Small scale qualitative project write-up

Background

Motivating employees tend to be essential for any organization that is aspiring to succeed. However, motivation tends not to be a straightforward process because of the diversity of individual’s needs. Not all industries adopt the innovative practices in the broader scale despite numerous studies providing their success (Shahzad, Luqman, Kan & Shabbir, 2012). It might be the general unawareness of their benefits with the current corporate culture. Thus, corporate culture has a significant role in providing the framework where different motivational issues may act. The methods of motivation are changing over time, and it depends on the situations that employees are experiencing (Dubkevics, 2010). Hence, managers tend to have a crucial role in locating the motivational factors of employees and implementing them in the corporate culture. The corporate culture has a significant role in providing a framework in which motivational factors operate (Cui & Junchen 2012). Thus, besides motivation, the organizational leadership tends to facilitate the crucial aspects of the organizational life as unity among employees and their well-being. There are an increasing number of research literatures that is having various strategies for motivational practices (Jones & Michael, 2015; Smith, 2012). It is only a handful of these researches that show influence the organizational culture with motivational practices. The study will support this statement by carrying out an in-depth study into many kinds of literature and shed more light on the topic. Hence, there is a need for research in this area of study.

Problem Statement

The results from the 2014 TINY pulse employee engagement and organizational culture report, it indicates that 66% of employees do not see strong opportunities for professional growth in their current role (TINYpulse, 2014). The lack of appreciation and recognition tend to be driving employees to feel undervalued as 26% of employees do not believe that they have the tools to succeed (Sokro, 2012). Managing the corporate culture is emerging as the critical managerial challenge of the millennium (Omoniyi, Salau & Olumuyiwa, 2014).The general business problem is that organizations normally have a unique set of values, beliefs, and norms, and most organizations do not consider the impact that culture have on the motivational practices. The specific problem is that some organization managers have strategies to improve culture and motivational practices to improve employee.

Purpose Statement

The reason for this study is to find out the influence that the corporate culture has on motivational practices. It takes the case of the employees of Colorado banking industry. The research also examines a lot of literature to support the fact there is a correlation between the corporate culture and employee performance. It considers various dimensions of corporate culture and how they can influence the performance of employees.

Research Question

The research question is, what is the influence of corporate culture on the motivational practices of employees at Colorado banking industry?

Interview Questions

1.      Briefly describe the corporate culture of the organization?

2.      What is the importance of organization culture?

3.       How do you think the company's culture influence employee’s motivation?

4.      What is your perception of motivation?

5.      How can you define the behavior of employees in the organization?

6.      Has the organization had any effort in creating a motivating environment?

7.       What are the motivational practices used that meet most of the employee’s simulation?

8.      As the HR, do you think that there are any special motivational practices that the organization should consider in motivating employees?

Conceptual Framework

Different kinds of literature are very important as the basis for developing a conceptual framework that shows a positive correlation between corporate culture and motivational practices. Different organizations have different motivating factors that are worth considering. We can extend the ideas of Shady on the collectivism and individualism and then come with a more elaborate conceptual framework that includes various cultural practices that influence the motivational practices. We can then develop five cultural practices of organizations that influence motivation for employees. They include training practices, organizational commitment, feedback, collectivism, individualism, communicational channels, life-work balance and job design. Then we link the motivational practices to those elements of corporate culture in light of how they influence the motivation of employees in improving their performance. We show those that have a negative correlation and do not support the null hypothesis and those that support the null hypothesis.

Because we cannot link specific motivators to the highlighted cultural dimensions, it is essentials to find a middle ground that connects the two. Therefore, we come up with needs based on the different cultural dimensions and then correlate them with specific motivational practices. The assembling of the cultural dimensions that relate to one another is vital so as to derive the motivational practices from those cultural dimensions. The resulting framework shows that there are uniting factors of the different cultural dimensions. They also include the environment, the human resource management styles, the giving of rewards for good performance, recognition and the setting of targets. These are the cultural dimensions that cut across all the cultures and individual differences within organizations.

