Relative Strengths of the Factors that most impact
Employee Motivation and programs to Improve
Employee Moral in the Workplace
Prepared for
Mary Groves
University of Reno Nevada
Prepared by
Sean O’Brien
Vince Stoddard
Brad Rootz
Clinton Strem
December 6, 2011
Table of Contents
List of Tables ................................................................................................................................... iii
List of Figures ................................................................................................................................. iv
Executive Summary ......................................................................................................................... v
Section 1 ........................................................................................................................................... v
Introduction to the Study .............................................................................................................. v
Introduction .............................................................................................................................. v
Statement of the Problem ......................................................................................................... v
Significance of this Study......................................................................................................... v
Scope of the Study ................................................................................................................... vi
Methods of the Study............................................................................................................. viii
Limitations of the Study .......................................................................................................... ix
Findings, Conclusions, and Recommendations ........................................................................... ix
Introduction ............................................................................................................................. ix
Findings ................................................................................................................................... ix
Conclusions ................................................................................................................................ xii
Recommendations ...................................................................................................................... xii
References ..................................................................................................................................... xiii
Appendix A .................................................................................................................................... xiv
Appendix B...................................................................................................................................... 1
Appendix C...................................................................................................................................... 2
POWERPOINT OUTLINE ............................................................... Error! Bookmark not defined.
Appendix D ..................................................................................................................................... 2
POWERPOINTS ............................................................................................................................. 4
List of Tables
Table
1.
Weighted Responses…….………………………………………………………...2
List of Figures
Figure
1.
Age Distribution of Respondents……………………………………………….....5
2.
Income Distribution of Respondents……………………………………………...5
3.
Number 1 Ranked Motivator……………………………………………………...6
Executive Summary
Introduction
Findings
Recommendations
Section 1
Introduction to the Study
Introduction
It is no doubt that businesses would not have any chance of survival without its
workforce, and it is for this reason that managers must keep their employees motivated.
An employee’s level of satisfaction with their job is directly related to their level of
productivity, but what is it that keeps an employee satisfied? Since every employee is
different, there is no single factor that keeps them all satisfied. Some common factors of
employee motivation are things like salaries, promotions, variety of tasks, workplace
environment, and an employee’s feelings towards management. Part of being a manager
is knowing how to keep your employees satisfied in order to keep a business afloat.
Statement of the Problem
(Linder 1998) “For this paper, motivation is operationally defined as the inner,” or outer,
“force that drives individuals to accomplish personal and organizational goals.” The issue
businesses face today is that employees are not fully motivated; in other words, the force
that drives these individuals to complete a goal is not working at full potential. This
inefficiency to businesses can be removed by increasing the forces that drive individuals.
Motivated employees are necessary for the survival of organizations and the human race.
The twenty-first century is full of “Rapidly changing workplaces” (Linder) that require
businesses to be innovative to survive. The best innovations come from employees.
Unmotivated employees are the cause of business inefficiency. The purpose of this report
is to establish five criteria of employee motivation and test the effectiveness of each one
on employees in order to provide management with an informed recommendation on how
to increase employee motivation.
Significance of this Study
Knowing and understanding the factors that play into employee motivation will allow the
ability to identify what to implement to the workplace that will better motivate employees
from a company standpoint. By doing so, the employee workplace will be a safe and
positive place where business can be conducted. Understanding variables that impact
workplace motivation, ability to deploy fixes will be simple to do and will increase
workplace effectiveness as well as overall efficiency. With these fixes, employees will
have a positive outlook on coming in for work and find it more enjoyable than before.
The company will witness higher employee efficiency, seeing more work get done and
when it is time to increase efficiency rates, will know what to implement to see results.
With the recommendations in this study, managers will know what programs to enforce
to those under them and meet their quota.
Scope of the Study
The purpose of this study is to identify factors that significantly affect employee within
the company and based upon the results, provide recommendations to management for
improvement. Within the study, the five criteria are “Monetary Compensation”,
“Recognition Compensation”, “Workplace Environment”, “Personal Relationships”, and
“Promotion Opportunities”. Each criterion is defined below:
 Monetary Compensation: The additional acquisition of income in the forms of but
not limited to: yearly/hourly salary increase, paid vacation, company provided
health benefits, and commission.
 Recognition Compensation: Receiving acknowledgment for accomplished tasks
in the form of formal congratulations, company acknowledgement awards, and
recognition from management.
