Data

The research used descriptive statistics in analysing the results of the study.

Descriptive statistics was used to describe the basic features of the data in a study. It

provides simple summaries about the sample and the measures. Together with simple

graphic analysis, they form the basis of virtually every quantitative analysis of data.

The researchers used the following statistical treatments in assessing the study:

4Point Likert Scale. The 4pointLikert scale was used in third and fourth part of

the questionnaire ranging from 1 to 4point, where point1 represents negative responses

(not motivated) of the sample respondents. On the other hand, point2, 3 and 4 represents

gradual ranking of positive answers (such as least, moderate and highly motivated

respectively) of the sample respondents.

Frequency Distribution. The formula used is as follows:

P = F/ n x 100
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Where:

F = frequency

P = percentage

n = number of participants

100 = constant value

Weighted arithmetic mean. is similar to an ordinary arithmetic mean (the most

common type of average), except that instead of each of the data points contributing

equally to the final average, some data points contribute more than others. The notion of

weighted mean plays a role in descriptive statistics and also occurs in a more general

form.

Where:

Weighted mean = Σwx/Σw

Σ = the summation of

w = the weights

x = the value

Standard Deviation. Standard deviation is a measure of the dispersion of a set of

data from its mean. The more spread apart the data, the higher the deviation. Standard

deviation is calculated as the square root of variance

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Symbolically,

Where,

X = values given
x̄ = mean
N = total number of values
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RESULTS AND DISCUSSION

`This section presents the socio-demographic characteristics of the employees in

TaskUs, Reason why they choose to work in company, Motivational factors of the

employees of TaskUs to achieve the company’s objectives.

Table1. shows the age range of the respondents. Thirty seven percent (37%) of

the respondents were 23-27 years old, showing that most of them were already

considered as young adult. Twenty six percent (26%) of the respondents were between

28-32 years old. Twenty four percent (24%) of the respondents were between 18-22 years

old. Respondents' aged 33-37 is 9% of the total respondents. On the other hand, % of the

respondents is in the 38-42 years old status. Lastly, there is zero percent of respondents

who were in the ages between 42 and above. The apparent diversity of the maturity of the

respondents reflects several implications in the study's findings. To illustrate, thirty seven

percent of the respondents stated that they were currently occupying a young adult age in

the company. In relation of the age bracket of the respondents, the researcher could

presume that in the said percentage, a considerable number could be among the young

adult members of the population so that the company doesn’t any bachelors degree to

apply for the job.

Table 1.Demographic profile of the employees of Task Us Imus City, Cavite in terms of
age
DEMOGRAPHIC PROFILE IN
FREQUENCY
TERM OF PERCENTAGE
n = 100
AGE
18-22 24 24
23-27 37 37
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Table 1.Continued

28-32 26 26
33-37 9 9
38-42 4 4
42 and up 0 0

Table2. Shows that the Demographic profile in terms of gender. Female

respondents with a forty five percent (45%) and closed to the male with a fifty five

percent (55%) with the total of 45 for female and 55 for male. Based on the figure, the

dominated gender among the respondents was male. Based on the collated

questionnaires, over a half of the population was composed of male respondents while

55% are males. This shows that there were mostly male who have interest in participating

in research studies and has a interest in the BPO company it also shows that the TaskUs

doesn’t have any gender discrimination because the total number of the participants who

is male and female has a close percentage.

Table 2.Demographic profile of the employees of Task Us Imus City, Cavite in terms of
gender
DEMOGRAPHIC PROFILE IN
FREQUENCY
TERM OF PERCENTAGE
n = 100
GENDER

Male 55 55
Female 45 45

Table3. the above illustration shows the civil status of the respondents. Seventy

four (74%) of the total respondents, which is the dominated response is single. There was

only twenty four percent (24%) who were married from the thirty respondents. As the
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figure was interpreted, there is a little percentage of respondents who were separated or

widow. Likewise, the respondents were asked for their civil status and the report shows

47% of them were single and 42% were married. This is due to the large number of

young adult in the sample as compared to those who are adult.

Table 3.Demographic profile of the employees of Task Us Imus City, Cavite in terms of
civil status
DEMOGRAPHIC PROFILE IN
FREQUENCY
TERM OF PERCENTAGE
n = 100
CIVIL STATUS

Single 74 74
Married 24 24
Widow 2 2
Separated 0 0

Table 4. The above illustration shows the length of service of the participants in

TaskUs. Fifty eight percent (58%)/ of the participants were working for the company for

2 to 3 years. Twenty two percent (22%) of the participants had 4 to 5 years length of

service and the remaining four percent (4%) had been working for more than five years.

The result show that most of the employees of TaskUs is working 2-3 years and it seems

that the employees satisfied their needs and wants that’s why employees build up the

loyalty in company.

Table 4.Demographic profile of the employees of Task Us Imus City, Cavite in terms of
length of service
DEMOGRAPHIC PROFILE IN
FREQUENCY
TERM OF PERCENTAGE
n = 100
LENGHT OF SERVICE

less than 1 year 16 16

2-3 years 58 58
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4-5 years 22 22
more than 5 years 4 4

Table 5.Shows the Demographic profile in terms of employment status. Majority

of the participants who have a percentage of eighty five (85%) were permanent

employees, while thirteen percent (13%) were contractual and only two percent (2%) of

the participants were job order. It sums up that majority of the employees is permanent, It

has a conformance that employee has a positive motivational factors in the company

because employees get a benefits they need and want.

Table 5.Demographic profile of the employees of Task Us Imus City, Cavite in terms of
employment status
DEMOGRAPHIC PROFILE IN
FREQUENCY
TERM OF PERCENTAGE
n = 100
EMPLOYMENT STATUS

Job order 2 2
Contractual 13 13
Temporary 0 0
Permanent 85 85

Table 6. shows the major reason of the respondents (54%) in choosing to work in

TaskUS is because of its flexible working hours. Forty percent (40%) of the participant

considered the opportunity to interact to different culture of people as their reason to

work in TaskUs. Salary and wage ranked number three reasons for working in the

company. It shows that flexible working hours had the higher impact to the employees to

work for TaskUs.. “A lot of organizations including BPO offer flexible working hours to
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employees due to the benefits that flexibility gives to both employee and employer,

greater employee productivity and higher organization profitability” Sussanna

Shagvaliyeva ( 2014). That means employees were motivated to work at TaskUs because

of flexible time of work.

