Statement of level of Confidentiality · Web view3.061-.004 Organizational culture and value...
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Working From Home, Overall Motivation and Performance 1
AN EXPLORATORY STUDY OF MOTIVATION OF EMPLOYEES WORKING FROM
HOME IN THE IT SECTOR IN THE UK
by [Name]
Dissertation submitted in partial fulfilment of the requirements for the
MSc Management
Date
Working From Home, Overall Motivation and Performance 2
Statement of level of Confidentiality
Working From Home, Overall Motivation and Performance 3
Acknowledgements
Working From Home, Overall Motivation and Performance 4
Abstract
Amid the Covid-19 pandemic, many business organizations, especially in the IT
industry are forced to implement health advisories entailing working from home to minimize
the spread of the virus. While committing employees to work from home in adherence to
government regulations, literature is scarce on how working from home as a consequence of
lockdown and social distancing policy amid the Covid-19 crisis affects the motivation of
employees in the IT sector with the UK economy. This study, therefore, purposed to establish
how IT business organizations are motivating their virtual teams and exploiting the
motivation strategies to influence their performance while adopting the new work
environment. Based on a positivist paradigm in tandem with a deductive logic in the
interpretation of the collected data, a quantitative explanatory study was developed. Using the
Qualtrics platform, 150 questionnaires were issued to randomly selected IT executives. On
subjecting the responses to descriptive and inferential analysis, the findings demonstrated that
strategies to employee motivation point to the creation of an ample working environment and
recognition, in addition to a competitive remuneration package. Moreover, the findings
established that maintaining a conducive organizational culture and organization management
system directly influences employee performance while emphasizing the need for autonomy,
promoting IT employees to remaining true to their values and beliefs, as well as instilling a
sense of competence sustains the overall motivation of IT sector employees and their
performance level amid the Covid-19 pandemic.
Keywords: Working from home, Employee motivation, Employee performance,
Productivity, Work environment, Employee recognition and Monetary reward
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Glossary
GDP - Global Development
HRM - Human Resource Management
IT - Information Technology
SMBs - Small and Medium-Sized Businesses
SPSS – Statistical Package for Social Scientists
UK – United Kingdom
WFH – Working from Home
Table of Content
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s
Abstract......................................................................................................................................4
Chapter One: Introduction........................................................................................................10
1.1 Introduction....................................................................................................................10
1.2 Background.....................................................................................................................10
1.3 Problem Statement..........................................................................................................14
1.4 Aim and Objectives........................................................................................................15
1.4.1 Research Aim...........................................................................................................15
1.4.2 Research Objectives.................................................................................................15
1.5 Research Questions........................................................................................................15
1.6 Research Significance....................................................................................................16
1.7 Background and Relevance of the Topic........................................................................16
1.8 Justification of the Approach..........................................................................................17
1.9 Summary.........................................................................................................................17
Chapter Two: Literature Review..............................................................................................19
2.1 Introduction....................................................................................................................19
2.2 Theoretical Review.........................................................................................................20
2.3 Employee Motivation.....................................................................................................22
2.4 Indicators of Employee Performance.............................................................................24
2.5 Work Environment in the IT Sector...............................................................................26
2.6 Working from Home and COVID-19.............................................................................28
2.6.1 Strategies Adopted at IT Business Organizations for Employees...........................30
2.6.2 Accountability..........................................................................................................32
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2.6.3 Sustainability...........................................................................................................34
2.7 Gap Literature.................................................................................................................36
Chapter Three: Research Methodology and Research Design.................................................37
3.1 Introduction....................................................................................................................37
3.2 Research Philosophy......................................................................................................37
3.3 Research Design.............................................................................................................38
3.4 Research Strategy...........................................................................................................39
3.5 Research Approach.........................................................................................................40
3.6 Research Method............................................................................................................41
3.7 Sampling Procedure........................................................................................................42
3.8 Research Instruments......................................................................................................43
3.9 Data Collection...............................................................................................................44
3.10 Data Analysis and Interpretation..................................................................................45
3.11 Ethical Considerations..................................................................................................46
3.12 Validity and Reliability of the Instruments..................................................................47
3.13 Limitations....................................................................................................................48
3.14 Summary.......................................................................................................................48
Chapter Four: Data Collection, Analysis and Synthesis..........................................................49
4.1 Introduction....................................................................................................................49
4.2 Findings..........................................................................................................................49
4.2.1 Demographics..........................................................................................................49
4.2.2 Strategies Adopted at IT Firms for Employees Operating from Home During
COVID-19 Pandemic........................................................................................................53
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4.2.3 Effects of the Strategies on Motivation and Productivity of Remote Teams in IT
Firms.................................................................................................................................56
4.2.4 Sustainability of Overall Motivation and Performance Levels of Employees
Working in IT Firms.........................................................................................................58
Chapter Five: Discussion of Data And Self-Critical Reflection On The Research.................60
5.1 Introduction....................................................................................................................60
5.2 Discussion.......................................................................................................................60
5.2.1 Strategies adopted at IT Sector for employees working from home.......................60
5.2.2 Effects of the Strategies on Motivation and Productivity of Remote Teams at IT
Sector................................................................................................................................63
5.2.3 Sustainability of Overall Motivation and Performance Levels of Employees
Working in the IT Sector..................................................................................................67
Chapter Six: Conclusions and Recommendations for Theory and for Practice.......................70
6.1 Introduction....................................................................................................................70
6.2 Conclusion......................................................................................................................70
6.3 Recommendations for Theory and Practice...................................................................73
References................................................................................................................................74
Appendices...............................................................................................................................88
Appendix I: Questionnaire survey........................................................................................88
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List of Tables
Table 1. Distribution of academic qualifications and job level...............................................51
Table 2. Preferences for motivational factors..........................................................................53
Table 3. Comparison between preference for remuneration packages and working
environment..............................................................................................................................54
Table 4. Regression model summary of employee motivation factors....................................56
Table 5. Regression coefficients of employee motivation factors on their performance.........58
Table 6. Sustainability domains of motivation factors.............................................................59
List of Figures
Figure 1. Distribution of marital categories.............................................................................50
Figure 2. Distribution of years in employment........................................................................52
Figure 3. Preference for motivation factors other than money................................................55
Figure 4. Rating of motivation factor on performance............................................................57
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Chapter One: Introduction
1.1 Introduction
The spread of COVID-19 pandemic across the globe has resulted in diverse economic
issues. Many governments around the world have been forced to implement health advisories
to decrease the spread of the virus, among which social distancing was actuated (Alghaithi
and Sartawi, 2020). Consequently, following the implementation of social distancing policy,
spheres of public interaction, such as schools, tourist attraction sites, workplace and some
public transport services were closed indeterminately. As such, diverse business
organizations, especially small and medium-sized businesses (SMBs), including those in the
IT (information technology) sector, have adhered to the government regulations and
committed their employees to work from home (Bonacini, Gallo, and Scicchitano, 2021).
This chapter explores the background on the impact of working from home on the
performance and motivation of IT employees. Further, the chapter identified the problem
statement and purse of the study including the target groups capped in the significance of the
study. The chapter sums with a summary outlining the contents of each chapter.
1.2 Background
Working from home in the wake of COVID-19 pandemic has been demonstrated to
be possible through the use to video conferencing platforms to facilitate communication.
Hickman and Robison (2020) have linked working from home to provision of a safe working
environment that presents decreased risks of contracting COVID-19 virus. Bonacini, Gallo,
and Scicchitano (2021) concurred with Hickman and Robison (2020) that home-based work
posits to allow employees enhance their flexibility in delegation balancing it with making
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personal errands. Basically, there is limited expenses on commuting saving money and more
time to work. Employees in the IT industry, who are working from home, have exhibited
increased autonomy, such that they have increase control over the extent to which one is
allowed to make decisions in their job description over the methods and procedures of how to
accomplish their work (Manko and Rosinski, 2020). Patil and Gopalakrishnan (2020) shared
the view of Manko and Rosinski (2020) adding that working from home has defined to
employees the possible approaches of modifying own workplaces. Accordingly, as Allen,
Golden and Shockley (2015) stated, telecommuting is feasible in the IT industry where jobs
are portable in nature or where they can be integrated in online platforms. Employee
motivation and job performance are directly influenced in a telecommuting environment
depending on the particulars and characteristics of IT job.
Working from home has been demonstrated to harbour major disadvantages related to
employee motivation. Madell (2019) demonstrated that working from home is negatively
affected by lack of supervision leading to an increased possibility of miscommunication.
Susilo (2020) agreed with the sentiments of Madell (2019) arguing that home-based working
presents no clear physical demarcation between work and personal time. Moreover, the home
environment may be boring for work. As Chandra (2016) and Como, Hambley and Domene
(2021) established, the named disadvantages directly impact on job satisfaction which is a
direct indicator of employee motivation. Further, negative effects on motivation of employees
are associated with lowered performance and productivity among employees, as evidenced by
the key performance indicators in the IT industry. Employee motivation is crucial to the
success of a business organization considering that, as Khan et al. (2016) established, a
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satisfied employee in their work elicits a better performance than a demotivated one. Inuwa
(2016) explored the findings of Khan et al. (2016) further and affirmed that employees
working from home are highly motivated in consideration of two major reasons including
personal life and productivity. Employees associate with increased individual productivity
when they telecommute in their work since there is limited interaction with transport
expenses and traffic jams (Ingraham, 2016). Moreover, such a working environment allow
employees to relocate to cheaper suburbs, irrespective of the distance from the physical
office. Employees working from home have an increased opportunity of partaking private
undertakings in the course of working hours, which is considered an accomplishment that
highly fulfil personal lifestyle. Pattnaik and Jena (2020) agreed with the sentiments of
Ingraham (2016) asserting that employees may not acquire support or recognition from their
leaders in fulfilment of their social needs, which may negatively affect their job satisfaction
and motivation working from home.
Working from home during the spread of COVID-19 pandemic has also been
implicated in effects on the performance of employees. Zhang (2016) demonstrated negative
consequences working from home where employees were depicted to feel left out irrespective
of their achievement. Patil and Gopalakrishnan (2020) shared the perspective of Zhang
(2016) that employees find it difficult exercising their work ethics from home with expanded
lack of recognition from their managers amid electronic communication. The limitation is
exacerbated by the fact that working from home renders employees to submit their work after
it is completed with managers not having to assess the progress and/or processes involved in
the development of the deliverable. Su, Lin and Ding (2019) have showed that some
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employees are obligated to work overtime, yet their efforts are only judged based on the
resulting deliverable, and not by the difficulties associated with the development process.
Consequently, working from home, not only affects motivation, but also the performance of
the affected employees. Furthermore, there are changes affecting the work-life balance. As
Willcocks (2020) intuited, employees working from home find it challenging for them to
exemplify their work from family time since all family members are at home, and have the
liberty of structuring their time and activities. The findings of Mishra and Jena (2020) were
consistent with those of Willcocks (2020) that in the event the work-life balance boundary
blurred, an employee is subjected to diverse disturbances related to family matters hampering
their focus on the work. Consequently, their performance is negatively affected when they are
incapacitated to fulfil their role in the respective business organization completely. Other
studies have shown that there is a high probability that family engagements and problems
have a direct influence on the mood of an employee at work where work and family are
merged in the same place and time, equally affecting individual performance.
