ANALYTICAL REPORT ON MOTIVATION, LEADERSHIP, AND
COMMUNICATION IN AN ORGANIZATION
by:
GROUP 1
Asoy, Kinglord P.
Barilea, Billy Jaime I.
Cortez, Karyll C.
Lumingkit, Johnlloyd L.
Macallan, Mary Jane D.
Malate, Asheila S.
Mangaran, Piere Lawrence S.
Nanale, Datu F.
for:
MRS. MA. THERESA M. BALTAZAR
(Organization and Management)
and
MS. MARIA CRISTINA V. SALANGA
(English for Academic and Professional Purposes)
Nemesio I. Yabut Senior High School
05 February 2022
TABLE OF CONTENTS
ABSTRACT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I.
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Scope and delimitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Procedure / Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1
1
1
1
2
DATA COLLECTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Procedure of Data Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
RESULTS
Data Analysis and Interpretation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
i.
Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ii.
Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
iii.
Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4
4
6
8
SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS
Summary of Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
BIBLIOGRAPHY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
ABSTRACT
Due to this pandemic, all of us experienced an unexpected hardship that shaped our
lives as we know it. Some suffered less and others gained something new. The main
point of our report topic is to know how employees managed their motivation and
how their leaders adapted the communication and their leadership through this
pandemic. We conducted an online survey for us to know how they are handling
things. This report will help us know how they faced those kinds of problems.
INTRODUCTION
BACKGROUND
Studies have shown that many variables affect the effectiveness of leaders.
This study investigates behaviors related to the effectiveness of leadership in driving
change. The findings review previous studies that identify change effectiveness
skills while separating the behavior of a particular leader that seems most valuable
to implement the change: motivation and communication. Effective interpersonal
communication by a company's leaders can strengthen the company's commitment
and become a source of staff inspiration. Employees can be encouraged to develop
the duties that have been allotted to them if their bosses are capable of strong
interpersonal communication.
PURPOSE
The purpose of this analytical report is as follows:
•
•
•
•
To gather and analyze data concerning the factors that may affect the motivation and
demotivation of employees during this pandemic.
To find the effectiveness of their employers during this pandemic
To determine the satisfaction of employees in their job(s) during this pandemic.
To identify the problem, explain methods, analyze data, and make recommendations
towards a better workplace and organization.
SCOPE AND DELIMITATION
This analytical report focuses on the perspective of employees and their jobs
during this pandemic. This is about the perspective of the employees and their
current jobs through their motivation, communication, and leadership in their
organization.
The report limits its coverage only to 100 employees that are working during
the pandemic and is situated at the National Capital Region (NCR) of the
Philippines, we administered this survey to employees of different organizations.
We want to know and show this report how they are handling the situation in their
current work due to the pandemic.
1
PROCEDURE / METHODOLOGY
The following are the procedures/methodologies used in this analytical report:
•
•
We brainstormed through an online google meeting while gathering information.
We all agreed upon doing an online survey because it was the easiest and most safe
yet reliable way for us to get the data that we need.
2
DATA COLLECTION
This section presents the procedure on how data are collected through administering the
survey questionnaires. (See Appendix 3)
PROCEDURE OF DATA COLLECTION
Through an online survey, the researchers collected the data by:
(1) Deciding through an online google meeting about what type of method we will use to
effectively show the data gathered.
(2) We agreed to use different types of methods to have good results and reliable data from the
respondents.
(3) discussing what type of survey questionnaire will we use through meet;
(4) We agreed on conducting an online survey since it is safe and reliable.
(5) We gathered Informative data from people who have jobs during this pandemic and
collected their information.
(6) We asked them to fill out a survey about their current jobs.
(7) We added a rating scale in which the employees can rate their motivation towards their
work.
(8) We also provided several options for how an employee can be motivated and demotivated
by their job.
(9) We created a set of close-ended questions for how they value their work, how their
managers value them and allowed them to choose the best qualities of a boss/supervisor
they desire.
(10)
We added multiple-choice questions that include communication relationships at
work, solutions for conflicts and arguments, work environment, relationships with
coworkers, and employee values. We allowed them to express their preferences for the type
of coworker they want.
(11)
We also conducted an optional open-ended question about resolving conflict at
work and common obstacles that our survey participants faced while at their jobs
3
RESULTS
DATA ANALYSIS AND INTERPRETATION
This section presents the analysis and interpretation of the collected data through an online
survey.
I.