Table 6. Reasons for choosing to work in Task Us

REASONS WHY THEY FREQUENC
Y PERCENTAG RANKIN
CHOOSE TO WORK IN
E G
TASKUS n=100
a. Flexible working hours 54 54 1
b. Opportunity to interact to
different cultured people 47 47 2
c.Salary /wages 44 44 3
d. Best work place 44 44 4
e.Close to my house 41 41 5
f. Interesting job 40 40 6
g. Opportunity to develop my
career 19 19 7
h. friends or relatives work here 15 15 8
i. I could not find any other jobs 11 11 9
j. Free meals are provided 0 0 10

Table 7.shows that fifty four percent (54%) of employees are highly motivated in

terms of overall job security. Forty five percent (45%) of employees were moderately

motivated. One percent (1%) was least motivated and nobody was found to be not

motivated. It implicates that employees of TaskUs were motivated in the overall job

security of the company. Therefore, job security is one of the most significant variables

of employee satisfaction which expresses the general attitude of the employee towards

his/her job (Lai, 2009)

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Table 7. Motivational Factors: Work Itself and environment in terms of Overall

Job security
FREQUENCY
OVERALL JOB SECURITY PERCENTAGE
n=100
Highly Motivated 54 54
Moderately motivated 45 45
Least motivated 1 1
Not Motivated 0 0

Table 8.shows that forty two percent (42%) of employees were highly motivated

in terms of work makes a difference. Fifty six percent (56%) were moderately motivated.

Two percent (2%) were least motivated and no one answers not motivated. Therefore

employees of TaskUs believed that their works and task in their field had higher impact

in the company. They are motivated because the company provides periodic reports on

the effects their projects are having on the business so they know that their works make a

difference.

Table 8. Motivating Factors: Work itself and environment in terms of works makes a
difference
WORKS MAKES A FREQUENCY
PERCENTAGE
DIFFERENCE n=100
Highly Motivated 42 42
Moderately motivated 56 56
Least motivated 2 2
Not Motivated 0 0

Table 9 .shows that in terms of flexible working hours forty five percent (45%) of

employees were highly motivated. Fifty percent (50%) were moderately motivated. Five

percent (5%) were least motivated and no one was not motivated. According to our

survey flexible working hours is the major reasons why they chose to work at TaskUs, so
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itimplicates that employees are motivated in their work when they have flexible working

hours and it will lessen their stress in the workplace.

Table 9. Motivating Factors: Work itself and environment in terms of flexible working
hours
FREQUENCY
FLEXIBLE WORKING HOURS PERCENTAGE
n=100
Highly Motivated 45 45
Moderately motivated 50 50
Least motivated 5 5
Not Motivated 0 0

Table 10. shows that there were thirty seven percent (37%) of employees were

highly motivated in terms of involvement in decision making. Fifty seven percent (57%)

were moderately motivated. Six percent (6%) were least motivated and no one answered

in terms of not motivated. This shows that employees of TaskUs are highly involved in

the decision making of the company. Employees participation in in decision making have

a good impact on company’s productivity (Lin, 2012).

Table 10. Motivating Factors: Work itself and its environment in terms of involvement in
decision
INVOLVEMENT IN DECISION FREQUENCY PERCENTAGE
MAKING n=100
Highly Motivated 37 37
Moderately motivated 57 57
Least motivated 6 6
Not Motivated 0 0

Table 11.show that fifty two percent (52) of employees were highly motivated in

terms of challenging works. Forty six percent (46%) of employees were moderately
 28

motivated. One percent (1%) were least motivated and one percent (1%) were not

motivated. This means they are motivated in challenging and difficult tasks worked

as they do their work they feel that they will gain knowledge from it and will improve

their skills from some difficult task that they may face.

Table 11. Motivating Factors: Work itself and environment in terms of challenging work
FREQUENCY
CHALLENGING WORKS PERCENTAGE
n=100
Highly Motivated 52 52
Moderately motivated 46 46
Least motivated 1 1
Not Motivated 1 1

Table 12 shows that fifty two percent (52%) were highly motivated in terms of

giving feedback to wok. Forty six percent (46%) were moderately motivated and two

percent (2%) were least motivated. It shows that giving feedback of the supervisor have a

higher impact on the motivation level of employee. Either good or bad the feedback of

the supervisors employee must accept it to gain new skills and knowledge that they can

use in any other task they do.

Table 12. Motivating Factor: Supervisor relations in terms of giving feedback to work
FREQUENCY
GIVING FEEDBACK TO WORK PERCENTAGE
n=100
Highly Motivated 52 52
Moderately motivated 46 46
Least motivated 2 2
Not Motivated 0 0
 29

Table 13. Shows that forty three percent (43%) of the employees were highly

motivated in terms of accept mistakes positively. Fifty six percent (56%) were

moderately motivated and one percent (1%) were least motivated. Employees accepted

mistakes in a positive way in order to them to learn from their past mistakes. They took

this as motivation for them to work efficiently and effectively.

Table 13. Motivating Factors: Supervisor relations in terms of accept mistakes positively
FREQUENCY
PERCENTAGE
ACCEPT MISTAKES POSITIVELY n=100
Highly Motivated 43 43
Moderately motivated 56 56
Least motivated 1 1
Not Motivated 0 0

Table 14. shows that thirty seven percent (37%) of employees were highly

motivated in terms of understanding the problem facing at work. Sixty one percent (61%)

were moderately motivated and two percent (2%) bare least motivated. Supervisor

understood that the task that the employees were working for were difficult, because of

that employees were motivated and it reduced their stress.

Table 14.Motivating Factors: Supervisor relations in terms of Understanding the problem

facing at work
UNDERSTANDS THE PROBLEM FREQUENCY
PERCENTAGE
FACING AT WORK n=100
Highly Motivated 37 37
Moderately motivated 61 61
Least motivated 2 2
Not Motivated 0 0
 30

Table 15.shows that in terms of show respect to employees forty seven percent

(47%) of employees were highly motivated. Fifty one percent (51%) were moderately

motivated and two percent (2%) were least motivated. This implicates that supervisor

shows good respect to the employees. It will build their relationship and will gain the

trust of one another.