Based on the premise that working from home has a significant effect on the work
environment, previous studies have demonstrated that telecommuting elicits positive
influence on the work environment (Jalagat and Jalagat, 2019). Rupietta and Beckmann
(2016) concurred with Jalagat and Jalagat (2019) that working from home builds a more
flexible work environment considering that the affected employees are able to freely organize
their work schedule as well as the working space. Additionally, Mishra and Jena (2020)
argued that the personal preferences and taste may be fulfilled since the employees are able to
tailor their working environment according to their preferences and personality. In
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consideration of the above tenets surrounding working environment while working from
home, the potential effects on motivation and subsequently the performance, the results of
previous studies lead to the development of hypothesis that working from home has a positive
overall motivation and increased performance level of employees working within the IT
sector. The present study is developed based on this premise to evaluate the associated factors
leading to increased motivation and performance of IT employees in home-based working
environments in the United Kingdom.
1.3 Problem Statement
Previous research has shown the potential for telecommuting and virtual workplaces
(Zhang, 2016; Mishra and Jena, 2020). It has also been demonstrated that the implementation
government policies commanding working from home during the COVID-19 pandemic
posits some constraints outside typical telecommuting, entailing constraining employees to
only work from home (Thorstensson, 2020; Alghaithi and Sartawi, 2020). Hearn (2020)
argued that IT employees working from home are challenged by distraction by family issues
and from other family members since the lockdown affected all people in a family including
those in other employments. On the other hand, there is literature paucity on how working
from home due to lockdown and social distancing policy amid COVID-19 crisis influenced
the motivation of employees in IT industry in the UK. Moreover, there is scarcity of literature
on how the performance of IT employees is affected by working from home amid the
implemented health guidelines against the spread of COVID-19 pandemic. This study,
therefore, seeks to not only collect data from IT employees and IT business organizations on
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telecommuting, but also on the effects of motivation and performance from IT companies
struggling to adopt the new work phenomenon.
1.4 Aim and Objectives
1.4.1 Research Aim
The current study purposed to explore the factors that can motivate employees and
influence their performance and productivity while working from home in the IT sector in the
United Kingdom.
1.4.2 Research Objectives
i. To examine the strategies adopted in the IT industry for employees operating from home
at this unprecedented time of COVID-19.
ii. To determine whether the adopted strategies noted under objective 1 above have positive
effects on the motivation and productivity of employees working from home in the IT
sector in the UK.
iii. To assess the sustainability of overall motivation and performance levels of employees
working from home in the IT sector in the UK.
1.5 Research Questions
i. What factors do business managers in the IT industry consider in the adoption of
telecommuting technologies to assist working from home amid COVID-19 crisis?
ii. What are the effects of the factors influencing the adoption of telecommuting on
motivation of the affected employees working from home during COVID-19 crisis?
iii. How can the factors impacting employee motivation be modelled to enhance the
performance and productivity of employees working from home in the IT sector in the
UK?
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1.6 Research Significance
The findings from the present study are important to the management and employees
of business organizations in the IT sector in the UK, as well as to the UK government policy
stakeholders with regard to working from home. The findings identify diverse strategies that
have been implemented to support employees working from home, especially telecommuting
technologies, identifying their potential in affecting employee motivation. IT managers and
their employees will use the findings to model their working environment that ensures
optimal motivation. Secondly, considering the role of motivation on productivity, the findings
address how the strategies influencing motivation can be streamlined to increase the
performance of the IT employees working from home in the course of COVID-19 pandemic.
1.7 Background and Relevance of the Topic
The topic is based on the premise of working from home amid COVID-19 pandemic.
The study targeted employees in the IT industry, especially because the majority of IT
business organizations have online platforms to actuate telecommuting. Considering the
increased inclination of more and more companies transiting into virtual teams, the study
examined the necessity for motivation for virtual employees using IT employees as the case
study. moreover, the study examines the potential of sustaining motivation strategies to
warrant positive influence on employee performance and productivity. The relevance of the
present study is based on the position that IT employees are more likely to be interrupted by
working platforms while working from home. As such, on exogenous factors arising from the
working environment and managerial inputs are deemed to have direct consequences on IT
employee motivation and performance. This study therefore, seeks to establish the role of
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other factors in impacting motivation and the sustainability of these factors to stimulate
increased performance.
1.8 Justification of the Approach
The current study uses a quantitative approach in the exploration of motivation and
performance of employees working from home in the IT industry. The quantitative approach
was adopted because it examines the experiences of people to build conclusions from the
analysis of the real-life opinions, perspectives and views. From the position of an insider, the
quantitative approach allowed the integration of the experiences of the researcher, as an IT
manager, evaluating the motivation strategies and opinions over sustainability of the
strategies to institute increased performance of other IT employees.
1.9 Summary
This dissertation is developed into six chapters. First, concepts introducing the study
have been defined in the introduction chapter, identifying the associated background
information towards the effects of working from home on motivation and performance of
employees in the IT sector in the UK during COVID-19 crisis. The problem statement is
underscored, as well as the research aim, objectives, and questions guiding the study. Second,
a review of literature is provided beginning with an exploration of the theoretical foundations
of the study. The theoretical review is followed by an empirical review that examined
working from home and IT sector workplace environments, employee motivation, employee
performance, and the strategies adopted at IT businesses for employees, especially towards
accountability and sustainability. The chapter is concluded by identification of the gap in
literature. Third, the materials, methods and procedures that were used in the collection,
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analysis and interpretation of relevant data have been explored. In addition, the justification
for the choices made in each of the research processes is highlighted. Fourth, the findings
from the collected data are presented accompanied by their analysis and synthesis. Five, a
discussion of the presented findings is provided relating the results to the previous literature.
Moreover, a self-critical reflection on the findings is provided. Lastly, in the sixth chapter,
conclusions developed are provided accompanied by recommendations for theory and
practice, as well as inferences for future research. The chapter below presents the literature
review.
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Chapter Two: Literature Review
2.1 Introduction
Nowadays most firms encourage their employees to work from home (WFH).
Harrington and Emanuel (2020) reported that although most of the employees have accepted
the reality of WFH, there are concerns over employees who are yet to be convinced of WFH.
In agreement with this view, Colbert, Yee, and George (2016) inferred that there are cited
suspicions of employees misusing the freedom over the tasks given which reduces
productivity. However, with the current COVID-19 pandemic governments have put in place
stunning measures to observe social distance rule and mitigate the spread of the coronavirus,
including the directive to WFH. The adoption of WFH initiative has forced innovation by
social scientists on the influence of WFH on the employees' performance, given the fact that
WFH is here to stay even after the pandemic (Hearn, 2020). According to Patil and
Gopalakrishnan (2020), employee performance can be assessed through the quantity and time
taken to complete a specific task, quality of work produced, the number of active hours, and
availability over the working period. Studies have indicated that WFH affects the
productivity of employees which gives the need to come up with motivational strategies to
maintain efficiency at work.
The literature review aims at covering the various strategies that could be adopted by
the IT sector in enacting the WFH initiative. The researcher also focuses on the impact of the
strategies on the motivation and productivity of employees. According to enthusiasm creating
a positive culture that improves the productivity of the firm. Colbert, Yee, and George (2016)
contend that an increase in the use of WFH strategy is associated with the increased weekly
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working hours of employees and productivity per hour. Furthermore, employees who
previously commuted for longer distances to work improved productivity due to increased
autonomy. Harrington and Emanuel (2020) added that increased family responsibilities with
parents negatively reduced the productivity of employees and increased delays and piling up
of tasks awarded. Sunarsih (2017) pointed out that prompt and effective communication
enhances the sustainability of motivation and performance among the employees. Al Mamun
and Hassan (2017) agrees to the conclusion by Sunarsih (2017) concurring that enhanced
communication reduces the amount of workload and anxiety among employees, improving
performance. Researching on the models of adopting WFH, Hassan (2017) demonstrated the
potency of research aiming at analysing the effect of motivation on the employees WFH and
the various strategies which could be adopted to increase accountability and sustainable WFH
environment. The researcher used the explanatory research design to discuss the different
motivation strategies to adopt, a quantitative review was conducted on various e-books and
journals to come up with the adopted assumptions and theories. The findings show evidence
of a positive influence of WFH on the productivity of employees in the I.T sector in the UK
through enhanced sustainability strategies in the working environment.
2.2 Theoretical Review
The present study was built on optimal-level, psychoanalytic and humanistic theories,
which address motivation in the workplace, and by extension, working from home amid the
implemented COVID-19 measures to curb the spread of the crisis. The optimal-level theory
which is also referred to as homeostasis explains the state in which a body requires to reach
and maintain a given state of equilibrium (Faust and Foglio, 2020). Further, Faust and Foglio
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(2020) noted that a body can maintain and monitor internal states like blood sugar and
temperature at a stable and constant level. As such, a body has a certain optimal level in
which its functions are considered to be normal. Niemiec and Spence (2017), on the other
hand, established that when an optimal level is maintained, it results in equilibrium which
gives pleasure to the body. Faust and Foglio (2020) countered the view of Niemiec and
Spence (2017) arguing that it is from displeasure that people seek to overcome disequilibrium
through optimizing levels of the need like body temperatures, food, and water. Optimal-level
theory is used in knowing when persons have reached the optimal level by telling peoples’
physical comfort intellectually and emotionally. In this study, the review of optimal-level
theory seeks to examine how peoples working from home can attain optimal levels as by
achieving this their performance can be at best.
Secondly, the psychoanalytic theory of motivation has been used, which models
motives and hidden desires defined by the behaviour of people, such as their workplace
behavioural patterns (Nuckcheddy, 2018). This theory commonly is applied in disciplines
like marketing and management to assist in understanding the motivations of people on the
espousal of their behaviour (Piniel et al. 2019). Redekop et al. (2017) explain that this theory
also expounds processes involved in defining employee conscious functional assessments, as
well as unconscious needs fulfilment. The aim of reviewing this theory is to assist in
examining how to release repressed emotions and experiences of the employee working from
home in order to make conscious inferences towards employee motivation and performance.
Thirdly, the humanistic theory of motivation has been explored centred on the
knowledge that peoples have stout thought in doing their actions (DeRobertis and Bland,
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2018). This has been explained in Abraham Maslow’s hierarchy of needs (Hopper, 2020),
which designates levels of incentives and needs. This hierarchy indicates that peoples are
inspired to accomplish elementary needs before getting on to more radical needs. Hopper
(2020) concurred with DeRobertis and Bland (2018) contending that when these desires have
been accomplished, the primary motivator develops the need for becoming all one is capable
of. Maslow's interest was to learn what makes people contented and what they do to achieve
that aim instead of considering challenging behaviours. In this study, review of humanistic
theory was considered in order to find the uniqueness of individual person by looking at each
as a whole for a better recommendation on the best way to ensure motivation of working
from home for self-actualization.
