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Year-Number: 2019-9
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Number of pages: 263-275
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Bu araştırmada vaka analizi yöntemi uygulanmış olup, vaka olarak araştırılmak için Carphone Warehouse şirketi seçilmiştir. Bu şirket bazında çalışan motivasyonu ve çalışan tatmini konuları hem çalışan gözüyle hem de yöneticiler gözüyle incelenmiş olup, aradaki farklar ortaya konmuştur. Bu anlamda bu araştırmanın evreni Carphone Warehouse’da çalışan tüm işgörenlerdir. Evrenin büyüklüğü sebebiyle örneklem hesaplamasına gidilmiş ve zaman kısıtlamasından ötürü kolayda örneklem metodu uygulanmıştır. Araştırmanın amacına ulaşmak için birincil veri toplama aracı olarak, hem anket yöntemi hem de görüşme yöntemi kullanılmıştır. Anketler Carphone Warehouse çalışanları ile yapılmış olup, araştırmanın kantitatif tarafını temsil etmektedir. Görüşmeler ise Carphone Warehouse yöneticileri ile yapılmış olup, araştırmanın kalitatif tarafını oluşturmaktadır. Bu anlamda iki metot birlikte kullanılarak araştırmanın sonuçları güçlendirilmiştir. Araştırma sonuçları göstermiştir ki, yöneticilere göre çalışanların motivasyonu önemlidir; ancak çalışanların motivasyon seviyeleri düşüktür. Yine yöneticiler firma için çalışan tatmininin önemli olduğunu belirtmiş olsalar da, anket sonuçlarına göre bu konuda da geliştirilmesi gereken oldukça fazla alan bulunmaktadır.



This study utilised case study tactic since the crucial point of this study was to categorise the allusions of individuals’ motivation and satisfaction at work in the particular conditions of Carphone Warehouse. This research based on Carphone Warehouse; therefore, the population includes all the workers of the firm. Since analysing the complete population is not feasible due to time limitations, the requirement of sampling has come out. When the sampling method is chosen, limitation of time is considered and consequently with non-probability sampling fundamentals integrated into this study were chosen according to their expediency and convenience. Consequently, this research required gathering both primary and secondary data. In collecting primary data both questionnaire and interview techniques were used. The formed questionnaire was presented with the Carphone Warehouse’s staffs, who give an effort in daily tasks of the firm, which characterised the quantitative approach in data gathering while the interviews were conducted with the managers of the company which the characterised the qualitative approach to data collection. According to findings, it is observed from the interview results that the company regards employee enthusiasm important for improving the quality. However, the rate of satisfaction by the employees suggests that there is a space to be improved by the managers to increase the motivation levels of the employees. Considering that creating satisfied employees at work make them more confident it can be said that satisfaction level of the employees need to be improved.


  • Motivation is concerned with “the factors that influence people to behave in certain ways”(Arnold et al., 1991: 12). The three components of motivation as listed by Arnold et al. (1991: 15) are;

  • Motivation is also defined as the main influencing factor for individuals’ conducts. Bartol andMartin (1998: 23) suggest that motivation shapes individuals’ deeds, stimulates and boostactions, manages behaviour, encourage the desire for continuing. Likewise, Greenberg andBaron (1997: 88) suggest that motivation is a blend of processes that incite, manage andmaintain people’s activities in order to accomplish a goal. According to this definition, there arethree principal elements constituting motivation. These elements are defined as enticement,plan and exercise of the activity. Enticement can be explained as the initial arouse of interest ofan individual for obtaining a determined target. On the other hand, plan can be defined as theorganisation of activities that people conduct, while exercise of the activity is their persistence inorder to reach the goal. If these aspects are to exercise on the staff, it can be suggested that theyare more likely to sustain a level of performance when they are stimulated by a probability of a promotion.

  • Gram (2001: 71) underlines the importance of employee’s motivation for achieving outstandingconsumer care. He mentions that stimulation is important for the reliability of individuals. Ifemployees believe that they are a part of the organisation, they attempt to present their best performance regardless of their being on any conditional status.

  • For the organization, motivation of employees provides huge benefits such as superior financialprofits which involve that satisfied employee’s consequence in perfect service as well as highermonetary income. Gram (2001: 89) also mentions that satisfied employees are looking forenhanced ways to establish ultimate customer satisfaction by means of better service. On theother hand, establishments and organisations must keep in mind that individual’s workactivities need to be carefully managed in order to establish a durable partnership between bothparties. Therefore, individuals must complete their training on the job to define permanent jobopportunities and always be assisted to keep their interest alive to the organizations. Likewise,O’Malley et al. (1999: 24) advise that the success of an organization depends upon the skills ofmanaging manpower provided by motivation. Ed Sykes, with their websitewww.thesykesgrp.com, point up major six elements of customer care department to keep theirworkforces motivated. These major six motivation elements of customer care employees are as below;

  •  Ongoing job training programs: O’Malley et al. (1999: 26) recommends proficiency ofmanpower is essential for building up new strategies for clients. Thus, ongoing job trainingprograms must be enrolled by individuals for personal achievements and also frequently monitored by supervisors.