Table 15. Motivational factors: Supervisor relations in terms of show respect to

employees
FREQUENCY PERCENTAG
SHOW RESPECT TO EMPLOYEES
n=100 E
Highly Motivated 47 47
Moderately motivated 51 51
Least motivated 2 2
Not Motivated 0 0

Table 16. shows that fifty four percent (54%) of the employees were highly

motivated in terms of remembering something special. Forty six percent (46%) were

moderately. It shows that supervisor were aware of the importance of special occasions

and other important days of the employees, because of that the employees were motivated

in their work.

Table 16. Motivating Factors: Supervisor relations in terms of remembering something

special (birthdays, anniversaries)
REMEMBERS SOMETHING SPECIAL FREQUENCY
PERCENTAGE
(BIRTHDAYS,ANIV, ETC. n=100
Highly Motivated 54 54
Moderately motivated 46 46
Least motivated 0 0
Not Motivated 0 0
 31

Table 17 shows that fifty five percent (55%) of the employees were highly

motivated in terms of they see the success of the company. Forty one percent (41%)

were moderately motivated and four percent (4%) were least motivated. This suggests

that employees were motivated when they know that their company earns a lots of praise

and continue growing.

Table 17. Motivating Factors: Company itself and matters relating to the company in
terms you see the success of the company
YOU SEE THE SUCCESS OF THE FREQUENCY
PERCENTAGE
COMPANY n=100
Highly Motivated 55 55
Moderately motivated 41 41
Least motivated 4 4
Not Motivated 0 0

Table 18.shows that fifty eight percent (58%) of employees were highly

motivated in terms of company clearly communicates its goals and objectives. Thirty

eight percent (38%) were moderately motivated and four percent were least motivated.

This shows that employees were well aware of the goals and strategies of the company

when the company implemented and clearly communicates its goals and strategies the

employees were more likely to be motivated.

Table 18. Motivating Factors: Company itself and matters relating to the company in
terms of company clearly communicates its goals and strategies
COMPANY CLEARLY
FREQUENCY
COMMUNICATES ITS GOALS PERCENTAGE
n=100
AND STRATEGIES
Highly Motivated 58 58
Moderately motivated 38 38
Least motivated 4 4
Not Motivated 0 0
 32

Table 19.shows that forty five percent (45%) of employees were motivated in

terms of informed company’s market position. Fifty two percent (52%) were moderately

motivated and three (3%) percent were least motivated. It shows that the company

informed their market position in the employees. Employees were well aware of the

company’s market position and it motivates them when they know that TaskUs had a

good market position other than any organizations.

Table 19. Motivating Factors: Company itself and matters relating to the company in
terms of informed company’s market position
INFORMED COMPANY’S FREQUENCY
PERCENTAGE
MARKET POSITION n=100
Highly Motivated 45 45
Moderately motivated 52 52
Least motivated 3 3
Not Motivated 0 0

Table 20.shows that forty two percent (42%) of employees were highly motivated
in terms of the achievement of company’s target profit. Fifty four percent (54%) were
moderately motivated and four percent (4%) were least motivated. This shows that if the
company reaches their target profit employees will be motivated and they know that the
company is growing.

Table 20. Motivating Factors: Company itself and matters relating to the company in
terms of achievement of company’s target profit
ACHIEVEMENT OF
FREQUENCY
COMPANY’S TARGET PERCENTAGE
n=100
PROFIT
Highly Motivated 42 42
Moderately motivated 54 54
Least motivated 4 4
Not Motivated 0 0
 33

Table 21.shows that forty percent of the employees were highly motivated in

terms of understanding the company’s mission and vision statement. Fifty percent (50%)

were moderately motivated and two percent (2%) were least motivated. This shows that

employees of TaskUs were motivated because they understands and they are well aware

of the mission and vision of the company to achieve its goals and objectives.

Table 21. Motivating Factors: Company itself and matters relating to the company in
terms of understanding the company’s mission and vision statement
UNDERSTAND THE COMPANY’S FREQUENCY
PERCENTAGE
MISSIONANDVISION STATEMENT n=100
Highly Motivated 48 48
Moderately motivated 50 50
Least motivated 2 2
Not Motivated 0 0

Table 22.shows that fifty five percent (55%) of employees were highly motivated

in terms of management appreciate as employee come up with a new and better idea.

Forty one percent (41%) of employees were moderately motivated and four percent were

least motivated. This shows that employees are motivated when they are appreciated in

the field of work they do and comes up with innovations in their task.

Table 22. Motivating factors: Appreciation of done work in terms of management

appreciate as employee come up with new and better ideas
MANAGEMET APPRECIATE AS
FREQUENCY
EMPLOYEE COME UP WITH NEW PERCENTAGE
n=100
AND BETTER IDEAS
Highly Motivated 55 55
Moderately motivated 41 41
Least motivated 4 4
Not Motivated 0 0
 34

Table 22.shows that fifty five percent (55%) of employees were highly motivated

in terms of management appreciate as employee come up with a new and better idea.

Forty one percent (41%) of employees were moderately motivated and four percent were

least motivated. This shows that employees are motivated when they are appreciated in

the field of work they do and comes up with innovations in their task.

Table 23. Motivating factors: Appreciation of done work in terms of receive informal
praise and appreciation for better performance
RECEIVE INFORMAL PRAISE
FREQUENCY
AND APPRECIATION FOR PERCENTAGE
n=100
BETTER PERFORMANCE
Highly Motivated 53 53
Moderately motivated 44 44
Least motivated 3 3
Not Motivated 0 0

Table 24. shows that forty two percent (42%) of employees were highly

motivated in terms of holding celebration for success. Fifty five percent (55%) were

moderately motivated and three percent (3%) were least motivated. The survey shows

that employees are most likely to be motivated when success in the field of your work

were celebrated and well appreciated.