2.3 Employee Motivation
The COVID-19 pandemic has affected the operation and performance of work in
companies, the management staff has a role in retaining the employees in a positive attitude
and provide motivation. The ability of a manager to motivate employees is the most
challenging and at the same time the most important role in an organization. Bonacini, Gallo,
and Scicchitano (2021) sugges that successful and competitive enterprises can retain
employees by attaining worker's satisfaction and motivation. However, the demands by
employees toward achieving satisfaction and motivation differ, some are driven by success
while others consider job security being more important (Inuwa, 2016). Rožman et al. (2017)
supported the view of Inuwa (2016) proposing that the motivation of employees is influenced
by factors such as age, gender, level of education, and stability at the position of work. With
the adoption of WFH initiative there are employees whose turnover rate is high while others
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have a low turnover rate, the management staff is responsible for identifying the factors
behind the performance of employees (Su, Lin, and Ding, 2019). Hearn (2020) agreed with
the perception of Su, Lin, and Ding (2019) that though motivation is very vital in the
performance of an organization there are no standard ways of motivation to every situation
encountered by employees. The postulates above show a positive relation between motivation
and the turnover rate of the employees in IT firms. For an enterprise to achieve the set goals
and objectives, motivation is one of the important tasks in regulating and managing employee
behaviour.
Managerial support through the implementation of regulations and policies to
facilitate smooth working from home increases employee's motivation. Chandra (2017)
postulates that operational procedures and standards which appreciate the practical presence
at work increases the level of comfort and satisfaction in employees. MacRae and Sawatzky
(2020) shared the opinion of Chandra (2017) adding that improving on the compensation of
employees is important during the pandemic due to the increased cost of standards of living
which will increase the employees' morale to work. Inuwa (2016) in his interview with
employees from I.T sector in UK noted that sharing information through effective
communication means between employees will increase employee motivation in completing
task awarded. Sunarsih (2017) concurred with Inuwa (2016) accentuating the importance of
efficient communication between leaders and employees, maintaining that listening to the
opinions of employees virtually will increase the employees' sense of acceptance and
belonging to the organization. Al Mamun and Hasan (2017) assert that basic needs,
competence, and autonomy of employees affect their morale, job satisfaction, and intrinsic
Working From Home, Overall Motivation and Performance 24
motivation. Intrinsic motivation is influenced by emerging emotions when engaging in daily
job activities. Su, Lin, and Ding (2019) affirmed to the postulation by Al Mamun and Hasan
(2017) inferring that employees feel a sense of security when they are connected to the firm
which increases the individual's intrinsic motivation. Furthermore, praise and rewards and
positive encouragement is a remarkable strategy adopted in the IT sector to motivate
employees and increase competency (Hearn, 2020). Organizations motivate the employees to
achieve the full realization of the potential productivity and growth of the firm towards
achieving the envisioned goals.
2.4 Indicators of Employee Performance
There are diverse pointers to performance that IT firms use to ascertain whether their
employees are achieving the set-out objectives and performing as desired. They include
financial or cost-based performance, quality of work, and services offered, and time.
Nastasiea and Mironeasa (2019) demonstrated that financial measures are the best indicators
to evaluate the employee's and IT employees’ performance, such as the increase in the values
of profits and sales, and increase the percentage return on assets and equity. The studies on
financial motivational measures adopted at firms are significant in the current review giving
the various forms of monetary measures that are used to evaluate the performance and
improve the quality of work by employees in the IT sector. Jetter, Eimecke, and Rese (2018)
established that other financial measures like an increase in cashflows, sales growth rate,
account receivables, turnover, and return on capital have been employed as indicators of IT
companies financial and employee performance. Reduced costs and expenses in running the
businesses are also an indicator that the employees are effectively working and using the
Working From Home, Overall Motivation and Performance 25
available resources, indicating performance in their duties (Odintsova, 2021). Financial
evaluation gives a clear picture of the success of IT business and employees, and may help
the leaders in the planning and control processes.
The quality of services is the key to the success of every IT firm since every customer
deserves and demands quality products and services at lower costs and therefore it can be
used as a test and indicator of employee's performance. Nastasiea and Mironeasa (2019) have
enumerated increased customer satisfaction, output quality, and reduced customer complaints
as a measure of quality which shows that the employees are working at their best. Similarly,
in an explanatory research, Sofiyabadi et al. (2016) noted that increased reliability,
conformance to the desired standards and perceived quality signifies employee's success and
productivity in their jobs. Zare et al. (2019) concurred with Sofiyabadi et al. (2016) affirming
that the capacity of employees to work under minimal or no supervision from the upper-level
managers and still being able to achieve the set objectives and produce quality products and
services is another indicator of employee's performance. These quality indicators can be used
by the IT in making decisions and control the various operations in the business and other
organizations.
Wulansari et al. (2018) suggested that time and operations flexibility are important
indicators of the IT firm’s employee's performance as flexibility shows the ability of the
organization employees to perform multiple tasks at given levels of resources like machine,
capital, and labour. Odintsova (2021) inferred Wulansari et al. (2018) conducted a research
survey identifying increased volume flexibility, product modification flexibility, mix
flexibility, and process modification flexibility as indicators of employee performance and
Working From Home, Overall Motivation and Performance 26
productivity. These findings are reliable in the present analysis by outlining the benefits of
having a flexible remote team on the overall performance of IT firm. In the same way,
Lundgren et al. (2020) supported the Wulansari et al. (2018) research and further indicated
that increased delivery frequency, and good due date management as more indicators that
employees are efficiently performing at every level. In an explanatory research by Lundgren
et al (2020) the findings showed improvement on the performance of employees out of better
time management skills and balance of life. In addition, Sofiyabadi et al. (2016) suggested
that reduced time from customer recognition of the need to delivery, reduced order
processing time, reduced decision cycle time, and reduced breakeven time shows employees
cooperation, productivity, and good performance, and helps organizations to enjoy
competitive advantages over their competitors.
2.5 Work Environment in the IT Sector
The work environment entails the safety of employees in terms of the conditions
encountered at field, which is the most vital aspect of the work environment. Chaudhry et al.
(2017) explained that organizational success can be measured in terms of the working
environment conditions which influence the work results. The findings of Sunarsih (2017)
were consistent with those of Chaudhry et al. (2017) demonstrating that the work
environment is not only composed of physical factors but also the members of staff of the
organization too. The work environment comprises the human environment, the technical
environment, and the organizational environment According to Patil and Gopalakrishnan
(2020), IT sector has improved organizational management by including a supervisor who is
an experienced leader to help in problem-solving and act as a role model to new members.
Working From Home, Overall Motivation and Performance 27
Hearn (2020) accepted the suppositions of Patil and Gopalakrishnan (2020) proposing that
the supervisor organizes training programs for new employees to guide them on operational
procedures which leads to increased competency of employees. The IT industry has
employed technological tools such as the use of social media platforms like Facebook,
Twitter, and other teleconferencing options to enhance communication and online
supervision for employees working from home. The IT industry play a significant role the
development of the UK economy which gives the need to focus on improving the working
environment in the firms to enhance productivity.
According to Bonacini, Gallo, and Scicchitano (2021), IT have emphasized on
performance feedback between employees WFH and the supervisors to exchange information
and resolve the differences to enhance efficiency during the work process. Watermeyer et al.
(2021) supported the opinion of Bonacini, Gallo, and Scicchitano (2021) intimating that the
feedback includes positive remarks on completed tasks and the required technological
advancements required to advance the efficiency of organizational operations. In addition,
Chaudhry et al. (2017) proposed that though, the process is formal, closer relationships
between the two parties enable the employee to share thoughts about the requirements and
suggestions on how to improve the work results. As with the current findings, it is
demonstrated that prompt feedback improves the innovation and research development in IT
companies. Taheri (2020) noted that IT companies provides job aid for the employees
working at home to direct the employee and improve their performance. The well-facilitated
environment in IT industry increases the productivity of employees while enhancing the
satisfaction and comfortability of employees.
Working From Home, Overall Motivation and Performance 28
2.6 Working from Home and COVID-19
During the COVID-19 pandemic, IT organizations begun to operate in a Working
from Home (WFH) environment. Duncan (2020) through a survey conducted noted that 37%
of jobs available in the UK can be performed at home within a wide range of variety of cities
and industries. Duncan conducted his survey in London where he interviewed 50 employers
in IT sector from the education industry and 20 employers from the banking industry. Zhang
et al. (2020) averts that while IT industry employ 35% of the working population in the UK,
the businesses are more vulnerable to the economic crisis. The findings of Elavarasan (2020)
were consistent with those of Zhang et al. (2020) demonstrating that the financial fragility of
IT organizations becomes a barrier to WFH due to costs incurred. Research indicates that
small IT firms have inadequate resources to build efficient WFH infrastructure (Aladejebi
2020). Ratten (2021) shared the opinion of Aladejebi (2020) suggesting that workers are
equipped with skill and abilities depending on the level of technology available at work and
better technology increases the productivity of employees. The business owners and top-level
managers consider WFH as a rational choice to maximize the firm's utility compared to the
traditional offices (Kawaguchi et al. 2020). Duncan, (2020) agrees to the opinion of
Kawaguchi et al. (2020) pointing out that employers will choose WFH if it has a greater
marginal benefit to the firm than traditional offices. Long and Reuschke (2021) concurred
with Duncan (2020) inferring that in a traditional office setup, the business owners cater for
capital and general administrative costs like equipment, utilities, office furniture, and salaries.
In contrast, the WFH has a lower cost on the employer, the potentially saved office cost helps
cater for the technological advancement in small business. The WFH initiative has proved to
Working From Home, Overall Motivation and Performance 29
be more economical to many IT organizations since it minimizes the overhead costs
increasing the firm’s productivity.
To adopt an effective WFH strategy organizational changes are required such as
management of the psycho-sociological distance from the work environment and surveillance
models. Bartik et al. (2020) noted that WFH increases the turnover rate of employees in IT
companies because WFH increases employee wellbeing by reducing fatigue from commuting
and providing a less stressful environment. Kawaguchi et al. (2020) agreed with the
perspective of Bartik et al. (2020) proposing that employees WFH have a better balance
between family life and work and have higher productivity because of reduced absenteeism.
Kurmann et al. (2020) in his study showed that firms using the WFH strategy have
maintained productivity during the pandemic, and adoption of WFH reduced the drop in GDP
resulting from the crisis. In support of this view Reuschke (2021) confirmed that industries
that are fit to adopt the WFH strategy seemed to experience low productivity loss when
switching to WFH. Fairlie (2020) concluded that WFH helps mitigate the negative economic
impact of the COVID-19 pandemic while improving the survival chances for small
businesses. Fairlie (2020) in his exploratory research showed that since WFH is a rational
choice for IT businesses, the popularity of WFH has increased and is expected to remain even
after the end of COVID-19 crisis. Because firms have now paid the fixed costs of setting up a
functional WFH program, and are aware of the benefits and potential of WFH, many firms
consider the WFH as a long-term strategy to improve productivity.