 Personal Relationships: The day to day experiences one receives with co-workers,
management, and any individual that represents the company.
 Promotion Opportunities: The additional acquisition of employment benefits
through increase in job responsibilities, tasks, status, and overall rank within the
company.
Review of Related Literature
Houran & Kefgen (2007) reported findings from research done on the effects of money
and employee motivation. They stated that money is one of the most fundamental
incentives for employees to perform satisfactorily no matter how bland or diverse their
job tasks are. Other studies showed that managers must be conscious of how much they
are raising an employee’s salary because it can strongly influence the employee’s
perception of their manager’s recognition. For example if the increase in pay is too low,
the employee may feel that their manager is not appreciative of their efforts. What
managers must take in to consideration is that money is not the only incentive for
employee’s to perform well. Although it is true that monetary incentives are known to
show the highest percentage increase in performance, other factors such as social
recognition and feedback play a large part in employee motivation as well.
This study of motivation was found through the use of the University of Nevada, Reno’s
copy of Business Source Complete article database. The study was conducted in 2011 by
the University of Eriznican, Turkey. The individuals who created this study were Orhan
Cinar, Cetin Bektas, and Imran Asian. All personal information is available for these
individuals including email. The source for the article is Economics & Management;
2011, Vol. 16. The accuracy of the study has been confirmed through creditability of the
University and report found in Economics & Management,2011, Vol. 16. Through the
use of descriptive analysis of a survey, the researchers compared the effectiveness of both
intrinsic and extrinsic motivation. The analysis is present in the report using descriptive
statistics that are valid and accurate. Key motivation theories are discussed, including
Maslow’s Hierarchy.
Nohria, Groysberg, and Lee (2008), discuss how to fulfill motivational drives for
employees. They have come up with the four step model of motivational drives which
include the following: acquire, bond, comprehend, and defend. Acquire is best thought of
as a reward system. Bond is the workplace culture; relationship among peers and fellow
workers. Comprehend is best looked at as job design. Defend is having transparency
between all processes, being fair, and building trust between management and employees.
The authors argue that these four drives are the essentials that employees wish to fulfill
during their time of employment. If company executives can follow and apply these
drives to their employees, allowing them to fulfill their most fundamental needs, then
there will be a big increase in company performance.
(Linder 1998) Workplace environment for the purpose of this study is comprised of three
major factors: interesting work, job task variety, and good working conditions. In
Linder’s study, interesting work ranked the highest motivation factor. Interesting work is
a form of self actualization in Maslow’s need-hierarchy theory, the highest and most
realized point. According to the theory, an employee must have the first four levels
satisfied before being able to have self actualization. This study will be unable to test if
one need has to be met before the next level can be achieved, but it is important to note
that Linder’s top rated motivator rests at the top of the pyramid.
This source was obtained through the University of Nevada, Reno’s online database. This
article discusses key information with regards to the importance of an individual’s need
to for self-fulfillment through accomplishing self-set goals. These goals may pertain to
promotion through a company. If an individual does not see the value in these promotions
then they may become complacent and lack the drive with regards to their job task
performance. This source’s creditability is confirmed through the connection of the
University of South Florida. All personal information is included for the authors and
researchers involved with this article and it was published in April of 2010.
Methods of the Study
Source of Data
All data will all come from 60 participant’s answers to the questionnaire. The
questionnaire includes 6 demographic questions about sex, age, education, income,
marital status, and dependent children. Respondents must then rate different criteria of
employee motivation on a scale from 1 to 6, 1 being never motivates and 6 being highly
motivates. Respondents are asked 4 questions on monetary compensation spanning from
wage increases, bonuses, paid vacation, and health benefits. 2 questions deal with
receiving recognition compensation from either managers or the public. Another 2
questions cover an employee’s personal relationships with co-workers or managers. 1
question has respondents rate the effectiveness of job security. 3 questions deal with
workplace environment asking about the actual job and its location cleanliness. Finally is
a question that has respondents rate the 5 main criteria of employee motivation on a scale
from 1 to 5, 1 being the most motivating and 5 being the least. A copy of the
questionnaire can be found in Appendix A on page _.
Sample Selection
A nonprobability, convenience sampling technique was used to reach out to employees
on Facebook and email. Every member of the group posted a link of the questionnaire to
Facebook asking employees to complete the survey. Other questionnaires were emailed
to employees working in casinos in Las Vegas. The confidentiality of the questionnaire
makes it impossible to identify respondents.