  • Importance of motivation at work from the managers’ point of view is defined above and allabove strategies are designed for employees regarding best motivation values. In the point offact, motivation is a premier tool of management that should be always given best effort in alltasks in order to guarantee excellent customer service. Chris (2007: 10) defines all necessities of motivation for employees:

  • Workouts: Chris (2007: 11) points that exercise keeps the motivation of the employees strong.The basics of workout and candidates who require workouts must be carefully evaluated by the company management (Chris, 2007: 11).

  • Considering team member as a decision maker: That kind of action makes individual think asvaluable and develops their motivation. In the same way, encouraging taking responsibilities canimprove employee’s motivation, too (John et al., 2006: 35). This is because; it gives them more space in the association.

  • Creating satisfied employees at work: If each teammate thinks himself as an equal initiativetaker, then he feels as a part of team and feels more confident (Charles, 2006: 28; Gareth and Adam, 2005: 29).

  • Reliance: If the employees feel trusted by company’s management, then they take more responsibilities and perform best effort for customer satisfaction (John et al., 2004: 993).

  • Wages: The most crucial tool of employee’s motivation is the paid wages. However, main issue isestablishing wage levels in the fair level. Otherwise, major differences make individuals unenthusiastic and effect to negative results for the firm (Stephen and Sarah, 1994: 4).

  • At the conclusion, motivation can be expressed as advanced performance in the companyenvironment. Regarding Smith’s theory (1997), assembling and keeping on individual’smotivation that has need of time and energy due to reality that its effect must be observed in theundertakings. Moreover, the writer advises that when the manpower of a company observes accomplishment, they will be more motivated.

  • Satisfaction at work is frequently supposed to be a pleasant or positive excited statusconsequential from the estimation of work incident (Liu et al., 2008: 685; Locke, 1976).According to the definition of satisfaction at work is a pleasant or optimistic feeling stateensuing from evaluation of individual’s duty and work practice and as related to the thoughtsand emotions individual have about their job (Beardwell et al., 2004: 271). However, researcheshave established that a lot of features influence satisfaction at work and among these the mostnotable are inherent job attributes (Saari and Judge, 2004: 396). Research has demonstratedemployees consider the job itself that integrate competition of work, self-sufficiency, capacityand diversity as the most essential when they were demanded to appraise their jobs (Saari andJudge, 2004: 396). Although, relationship occasionally emerges more fragile than supposed, ameta-analysis has established a drastically positive relationship among performance and satisfaction at work (George and Jones, 1997; Liu et al., 2008: 685).

  • Although, a number of methods calculate the whole intuition of the work, some other methods ofsatisfaction at work consider definite measurements of the work (Saari and Judge, 2004: 398).Qualitative attitude advise that study about satisfaction at work should be on the basis ofassessment of requests, probabilities, motivations and work circumstances at work (Bussing et al., 1999: 1000; Liu et al., 2008: 686).

  • According to Organisational / Industrial Psychology, background of satisfaction are separatedinto two different groups, that integrate environmental groups such as features of work,changeability of position, dispute between job-relatives, reimburse; and private qualificationssuch as behavioural patterns, sexual characteristics, age, differences of cultural and racial andappropriateness to work. Furthermore, there are a huge number of studies regarding jobcontentment and alternative approaches to work including the ones of Cranny et al. (1992: 101),Locke (1976), Miller (1980) and Spector (1997). Previous job gratifications are the base for current studies and they can be divided into two main classes (Douthit, 1999: 71):

  • In order to comprehend the nature of job contentment Pfeffer (1991) and Salancik and Pfeffer(1977) have examined the human psychology. Their claim is that human beings as singularshave the right to choose or have necessities and whether their environment fulfilling enough or not relying on the equality between job conditions and employee expectations.

  • Hackman and Lawler (1971: 260) and Kalleberg (1977: 126) investigated the correspondencebetween people and their jobs and it is introduced as a really big significance on workergratification such as Edwards (1991), Kristof (1996) and Tsang et al. (1991). Studies likeHackman and Lawler (1971: 260), Gruenberg (1980: 248) and Rose (1994: 245) suggest us thatmotivation is a key factor in combining job features to contentment by claiming motivatorsbeing put into duties and operations. The study by Douthit (1999: 69) sees motivation as a bigfactor in combining people’s gratification from their jobs and people’s potential and social capital.