Working From Home, Overall Motivation and Performance 30
2.6.1 Strategies Adopted at IT Business Organizations for Employees
Over the last few years, IT businesses have experienced numerous economic changes,
leaving organizations around the world to try to maintain a competitive advantage in the
economic era. Consequently, employee engagement has become a popular organizational
initiative (Howe, 2020). According to Rucker (2017), employee engagement is termed as a
psychological state where employees align personal interests toward achieving organizational
success or even exceeding the job requirements. In addition, Wang, Wang, and Chang (2019)
concurred with Rucker (2017) that in an engaged state employees are willing to indulge
themselves in the roles awarded to provide results for the organization. Various factors affect
the level of engagement of employees in the IT business. Schmidt and Pohler (2018) pointed
out reward strategy as one way the IT sector management uses to increase the level of
engagement for employees in the firms. Howe, (2020) complements Schmidt and Pohler
(2018) arguing that rewards could be in form of monetary or non-monetary remuneration
given to the employee for work and service provided at the workplace. Further, Ward (2019)
through a survey conducted noted that leadership has a direct link to employee engagement
and level of commitment. Kurmann et al. (2020) shared the opinion of Ward (2019)
demonstrating that the managers have the responsibility of communicating to employees and
provide the necessary support to increase the performance of the job. Employees gain a sense
of satisfaction when their roles are considered important and meaningful resulting to more
effort and innovation in the IT industry. Employee engagement enhances employee
sustainability in the IT firm which promotes innovation and research in the firm increasing
the growth of the company.
Working From Home, Overall Motivation and Performance 31
Employee involvement in IT sector provides an opportunity for workers to present
suggestions to the management. Employee involvement is described as the inclusion of
employees in the decision-making process and implementation of new interventions that
influence the employees working environment (Hakmaoui and Loukili, 2017). Howe (2020)
agrees with the view of Hakmaoui and Loukili (2017) who posit that the work environment
comprises of a two-way model of relationship between the employee and employer.
Employee involvement is one of the major principles of soft Human Resource Management
(HRM) which aims at securing ideas by the employees to attain their commitment (Arthur,
Osei-Agyemang, and Arthur, 2019). In support of this view, Adeoye and Hope (2020)
contended that effective communication between the managers and employees increases the
level of engagement in IT organizations. Training and development of skills for employees
are a major factor contributing to employee engagement in IT industry (Bogatova, 2017).
Klein and Todesco (2021) agreed with the findings of Bogatova (2017) proposing that
training improves the quality of service provided by employees which impacts the
performance of work and employee engagement. Rucker (2017) conducted a case study on an
IT firm that enrols the employees for training programs to determine their performance after
the training sessions. Rucker (2017) in his case study demonstrated that training and
development programs develop the confidence of employees, which gives them the feeling
that the organization is interested in increasing the productivity of employees and
professional advancement of workers. Training on effective engagement strategies gives the
employees a chance to grow and develop their talents giving them the motivation to put an
extra effort which promotes the performance of the organization.
Working From Home, Overall Motivation and Performance 32
2.6.2 Accountability
For home-based employees, accountability is the means of delivering on a
commitment by completing the working assigned set of tasks and also providing quality
output and this involves taking responsibility for their duties and performance, delivering
projects with the desired output, and within the given timeline, keeping to their promises and
owning their roles and duties towards their organizations. Roberts (2017) argued that to build
accountability with employees working in a remote workplace, managers should create a
work from home policy and set clear expectations so that they can understand what is
expected from them. Jamal and Tilchin (2019) supported the findings of Roberts (2017) and
noted that working from home policy lays out how the remote employees should operate and
outlines the set of established guidelines and norms between an employer and their
employees that covers the various aspects of working from home. Cardillo and Queens
(2019) further indicated that policies should consider aspects like who is eligible to work
from home based on factors like equipment needs, nature of job duties, employee personality,
and legal implications. Pedersen and Nielsen (2019) who shared the point of view by Cardillo
and Queens (2019) added that policies should be clear on the working hours of the
employees, productivity measures and timekeeping guidelines, communication expectations,
cybersecurity, and confidentiality. Remote working policies have proved to be important in
maintaining the accountability in IT firms by controlling the operations of employees.
Communication is a vital component in the management of business for it enhances
smooth cooperation in the organization. Pedersen and Nielsen (2016) in his study showed that
making communication a priority can help the employees to have their tasks completed
Working From Home, Overall Motivation and Performance 33
accurately and efficiently by setting communication expectations between managers and
direct reports. Kristiansen et al. (2018) agreed to the assertion by Pedersen and Nielsen
(2016) further concluding that a morning call between employees and their managers can be a
more direct and clear communication channel where employees’ specific questions can be
answered before getting into work and managers can adjust deadlines and individual's
priorities without creating unnecessary confusion. Additionally, Jamal and Tilchin (2019)
suggested that organizations should invest in tools and technology that can smooth out
indirect communication in the course of the workday like using Slack and Google Hangouts
which are excellent tools for instant messaging. Jamal and Tilchin (2019) were supported by
Stewart (2020) who also indicated that managers should set other face-to-face
communication technology such as Skype and Zoom and keep track of assignments and
monitor productivity by implementing a task management platform. Telecommunication in
the IT industry increases the efficiency of communication enhancing engagement of
employees and management in the decision-making process.
To increase accountability, organizations should make employees a part of the process
and create a culture of unity and support by prioritizing the employee's dignity. Cardillo and
Queens (2019) indicated that by bringing the employees in the process, employers get to
discover more about what motivates, challenges, satisfies, and scares the employees and this
helps the organizations to offer support to their employees. Stewart (2020) further suggested
that involving the employees in all the activities like setting the standards they are measured
against, not only establishes a shared acknowledgment of the metrics but also puts them in
the co-pilot role. Aithal and PM (2016) concluded that employees who get support from their
Working From Home, Overall Motivation and Performance 34
organizations and those who feel trusted have been found to put more effort and perform at
levels higher than what is required of them. Stannard (2017) agrees to the opinion of Aithal
and PM (2016) concurring that promoting honest, open, and judgment-free communication is
a great way to nurture trust which makes the employees comfortable in their working
environment and this enhances accountability amongst the team. Showing employees
commitment to their success and not documenting their shortcomings makes them more
inclined to open about their inadequacies and welcome guidance and help positively hence
building accountability.
2.6.3 Sustainability
Sustainable employment is the ability of the employee to provide added value for an
organization now and in the future, while also experiencing added value for themselves. Del
Giudice et al. (2017), in his study insisted that one of the things that employers can do to
increase employee's sustainability is by being concerned about the health and working
environment of the employees. Del Giudice conducted a case study on IT firms in UK to
assess the strategies put in place to maintain a healthy environment for employees. Alipour,
Safaeimanesh, and Soosan (2019) supported the views of Del Giudice et al. (2017) and noted
that organizations should set out a safe environment and a good clear policy for working
conditions, both physically and in terms of atmosphere in the workplace by offering annual
health check and promoting sports. A healthy work-life balance should be part of an
organization's policy, not only profitability or continuity but precisely the human capital that
this must achieve deserves more attention. Casey and Sieber (2016) learned that
organizations should also set guidance and counselling centres where employees can get
Working From Home, Overall Motivation and Performance 35
phycological and mental health support. Further, Singh et al. (2019) agrees to the postulation
by Casey and Sieber (2016) revealing that employers should also consider having good
practices of age management by setting up those measures that combat age barriers and
promote age diversity to maintain the capability and willingness of workers to remain in work
beyond ages at which they previously retired. Another study conducted by Farooq, Farooq,
and Reynaud (2019) suggested that providing essential tools and working equipment can
improve the workplace and make the employees ready and comfortable to work for the
organization and this can make them productive which in turn may help in sustaining them.
Adopting safe working environment policies in IT companies’ increases job satisfaction of
employees which has contributed to growth of the industry in UK.
To sustain employees, there is a need to give them the motivation of different nature
by setting realistic company goals, rewarding employees who have performed better in their
tasks, and engaging them in different organizational activities. Kucharska and Kowalczyk
(2019) contend that a motivational program focuses on the optimal use of the available
workforce to meet company goals and at the same time on knowing and developing the
personality of the employee. Merriman et al. (2016) indicated that an effective motivational
program covers the areas with low performance in a given period or those areas which seem
to be significant for work activity due to another reason. Polman and Bhattacharya (2016)
supported the findings of Merriman et al. (2016) and further noted that motivational programs
that are used as part of adaptation program affects the employees psychologically and
economically hence sustaining their day-to-day activities. Pradhan et al. (2020) suggested
that equipping employees with proper monetary and non-monetary motivation and effective
Working From Home, Overall Motivation and Performance 36
coaching and development opportunities provides organizations with the fuel needed to
achieve high performance, sustained employment, and growth. Biedenbach and Manzhynski
(2016), in their research found that employees should maintain consistent communication
which is honest, transparent, and two-way about the overall progress of the organization and
any changes being made since it will make them feel like a part of it and this may further
encourage them to embrace changes positively. Biedenbach and Manzhynski (2016)
conducted their research through an interview with 40 employees who gave the effect of clear
communication on improving their performance and quality delivery. Good leadership and
management and observing all the functions of management like planning, organizing,
staffing, directing, and controlling, can increase the confidence of employees in their
employers and this may increase their motivation, productivity, and sustainability.
2.7 Gap Literature
According to research conducted, some business organizations in the IT industry have
less financial ability which reduces the potential in investing in the required technological
equipment to improve the efficiency of employees WFH (Bonacini, Gallo, and Scicchitano,
2021). The literature did not cover the proposed models in which IT firms should offer
financial support to increase the employees' motivation and performance. Rožman et al.
(2017) argue that there is a great need to offer financial incentives to employees WFH
especially during the COVID-19 pandemic where people are experiencing economic crisis
and increased expenditure on health. The research has not embarked on recommending the
appropriate combination of strategies that may be used to improve the performance of
employees with low operational cost challenges.
Working From Home, Overall Motivation and Performance 37
Chapter Three: Research Methodology and Research Design
3.1 Introduction
The current section of the study explains the methods, procedures, and materials used
in the process of collection, analysis, and interpretation of quantitative data to respond to the
set research questions. In this regard, this chapter is important because it explicates the
rationale and the methodological procedures of the study while giving an outline of how and
where the researcher gathered data. Besides, the chapter illuminates the research strategy,
population of the study, sampling procedures, and the sample size incorporated in the current
study. Research philosophy, research design, research approach as well as the ethical issues
put into consideration in the current study have been explicated in the current section. Lastly,
justification for any methodological selection made is clearly explained in the current section
of the study.
3.2 Research Philosophy
A positivism paradigm was exploited in the current study to guide the research
process. According to Ali (2020) positivism philosophy is based on the basic concept that any
trustworthy and factual knowledge is gained through measurement and evaluation of data. In
addition, Marsonet (2019) intimated use of the positivism paradigm enables the researcher to
analyze quantitative data deductively leading to the development of reliable results from the
collected information because the researcher focuses on discrete elements that can be easily
analyzed statistically. In this regard, positivism philosophy was found suitable in the current
study because it involved the collection, analysis, and interpretation of quantitative data that
is measurable and its presentation can be made statistically. Positivism paradigm is important
Working From Home, Overall Motivation and Performance 38
in research studies that entail the use of questionnaires, survey as well as studies based on an
experimental strategy. Considering that positivism philosophy is linked with the use of
quantitative strategy, the paradigm was found suitable in this study because it offered the
researcher an opportunity of remaining independent in the process of collection of
quantitative information. According to Khanna (2019), the positivist construct incorporates
the social facts the help in shaping the beliefs in the society through the provision of trusted
knowledge obtained from measurements and observations. Consequently, the paradigm was
found effective in the current study since it entails the use of research processes that depend
on measurement and evaluation of facts to develop variables observed from the experimental
tests leading to the achievement of the set research objectives.