Statistical Methods
The bulk of the data was analyzed using simple statistics. Demographic questions were
analyzed as a percent of response, meaning the number of responses to each choice is
divided by the total number of responses. Minitab will be used to perform more complex
analysis of the data. Correlation should be checked for between significant variables in
order to check for patterns or trends. The final ranking question was analyzed by
assigning 5 points to the 1st ranked motivator, 4 points to the 2nd ranked motivator, and so
on. Then the weight for each criterion, for every single rank, was multiplied by the
number of points assigned to each rank. Please refer to Table 3 on page _ to see the exact
process.
Limitations of the Study
Obvious limitations of this study include: being unable to test all variables of employee
motivation, being focused on a specific company, using a short and simple length
questionnaire, and not everyone answers truthfully on questionnaires. The study would be
too difficult if it tried to encompass all possible criteria of employee motivation;
therefore, only five variables were chosen for comparison. The questionnaire was kept
short and simple in order to get people to take time out of their days to fill them out.
Because the questionnaire is the main source of information, its simplicity deters the need
for more question analysis. It is also true that some people do not fill out questionnaires
with honesty so some of the results could be inaccurate. The final and largest limitation to
this study is the fact that the criterion “Job security” is not really applicable to the real
world. Although job security may be an awesome motivator for employees, few to no
employers would ever offer such a deal.
Section 2
Findings, Conclusions, and Recommendations
Introduction
The purpose of this study is to determine to what extent different criteria motivate
employees and make recommendations to management on how to most effectively
motivate employees. Sixty respondents to the questionnaire posted on Facebook were
analyzed. This section discusses the findings, conclusions, and recommendations to
management.
Findings
Demographic Profile
Almost all of the questionnaires were filled out through Facebook. The distribution of sex
was fairly even with 31 females and 29 males. Figure 1 on the next page illustrates that
43% of the questionnaires were completed by young adults in the 18-24 range, 28% of
respondents between the ages 25-34, and 13% of respondents between ages 45-54. Figure
2 on the next page demonstrates that 38% of respondents make below $22,500 a year
while 27% of the respondents reported making between $100,001 to $200,000 a year.
The other 45% fall between these two categories.
Chart of What is your age?
25
Count
20
15
10
5
0
>77
18-24
25-34
35-44
What is your age?
45-54
55-64
Figure 1: Age Distribution of Respondents
Chart of What is your household income?
25
Count
20
15
10
5
0
1
00
0,
0
$1
0
00
0,
0
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-$
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0
00
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3
-$
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00
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5
7
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0
1
0
0
5,
00
0,
5,
$3
$5
$7
<
0
50
2,
2
$
What is your household income?
Figure 2: Income Distribution of Respondents
Criteria that most Effectively Motivates Employees
Respondents had to list the five criteria in order from the most effective at motivating
employees to the least effective. This was necessary because most respondents ranked all
of motivating criteria as being an effective motivator on its own. Respondents were
forced to choose one criteria over another.
Figure 3 represents the best motivation factor to the respondents. Summed up, Table 1
shows the respondents ranked the five employee motivation criteria in the following
order: (1) monetary compensation, (2) job security, (3) personal relationships, and (4)
recognition compensation, and (5) workplace environment.
Chart of 1. Rank 1 motivator
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Figure 3: Number 1 Ranked Motivator
Job Security
Monetary Compensation
Personal Relationships
Recognition Compensation
Workplace Environment
(20/60)(5)
(25/60)(5)
(4/60)(5)
(4/60)(5)
(8/60)(5)
+(12/60)(4)
+(23/60)(4)
+(6/60)(4)
+(12/60)(4)
+(7/60)(4)
+(8/60)(3)
+(5/60)(3)
+(19/60)(3)
+(16/60)(3)
+(12/60)(3)
+(9/60)(2)
+(5/60)(2)
+(22/60)(2)
+(10/60)(2)
+(14/60)(2)
+(11/60)(1) = 3.35
+(2/60)(1)= 4.067
+(10/60)(1)= 2.583
+(18/60)(1)= 2.567
+(19/60)(1)= 2.517
Table 1: Weighted Responses
Programs Employers can Offer Employees to Increase Motivation
The first and best way to motivate employees, according to this study, is to increase the
amount of monetary compensation they receive. If it is possible to provide job security
than that will also increase employee motivation significantly. The other three criteria did
not have as much motivational weight as the other two, but they still positively affect
employees
Conclusions
Based on the findings, multiple conclusions can be made about what factors motivate
employees the most. The findings of this study show the criterion in order from the
highest motivation factor to the lowest: (1) Monetary Compensation, (2) Job Security, (3)
Recognition Compensation, (4) Personal Relationships, and (5) Workplace Environment.