The different researchers came to conclusions that with the presence of a culture that puts the employees in the forefront, the employees have a high motivation for work. The existence of common communication channel, the appreciation of employee efforts, the effective job deign, etc., are all effective corporate cultures that can motivate employees. The leaders have to create a culture where the employees work towards the set targets, and this can make it possible for them to evaluate the performance and it gives direction for employees. Consequently, it motivates them to work towards the set goals.

Significance of the Study

Contribution to Business Practice

As per the conceptual framework, research purpose was to bring in a better understanding of how the organization culture influences the motivation practices in an organization. The research study is significant to business because it will provide managers with a framework for implementing motivational tools that affect the way employees behave. When using the findings of the study, managers will be able to create a culture that foster individual motivation. The study will be able to offer useful and sound knowledge to guide the organizations about the development and well-being of employees in the research setting.

Implication for Social Change

The research study will contribute to the field of management through expanding research in an area that was before overlooked. Through showing how organization culture influences motivation, the study could positively influence the structures of the organization so as to help improve the performance of employees. The study results indicate that there is a need for more awareness of the influence of organizational culture and employees. With this knowledge, leaders can be able to find proper strategies that will ensure that employees work in an environment that allow them to be productive.

Literature review

Since 1994, there has been a concern in writing about culture in organizations. According to Dubkevics, (2010) organization culture is a pattern of norms, values, assumptions, beliefs, and attitude that may not be articulated, but shape the way people behave and things get done. Amal (2012) has it that organizational culture consists of a set of behaviors, beliefs, meanings, or organizational practices that represent the main filter in interpreting the reality of the organization. The culture of an organization plays a significant role in the framework as it constitutes the key elements of the research study (Amal, 2012). When considering the environment of the organization, it tends to influence the corporate culture and every organization usually tries to define its culture. Defining your culture helps to differentiate and employ as a tool for attraction and retention of talent (Jambrak & Williams, 2014).

Corporate culture has a role in providing a framework where motivational factors normally operate (Cui & Junchen 2012). The importance of motivating employees is that without motivation, employees normally become costly and inefficient. Employees who share underlying beliefs and values of an organization characterize a strong organizational culture. Sharing the values and beliefs can make employees feel the strong connection with the organization and with one another. Schein (1996) claims that, through observing the behaviors that are common to organization members, it is possible for new employees to determine the expected behaviors and rewards.

An issue that is of great interest is to examine the type of corporate culture that exists in organizations and determine how they influence the use of the motivational practices. Sokro (2012) argues that there is a need to prompt organizational culture to ensure employee motivation so as to achieve organizational goals. The motivated employees normally take pride in doing their job; thus, they feel responsible for the success of the organization. Many of the literature do not present a clear link between corporate culture and the motivation of employees and others show minimum study into this issue. The managers have the mandate to drive the organizational culture that embodies motivational practices for the employees, and this will consequently enhance their performance in that organization.

There is an interesting viewpoint presented by Bruce and Pepitone (1999) in light of the way that managers should induce a culture that motivates employees. Their viewpoint goes against what other writers say that managers can only motivate what the employees have the motivation to do. They write that there are ways that managers can enhance the culture and motivational practices. One of them to facilitate quality subordinate-superior communication and that it should occur at all the levels of an organization. There should be a range of communication channels (Schein, 1996)) as this highly contributes to the employee morale for performance. That kind of corporate culture supports the null hypothesis because as the employees get the chance to voice their views and concerns, this makes them feel engaged and appreciated.

The the relationship between the corporate culture and the motivational practices to increase the performance of employees is too essential for tend management to ignore it (Cui & Junchen 2012). That is because it is the determinant of how many employees can deliver over a given period and that how enthusiastically they can carry out their duties even complaining or laxity. In many of the organizations, the corporate culture is becoming mere formality that does not have any material meaning, and it is distant from the organizations’ management. Companies have a long way to go for them to construct a corporate culture that embodies motivational practices for employees as is one of the most vital economic entities. The conducting a basic research into this area and involving employees to learn what motivates them for work can be of great significance for both the practice and the managerial theory.