3.3 Research Design
The current study embraced the use of an explanatory design. Bowen, Rose, and
Pilkington (2017) asserted the use of explanatory design enables the researcher to examine
the problem under study in-depth leading to a deeper understanding of the relationship
between the variables established in a more detailed way. As such, the design was found
suitable in the current study since it helped in the evaluation of the gathered data in a detailed
way promoting an efficient understanding of the problem under study. Further, Akhtar
(2016) posited use of explanatory design offers an opportunity for the researcher to
familiarize with the topic under study through the examination of established theories to test
the established theories. From this point of view, the explanatory research design was found
useful in the current study because it helps in an in-depth examination of the topic understudy
in a timely and effective way. Considering that the current study aimed at exploring cause-
Working From Home, Overall Motivation and Performance 39
effect correlation given establishing the existing effect of working from home on the
motivation levels and performance among employees in the IT sector, the explanatory
research design was found suitable because it offered an opportunity of predicting the
relationship between variables. According to Agranoff, and Kolpakov (2019) explanatory
research design does not only focus on the explanations of the phenomenon under exploration
but also ensures detailed analysis of existing theories on the causative agents and the effects
of the occurrence of the problem under study. Consequently, the design was found effective
in the current study due to its ability to analyze specific problems under study through
interpretations of the collected quantitative data statistically.
3.4 Research Strategy
Based on the considerations of explanatory research design and deductive approach of
analyzing quantitative data, the current study embraced the use of the grounded theory
strategy. Grounded theory strategy lays the foundation for the development of effective
strategies which are sequentially deductive in gathering, tabulation, and interpreting data
intending to a build-up of the study objectives (Bryant, 2017). According to Wiesche, et al.
(2017) argued grounded theory strategy is a methodological strategy that emphasizes the need
of exploring existing theories to lay the basis for inferring the relationship between variables
established from the collected data resulting in the achievement of study objectives.
Grounded theory strategy was found appropriate because it enabled analysis of gathered data
based on previous knowledge gained from the analyzed theories hence promoting easy
development of dependable conclusion on the problem under study from the inferred
implications of challenges encountered while working from home by employees working
Working From Home, Overall Motivation and Performance 40
with the IT industry on their motivation and performance. Furthermore, Flick (2018)
augmented use of grounded theory strategy offers an opportunity of evaluating social studies
through the collection of data that can be measured and tabulated statistically from the real
world hence defining the links in concert among the explored research question leading to the
attainment of dependable responses that promote the achievement of study objectives.
Consequently, the strategy was found suitable in the current study because the synergy
between research strategy based on grounded theory and deductive approaches enhances the
collection of accurate and credible data leading to the achievement of findings that are not
biased.
3.5 Research Approach
Considering that the current study entailed the gathering of quantitative data, the
current study incorporated the use of a deductive approach. Azungah (2018) asserted
deductive approach of reasoning entails deriving theories from the problem under exploration
and the process of their testing to confirm their credibility. In this regard, the deductive
approach of reasoning is depicted as a form of reasoning that aims at measuring and
evaluating existing literature related to the topic under study since they build in the
development of dependable findings from the analysis performed on the collected data
(Hewson, 2017). The approach was found suitable in the current study considering the basis
of the study on the psychoanalytic theory of motivation and optimal-level theory which
postulate the espousal of hidden desires and motives depends of behavioural patterns and
related haemostasis. Moreover, the use of deductive logic of inquiry was considered because
it enabled the achievement of reliable findings and conclusions. Centering on the humanistic
Working From Home, Overall Motivation and Performance 41
theory of motivation, the researcher applied the prior knowledge gained through testing and
evaluation of related theories to develop more insights on the interpretation and analysis of
the gathered data. Further, the deductive approach was found effective in the current study
because it enabled the researcher to establish the causal relationship between variables and
concepts resulting in a gathering of accurate and reliable findings that promote effective and
efficient responses to the research questions. The use of the deductive approach alongside
explanatory design helps in close examination of concepts under study quantitatively
enhancing generalization of the established findings from the collected data (Cash, Stanković
and Štorga, 2016). Conversely, the use of the deductive approach was incorporated in the
current study because it promoted the monitoring of causal-effect concepts through
predefined experimental tests.
3.6 Research Method
Based on the use of the deductive approach of reasoning, this study adopted the use of
quantitative methods of data collection. According to Kan and Gero (2017), quantitative
methods of research encompass methodological processes that are geared towards facilitating
the effective and efficient gathering and tabulation of numerical data through statistical
processes to develop meaning and inferences from established findings. Additionally,
quantitative methods of data gathering and analysis are perceived to entail testing of
formulated hypotheses and theories based on the collected information enhancing the
development of systematic analysis (Kan and Gero, 2017). Quantitative methods of research
were found suitable in the current study due to their potency of promoting the development of
statistical measures and tests of gathered data through source monitoring from the identified
Working From Home, Overall Motivation and Performance 42
influences of working from home to the motivation and performance of employees working
with the IT sector to gain responses to the set study questions. Schutt (2019) intimated
quantitative methods of data collection and analysis promote the gathering of numerical data
directly from the study population through survey approaches leading to the gathering of
accurate numeric data that can easily be tabulated and interpreted statistically. Equally, the
method was found appropriate in the current study because numerical data gathered can be
objectively tested to promote the generalizability of the established study variables to develop
dependable conclusions that enhance the achievement of study objectives.
3.7 Sampling Procedure
Location of the Study/Setting - The current study was based in the United Kingdom
among the IT firms. In addition, the study focused on a population of employees working in
the IT industry, particularly those employees working from home due to the outbreak of the
COVID-19 pandemic.
Population - The study population incorporated in the current study entailed
employees working in IT firms located in the United Kingdom. Specifically, the population
comprised only of employees working in the IT sector and who were allowed to work from
home due to the rising number of COVID-19 pandemic patients.
Sample - The current study targeted a sample of 150 participants who were selected
through the random sampling strategy. According to Sharma (2017), random sampling
method involves the use of non-probability selection of participants allowing all the elements
in the population and equal opportunity for selection. As such, random sampling approach
Working From Home, Overall Motivation and Performance 43
allowed effective isolation of participants based on the laid down inclusion-exclusion criteria
for apposite gathering of quantitative data that allowed comparison and generalization.
Inclusion-exclusion criteria - Stringent inclusion and exclusion were incorporated in
the current study. Particularly, the participants were required to be active employees working
in IT firms located in the United Kingdom. Besides, the participants were required to have
been working virtually from home for a period of more than six months since they were
considered to have vast experiences regarding the impact of working from home on their
motivation and performance. The study excluded employees in other sectors of the economy
irrespective of working from home since they were perceived to have little experience on
online platforms associated with working from home.
Recruitment - The participants were recruited via invitation emails that were sent
through the respective Human Resources department. The HR department played a role in
acquiring official emails to their business executives who were selected and included in the
study. The candidate participants were contacted through the emails from where invitation
letters were sent debriefing them on the rationale of the study, the objectives and potential
benefits individually and the IT sector. Participation rights were outlined to enlighten them of
their obligation and those of the researcher.
3.8 Research Instruments
The current study used survey questionnaires as the primary tool for data gathering.
The questionnaires were structured to entail closed-ended questions that required the
respondents to pick answers from the multiple-choice options provided. As such, the majority
of the multiple-choice type of questions encompassed in the survey questionnaires used in the
Working From Home, Overall Motivation and Performance 44
current study featured scaled questions embedded on the Likert Scale ranging from strongly
agree to strongly disagree. In addition, the closed-ended questionnaire embraced in the
current study encompassed yes/no answer questions as well as open-ended questions to offer
the respondents an opportunity to provide their points of view on the variables of the study.
Zang et al. (2017) postulated the use of a questionnaire enables the collection of data from a
relatively large number of study participants in a cost-effective way. In this regard, the use of
close-ended survey questionnaires in the current study was found effective because it allowed
the gathering of data from a large number of participants in a standardized manner. Further,
the use of closed-ended questionnaires in the current study was found suitable due to its
flexibility in quantifying and analyzing responses from study participants.
3.9 Data Collection
The process of data collection was made possible using survey questionnaires
considering that data was gathered from a large sample with every respondent providing
related experiences on the impact of working from home on the motivation and overall
performance. The participants were contacted through the emails from where they were
recruited, and issued with the defined research instrument capturing the research objectives as
pertained to motivating IT sector employees who were working from home. According
to McCusker and Gunaydin (2015) there is a need to ensure the existence of well-coordinated
and mutual effort between the researcher and the study participants to collect accurate and
reliable data that depicts the actual picture of the phenomena under exploration. In the
process of data collection, the participants were emailed both an informed consent form for
filling and signing, and links to the survey questionnaire redirecting them to the Qualtrics
Working From Home, Overall Motivation and Performance 45
platform. The informed consent form clearly outlined the benefits accrue to the participants,
the rights, obligations, and the terms of participation. Upon completion of the questionnaire
and clicking the submit button, the participants were redirected to their emails for signing and
returning of the informed consent forms. The participants were required to email back the
signed consent forms for their questionnaire responses to be included in the analysis. The
gathered data was considered true and objective because it was directly obtained from actual
participants hence giving their real experiences regarding the problem under study. Lastly,
the collected data from the respondents was stored in a password-protected personal
computer of the researcher for reference during the process of data analysis.
3.10 Data Analysis and Interpretation
Upon ordering all the collected responses, data were sort and scored accordingly.
Further, the quantitative responses were filled in the spreadsheet tables after coding for
statistical analysis. SPSS (Statistical Package for Social Scientists) was used embedded in
both descriptive and inferential statistical analysis methods. According to Mishra et al.
(2019), the use of descriptive analysis enables demonstration of the key features of the
collected data based on their sources enhancing easier response to the set study questions.
Additionally, Kaur, Stoltzfus, and Yellapu (2018) augmented descriptive analysis promotes
summarization of quantitative data for easy description of their features leading to the
development of efficient study variables. In this regard, with the use of descriptive statistics
the researcher simply described the content of the data in a more manageable form thus
developing unique types of measures. Mishra et al. (2019) asserted descriptive analysis
entails measures of central tendency, dispersion, frequency, and position reducing chances of
Working From Home, Overall Motivation and Performance 46
data manipulation for the development of dependable variables. Consequently, the choice of
descriptive analysis was catalyzed by the need to analyze quantitative data based on
demographic features of the sample and relational percentage within and between groups
under study.
Since the current study involved a relatively large population, the inferential analysis
method was performed since it offered an opportunity for generalizing established findings in
the study helping the researcher to identify the relationship between isolated variables
(Andereck, 2017). Further, Andereck (2017) stated that inferential analysis is a statistical
process that promotes the development of a clear distinction between variables. As such, the
use of inferential analysis led to easy development of conclusions on the strength of
relationships between variables of the study enhancing easy response to the established study
questions. From this point of view, the use of inferential analysis offered a clear guideline on
the best ways of interpreting the results from the quantified performance of variables inferred
in the study. Further, inferential analysis was incorporated in the current study because it
facilitated understanding of the results developed from the tabulation of gathered data while
clearly outlining what the results mean and the limitations of the results.