It was not surprising to learn that monetary compensation beat out the other motivators in
this study. Referring back to Figure 1, because 71% of the respondents fall between the
ages 18-35, it is not surprising to discover that the driving motivator for this study is
money. The 43% of respondents between ages 18 – 24 are still building the foundations
of their life and career. It is only logical that money would be the best motivator for this
group because they are just getting started.
Job Security was chosen as the second best motivator by respondents. As great as
absolute job security would be, it is something that employers cannot guarantee. The job
security criterion has been deemed unrealistic. Despite being a highly effective motivator
in this study, no conclusions can be made because employers will not be able to
implement any job security motivation programs.
Although recognition compensation landed third on the list of motivators, it should not be
ignored. Just because it is not the most effective motivator does not mean that it does not
motivate employees. The payoff in motivation may not be as high as increasing a
person’s wages, but it will still increase.
The differences between recognition compensation, personal relationships, and
workplace environment were very slim. All three of these criteria have similar or equal
power in increasing the motivation of employees. Recommendations can be made based
on the data of all three. These criteria were unable to land the number 1 spot, but that
does not mean that they are useless of ineffective.
Recommendations
The following recommendations were made based off the findings and conclusions in this
study:
1. Employers can increase employee motivation by increasing the amount of monetary
compensation employees receive.
2. Employers should encourage all employees to develop a sense of community with each
other and management.
3. Employers should institute policies that formally recognize the achievements of its
employees.
4. Employers should hire interested employees, give them a variety of tasks, and keep the
work environment clean.
References
Çınar, O., Bektaş, Ç., & Aslan, I. (2011). A MOTIVATION STUDY ON THE
EFFECTIVENESS OF INTRINSIC AND EXTRINSIC FACTORS. Economics
& Management, 16690-695. Retrieved December 4, 2011 from
http://www.knowledgecenter.unr.edu/search/blackbox.aspx?x=0&y=0&bookKey
words=&articleKeywords=motivation&searchType=articles&searchEngine=acad
emic+search+premier
Houran, J., & Kefgen, K. (n.d.). Money and employee motivation. Retrieved December 6,
2011 from http://www.2020skills.com/asts/Money and Employee Motivation.pdf
Johnson, R. E., Chang, C., & Yang, L. (2010). COMMITMENT AND MOTIVATION
AT WORK: THE RELEVANCE OF EMPLOYEE IDENTITY. Retrieved
December 4, 2011 from
Lindner, J. (1998). Understanding Employee Motivation. Retrieved December 4, 2011
from http://www.joe.org/joe/1998june/rb3.php
Nohria, N., Groysburg, B., & Lee, L. (2008). Employee motivation: A powerful new
model. Retrieved December 4, 2011 from
http://www.ippn.ie/images/stories/EndaMcNulty_Emp
Appendix A
Employee Motivation Questionnaire
Please answer the following questions. All responses will be confidential and respondents
will remain anonymous:
o 2
What is your sex?
o Female
o >3
o Male
What is the highest level of
What is your age?
education that you have
o < 17
completed?
o 18-24
o < High School
o 25-34
o High School Graduate/GED
o 35-44
o Some College
o 45-54
o Associates Degree
o 55-64
o Bachelor's Degree
o 65-76
o Master's Degree
o >77
o Doctorate's Degree
o Other
What is your marital status?
o Never married
What is your household income?
o Married
o < $22,500
o Divorced
o $22,501 - $35,000
o Separated
o $35,001- $50,000
o Widowed
o $50,001 - $75,000
o $75,001 - $100,000
How many dependent children do you
o $100,001 - $200,000
have?
o 0
o >$200,001
o 1
On a scale of 1 to 6, with 1 being never motivates and 6 being highly motivates, please
rate the following types of monetary compensation.