Table 24. Motivating factors: Appreciation of done work in terms of holding celebration
of success
HOLDS CELEBRATION FOR FREQUENCY
PERCENTAGE
SUCCESS n=100
Highly Motivated 42 42
Moderately motivated 55 55
Least motivated 3 3
Not Motivated 0 0
 35

Table 25.shows that forty six percent (46%) of employees were highly motivated

in terms of holding monthly celebration or yearly social events. Fifty one percent (51%)

of employees were moderately motivated and only three percent (3%) were least

motivated. This shows that employees were motivated because the management were

holding special events. It’s an opportunity to the employees because they can interact

with different employees with different culture. Monthly or yearly social event can lessen

the stress of employees who had many workloads.

Table 25. Motivating factors: Appreciation of done work in terms of holding monthly or
yearly social events
HOLDING MONTHLY OR FREQUENCY
PERCENTAGE
YEARLY SOCIAL EVENTS n=100
Highly Motivated 46 46
Moderately motivated 51 51
Least motivated 3 3
Not Motivated 0 0

Table 26.shows that forty nine percent (49%) were highly motivated. Forty five

percent (45%) were moderately motivated and six percent (6%) were least motivated in

terms of evaluating performance fairly. It implicates that evaluating performance of the

work done by the employees will be evaluated fairly according to the task or what output

they done.

Table 26. Motivating factors: Appreciation of done work in terms of evaluating

performance fairly
EVALUATING FREQUENCY
PERCENTAGE
PERFORMANCE FAIRLY n=100
Highly Motivated 49 49
Moderately motivated 45 45
Least motivated 6 6
Not Motivated 0 0
 36

Table 27.shows that sixty five percent (65%) of employees were highly

motivated. Thirty percent (30%) were moderately motivated and five percent (5%) were

least motivated in terms of training employees. Employees were motivated because they

are trained. Training employees can boost the skills of an employee and enhance their

knowledge about the work they done.

Table 27. Motivating Factors: Promotion for growth and organization in terms of training
employees
FREQUENCY
TRAINING EMPLOYEES PERCENTAGE
n=100
Highly Motivated 65 65
Moderately motivated 30 30
Least motivated 5 5
Not Motivated 0 0

Table 28.shows that sixty three percent (63%) of employees were highly

motivated.Thirty five percent (35%) were moderately motivated and only two percent

(2%) were least motivated. This means that more employees are highly motivated

because of the opportunity that the management gives. This shows that promotion can

boost the motivation of an employee in TaskUs because they have an opportunity to grow

and develop their skills in their field of work.

Table 28. Motivating Factors: Opportunity for growth and organization in terms of
opportunity for growth and development( e.g promotion)
OPPORTUNITY FOR
GROWTH AND FREQUENCY
PERCENTAGE
DEVELOPMENT E.G. n=100
PROMOTION
Highly Motivated 63 63
Moderately motivated 35 35
Least motivated 2 2
Not Motivated 0 0
 37

Table 29 shows that sixty four percent (64%) of employees were highly motivated

in manager’s willingness to invest in the development. Thirty percent (30%) of

employees were moderately motivated and three percent (3%) of employees were least

motivated. This shows that Managers are willing to invest for the development of TaskUs

and also for the development of employees. This help the employee to be more motivated

in their work.

Table 29. Motivational Factors: Opportunity for growth and organization in terms of
manager’s willingness to invest in the development
MANAGER'S WILLINGNESS FREQUENCY
TO INVEST IN THE PERCENTAGE
DEVELOPMENT n=100
Highly Motivated 64 64
Moderately motivated 33 33
Least motivated 3 3
Not Motivated 0 0

Table 30.shows that majority of employees have higher motivation in terms of the

willingness of supervisor to promote the employee which is fifty three percent (53%).

Forty two percent (42%) of employees were moderately motivated and five percent (5%)

of employees were least motivated. This shows that employees are motivated because the

supervisor was willing to give promotion to the employees if they do their task

effectively.

Table 30. Motivating Factors: Opportunity for growth and organization in terms
willingness of supervisor to promote me
WILLINGNESS OF
FREQUENCY
SUPERVISOR TO PROMOTE PERCENTAGE
n=100
ME
Highly Motivated 53 53
Moderately motivated 42 42
 38

Least motivated 5 5
Not Motivated 0 0

Table 31.shows that sixty one percent (61%) of employees were highly motivated

in terms of having promotion or the development policy of the company. Thirty four

percent (34%) were moderately motivated and five percent (5%) were least motivated.

This suggest that having promotion or development policy had higher impact on the

motivation of employees their motivational level were high because they know that

TaskUs have promotion and development policy and it is mandated and implemented

fairly.

Table 31. Motivating Factors:Opportunity for growth and organization in terms of having
promotion or development policy of company
HAVING PROMOTION OR FREQUENCY
DEVELOMENT POLICY PERCENTAGE
OF COMPANY n=100
Highly Motivated 61 61
Moderately motivated 34 34
Least motivated 5 5
Not Motivated 0 0

Table 32.shows that good wages and other benefits had higher impact on the

motivation of employee, sixty eight percent (68%) were highly motivated. Twenty eight

percent (28%) were moderately motivated and four percent were least motivated. This

shows that employees were motivated in their salary if it is good and will satisfy their

need.
 39

Table 32. Motivating Factors: wages and benefits in terms of good wages and other
benefits
GOOD WAGES AND FREQUENCY
OTHER BENEFITS PERCENTAGE
n=100
Highly Motivated 68 68
Moderately motivated 28 28
Least motivated 4 4
Not Motivated 0 0

Table 33.shows that forty three percent (43%) of employees were highly

motivated. Fifty percent (50%) of employees were moderately motivated and seven

percent (7%) were least motivated. This shows that employees are motivated if their

salary is match with the work they do. They must do their duties and responsibilities for

the company for the company to match the payment they want to receive

Table 33. Motivating Factors: wages and benefits in terms of matching payment with
responsibilites
MATCHING PAYMENT FREQUENCY
PERCENTAGE
WITH RESPONSIBILITIES n=100
Highly Motivated 43 43
Moderately motivated 50 50
Least motivated 7 7
Not Motivated 0 0

Table 34.shows that thirty eight percent (38%) of employees were highly

motivated in terms of providing free meals. Thirty six percent (36%) were moderately

motivated. Seventeen percent (17%) were least motivated and nine percent (9%) were not

motivated. It shows that employees are least motivated in terms of providing free meals.