3.11 Ethical Considerations
Before embarking on the actual process of data collection, the researcher sought
ethical approvals from the university ethical research committee and review board who
offered the procedures on the gathering of information from human participants and the best
ways of handling such type of data. Further, the participants were issued with debriefing form
containing detailed explanations on what was entailed in the current study and the benefits
Working From Home, Overall Motivation and Performance 47
that would arise from their participation in the study. Besides, the debriefing form informed
the participants that participation was voluntary and that no consequences would be vested to
them even if they decided to quit the study. The debriefing letter also indicated that
participants were at liberty of responding or failing to respond to any question without any
negative effects. As such, a debriefing form was sent to all participants a week before the
actual day of data collection to give the participants enough time to read the content and
make an informed judgment. Later, the researcher sought consent for participation from the
participants by requesting them to sign an informed consent form before starting to respond
to survey questions. Considering that data was being collected virtually through Qualtrics, the
data provided was treated with the utmost confidentiality. All responses and excerpts
identified in the write-up were coded to mask the identity of the participants.
3.12 Validity and Reliability of the Instruments
In order to ensure generalization of the findings to the entire employee population
within the SMB sector, there was need to establish validity and reliability of collected data.
The research process commanded the maintenance of the data validity. In particular, in the
process of data collection using survey questionnaires, Likert scale was used for conversion
of data into numerals, as Subedi (2016) had argued in their favor in data conversion. In the
process, as Heale and Twycross (2015) argued, the precision of the collected data was
increased in addressing the research questions. Tools for statistical analysis of data were used
in a bid to increase and/or maintain the accuracy of the data. Further, the application of
statistical decision rules advanced the validity of the findings in the course of hypothesis
testing. Importantly, the adoption of a positivist research paradigm coupled with a deductive
Working From Home, Overall Motivation and Performance 48
approach entailed in data interpretation enhanced the reliability of the research process,
subsequently increasing the research objectivity. Consequently, the findings were deemed
highly dependable and reproducible.
3.13 Limitations
One of the major limitations was that the participating employees working from home
showed demoralized to provide honest and accurate answers, especially when providing
responses about themselves. In order to counter this limitation, the research used a large
sample which was able to absorb any form of response bias from the collected data.
Secondly, there was potential for respondents to misunderstand some of the questions since
they were offered online via the Qualtrics platform. The limitation was countered by
designing all questions with multiple choices to make it easier for the participants to respond.
3.14 Summary
The chapter above has provided different research materials accompanied by the
relevant processes and procedures considered apt for the collection, analysis and
interpretation of quantitative data. specifically, the study was based on a positivist research
paradigm and guided by a deductive logic in the interpretation of the collected data.
moreover, the study adopted an explanatory research design to build a quantitative study. The
researcher issued questionnaires to 150 participants via Qualtrics, an online platform to
facilitate collection of survey responses. The collected data was subjected to descriptive and
inferential analysis. The chapter below outlines the findings from the analysis, as well as their
interpretation.
Working From Home, Overall Motivation and Performance 49
Chapter Four: Data Collection, Analysis and Synthesis
4.1 Introduction
This chapter outlines the findings from the analysis of data that was collected in the
survey questionnaire delivered via Qualtrics. All filled questionnaires were sorted, scored,
and exported to SPSS spreadsheet for analysis. The researcher invited 150 participants to fill
in the questionnaire but only 138 questionnaires were considered for analysis translating to a
92.0% response rate. Data analysed examined the virtual teams working in the IT business
organisations in the United Kingdom that were randomly selected and stratified by gender,
marital status, academic qualifications, years of service in the respective company, and job
level and positioning of an employee to ensure sufficient responses addressing the pointers of
motivation or performance of employees skewed towards the identified domains.
4.2 Findings
4.2.1 Demographics
The consideration for the need to design and develop variants of motivational
programs for teams working from home during and after COVID-19 crisis was made on the
gender of a particular employee to define the most preferred motivational strategies.
Altogether, the majority of the respondents were females (n = 48, f = 34.8%) and the
remainder constituted the males (n = 90, f = 65.2%) included in the study. The stratification
of the sample with respect to the sex of the participants resulted in weighting of the data to
the opinions of the men and women in the analysis reflected the IT sector gender distribution.
In this regard, the descriptive data generated from the analysis could be generalized to the job
market as a whole, enabling comparisons of the demographic data to employees working
Working From Home, Overall Motivation and Performance 50
from home in the UK. Importantly, gender characteristics of employees working from home
was assessed considering the quality of relationships between employees and their managers
that point to the influence of gender as a pivotal element impacting on motivation and
performance.
Another demographic assessed was the marital status considering its bearing on job
satisfaction and consequently motivation, especially while working from home. As illustrated
in Figure 1 below, the majority of the employees are either married (n = 88, f = 63.8%),
separated (n = 22, f = 15.9%) or divorced (n = 14, f = 10.1%).
Single
Married
Separated
Divorced
Widow
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0
Frequency (%)
Mar
ital C
ateg
orie
s
Figure 1. Distribution of marital categories
Only a small fraction of less than 10% constituted the single and windowed
categories, which was consistent with the intuition that employees who are married tend to be
more satisfied with their jobs more than the unmarried counterparts. Further, there are
postulates that being married imposes an increase in the responsibilities, which transform a
steady employment to become more important and valuable. Consequently, the consideration
Working From Home, Overall Motivation and Performance 51
of more responsibilities at home and on the job requirements while working at home made
the demographic worth evaluating.
Academic qualifications were assessed because of the fact that employee performance
is significantly and positively related to their academic qualifications. From the studied
participants, Table 1 demonstrated the distribution of the participants with respect to their
qualifications. Importantly, the employment level and position of an employee were also
considered significant correlating with both academic qualifications and performance.
Table 1. Distribution of academic qualifications and job level
High school College diploma Bachelor Master Doctorate
Frequency 1 21 73 28 15
Percentage 0.7% 15.2% 52.9% 20.3% 10.9%
Staff/Officer Supervisor Manager Management level
Frequency 61 44 27 6
Percentage 44.2% 31.9% 19.6% 4.3%
The findings suggest that the largest fraction of IT firms employ people with
bachelors’ degrees and post-graduate qualifications. Moreover, the majority have shown to
lie between staff officer and supervisor levels. On examination of the years of service, which
connotes job satisfaction of employees, it was noted that more employees were working with
their respective IT for between 6 and 10 years (n = 53, f = 38.4%).
Working From Home, Overall Motivation and Performance 52
30%
38%
20%
12%
1 - 5 years 6 - 10 years 11 - 15 years 15 years and above
Figure 2. Distribution of years in employment
As depicted in Figure 2, the aspects of years of working experience were examined,
and how they relate with the working position, or not. From the demographic analysis, it is
argued that employee motivation may be demonstrated via gender, academic level, job
position, or the number of years in a particular IT firm, which denote employee engagement
in tandem with the goals of the business organization, especially while working from home. It
is, therefore, inferred that men working in IT firms today are the majority workers across the
industry. In addition, most companies are skewed to hiring more employees with
undergraduate and post graduate degrees, who are relatively satisfied with their jobs working
with their respective business organizations between 6 and 10 years. Only a small fraction of
employees stays with their companies for more than 15 years or more, which is argued to
predict that employees identify the importance of doctorate degrees as their reputation to seek
more satisfying or motivating jobs and individual improvement.
Working From Home, Overall Motivation and Performance 53
4.2.2 Strategies Adopted at IT Firms for Employees Operating from Home During
COVID-19 Pandemic
In the examination of the first research question, the researcher questioned the
strategies that IT firms were using to motivate employees working from home in the course
of COVID-19 pandemic. The participants were at liberty of choosing more than one response
from the given choices. Different choices are as depicted in Table 2, which demonstrated the
percentages of the selections pointing to the individual preferences for motivation factors.
Table 2. Preferences for motivational factors
Motivational Factor f (%)
Remuneration packages 94.9
Employee recognition 84.8
Working environment 96.4
Organizational culture and value 80.4
Organizational management system 67.4
The responses from the 138 participants have clearly indicated that the most important
factor that employees regard to influence their motivation to work in IT business
organizations is the provision of an ample working environment (f = 96.4%, SD = 1.92, p
= .005) and a good remuneration package (f = 94.9%, SD = 2.31, p = .005). The remuneration
package was equated to the salaries, monetary incentives and allowances, including corporate
bonuses, which represented the second highly preferred motivational factor behind an ample
working environment. The findings showed that the majority of employees regard a good
working environment as the major preference defining their motivation. In this regard,
Working From Home, Overall Motivation and Performance 54
employees working from home preferred, in addition to monetary reward, to be motivated
through the creation of a conducive working conditions.
The responded identified more than one motivation factor that IT firms implement as
motivation strategies, which resulted in the development of a motivation index by acquiring a
mean score for all motivation factors to allow for inferential analysis. As such, on carrying
out a t-test on the results, it was demonstrated that both remuneration packages and good
working environment as defined by the implemented conditions are statistically significant in
stimulating motivation among employees as reflected in Table 3 below.
Table 3. Comparison between preference for remuneration packages and working
environment
Test Value = 0
t df Sig. (2-tailed)
Mean
Difference
Remuneration packages 3.814 131 .001 .013
Working environment 4.188 133 .000 .037
Evidently, the use of employee recognition by IT companies as a motivation tool
elicited a strong preference among 84.8% (SD = 1.93, p = .005) of the employees at work
from home, accordingly. Moreover, the responses towards organizational culture and values
scored 80.4% (SD = 1.87, p = .005) demonstrating that extending some organizational culture
and working styles in the working from home environment was deemed indispensable in
motivating home-based employees to gain attention and perform exemplarily in their
organization remotely.
Working From Home, Overall Motivation and Performance 55
On further evaluation, the study examined important motivation strategies that IT
firms are using to motivate their customers outside the monetary rewards. The participants
were asked of motivational factors they considered necessary to stimulate motivation other
than those related to financial gains. Descriptive analysis of their responses is as depicted in
the Figure 3 below.
Employee re
cognition
Working envir
onment
Organizational c
ulture and va
lue
Organizational m
anagement syst
em
None of them
Any of t
hem
87.0 90.6
57.239.1
0.0 5.8
Motivation factors other than money
Freq
uenc
y (%
)
Figure 3. Preference for motivation factors other than money
The findings from Figure 3 clearly identify working conditions and recognition as
important factors pointing to higher motivation and job satisfaction index in their respective
IT firms while working from home. Demonstrating their relative effects on motivation, the
regression model summary in Table 4 showed that the four factors under consideration are
important in motivating home-based IT employees.
Working From Home, Overall Motivation and Performance 56
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
Durbin-
Watson
1 .428a .183 -.006 4082.9233 2.044
a. Predictors: (Constant), Employee motivation
b. Dependent Variable: Employee recognition, Working environment,
Organizational culture and value, Organizational culture and value,
Organizational management system
Table 4. Regression model summary of employee motivation factors
Inferences from the table are that there is a 18.3% chance that the employee
recognition, working environment, organizational culture and value, organizational culture
and value, and organizational management system influence employee motivation and
subsequent their performance.