1.) Receiving additional monetary
Motivates
Motivates
compensation in the form of wages
On a scale of 1 to 6, with 1 being never
1 2 3 4 5 6
motivates and 6 being highly motivates,
Never
Highly
please rate the following types of
Motivates
Motivates
personal relationships.
2.) Receiving additional monetary
compensation in the form of bonuses:
1 2 3 4 5 6
Never
Motivates
Highly
Motivates
3.) Receiving additional monetary
compensation in the form of paid
vacation:
1 2 3 4 5 6
Never
Highly
Motivates
Motivates
4.) Receiving additional monetary
compensation in the form of company
provided health benefits for you and
your children:
1 2 3 4 5 6
Never
Highly
Motivates
Motivates
On a scale of 1 to 6, with 1 being never
motivates and 6 being highly motivates,
please rate the following types of
recognition compensation.
1.) Receiving positive recognition from
management for a job well done:
1 2 3 4 5 6
Never
Highly
Motivates
Motivates
2.) Receiving public recognition for a
job well done:
1 2 3 4 5 6
Never
Highly
1.) Having positive relationships with
co-workers:
1 2 3 4 5 6
Never
Highly
Motivates
Motivates
2.) Having positive relationships with
managers:
1 2 3 4 5 6
Never
Highly
Motivates
Motivates
On a scale of 1 to 6, with 1 being never
motivates and 6 being highly motivates,
please rate the effectiveness of job
security.
1.) Having job security:
1 2 3 4 5 6
Never
Highly
Motivates
Motivates
On a scale of 1 to 6, with 1 being never
motivates and 6 being highly motivates,
please rate the effectiveness of
workplace environment.
1.) Being interested in your job:
1 2 3 4 5 6
Never
Motivates
Highly
Motivates
14.) Rate the following motivators on
a scale from 1 to 5, with 1 being most
important and 5 being least
important:
2.) Having a variety of job tasks:
1 2 3 4 5 6
Never
Motivates
Highly
Motivates
3.) Working in a clean and organized
physical location:
1 2 3 4 5 6
Never
Motivates
Highly
Motivates
____ Job security
____Monetary compensation
____Personal relationships
____Recognition compensation
____Workplace environment
Appendix B
Job Security
Monetary Compensation
Personal Relationships
Recognition Compensation
Workplace Environment
(20/60)(5)
(25/60)(5)
(4/60)(5)
(4/60)(5)
(8/60)(5)
+(12/60)(4)
+(23/60)(4)
+(6/60)(4)
+(12/60)(4)
+(7/60)(4)
+(8/60)(3)
+(5/60)(3)
+(19/60)(3)
+(16/60)(3)
+(12/60)(3)
+(9/60)(2)
+(5/60)(2)
+(22/60)(2)
+(10/60)(2)
+(14/60)(2)
+(11/60)(1) = 3.35
+(2/60)(1)= 4.067
+(10/60)(1)= 2.583
+(18/60)(1)= 2.567
+(19/60)(1)= 2.517
One-way ANOVA: 1. Receiving additional wages versus Income
Source
Income
Error
Total
DF
5
54
59
S = 0.9030
Level
0
1
2
3
4
5
N
23
1
4
7
9
16
SS
4.698
44.035
48.733
MS
0.940
0.815
R-Sq = 9.64%
Mean
5.3478
6.0000
5.7500
5.7143
4.8889
5.6250
StDev
0.8317
*
0.5000
0.4880
1.6159
0.6191
F
1.15
P
0.345
R-Sq(adj) = 1.27%
Individual 95% CIs For Mean Based on
Pooled StDev
--------+---------+---------+---------+(--*---)
(-----------------*-----------------)
(--------*---------)
(------*------)
(-----*-----)
(---*----)
--------+---------+---------+---------+5.0
6.0
7.0
8.0
<22k
22k-35k
35k-50k
50k-75k
75k-100k
100k-200k
Pooled StDev = 0.9030
Correlations: 4. Receiving additional health, How many dependent children do
Pearson correlation of 4. Receiving additional health and How many dependent
children do = 0.237
Appendix C
EMPLOYEE MOTIVATION
Presented to the Management
Team WolfPack
I.
OPENING
SLIDE1- TEAM INTRO
A. Good morning everyone. Today we are here to discuss employee motivation
within our company. We will look at the reasons why it is important for
management to be aware of what motivates their employees. Secondly, we will
discuss what are the main factors of employee motivation. And finally, our team
will provide you with the results of our internal review of the company’s
employee’s motivation factors and how we think we can improve them.