Few of employees were not motivated in free meal

 40

Table 34. Motivating Factors: wages and benefits in terms of providing free meals
FREQUENCY
PROVIDING FREE MEALS PERCENTAGE
n=100
Highly Motivated 38 38
Moderately motivated 36 36
Least motivated 17 17
Not Motivated 9 9

Table 35.shows the level of motivation of employees in terms of the work itself

and its environment. The participants were highly motivated on the overall job security,

ranked first in terms of the mean value of 3.53 and challenging works ranked second 3.49

while the participants were moderately motivated in works make a difference, flexible

working hour, involvement in decision making. This implicates that overall job security

had the highest impact on the motivation of employees. Job security assurance makes

employee to feel more comfortable in their work and causes them to be motivated Lin,

(2012).

Table 35. Mean and mean ranking of the motivational factor: work itself and environment
WORK ITSELF AND ENVIRONMENT MEAN MEAN
RANKING
Overall job security. 3.53 1
Work makes a difference. 3.4 3
Flexible working hours. 3.4 3
Involvement in Decision Making. 3.31 4
Challenging works. 3.49 2

Table 36.shows the level of motivation of employees in terms of the supervisor

relation. The participants were highly motivated in terms of remembering something

special occasions, ranked first 3.54,giving feedback to work ranked second 3.50 while the
 41

participants were moderately motivated in terms of accept mistakes positively,

understanding the problem facing at work show respect to employees. This shows that

remembers something personal such as birthdays, anniversary and etc. motivates

employees. They were motivated because the supervisor are aware of their personal

activities and give the employees a permission to celebrate it.

Table 36. Mean and mean ranking of the motivational factor: supervisor relation
SUPERVISOR RELATION MEAN MEAN
RANKING
Giving feedback to work. 3.5 2
Accepts mistakes positively. 3.42 4
Understands the problem facing at work. 3.35 5
Shows respect to employees. 3.45 3
Remembers something personal such as 3.54 1
birthdays, anniversaries, etc..

Table 37.shows the level of motivation of employees in terms of the company

itself and Matters. The participants were highly motivated in terms clearly communicates

the goals and strategies, ranked first with the mean value of 3.54 and seeing the success

of the company was ranked second with the mean value of 3.51 while the participants

were moderately motivated in terms of informing company's market position, achieving

company's target profit and understanding the company's mission and vision statement.

Company success greatly influenced the productivity and motivation of employee (Lai,

2009).
 42

Table 37.Mean and mean ranking of the motivational factor: Company itself and matters
relating to the company
MEAN MEAN
COMPANY ITSELF AND MATTERS
RANKING
You see the success of the company. 3.51 2
Company clearly communicates its goals and
3.54 1
strategies.
Informed company's market position. 3.42 4
Achievement of company's target profit. 3.38 5
Understand the company's mission statement, 3.46 3
vision and values.

Table 38.shows the level of motivation of employees in terms of full appreciation

of done work. The participants were highly motivated in terms of management appreciate

as employee come up with new and better ideas were ranked first with a mean of 3.51

and receive informal praise and appreciation for better performance was ranked second

with a mean value of 3.50 while the participants were moderately motivated in terms of,

evaluating performance fairly, Holding Monthly Or Yearly Social Events and holding the

celebration for success. This shows that when an employee was praised by his work it

will caused motivation. Employees are motivated when the supervisor is appreciating

their work done McConnell ( 2012).

Table 38.Mean and mean ranking of the motivational factor: full appreciation of done
work
FULL APPRECIATION OF DONE WORK MEAN MEAN
RANKING
Management appreciate as employee come up 3.51 1
with new and better ideas.
Receive informal praise and appreciation for 3.5 2
better performance
Holds celebrations for success. 3.39 4
Holding monthly or yearly social events. 3.43 3
Evaluating performance fairly. 3.43 3
 43

Table 39.shows the level of motivation of employees in terms of development and

growth. The participant were highly motivated in terms of opportunity for growth and

development and willingness of managers to invest in development and were jointly

ranked first with a mean value of 3.61, training employees ranked as second with a mean

value of 3.60, having promotion of development policy in the company ranked third with

a mean value of 3.58 and development and willingness of supervisor in giving promotion

was ranked fourth with a mean value of 3.48. Results shows that opportunity for growth

and development and willingness of managers to invest in development were the factors

that causes the higher motivation of employees. Because managers are willing to invest

in the development the employees develop their skills and enhance their knowledge in

their work.

Table 39.Mean and mean ranking of the motivational factor: Promotion and growth in
organization
MEAN MEAN
PROMOTION AND GROWTH IN ORG.
RANKING
Training of employees. 3.6 2
Opportunity for growth and development e.g 3.61 1
promotion.
Managers’ willingness of Manager to invest in the 3.61 1
development.
Willingness of supervisor to promote me 3.48 4
Having promotion or development policy of 3.56 3
company.

Table 40 shows the level of motivation of employees in terms of wages and

benefits. The participants were highly motivated in terms of good wages and other

benefits ranked as first with a mean value of 3.64 while the participants were moderately

motivated in terms of matching payments with responsibilities and providing free meals.
 44

This shows that employees are motivated with good wages and other benefit that had

given to them. According to Maslow hierarchy of needs, financial rewards are very

important because it can satisfy several needs from the different level of hierarchy. If

employees are satisfied with the wages and benefits they take, they can easily achieve to

satisfy their physiological and esteem needs.

Table 40.Mean and mean ranking of the motivational factor: wages and benefits
MEAN MEAN
WAGES AND BENEFIT
RANKING
GOOD WAGES AND OTHER BENEFITS 3.64 1
MATCHING PAYMENT WITH
RESPONSIBILITIES 3.36 2
PROVIDING FREE MEALS 3.03 3

Table 41.shows the combined mean value and combined mean ranking of the six

(6) key factor or indicators in the motivation of employees. Promotion and growth in

organization were ranked first with a mean value of 3.57, Company itself and matters and

full appreciation of done work were jointly ranked second with 3.46 as its mean value,

Good working condition was rank third with a mean value of 3.45, work itself and

matters was ranked fourth with 3.43 mean value and last is wages and benefits with a

mean of 3.34. In this table, Promotion and growth in organization is the most highest

motivational factors that greatly influenced the motivation of employees of TaskUs.