4.2.3 Effects of the Strategies on Motivation and Productivity of Remote Teams in IT
Firms
The examination of the second research question featured how the identified
strategies elicit positive effects towards motivation and productivity of the remote teams in IT
firms. The researcher used a Likert scale to identify the level at which each of the motivation
factors isolated in the first objective influences the performance and productivity of the
participants as they work from home for their respective IT firms.
Working From Home, Overall Motivation and Performance 57
Remuneration packages
Employee re
cognition
Working envir
onment
Organizational c
ulture and va
lue
Organizational m
anagement syst
em0.0
20.040.060.080.0
No effect at all No much effect Relative effects Extreme effects
Motivation factor rating
Freq
uenc
y (%
)
Figure 4. Rating of motivation factor on performance
The results showed that the scores on the effect of organisational management system
and organizational culture and value were mixed across the entire cohort inferring to their
performance and productivity while working from home. More participating employees
pointed out that they felt no effect at all (4.3%, SD = 0.71, p = .005) or no much effect
(23.2%, SD = 2.99, p = .005) from organizational culture and value on their performance.
Gauging these responses from regression analysis, a negative minimal statistical significance
was demonstrated showing that, while working from home, employees do not enjoy the
benefits of the management systems and/or the culture and values of the organization as
much as they would have in the office environment, and therefore are not largely motivated
to positively influence their performance, as illustrated in Table 5.
Working From Home, Overall Motivation and Performance 58
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) 1.566 .085 .329 3.061 -.004
Organizational culture
and value
Organizational
management system2.047 .016 .513 1.859 -.004
a. Dependent Variable: Employee Performance
Table 5. Regression coefficients of employee motivation factors on their performance
Examining the effects of remuneration package on motivation and subsequent
motivation, the participating employees that financial gains elicited relative to extreme effects
on their performance since it largely motivated them irrespective of working from home. The
analysis showed that the majority of the participants (n = 106, f = 76.8%) experienced
extreme effects on their performance from receiving good renumeration packages while
working from home. Other significant factors included the recognition of employees and
provision of a good working environment irrespective of working from home where more
than half of the employees elicited satisfaction with their jobs and performance.
4.2.4 Sustainability of Overall Motivation and Performance Levels of Employees
Working in IT Firms
The study evaluated the sustainability of the motivational factors to influence a
positive performance level among the IT employees. Three sustainability forces were
Working From Home, Overall Motivation and Performance 59
examined including autonomy, value of the employment, and competence of an employee.
Using regression analysis across the three sustainability domains, the findings are as
demonstrated in Table 6 below.
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 1.231E7 1 1.231E7 .738 .003a
Residual 6.668E8 40 1.667E7
Total 6.791E8 41
a. Predictors: (Constant), Autonomy, Value, Competence
b. Dependent Variable: Performance
Table 6. Sustainability domains of motivation factors
From the analysis, it was demonstrated that the sustainability domains were
statistically significant in maintaining motivation and subsequent performance of the IT
employees. The rationale was that IT employees are autonomous in their job responsibilities
pursuing their activities outside the external forces. Moreover, it was inferred that motivation
is congruent with staying true to individual beliefs and values. Lastly, it was argued that IT
employees are more motivated when their skills and experience rhyme, defining the
acquisition of a sense of competence.
Working From Home, Overall Motivation and Performance 60
Chapter Five: Discussion of Data And Self-Critical Reflection On The Research
5.1 Introduction
This chapter focuses on the various strategies adopted at IT firms to improve the
motivation of employees working from home. The research analysed the effect of
motivational strategies on the performance of employees, establishing a positive relationship
between employee attitude, open feedback sharing and the productivity of employees. The
study has identified that organizational values developed in IT firms influence the employee
competency in promoting the awarded tasks. The researcher has outlined the appropriate
organizational practices adopted to promote moral dependence and autonomy of remote
teams. The findings were made from results on the employee strategies employed in IT firms
in the United Kingdom.
5.2 Discussion
5.2.1 Strategies adopted at IT Sector for employees working from home
The current study findings indicate that the work environment is a significant factor in
motivating the employees to work from home. Employee job security is an essential aspect in
the working environment for it gives the probability of whether an individual keeps or loses
his job. The job security of employees working from home is affected by the challenging
economic conditions during the pandemic and the legislation governing the termination of the
employment contract and retrenchment of employees (Taheri et al., 2020). Sunarsih (2017)
agrees with the current findings suggesting that IT firms enrol their employees in labour
unions, which protect the employees from exploitation by the employers and advocate for
better employment terms for the workers to enhance job security. The findings suggest that
Working From Home, Overall Motivation and Performance 61
employee welfare is another motivating factor in employees' working environment.
Employee welfare includes the services and benefits provided by the employer to make life
worth living for the employees. The welfare programs aim to create a healthy, efficient
satisfied, and loyal labour force. The objective of the services is to improve the living
standard of employees, which motivates them towards giving better results and better
performance at work.
The present study indicates a positive relationship between organizational culture and
organizational performance improvement. Jalagat and Jalagat (2019) share the perception in
the research findings showing that the corporate earnings of a firm are affected by the
organizational culture effectiveness indicating that training and development help improve
the performance of employees. The organization offers training programs for employees to
enhance their efficiency in carrying out tasks awarded using the newly developed technology
and applications used when WFH. According to Stewart (2020), who supports these study
findings, organizational culture provides identity to employees in the IT industry, creating a
collective commitment to achieving corporate objectives. Organizations provide adequate
workload for employees to ensure optimal productivity and maintain the quality of results
provided. The single employees WFH have fewer responsibilities than married individuals
who dedicate more time to childcare. Therefore, there is a need to give a reasonable number
of tasks depending on employees' working environment. In support of the present findings,
Rupietta and Beckmann (2016) propose that IT firms offer job aid to help them perform
tasks. Organizations offering job aid were found to have higher turnover rates among the
employees because the guidance provided reduces the time spent tackling the tasks.
Working From Home, Overall Motivation and Performance 62
Supportive organizational culture proved to be an efficient strategy in promoting the
performance of remote teams in the IT sector, which maintained high production rates among
the employees.
The current study indicates that employees believe that IT organizations can
recognize their performance by offering monetary incentives. In support of these findings,
Manko and Rosinski (2020) infer that a pay-for-performance incentive system rewards
employees according to their contribution to the firm and their performance, attracting,
retaining, and motivating employees in the organization. He reports that organizations use the
merit pay incentive to reward employees for better performance by increasing the basic salary
of well-performing employees. Inuwa (2016) shares the opinion in the findings, asserting that
organization-wide incentive plans are used where a payment plan is developed. All
employees are rewarded as a result of improvement of the organizational performance.
Hakmaoui and Loukili (2017) support the present findings, inferring that the plan includes
profit sharing, gain sharing, and employee stock ownership programs where all organization
members are rewarded irrespective of their performance. The organizational incentives
develop a sense of loyalty, commitment, and job satisfaction among employees.
Organizational management is another aspect addressed by the IT sector in the UK to
improve the coordination and control of remote teams. The leaders play an essential role in
improving employee engagement; a review of the company policies indicates that a strong
relationship between employees and the leader creates a healthy environment increasing
productivity and job satisfaction. In agreement with these findings, Bonacini, Gallo, and
Scicchitano’s (2021) study shows that effective communication between employees and
Working From Home, Overall Motivation and Performance 63
leaders plays a significant role in employee motivation which is critical in meeting the
company goals. Allen, Golden, and Shockley (2015) complements the current findings noting
that companies use teleworking technology to help employees stay connected with
colleagues, supervisors, and the organization as a whole. Teleworking offers a solution to the
communication challenges arising from working apart due to COVID 19 pandemic;
teleworking technology uses electronic communication to enhance collaboration,
transparency, and trust. The findings deduce that the organizations are introducing informal
opportunities for workers to socialize through telework, reducing the rate of isolation among
employees, increasing their motivation at work. Furthermore, Farooq, Farooq, and Reynaud
(2019), in support of their findings, infer that telework enables the management to receive
feedback from the employees on the appropriate strategies to implement for improved
employee performance that contributes to increased profits. The leaders at small businesses
offer full support to their employees to promote continuous learning and transparent decision-
making, which significantly impact employee motivation. Communication between the
employees WFH and the leaders through the newly adopted telework platforms increases the
quality of the IT firm's product, increasing the competitive advantage in the market, which
enables the firm to grow.
5.2.2 Effects of the Strategies on Motivation and Productivity of Remote Teams at IT
Sector
The employee's belief about their job security was found to positively impact the
motivation and performance of remote teams. According to Odintsova (2021), who supports
the research findings, perceptions of job security affect employees' zeal, attitude, and morale
Working From Home, Overall Motivation and Performance 64
in a positive manner. During the pandemic, many companies experienced reduced business
activities, resulting in the implementation of revised employment contracts and terms, which
included reducing. The research indicates that employees perceived that the future of their job
continuity is uncertain during this period, which decreased their intrinsic motivation. In his
survey, the findings offered to the present study findings noted an increase in the inherent
reason after the firm's affirming the retention of employees after the pandemic, which created
logical relation and belongingness to the firm, translating to increased motivation. Rupietta
and Beckmann (2016) are consistent with the findings of this research, inferring that an
employer's socially responsible behaviour enhances employees' productivity and performance
in the workplace. In addition, employees are attracted and motivated to work with socially
reliable and trustworthy employers. A good relationship between the employee and the
employer has a positive impact on the motivation of employees, which increases the
performance of employees.
The research findings show that training and development contribute to positive
attitudes and improved job proficiency. The analysis indicated a significant relationship
between exercise and subsequent increase in working attitude and increased job competency.
The results showed that the employees who fully participated ineffective coaching
demonstrated a rise in job proficiency. These findings are consistent with Thorstensson's
(2020) opinion, suggesting that training positively impacts the employee's feeling of
belonging and concern for the job. The literature explained that exercise affects psychological
factors such as motivation and commitment, which influences employees' loyalty and trust in
the organization and the will to perform beyond the set job requirements. Aithal and PM
Working From Home, Overall Motivation and Performance 65
(2016) support the research findings, contending that it's clear that practical training is
significant in forming a positive attitude leading to increased proficiency; hence inadequate
training is associated with a perception of reduced competency, which results in poor
attitudes about performance leading to poor productivity in the firm. Furthermore, the
potential consequences of poor performance and lack of organizational trust are conflicts in
the workplace. Manko and Rosinski (2020) agree with the current findings asserting that
employees feel unfairly treated for not receiving practical job training functions, leading to
termination or loss of resources in the firm. There are performance gaps related to the
effectiveness of employee training, thus the need for conflict management strategies to be
enhanced at all levels of the firm.