The many studies conducted after that of John Kotter and James Heskett (1992) to examine the correlation that exists between the corporate culture and the performance of employees. There is a claim of a positive relationship be optimistic researchers while the adjective researchers show a negative relationship by considering the rigidity of organizational culture. These researchers utilize various methods of study like the field study, empirical and theoretical studies among others. For instance, in the research done by Amal (2012), the core values in an organization do motivate the employees. Those cores values also foster a sustainable financial performance when linked with company management and control.

Corporate culture is one of the several factors that can be useful in explaining the employees’ motivation for high performance as suggested by Samor (2009). These authors also say that organizational culture can have delineation into intercultural and extra cultural, and their changes are imperative to the performance of employees and organizational functioning. That literature offers us a rigorous theoretical framework that requires verification by other literature. Many of the dominating literature show a positive correlation between the corporate cultures and motivational practices (Kotter & Heskett, 1992). These writers establish a positive correlation between the corporate culture and highly motivated employees for work.

The research by Kotter and his colleague might be the one that that is not paradigmatic and typical to have a careful discussion about it. The study can have a division into two types of the model; the universal model and the contingency model. We can summarize the latter model as 1) the organizations that is performing well do have a strong culture on if 2) Then culture has a good integration into the environment of that organization. Furthermore, 3) that better performance can be sustainable only if the corporate culture incorporates the change values that help the organization to continually re-adapt to its environment. The universal model describes that for any organization encourage motivation in the employees, its culture has to put emphasis on tree areas. Those areas include customers, employees, and stockholders. As a matter of fact, there exist numerous studies that show that there is a positive relationship that supports the null hypothesis of this study such the one for Schein (1996). All of those studies have in-depth research showing how corporate culture does contribute to the employee morale for performance. They also form the basis for any new research into the topic of corporate cultural influence on motivational practices of employees.

Some literature in the correlation between the corporate culture and motivational practices are worthy of serious consideration as they help to unfold the mechanism of a corporate culture that are indispensable. The enterprise strategy, leadership, human resource management styles, and human resource flexibility, plus the organizational commitment are very meaningful in this study (Amal, 2012). It is also worth noting that the corporate culture is a mediator or a moderator for the motivational practices. When this study also talks about employee performance, it means the employee motivation as well because there can be no high performance if there is no motivation for employees.

For one, culture can be a moderator as indicated by many researchers among them being (Fuller & Farrington, 1999). The way culture acts as a moderator; it means it moderates the relationship between the behavior or employees and their performance. By culture acting as a mediator, it means that culture mediates between the organizations’ style of leadership and the p-performance of employees (Ogbonna & Harris, 2000). Corporate culture also mediates between the individuals or team leaderships and the outcome. It is also a mediator between the company strategy and the performance of organizations, and all these show that a positive correlation does exist between the corporate culture and the performance of employees. All the studies provide a new train of thought that we should focus on to find clarity by looking at other literature. Of course, those relationships mentioned before are not always positive; or rather they do not have a positive effect.

Many organizations do experience a downfall due to the rigidity of their corporate cultures (Samor, 2009). Cultural antecedents do get into the way of adapting to the new environment, and if it does not embody the motivational practices from employees, then it becomes and hindrance and vice versa. That cultural rigidity does not support the null hypotheses, but it supports the alternative hypothesis of this study and both sides’ needs to have consideration. However, the final analysis of all the studies, the conclusion should be the one to bring forward a clear picture of the truth of the null hypothesis. Many of the information in this literature come from a field study or case studies, and thus, they lack the validity and reliability (Amal, 2012). There are only a few studies that have their basis in time series to test the stability of the influence corporate culture on the motivational practices of employees’ performance. Let us examine the literature on the organizational commitment as one of the corporate culture that influences motivational practices in organizations.