According to Herzberg motivator hygiene theory, the most successful method of

motivating is to build challenge and opportunity for achievement into the job itself.
 45

Table 41. Motivational Factors combined mean value and mean ranking
COMBINED COMBINED
MOTIVATIONALFACTORS MEAN VALUE MEAN RANKING

Work Itself and Environment 3.43 4

Good Working Condition 3.45 3
Company Itself and matters 3.46 2
Full Appreciation of done work 3.46 2
Promotion and growth in
3.57 1
organization
Wages and Benefit 3.34 5

Table 42.shows the extent of the Task Us employee's motivation to achieve the

company’s objectives. Almost half (42%) of the employees were highly motivated in

serving the company, majority of the employees were moderately motivate and only 3

percent were least motivate in working in the company. This implicates that the overall

motivation of employees lies between highly and moderately motivated and it suggests

that employees of TaskUs were motivated in their work that leads the company to grow

and reach its goals and objectives

Table 42. Motivational level of the employees of Task Us Imus City, Cavite.
OVERALL
MOTIVATIONAL FREQUENCY PERCENTAG WEIGHTED
LEVEL OF n=100 E MEAN
EMPLOYEES
Highly Motivated 42 42
Moderately motivated 55 55
3.39
Least motivated 3 3
Not Motivated 0 0
 46

SUMMARY, CONCLUSIONAND RECOMMENDATIONS

The purpose of this chapter is to summarize the thesis research. A summary of the

major results will be described then the conclusion and proposed recommendation.

Summary

The paper focused on the Key Factors or Indicators in the Motivation of

Employees of TaskUs Imus City, Cavite it aimed to: determine thedemographic profile of

the respondents TaskUs Imus City, Cavite; Determine the reasons why they chose to

work at TaskUs Imus City, Cavite; Determine the level of Motivational Factors of the

employees of TaskUs Imus City and To what extent the employee of Task Us were

motivated to achieve its company’s objective.

The study was conducted in City of Imus. The researchers used quota and

purposive sampling in getting the specific sample size. A total of 100 samples were

targeted. In determining the results of the key factors or indicators in the motivation of

employees of TaskUs Imus City Cavite, different statistical treatment such as 4 point

likert scale, Frequency distribution, weighted mean were used to describe the basic

features of the data in the study The study revealed that majority of the participants who

were motivated in working at TaskUs were males, belonged to the age bracket of 23-27

years old, single, with 2-3 years length of service, and permanent employees of

TaskUs.The study also revealed that there were two (2) major reasons why employees

chose to work at TaskUs, flexible working hours and Opportunity to interact to different

cultured people were the reasons why choose to work in the company. The survey
 47

suggested that promotion for growth and organization, Full appreciation of done work

and company itself and matters were the major factors that employees were highly

motivated and good working condition, work itself and environment, and wages and

benefit are the factors that employees were moderately motivated. The study also

revealed that the overall motivational level of employees working at TaskUs lied between

highly and moderately motivated.

Conclusion

The study attempts to identify key factors or indicators in the motivation of

employees of TaskUsImus City, Cavite and assessess their motivation level. The study

identifies ten (10) reasons why employees choose to work at TaskUs, Results suggest that

flexible working hours is the major reason they choose to work at Task sand also,

opportunity to interact with different cultured people is one of the reasons too. On the

other hand, the study identifies six broad categories of motivation factors such as (1)

work itself and environment, (2) good working conditions, (3) company itself and

matters, (4) full appreciation of done work, (5) promotion for growth and organization (6)

wages and benefits. The research reveals that non-financial factors have a significantly

higher impact on the employee's motivation than the financial factors such as wages and

benefits.

“Non-financial factors have great impact on job satisfaction of employees in any

organization. Presence of these factors motivate the employees to a great extent while

absence of these factors leads to a negative impact on productivity of the employees, their

morale, enthusiasm, organizational commitment” Sangeeta Rani, (2015)

 48

Results show that employees working at Task Us in relation to what extent

employees are motivated to assists its objectives aiming to ascertain their motivational

level show that 42% of respondents are highly motivated, 55% are moderately, 3% are

least motivated, and, nobody is found to be not motivated at all. It can, therefore, be

concluded that the employees working at TaskUsImus City, Cavite are adequately

motivated.

Recommendation

Employee Motivation is broad, complex and elusive subject that even after this

time it continues to be one of the major problems and challenges that a modern

organization faces.

Based on the results, non-financial factors have a higher impact than the financial

factors which is wages and benefits. This indicates that TaskUs needs to focus on

nonfinancial factors along with financial factors to ensure that its workforce is effectively

engaged and consequently motivated. That means that promotion for growth and

organization must be highly utilized, they must come for a training program to ensure

that employees are highly skilled and well aware of their duties and responsibilities, as

well as the other factors such as company itself and matters, company must clearly

implement its goals and strategies to the employees, and full appreciation of done work,

Company must have a good and effective performance appraisal for better performance

of the employee. They must align the non-financial factors with the financial factors

which are wages and benefits for the employees to be more motivated in their workplace

and the company itself will reach and achieve their desired goals and objectives.
 49

The researchers recommend that if they conduct the same study they must

increase the total number of sample, (much better if they could get the total population to

avoid biased results). It will be much better it will be much better if other researchers will

conduct the same research in other cities outside Cavite and make comparative analysis.
 50

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 52

APPENDICES
 53

STANDARD
WORK ITSELF AND ENVIRONMENT Mean
DEVIATION
Overall job security. 3.53 0.52
Work makes a difference. 3.40 0.53
Available of logistic support. 3.36 0.54
Flexible working hours. 3.40 0.57
Involvement in Decision Making. 3.31 0.58
Enjoyable working environment. 3.36 0.5
Clear job requirements. 3.43 0.54
Challenging works. 3.49 0.52
Reasonableness in works (not high/low pressure) 3.41 0.57