MOTIVATION
Motivation refers to the act of giving employees reasons or incentives to work, to achieve
organizational objectives. The researchers administered the survey questionnaire to 100 employees
(See Appendix 3) of different organizations throughout the NCR.
The following are the actual survey data results that came from the summary of
responses in the google forms:
MOTIVATION (RATING SCALE)
2
3
4
5
6
7
8
9
10
S A T IS F AC T ION T O
WORK (E.G. SALARY)
12
4
EMPLOYEE-EMPLOYEE
RELATIONSHIP
4
5
3
5
1
5
YOUR TIME FOR
YOURSELF
1
2
3
3
3
5
7
9
8
9
10
12
11
10
EMPLOYER-EMPLOYEE
RELATIONSHIP
12
14
16
16
19
19
18
7
3
5
6
5
4
9
1
4
5
9
14
14
16
17
16
13
10
23
24
26
27
1
HOW MUCH ARE YOU
MOTIVATED TO WORK
WHAT MAKES YOU UNMOTIVATED IN YOUR WORK?
My co-workers
My working environment
My boss
My salary
Others
10%
25%
18%
3%
44%
WHAT KEEPS YOU MOTIVATED TO WORK?
My Friends
My Family
My Relationship
1%
The Money
9%
17%
3%
70%
5
Financial Expenses
II.
LEADERSHIP
Leading is a management function that involves influencing others to engage in the work
behaviors necessary to reach organizational goals. The researchers administered the survey
questionnaire to know the employees’ preference of what/how leaders/employers should be.
The following are the actual survey data results that came from the summary of responses in
the google forms:
Leadership
1. Does your
manager value
your feedback?
12
88
2. Is your
manager
making it hard
for you to work
during this
pandemic?
15
85
3. Does working
with your
immediate
manager
positively
impacts your
work?
20
80
4. Does your
manager keep
you motivated
to work?
66
34
5. Do you agree
with the set of
rules and
policies set by
your manager?
7
93
0
10
20
30
40
50
No
6
Yes
60
70
80
90
100
WHAT IS THE BEST QUALITY DO YOU PREFER IN YOUR
MANAGER OR SUPERVISOR?
Approachable
Understanding
8%
Resilient
Strategic
Others
2%
4%
31%
55%
HOW OFTEN DOES YOUR MANAGER GIVES YOU
ADVICE?
Always
Often
9%
Sometimes
Rarely
1%
40%
26%
24%
7
Never
III.
COMMUNICATION
Communication is vital in an organization. It is the sharing of information through verbal
and non–verbal means, including words, messages, and body movements.
The following are the actual survey data results that came from the summary of responses
in the google forms:
2. DO YOU FEEL
CONNECTED WITH YOUR
CO-WORKERS?
1. WHICH DO YOU
PREFER?
Working at the workplace
Working at home
Yes
No
7%
29%
71%
93%
4. ARE YOU WILLING TO
ADMIT YOUR MISTAKES
AND LEARN FROM THEM?
3. DO YOU BELIEVE THAT
COMMUNICATION IS THE
BEST SOLUTION FOR ANY
CONFLICT AT WORK?
Yes
Yes
No
2%
2%
98%
98%
8
No
5. DO YOU TREAT YOUR COWORKERS LIKE FAMILY?
Yes
6. ARE YOU OPEN TO YOUR
CO-WORKERS?
No
Yes
7%
No
18%
82%
93%
8. WHY DO YOU THINK GOOD
EMPLOYEES QUIT?
7. WHAT IS THE BEST
QUALITY OF A CO-WORKER
DO YOU MUCH PREFER?
Friendly
others
Positive
Respectful
Disciplined
The working environment
The salary
The co-workers
The boss
External factors
others
2%
16%
36%
5%
2%
45%
4%
46%
29%
14% 1%
9
SUMMARY OF FINDINGS, CONCLUSIONS, AND
RECOMMENDATIONS
A. SUMMARY OF FINDINGS
Among 100 respondents we acquired the following data:
I.
MOTIVATION
1. Rating from 1-10 of how our respondents are motivated to go to work, the
highest from all the respondents was 8-10
2. From our chart of "What makes you unmotivated in your work" 15 % of our
respondents said "Their salary" 23% of our respondents said "my co-workers"
and 44% of the highest got picked by our respondents was "The working
environment"
3. From our chart of "What keeps you motivated" 70% of our respondents said
"My family", 17% of them said "Money" 8% chose to put "My friends"
II.