The organizational commitment comes into being when an individual links extraneous interests with the given consistent line of activity. The other perspective that (Vuori & Okkonen, 2012) claims is that organizational commitment does not have anything to do with the economy input of employees; it is rather an emotional beggar. The organizational commitment as one of the corporate cultures that have an effect on the motivational practices can have a division into three: continuance, affective and normative. Commitment is the strong belief as well as the acceptance of the goals and values of an organization, or it is the willingness to put significant effort on behalf of the organization. Organizational commitment can also be a strong desire to maintain one’s loyalty to an organization. Samor (2009) raised some scales for the three types of organizational commitment whose combination has a wide usage in many companies to foster employee morale.

Organizational commitment as one of the corporate cultures that have a high influence on motivational practices can come as a result of some antecedent variables such as age, experience and personal character. It can also be useful in predicting such phenomenon as the rate of turnover, job performance, and attendance. “Many researchers support the influence of organizational commitment, and some suggest that the existence of a bureaucratic environment leads to a negative commitment to the organization by the employees. Conversely, a supportive working environment does highly motivate employees to have a more commitment to their active involvement in the company operations” (Cui & Junchen 2012). Thus, one can use the corporate culture to predict the relationship that exists in an organization and the motivation that the employees have towards their performance. Although a clear relationship does not exist between the corporate culture and the motivational practices for the employees, this paper uses some literature to understand the relationship between the two.

According to the measurement of employee motivation, the organizational commitment may not directly influence the employee performance directly. There are two directions that are worth considering in light of the organizational commitment and the motivation of employees. On those directions is that we have to consider the nonfinancial variables like the employee trust, job satisfaction, and procedure justice. The second one is that the organizational commitment plays a role either as a moderator of a mediator on the relationship between the leadership and the motivation of employees or their performance. That kind of corporate culture also moderates the relationship the management performance and budgetary participation (Fuller & Farrington, 1999). It is also the moderator in the willingness of the employees to carry out their duties with motivation for performance or voluntary performance. So a corporate culture has to exist that highly motivates employees for commitment to the organization and consequently their high performance in an organization.

The leadership of any organization should create an environment that the employees feel empowered and motivated to take decisions that lead to enhancing their motivation for improved performance (Vuori & Okkonen, 2012). Performance is the duty of an individual’s motivation enterprise strategy, structure and the resistance to change. The other culture that literature shows, which has a high motivational on the employee performance is the giving of monetary incentives, rewards, or the organizational behavior modification. As part of the corporate culture, the organizations should also better their relationships with the mentors and the mentees through some form of mentorship programs. Those programs are where the employees have the encouragement of motivation to work hard and have a commitment to their organizations. The study conducted by Malina and Selto using the balanced scorecard revealed that the employees can have high performance if provided with positive motivation.

If there is the inclusion of the operations-based targets, it can be a high motivation for the employees because the employees will be working towards those targets (Samor, 2009). That is because those targets will be useful in evaluating the actual performance of the employees against the set targets. There is a correlation between the strategic alignment, motivation of employees and the performance of an organization. The provision of the strategic alignment is via the said set targets for the employees to accomplish and then use the feedback to evaluate the difference between the actual and the target. Although the setting of targets can provoke the resistance of employees, the lack of those set targets is even worse with employee performance in organizations. It is always gold to implement something that is likely to bring results rather than relying on literature that may be misleading or ineffective.

The management of a company as said before does motivate the employees to follow a participative design in their duties (Samor, 2009). It makes them responsible for their work, and this consequently leads to their high performance. That is showing that the management or the company leadership is inseparable from the creation the corporate culture that is highly motivating to the employees. The monetary awards are a powerful determinant of the employment of the employees and this in turn can advance the returns in light of the firm-level performance. There is a slow a need to have a dynamic learning framework for motivation the employees as this helps them to meet the challenges that can hinder some of their hindrances for motivated performance. The information sharing and knowledge via an intra-organizational social media can be very helpful to the organization in reaching its goals and objectives (Vuori & Okkonen, 2012). Any employee has the mind and spirit, and, therefore, they seek to find purpose in their work. They also seek to feel that they are part of the community; hence this fosters their performance and motivates them with the view of achieving personal and social development.