  • Regarding concerns of motivation and satisfaction at work, there is an extensive selection ofacademic approaches. Locke (1991: 290) has undertaken to illustrate several visions into a more holistic through the following chart (Bent et al., 1999: 255).

  • Source: Locke (1991: 290)

  • Every single element of the factor has an important function in the process of incentive. Bothsatisfaction at work and motivation of individuals are essential parts of personneladministration. Motivation is a multifaceted and wide factor; however, researchers ofmanagement study define the main features of it as a group of procedures, which arouse guideand sustain individual’s attitudes directed to achieving a goal. Locke (1991: 291) definesmotivation of employee as the results of motivational tasks. On the other hand, a variety ofhypothetical analyses exists regarding the creation of motivation and guidance through anemotion of satisfaction or acceptable result of the employee (Locke, 1991: 292). He also suggeststhat these complexities affect from the reality that several theories are quantity parts of abroader motivational progression. Furthermore, Pascoe et al.’s case (2002: 1240) defines theconnection among motivation and satisfaction at work. They also define seven basics ofsatisfaction at work and self-confidence in line with parts of the Job Characteristic Model(Hackman and Oldman, 1980) that is stated to be required for motivation and satisfaction atwork. The seven fundamentals are integrated with incentive and acknowledgment;circumstances of service; loyalty in organisation towards employees; design of workplace; performance management; importance of work and fidelity to the organisation.

  • This research required gathering both primary, new data for evaluation and secondary,previously gathered data existing in the literature (Saunders et al., 2012: 102). The formedquestionnaire is presented with the Carphone Warehouse’s staffs, who give an effort in dailytasks of the firm, which characterizes the quantitative approach in data gathering. Among thequalitative research methods, unstructured interview method is certain in comprehendingadministration’s perception. This research based on Carphone Warehouse; therefore, thepopulation includes all the workers of the firm. Since analysing the complete population is notfeasible due to time limitations, the requirement of sampling has come out. Sampling techniquesare categorised into two groups, which are probabilistic and non-probabilistic sampling. Whenprobabilistic sampling is employed, every unit has a determined, non-zero probability of beingchosen in the sample (Ghauri and Gronhaug, 2010: 43). On the other hand, in non-probabilisticsampling, the units in the population do not possess any determined prospects to being chosen as samples (Sekaran, 2013: 21).

  • When the sampling method is chosen, limitation of time is considered and consequently withnon-probability sampling fundamentals integrated into this study are chosen according to theirexpediency and convenience. When the data is analysed, methods are divided into two groupsdepending on the particular research approach. The data collected throughout surveys arecomputed in statistical study by dealing out data regarding their frequency. According to Veal(2011: 86), data analysis is the simplest figure of descriptive analysis and generates figures andpercentages for separate variables. The results of computing are displayed in the form offrequency graphics. Data collected through interviews with the respondent approach is chosenbecause the collected data is handled depending on its importance. Thus, important data is highlighted and the rest is deleted.

  • According to findings, it is observed from the interview results that the company regardsemployee enthusiasm important for improving the quality. However, the rate of satisfaction bythe employees suggests that there is a space to be improved by the managers to increase themotivation levels of the employees. Considering that creating satisfied employees at work makethem more confident (Charles, 2006: 28; Gareth and Adam, 2005: 29) it can be said that satisfaction level of the employees need to be improved.

  • On the other hand, although the interviewees express thoughts that they provide sufficientfeedback to the employees, the participating employees mostly feel that they do not receiveenough feedback regarding their performances or the changes in the company or theenvironment. In this sense, company managers, should focus on communicating their feedbackmore effectively. Moreover, the interviewees argue that they provide an environment to theemployees to express their thoughts and feelings freely in the company. In the questionnaireresults, it is observed that most of the participating employees strongly agree that they feelcomfortable in approaching their managers in every concern. This suggests that the companymanagers manage to establish open communication channels for their employees. Nonetheless,as mentioned earlier, the feedbacks of the managers towards employees should be moreeffectively communicated (O’Malley et al., 1999). In terms of provided trainings, theinterviewees argue that they offer trainings continuously as a part of improving quality, whilethe questionnaire participants are not fully convinced that they receive enough proper training.Considering that proficiency of manpower is essential for building up new strategies for clientstherefore ongoing job training programs must be enrolled by individuals for personal achievements and also frequently monitored by supervisors (O’Malley et al., 1999).

  • The interviewees express that the 95% of their employees are satisfied with their jobs. However,it is observed from the questionnaire results that most of the participating employees are notcertain whether they are content or not. It is noted that only 36.17% of the participatingemployees appear to be satisfied with their jobs. Therefore, a strong divergence in the thoughtsof the employees and the managers occur in this area, which may cause high level of turnovers inthe company, which is expressed by the interviewees (Charles, 2006: 28; Gareth and Adam, 2005: 30).

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