LEADERSHIP
1. In leadership We conducted a closed-ended question, "Yes or no" about "Does
your manager value your feedback?" 97% of our respondents said "Yes" while
5% said "No".
2. In "Is your manager approachable?" In the questionnaire, 65% Said "Yes" while
27% of "No"
3. Is your company open to change?" 75 % said "Yes," and 25% Said "No"
4. in our "Do you receive sufficient learning opportunities in your job?"
Questionnaire 80% of Our respondents said "Yes" 25% said "No",
5. In our questionnaire "Does your manager care about your development?" 90%
Said "Yes" and 10% Said "No",
6. in our "Does working with your immediate manager positively impact your
work?" And in our "Does your manager keep you and your co-workers
motivated while you work?" 85% of our respondents said "Yes" and the 15%
Others said "No"
7. our questions about "Do you agree with the set of rules or policies set by your
manager?" 80% Said "Yes," 20% Said "No".
8. We also conducted a questionnaire of "What is the best quality do you prefer in
your manager or supervisor?" 57% of our respondents answered,
"Understanding" 30% of "Approachable" and 7% of strategic
9. We conducted another questionnaire of "How often does your manager give
you advice?" 9% of our respondents said "Rarely", 24% of respondents said
"Oftentimes" and 26% said "Sometimes"
10
III.
COMMUNICATION
1. We conducted another closed-ended questionnaire about "communication"
(few choices). In our questionnaire "Which do you prefer?" We gathered from
our respondents 71% picked "Working at the workplace" and 29% choose
"working from home"
2. in our "Do you feel connected with your co-workers?" Questionnaire
respondents’ response is 93% "Yes" and 7% "No"
3. in our "Do you believe that communication is the best solution for any conflict
at work?" Our respondents responded 98% of "Yes" 2% response "No"
4. in our "Are you willing to admit your mistakes and learn from them?"
Questionnaire 98% said "yes," 2% said no.
B. CONCLUSION
People often have different perspectives on different things, that is why we aim to shed
light on certain things that make them motivated and unmotivated. From their preferences in their
managers to their co-workers whom they either hate or like.
The survey questionnaire gave us an idea of what it means to be a worker or an employee
during this pandemic. According to an article by Fallesen (2021), “The economic impact of
COVID-19 is particularly worrisome as the surveyed communities are already a subset of the
poorest and most vulnerable communities in the Philippines. Following significant job and income
losses, communities are at risk of further increases in poverty.” As the survey results from Fallesen
state, communities are at risk, again, for poverty. Unsurprisingly, many jobs during the start of the
pandemic were lost, but people must find a way for them and their families to survive and strive
for a better future. Finding jobs was the difficult part, some were pushed to do things outside their
degree, and many went into pursuing an online business.
We find that conducting this survey leads us to a conclusion that we need better
governance, and a better health care system. The people whom we surveyed suggest that the
working environment plays a crucial role in their performance at work if only we had government
officials who had taken devious actions to play out this pandemic from the start. The conducted
survey proves to us that we need to take further action in terms of voting better public officials for
us to attain the normality we once had.
C. RECOMMENDATIONS
The researchers have the following recommendations based on the findings in this
analytical report:
(1) Based on the bar graph we provided on the summary of findings in the motivation section,
the salary affects the employee’s performance and motivation to work better. We
recommend changing the organization’s policies in terms of the salary for a better
performance of the employees.
11
(2) Based on the pie graph we provided on the summary of findings in the communication
section, we found out that the work environment has a huge impact on the performance
and motivation of the employees. We recommend switching to a more workable working
environment for the optimal performance of the workers.
(3) Based on the pie graph we provided on the summary of findings in the Leadership section,
we found out that only 4 out of 10 employees get enough advice from their managers. We
firmly believe that a manager’s advice can greatly affect the performance of the employees.
In doing so, it motivates them and inspires them to work harder.
12
BIBLIOGRAPHY
(1) Fallesen, D. (2021, November 10). World Bank Group. Retrieved from World Bank Blogs:
https://blogs.worldbank.org/eastasiapacific/how-covid-19-impacted-vulnerable-communitiesphilippines
13
APPENDICES
APPENDIX 1 – Consent Letter to Conduct the Survey Questionnaire
14
APPENDIX 2 – Letter to the Respondents
15
16
APPENDIX 3 – Survey Questionnaire
17
18
19
20
21
22
23
24
25
26
27
28
29