STANDARD
GOOD WORKING CONDITION MEAN
DEVIAITION
Giving feedback to work. 3.50 0.54
Accepts mistakes positively. 3.42 0.51
Accepts comments and suggestions. 3.37 0.51
Understands the problem facing at work. 3.35 0.52
Shows respect to employees. 3.45 0.54
Available for consultation. 3.49 0.56
Remembers something personal such as birthdays,
3.54 0.52
anniversaries and etc.
Shows interest about my personal needs and
3.45 0.56
problems
Allow time to meet and listen to me. 3.37 0.49
Caring employees as an individual. 3.46 0.5

STANDARD
COMPANY ITSELF AND MATTERS MEAN
DEVIAITION
You see the success of the company. 3.51 0.58
Company clearly communicates its goals and
3.54 0.58
strategies.
Informed company's market position. 3.42 0.55
Achievement of company's target profit. 3.38 0.56
Understand the company's mission statement, vision
3.46 0.53
and values

Appendix 1. Mean and Standard Deviation

STANDARD
FULL APPRECIATION OF DONE WORK MEAN
DEVIAITION
 54

Management appreciate as employee come up with

3.51 0.46
newand better ideas.
Receive informal praise and appreciation for better
performance. 3.50 0.56
Holds celebrations for success. 3.39 0.47
Holding monthly or yearly social events. 3.43 0.56
Evaluating performance fairly. 3.43 0.6
Supporting frequent contests,and team building
3.51 0.55
activities
 

STANDARD
PROMOTION FOR GROWTH AND ORG. MEAN
DEVIAITION
Training of employees. 3.60 0.58
Opportunity for growth and development e.g
3.61 0.52
promotion.
Managers’ willingness of Manager to invest in the
3.61 0.55
development.
Willingness of supervisor to promote me 3.48 0.59
Having promotion or development policy of 3.56 0.59
company.

STANDARD
WAGES AND BENEFIT MEAN
DEVIAITION
Good wages and other benefits 3.64 0.56
Matching payment with responsibilities 3.36 0.61
Providing free meals 3.03 0.95
 

Appendix 2.Overall Mean and Standard Deviation of the six (6) motivational Factors

COMBINED COMBINED
MOTIVATIONAL FACTORS MEAN VALUE STANDARD
DEVIATION
Work Itself and Environment 3.41 0.54
 55

Good Working Condition 3.44 0.52

Company Itself and matters 3.46 0.56
Full Appreciation of done work 3.46 0.53
Promotion for growth and organization 3.57 0.57
Wages and Benefit 3.34 0.71

Appendix 3.Overall Motivational Level of Employee of TaskUs

COMBINED COMBINED
OVERALL MOTIVATIONAL
MEAN VALUE STANDARD
LEVEL OF EMPLOYEE
DEVIATION
Overall motivational level of employee 3.41 0.54

Appendix 4. Curriculum Vitae

HANNA SUZETTE D. ARBOLEDA

Blk 2 Lot 74 Ipil St. Brgy.GawaranBacoor City, Cavite
09359337256
 56

[email protected]

Objective:

To enhance my professional skills in a dynamic and stable workplace

Personal Background

Age: 21 years old Date of Birth: January 10,1996

Gender: Female Place of Birth: Bacoor, Cavite
Civil Status: Single Language spoken: Filipino and English
Religion: Roman Catholic

Educational Background:

Tertiary: Cavite State University – Imus Campus

Palico IV, Imus City, Cavite
S.Y. 2013-Present
Bachelor of Science in Business Management Major in
Human Resources and Development Management

Secondary: Bacoor National Highschool – Gawaran Annex

Brgy.GawaranBacoor City, Cavite
S.Y. 2009-2013

Elementary: Gawaran Elementary School

Brgy.GawaranBacoor City, Cavite
S.Y. 2003-2009

Seminars/ Training Attended

Seminar Venue Date

 Trends That Ascend San Beda College September29.2015
 57

 Developing Benefit CVSU – imus

campus March 18, 2016Acquainted
Individuals
 Hr Fusion PUP – Los
Baños April 10, 2017
 Career Path Towards CVSU – imus campus
April 21, 2017
Success and Development

Skills:

 Proficient in Ms Office (word, excel, powerpoint)

 Computer literate
 Can easily cope up with the assigned tasks
 Fast learner

Character References:

Emily Adoptante
Teacher, GawaranDayCare Center
09265532416

Ms. Luningning A. Valdez

Instructor, Cavite State University- Imus Campus
09275302985

This is to certify that all of the information are right with all the knowledge I have.

HANNA SUZETTE D. ARBOLEDA

ALLYSA B. CUEVAS
268 Anabu I-B Pag-Asa Subd.city, Cavite
 58

09504925610
Lysa.cuevass00719@gmail,com

Objective:
To be able to provide an excellent, honest and loyal service for the
company’s well-being and to gain further exposure and experience.

Personal Background

Age: 20 years old Date of Birth: October 19,1996

Gender: Female Place of Birth: Imus Cavite
Civil Status: Single Language spoken: Filipino and English
Religion: Roman Catholic

Educational Background:

Tertiary: Cavite State University – Imus Campus

Palico IV, Imus City, Cavite
S.Y. 2013-Present
Bachelor Of Science in Business Management Major in
Human Resources and Development Management

Secondary: General Emilio Aguinaldo National Highschool

Palico IV, Imus City, Cavite
S.Y. 2009-2013

Elementary: Anabu I Elementary School

Anabu I Imus City, Cavite
S.Y. 2003-2009

On – the – Job Training:

PERSONIV – Alabang Northgate Muntinlupa

 59

(HR DEPARTMENT - RECRUITMENT)

May - June 2016

Seminars/ Training Attended

Seminar Venue Date

 Trends That Ascend San Beda College September 29, 2015
 Youth Leadership Summit Asian Institute of February 27, 2016
Management Makati
 Developing Successful UST main campus March 5, 2016
Global Leaders beyond 2016
 Developing Benefit CVSU – imus campus March 18, 2016
Acquainted Individuals
 Preparing Business EAC – dasma February 17, 2017
Students for ASEAN Integration
 Career Path Towards CVSU – imus campus April 21, 2017
Success and Development

Job Experiences:

SPES (Imus Municipality Hall)

March -June 2014

Skills:

 Good communication and presentation skills

 Time management skill
 Driven to learn and apply new ideas and skills
 Dependable and resourceful
 Has positive work attitude, self-motivated, and willing to work under pressure

Character References:
 60

Mr. NarcisoTaduran
Supervisor ( Liwayway Corporation-Oishi India)
09175706978

Ms. Anabel Escander

Cashier Supervisor (Sm Bacoor branch)
09436078299

Ms. Luningning Valdez

(Cavite State university-Imus Campus)
0927530298

This is to certify that all of the information is right with all the knowledge I have.