The creation of a culture that has a positive influence on the motivational practices of employees can be very challenging to the managers that do understand the workers’ cultural backgrounds. That is because their cultural backgrounds play a significant role in motivating them to high performance. The diversity of the employee creates some task for the management to create a corporate culture that motivates the employees (Amal, 2012). The knowledge of the employees by the management is imperative in helping them adopt the communication styles that reach the heart of employees. That makes employees build their trust on the employer. That trust is a high motivator for the employees to improve their performance because it creates a common ground that motivates them for them relate effectively (Holtz, 2004). If there is external regulation of people, it makes them perform their duties with the intention of avoiding undesirable consequences. The effective leadership traits that the managers may be having can help in unlocking the employee potential.

Samor (2009) says that the there should be the incorporation of the individualism and collectivism cultures emphasized by the organization. The collectivist cultures are those that out the emphasis on the collaboration harmony, the public good, shared interest, tradition and maintenance phase. The individualism cultures also need to be part of the corporate culture as they supplement the collectivist cultures to improve the performance of the organization. The dimension of individualism is that an individual is the most important element in an organization and that the uniqueness of the individual has supreme value on the organization. There is, however, a notable concern from the literature that collectivist cultures do form a rigid social framework. It puts the individual concerns as secondary while the group concerns are primary. It has it that an organization has to put great emphasis on the needs, views as well as the objectives of the in-group instead of oneself. There is also the beliefs that are common to the in-group rather than those that distinguish them.

The other corporate culture that highly motivates the employees is the incorporation of feedback into the organizational culture. That is because feedback is a vital aspect of motivation that if very effective in driving the employee efforts towards the common objectives and company goals. Fuller and Farrington (1999) say that the employees need to feel that they fit in the business operations of the enterprise if they can understand how their work contributes to the success of the company. The organization needs to help them understand what they need to improve and commend their efforts. If the management gives such a feedback to the employees’ performance, the employees felt motivated and encouraged to work harder. The lack of feedback makes things even worse, and it gives unpredictable outcome; thus there should be regular feedback for the purpose of performance optimization.

Shady (2004) also writes that the job design is another factor that can motivate employees and that it should be part of the organizational culture. The design of the ob should suit the various skills and competence of the employees, thus motivating them to produce more. The writer continues to say that it is upon the organization to foster the racial as well as social equality among its workforce. That consequently leads to the mitigation undue hardships that can result by having some employees feeling superior to others based on race. That is because when some employees feel inferior or intimidated, they have low motivation for work. Therefore, organizations need to embrace proper training of their employees to impart into them good corporate ethics as well as the standards of how to relate with fellow employees. That will enable those employees to see the goals and the objectives of the enterprise. Most of the employees have culturally imposed needs like visiting their families, taking care of parents. It, therefore, goes that organizations create a life work balance so as to accommodate those needs of employees (Cui & Junchen 2012). That calls for job design flexibility to some extent, and it is a very powerful motivation for the employees.

Thomas (2009) writes that the primary challenge to creating a corporate culture that highly motivates employees is the identification of what exactly motivates the employees. That is because of the individual differences that exist among the employees. That means the major obstruction to an influential corporate culture in an organization is the individual differences. Also Lockley (2012) 2addresses the same challenge by laying his focus on the cross-cultural practices among the employees. Lockley insists that some practices like engaging in dialogues and constructive arguments can be very motivational to employees whole they can be counter-productive in other organizations. The latter can especially occur in the organizations that are in countries with vast cross-cultural differences. So, wisdom is vital in this case so as to understand what type of culture can fit into given organization within a given environment so as to motivate employees for high performance.