B. Purpose: Our purpose today is to explain to you, management executives, the
importance of understanding how to motivate your employees to achieve
maximum proficiency.
SLIDE 2- WHY STUDY MOTIVATION?
C. Increase Employee Satisfaction.
1. If management can learn what factors contribute to their employee’s
satisfaction, they are more likely able to enhance those factors.
D. Increase Employee Productivity.
1. Once the motivation factors are enhanced by management, employee
productivity should increase.
E. Increase in Results for company.
1. With employee productivity on the rise, the company should experience
increased results.
F. Success for company.
1. Increased results lead to the overall increased success of the company.
II. Body
SLIDE 3- FACTORS AFFECTING MOTIVATION
A. Monetary compensation-This is the additional acquisition of income in the forms of
but not limited to: yearly/hourly salary increase, paid vacation, company provided health
benefits, and commission.
B. Recognition Compensation- This is receiving acknowledgment for accomplished
tasks in the form of formal congratulations, company acknowledgement awards, and
recognition from management.
C. Workplace Environment- Can be defined as the physical and/or emotional attributes
that affect the atmosphere around an employee.
D. Personal Relationships- Are the day to day experiences one receives with co-workers,
management, and any individual that represents the company.
E. Promotion Opportunities- Finally, Promotion Opportunities are the day to day
experiences one receives with co-workers, management, and any individual that
represents the company.
SLIDE 4- METHOD OF STUDY
F. We conducted both primary and secondary research in order to be successful in our
study. Our primary research was a Convenience Sample of 60 employees within the
Company sent via Email & Facebook. The results will be discussed in just a second.
G. Our Secondary Research was conducted through the review of scholarly articles to
determine factors of motivation.
SLIDE 5-RESULTS OF THE STUDY
H. Here is the ranking of motivational factors scored by the 60 individuals within our
survey. The scores next to the factor were computed by using a weighted average of the
submitted answers. Please take a moment to review the following:
1. Monetary Compensation (4.067)
2. Job Security (3.35)
3. Personal Relationships (2.583)
4. Recognition Compensation (2.567)
5. Workplace Environment (2.517)
Slide 6-RECOMMENDATIONS FOR THE COMPANY
I. Finally, we would like to conclude with our recommendations for the company. As you
can see here, we have four solid recommendations for our company. With the last
recommendation being unfinished.
J. Monetary Incentives for Performance: The first recommendation would be an increase
or emphasis within the company on receiving monetary compensation with increases in
performance. Due to rough economic times, we understand that any additional monetary
compensations will cost the company, however, we feel that in the case of motivating
your employees, the incentive to make more money will increase their productivity. With
that productivity, the increased revenues may be put forth to the employee in the form of
a bonus, paid day off, vacation, or other monetary incentive.
K. Company Awards for Performance: Company awards are a great way to keep your
employees motivated. These awards can be something as simple as an employee of the
month. Here are some other recommendations for awards within the company: Customer
Service Award, Team Player Award, Outstanding Performance Award, and Employee of
the Year.
L. Develop a “Community” within Company: What this recommendation is in a nut shell
is simply getting to know your surroundings. We want our employees to be excited to go
to work and be around people they like. On many cases, employees see more of their coworkers than they do their own family. That is why we want to establish a “community”
type feel. We want everyone to be comfortable at work.
M. Company bonding activities are simply activities that strengthen the relationships
between co-workers. These can be in the form of company parties, picnics, etc. However,
we want our company to think outside of the box. We would recommend things like
company outings to sporting events, concerts, movies, and other normal things people
enjoy doing. Have events where employees bring their family. All and all, we want our
employees to get to know one another. Be friendly, happy, and thus more productive
when they are clocked in.
N. Job Security is a tough recommendation to cover. Unfortunately, with the tough
economic times, it is hard to guarantee a job to someone for a unforeseen length of time.
However, our recommendation would be to focus on upcoming goals within the
company. If you are able to keep your employees in the present and near future, you will
be able to get the best work possible.
III. CONCLUSION
A. We would like to thank you for being here today and taking the time out of your busy
schedule. We hope our presentation has been informative and beneficial to the company.
We will now take any questions.
Appendix D
POWERPOINTS