ALLYSA B. CUEVAS

JOHN CARLO M. FERNANDO

 61

131 Mambog III BacoorCity, Cavite

09057097622
[email protected]

Objective:
Seeking a responsible position with a chance for professional challenge
and expansion to support and enhance co-operative objectives of the company.

Personal Background

Age: 20 years old Date of Birth: September26,1996

Gender: Male Place of Birth: San Isidro, Nueva Ecija
Civil Status: Single Language spoken: Filipino and English
Religion: Born Again

Educational Background:

Tertiary: Cavite State University – Imus Campus

Palico IV, Imus City, Cavite
S.Y. 2013-Present
Bachelor Of Science in Business Management Major in
Human Resources and Development Management

Secondary: General Emilio Aguinaldo National Highschool

Palico IV, Imus City, Cavite
S.Y. 2009-2013

Elementary: Mambog Elementary School

Mambog III Bacoor City, Cavite
S.Y. 2003-2009

Seminars/ Training Attended

Seminar Venue Date

 62

 Trends That Ascend San Beda College Sept. 29.2015

 Youth for Leadership Summit Asian Institute of Feb 27, 2016
(Step up E2C: A Brave Climb) Management Makati
 Youth for leadership Summit Meralco Theater, March 4, 2017
(Participate, Innovate, Elevate)Ortigas
 Hr Fusion Polytechnic University April 10, 2017
of the Philippines

On-the-job training

Bacoor Government Center (Molino Blvd. Bacoor City, Cavite)

(From May-July 2017)

Groups Affiliation

Junior People Management Association of the Philippines (JPMAP)

Skills:

 Proficient in Ms Office (word, excel, powerpoint)

 Willing to take new challenges
 Computer literate
 Quick learner and work less with supervision
 Extremely responsible, dedicated, honest and sincere
 Eager to learn

Character References:

MsGerlynBermas
Instructor, Cavite State University - Imus Campus
 63

09056292424

Ms. Luningning A. Valdez

Instructor, Cavite State University- Imus Campus
09275302985

this is to Certify that all of the information are right with all the knowledge I have.

JOHN CARLO M . FERNANDO

Appendix 5. Permission letter

 64

Appendix 6. Survey questionnaire

 65

Please answer the following questions sincerely.

Part I: Profile of the Respondents

Direction: Kindly supply the information needed by putting a check mark on the space
provided. Please do not leave any item unanswered.

• Name: (optional) ______________________________

• Age: ( ) 18-22 ( ) 23-27 ( ) 28-32 ( ) 33-37 ( ) 38-42 ( ) 43 & up
• Gender: ( ) Male ( ) Female
• Civil Status: ( ) Single ( ) Married ( ) Widow ( ) Separated
• Length of Service: ( ) Less than 1 year ( ) 2-3 years ( ) 4-5 years ( ) More than 5
years
• Employment Status: ( ) Job Order ( ) Contractual ( ) Temporary ( ) Permanent

Part II: Reasons why you choose to work at Task Us:

Direction: Please encircle the letter that corresponds to your personal choices:
(2 or more answers are accepted)

a. Opportunity to interact to different cultured people

b. Best work place
c. Flexible Working Hours
d. Salary / Wages
e. I could not find any other jobs
f. Close to my house
g. Interesting job
h. Friends or relatives work here
i. Opportunity to develop my career
j. Free meals are provided

Part III. Motivational level of employees

Direction: The statement below describes various aspects of the six key factors or
Indicator in the motivation of employee. Please put a check mark on the
appropriate number that corresponds to your personal choices by using the
following scale:

Scale Verbal Interpretation

4 Highly/ Motivated
3 Moderately/ Motivated
2 Least/ Motivated
1 Not/ Motivated
 66

WORK ITSELF AND ENVIRONMENT 4 3 2 1

• Overall job security.
• Work makes a difference.
• Available of logistic support.
• Flexible working hours.
• Involvement in Decision Making.
• Enjoyable working environment.
• Clear job requirements.
• Challenging works.
• Reasonableness in works (not high/low pressure).

GOOD WORKING CONDITIONS 4 3 2 1

• Giving feedback to work.
• Accepts mistakes positively.
• Accepts comments and suggestions.
• Understands the problem facing at work.
• Shows respect to employees.
• Available for consultation.
• Remembers something personal such as birthdays,
anniversaries, etc..
• Shows interest about my personal needs and
problems.
• Allow time to meet and listen to me.
• Caring employees as an individual.

COMPANY ITSELF AND MATTERS 4 3 2 1

• You see the success of the company.
• Company clearly communicates its goals and
strategies.
• Informed company's market position.
• Achievement of company's target profit.
• Understand the company's mission statement,
vision and values.

FULL APPRECIATION OF DONE WORK 4 3 2 1

• Management appreciate as employee come up with
new and better ideas.
• Receive informal praise and appreciation for better
 67

performance.
• Holds celebrations for success.
• Holding monthly or yearly social events.
• Evaluating performance fairly.
• Supporting frequent contests,
and team building activities.

PROMOTION GROWTH AND ORGANIZATION 4 3 2 1

• Training of employees.
• Opportunity for growth and
development e.g. promotion.
• Managers’ willingness of Manager to invest in the
development.
• Willingness of supervisor to promote me
• Having promotion or development policy of
company.

WAGES AND BENEFITS 4 3 2 1

• Good wages and other benefits.
• Matching payment with responsibilities.
• Providing free meals.

OVERALL MOTIVATION LEVEL OF THE EMPLOYEES

Direction: Please put a check mark on the statement that corresponds to your personal
choice.

• Not Motivated ____

• Least Motivated ____
• Moderately Motivated ____
• Highly Motivated ____