From the above studies, the bottom-line is that the corporate culture influences the motivational practices for employees. This literature shows that a great linkage does exist between the corporate culture and motivational practice of employees and there is various cultures proposed in that literature. Some of the cultures are specific to some regions or backgrounds while others can be universal; some are collective while others are individual. The study helped to elucidate the character as well as the association between the corporate culture and motivational practices. Fist, the correlation between the corporate culture and the motivational practices has a basis on anecdotal evidence (Sathe, 1993). Won the other hand the empirical evidence support the link between corporate culture and motivational practices (For instance, Schein, 1992). I conclude therefore that corporate culture influences motivational practices.

Participants

The study intends to determine the influence that corporate culture has on the motivational practices. There tend to be growing need to study how the corporate culture influence the motivation practices that organizations use. In the study, we considered interview human resource managers in two different organizations. The choice of HR managers was because they have a crucial role in locating the motivational factors of employees and implementing them in the corporate culture. The focus of the study is to the culture of the organizations, motivation strategies available, and how employees behave.

The participants are HR managers who have been working in the organization for over four years. I first explained the objective of the research study and the gap that the study would help fill. The time range is essential because it means that they are aware of the different operations in the company and also the company’s corporate culture. These interviewees are also aware of the different motivation practices used in the companies. The participant 1 will be from the marketing company in South Carolina, and participant 2 will be the human resource manager from the IT Company. Participant 1 has been working with the company for over four years, and participant 2 has been the human resource manager since the establishment of the company in 2008.

Small-scale Interview Project Data Coding

The aim of the interview conducted for the small scale project was to address issues related to my eventual doctoral study on organization culture. Reviewing the written transcript, I did note some theme and then categorized the themes through highlighting the participant’s response. When coding the data, I considered looking for sentences and words that would help develop different categories. Table 1 represents the findings.

Table 1

Themes	Participant 1	Participant 2
Culture has positive influence	1	1
training	1	0
Compensation	0	1
Work environment	1	1
Trust	1	0
Better salaries	1	0

Interview Transcript with Color Coding

Interviewer: I am very thankful for agreeing to participate in this research interview. As explained before, the research focuses on the organization culture and motivational practices used. I believe that it is okay with you to record the interview.

Participant 1: Yes

Participant 2: Okay

Interviewer: Briefly describe the corporate culture of the organization?

Participant 1: I consider the culture of the organization as a clan oriented culture where we are all like family and focus on mentoring and nurturing one another.

Participant 2: the culture of this organization is innovative as we encourage our employees to be creative, and they have the authority to take risks and experiment.

Interviewer: What is the importance of organization culture?

Participant 1: Mmmmh, I believe that the culture of the organization usually helps to guide employees and also it provides employees with a sense of direction.

Participant 2: with the culture, it ensures that every employee understands their responsibilities and knows how they can accomplish the tasks ahead. In my organization, the culture tends to motivate employees to perform (1, culture positive influence)

Interviewer: How do you think the company's culture influence employee’s motivation?

Participant 1: I believe that this company exists for the benefit of employees, and the relaxing atmosphere tends to strengthen the motivation of employees (1, work environment). We have a down to earth atmosphere that allows employees to work without fear (1, culture positive influence).

Participant 2: the culture has an impact on employees and because we have different types of employees, motivation in the organization is usually different. The culture usually aims to support those employees who need motivation.

Interviewer: What is your perception of motivation?

(Participant 1: I believe that motivation is important for employees and as an HR manager, it is important always to find creative ways that will keep employees motivated at all times.

Participant 2: Motivation is important because of the benefits it brings. As a manager, it is important to use the different forms of motivation so as to facilitate employees reaching their goals and self-development.  1, there is positive influence)

Interviewer: How can you define the behavior of employees in the organization

(Participant 1: I consider our employees as being hardworking, honest, and direct. The employees usually work towards meeting their targets and as a result they will make sure that they obey the established rules. The atmosphere in the organization ensures that respect for colleagues is strong.

Participant 2: there is a certain kind of openness that exists in the organization where employees are usually free to talk to their superiors and colleagues. The employees only have to worry about the job and nothing more1 Work environment).

Interviewer: Has the organization had any effort in creating a motivating environment?

Participant 1: yes, the organization has been making efforts in getting employees to trust their superiors and superiors to trust their subordinates (1, Trust).

Participant 2: the company has been trying to establish an environment that is motivating as the managers usually consider different strategies that will allow employees to feel motivated (0, no trust).

Interviewer: What are the motivational practices used that meet most of the employee’s simulation?

Participant 1: the motivation practice that the organization uses to meet employees needs is providing a better salary. The organization also provides training for employees which tend to increase their motivation (I, training and salary).

Participant 2: we motivate our employees through the freedom they have in their work (0, no training). There is also financial compensation that usually motivates most employees to continue performing to their best (1, compensation).

Interviewer: As the HR, do you think that there are any special motivational practices that the organization should consider in motivating employees?

Participant 1: there are different types of motivation that we usually use to motivate our employees. However, we usually encourage our employees to suggest different ways that we can motivate them. As the HR, we have to decide if it is something doable or not, but at the moment we do not have special motivational practices.

Participant 2: in our organization, I am aware of different motivational practices that we can use to motivate our employees. Something about this organization is that we do not just implement all the motivational practices available; instead, we look at the practices that we believe will be effective for our employees and decide to use it. Therefore, I do not think that there are special motivational practices that we should use to motivate our employees apart from the ones that we are currently using.

Interviewer: Thank you very much for your time today. I appreciate it.

Developing the Codes

Before developing the interview codes, I had to read through the transcript several times so as to make sense of the whole transcript. When reading through the transcript, I was able to construct some tentative open codes for categories and subcategories of the data. When doing the coding, I was looking for some repeated concepts with the participants and made notes on a hard copy. The codes developed for the interview include 1 and 0 where 1 stands for positive and 0 is for the negative remark. In this case, code 1 means that the findings from the participant agree with the hypothesis of the study while 0 does not agree with the developed hypothesis.

When developing the code, it involved looking for the distinct concepts and data categories that form the basic units of the analysis (Stuckey, 2015). So as to determine the different themes and to code the data, I considered the use of highlight so as to distinguish the themes. St. Pierre & Jackson (2014) requires that researcher should consider doing more with less. It means that the researcher must dig deeper into every research instead of just relying on data themes from more interviews. During the coding process, every time the participant mentioned something that relate positively to the motivational practices, I would highlight with the yellow color. Also, when the participant mentioned something that does not relate to the motivational practices, I highlighted with the red color.

Theme Analysis

Work Environment

The human resource manager from the marketing company stresses that they have a relaxed atmosphere that influences its structure. The company has an atmosphere that allows employees to work with no fear. The HR manager for the IT organization also says that the organization offers a working environment for its workers. The manager claim that the employees only have to worry about the job and nothing more. Based on the description by the participants, it is evident that the organization culture for the two organizations influence the way employees perform and acts as a motivation for them to perform better.

Salary and Training

With the different cultures of the organizations, they employ various motivational tools. So as to keep its employees motivated, the marketing organization considers offering its employees with training and better salaries. These are the motivational practices used so as to meet the employees needs, and the culture of the organization influences the practices the organization use.

Compensation

Compensation is also another method of motivation. The IT organization is one that considers the innovative culture. In the organization, the company usually offers its employees the freedom of doing their work as they are encouraged to develop new ideas. As a means of motivation, the organization considers using financial compensation that tend to motivate employees to continue performing better and also being more creative as the culture suggests. The IT organization culture does not only implement all the motivational practices available; instead, it considers searching for different practices that can be effective for employees. It means that the culture of the organization influences the motivation practice used in the organization.

Conclusion

Organization culture tends to be an essential factor and based on the response of the participants; it is evident that organization culture has a positive impact on motivational practices. According to participant 1, the organization culture helps in guiding employees and also provides its employees with a sense of direction. The organization has a relaxed culture that includes family-oriented values. Participant 2 consider the culture of the organization as innovative that ensures every employee understand their responsibilities and also know how to accomplish tasks. The different organization cultures tend to motivate the employee to perform and develop new ideas.

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