The research found that employers give remuneration information of extrinsic and
intrinsic rewards to motivate employees. The findings of Pattnaik and Jena (2020)
complements the present study findings showing that when employees are intrinsically
motivated, the individuals work effectively to the expected standards of the job. The study
further illustrates that if individuals are extrinsically motivated, they work effectively to limit
the external rewards provided by the job. In support of the present findings, MacRae and
Sawatzky (2020) conclude that employees' intrinsic motivation is increased if the
remuneration is inherent to the job. If the remuneration is irrelevant to the job, the extrinsic
motivation to the job is increased. The study of Merriman et al. (2016) supported the study
findings averting that an effective reward system influences the performance of employees
through bonuses, incentives, commission, fringe benefits, monetary and non-monetary
rewards. In addition, (Khan et al., 2016) support the research findings on employee retention
Working From Home, Overall Motivation and Performance 66
and organizational performance, indicating that remuneration is a significant factor in
motivating employees' behaviour and performance. It is evident that remuneration directly or
indirectly affects employees' motivation, and a well-structured compensation program leads
to increased employee motivation, which further implies increased productivity.
The current findings show a positive relationship between the productivity of
employees and the use of telework. Stewart (2020) supports these findings arguing that
telework improves worker satisfaction through better work-life balance, reduced time on
commuting, and reduced destruction leading to more focus and less absenteeism at work.
Zhang et al. (2020) agree with the current findings in his study conducted in Germany,
providing evidence on the perception that telework increases employee performance,
illustrating that self-managed working time enhances more robust innovation initiatives,
higher productivity, and increased employee effort. In support of these research findings,
Patil and Gopalakrishnan (2020) avert that telework reduces the cost incurred by firms on
office space and office equipment. Hickman and Robison (2020) agree with the research,
suggesting that telework increases the efficiency of employees in IT firms since employers
have a large pool of employees to choose from and employ high-skilled workers to match the
job requirements. Consequently, through personal interactions, knowledge is shared among
employees, increasing the efficiency and performance of employees. Telework enhances
innovation and long-term productivity in the firm by providing a link for essential knowledge
sharing for research purposes among the employees. In contrast, telework was found to limit
the supervision of employees where employees get to consider free time over the task given.
Working From Home, Overall Motivation and Performance 67
The implemented strategies in the IT sector proved to increase the efficiency and productivity
of employees WFH.
5.2.3 Sustainability of Overall Motivation and Performance Levels of Employees
Working in the IT Sector
Employees in the IT sector will be motivated to perform well at work if their safety in
the organization is assured, reducing anxiety and discomfort experienced. Al Mamun and
Hasan's (2017) conclusions correspond to the present study's findings, maintaining that
companies that have established management policies to enhance employee job security have
reported tremendous growth in the intrinsic motivation of employees during the COVID-19
pandemic. This illustrates the organization's critical role in improving employees' motivation
and upholding their sense of security at work. The research findings indicate that virtually
working from home provides a sense of job security for employees in IT firms, motivating
them because of the work-life balance attained. Kucharska and Kowalczyk (2019)
complement the present findings inferring that the managerial support given by the IT
companies through the formulation of regulations and policies to allow smooth working from
home maintains the motivation in employees. The employees feel comfortable under the
given company policies outlining the operational standards, work assessment procedures, and
the compensation rewards to sustain employees' productivity. The findings show that
effective communication between the employees through teleconferencing platforms
increases the motivation of employees. Manko and Rosinski (2020) support the results,
arguing that sharing knowledge among employees is made easier through the telework
platform, eliminating the challenge of isolation and low esteem brought about by working
Working From Home, Overall Motivation and Performance 68
from home. Therefore, organizational culture adopted by firms has proven to influence the
beliefs and values gained by employees working from home, hence the need to establish
managerial policies to maintain employees' comfort and job satisfaction.
The research has tested the effect of competency on the sustainability of virtual teams
in IT. The results show that highly competent members are comfortable using the
teleconferencing resources to interact, share, and manage friendly experiences, enhancing
engagement in the team. Merriman et al. (2016), congruent to the study findings asserting
that virtual teams need to establish competence in the affective relationships because the
teleconferencing mode of communication is different from the face-to-face communication
where informal communication competency is required. The skills gained act as supportive
resources in the virtual environment, and so competent virtual training is a practical approach
to promote sustainability in remote teams. As such, technology assists in development and
learning where, if properly managed can help avoid inconveniences caused by illiteracy
leading to disengagement. The research focuses on the management of affection in virtual
teams.
Employees working from home require independence on the autonomy of performing
their roles by developing moral values to increase the motivation of employees. The research
showed the need for open-end communication in the training of employees working from
home to create a positive and strong relationship in the virtual team with a high level of
frankness and low diversity. The open-end communication strategy increased the
effectiveness of training while other models proved to be less effective. These findings are
consistent with a prior study by Casey and Sieber (2016), who showed that members who are
Working From Home, Overall Motivation and Performance 69
open with their experience improved group engagement in training. Teams with a higher
level of openness were more adaptable to the changing environment associated with working
from home. The research findings show the significance of group affection in maintaining
welfare wellbeing in virtual teams. The researcher has focused on identifying how wellbeing
is established in a remote team, emphasizing team engagement as a tool for welfare upkeep.
In support of these findings, a prior study by Singh et al. (2019) indicates the importance of
sustainable teamwork primarily due to the digitalization of work due to the inconveniences
caused by the COVID-19 pandemic. Therefore, to develop a sustainable virtual team, it is
essential to focus on engagement in the group. The research findings indicate the importance
of providing resources for online working to reduce the effects of faults experienced through
virtual working. The research has identified the emotional and technological demands
associated with virtual working and the possible adverse impacts on team engagement. In
their survey, Manko and Rosinski (2020) complement the present findings arguing that affect
management will provide the team members with the appropriate facilities to combat the
adverse effects of virtual working and increase team engagement. Therefore, promoting
wellbeing in teams is essential in overcoming the challenges of motivating virtual teams and
promoting open engagement among the members.
Working From Home, Overall Motivation and Performance 70
Chapter Six: Conclusions and Recommendations for Theory and for Practice
6.1 Introduction
In this chapter, inferences are made on the findings and discussion to build
conclusions. Specifically, the chapter underscores the answer to the research questions
exploring the factors that do motivate employees in the IT industry while working from
home, and how they influence their performance and productivity in their firms. From the
analysis, the strategies that are adopted in the IT sector to motivate employees working from
home during the COVID-19 pandemic have been established. Moreover, the findings have
demonstrated how the established motivation strategies impact elicit the positive effects on
the performance of employees working from home in the IT sector in the UK. Lastly, the
study established diverse domains to institute sustainability of the overall motivation of IT
sector employees while maintaining the performance level of employees working from home
amid the COVID-19 pandemic.
6.2 Conclusion
The study inquired the factors that business managers in the IT sector consider in the
adoption of telecommunication technologies to assist in motivating employees working from
home in the course of the COVID-19 pandemic. From the analysis, it has been established
that financial incentives, working environment, and employee recognition are a major
motivation tool that positively impacts employee job satisfaction and motivation, implying
overall positive employee and organizational performance. Essentially, when effective
recognition programs are enhanced in the workplace, a favourable working environment is
created, motivating the employees to become more committed. Outside monetary reward, an
Working From Home, Overall Motivation and Performance 71
ample working environment while working from home may be developed through
recognition programs, including formal recognition, where the program clearly defines the
processes, objectives, and criteria linked toward rewarding and recognizing individuals in an
organization for achieving specific business goals, exemplifying specific organizational
values or performing beyond regular targets. Additionally, informal recognition may be used
on the goals accomplished and other remarkable improvements in the organization, which
may involve the issuance of gift cards and certificates. Through frequent use of the formal
and informal recognition programs, the IT companies can influence the employees to uphold
the organizational values and highlight the desired actions, thereby creating a role model for
employees as they work from home. Further, a culture of an enabling working environment
through recognition in the organization is deemed to help align the corporate strategy and be
more responsive to motivation, thereby increasing the performance and productivity of the
affected employees. It is argued that employee recognition, coupled with a modelled
organizational culture and value, and organizational management system lead to a motivated
IT employee.
The second research question asked on the effects of the factors influencing the
adoption of telecommuting on the motivation of the affected employees working from home
during the COVID-19 crisis. In response, the analysis established that sharing feedback and
working on them between IT managers and employees working from home increases their
productivity during the COVID-19 pandemic. The results showed a minimal increase in the
motivation of remote teams at the team level but, upon further analysis at an individual level,
indicated increased cause with feedback strategy. It has been established that firms create an
Working From Home, Overall Motivation and Performance 72
online feedback system to help the less motivated employees to adjust their opinion on their
working conditions. Another motivation factor noted to directly impact employee
performance was the work environment, which may be accentuated by job security. Through
enhanced job security, the perception of IT employees working from home is modelled from
a social comparison on the goal achievement approach. Employees from different remote
teams compare their performance to assess the expected performance level. The performance
comparison among the IT employees working from home examining non-monetary rewards,
especially restructured employee recognition, and organizational management system
demonstrate the creation of an organizational culture that induces pressure towards increased
performance. The performance of employees is assumed to increase for motivated virtual
teams in an effort to match the performance to the firm's productivity.
The third research question evaluated how factors impacting employee motivation to
be modelled to enhance the performance and productivity of employees working from home
in the IT sector in the UK. The analysis exemplified sustainability domains that are important
in the maintenance of motivation in addition to bettering the performance of employees in IT
firms. Of significant reference was the maintenance of autonomy in the job responsibility of
employees augmenting their pursuit based on exogenous factors. Secondly, the analysis
demonstrated that employee motivation is emphasized by creating a work environment that
supports employees to be true to their values and beliefs while working. Importantly,
moulding the skills set of IT employees to be parallel to their duties and responsibilities
makes employees identify with their competence in the virtual working platforms motivating
them and simultaneously bettering their performance.
Working From Home, Overall Motivation and Performance 73
6.3 Recommendations for Theory and Practice
Based on the analysis above, it is recommended IT managers make inputs that induce
supportive gains towards employee motivation and performance in IT organizations. The
findings deduce that IT firms develop employee motivation, performance, and appraisal
feedback platforms. In practice, it is recommended that IT firms establish systems of
development where virtual employees at all levels are able to help each other develop their
talent and skills to be motivated. Secondly, it is recommended that since employee work
environment and recognition are depicted as significant motivation factors affecting many
IT employees, in addition to monetary factors, it is IT firms develop recognition and
appreciation strategies because they are valuable and not just a favour extension to gain more
employee commitment. Lastly, amid the COVID-19 pandemic, employees are motivated by
the flexible working culture considering their additional responsibility to family and/or for
safety and social distancing. It is recommended to uphold motivation for IT employees while
attracting their safety while emphasizing work-life balance.
Working From Home, Overall Motivation and Performance 74
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Appendices
Appendix I: Questionnaire survey
The questionnaire is developed purposing to gather in-depth information how working
from home influences motivation and subsequent performance of employees in IT industry
during the COVID-19 crisis. The questionnaire will assess the employee motivation factors
that elicit a direct impact on their performance and corporate productivity by working from
home. Please select the most appropriate answer to all questions.
Part I: Personal details
1. What is your sex?
[1] Male
[2] Female
2. What is your marital status?
[1] Single
[2] Married
[3] Separated
[4] Divorced
[5] Widow
3. Which academic qualifications do you have?
[1] High school
[2] College Diploma
[3] Bachelor
[4] Master
[5] Doctorate
Working From Home, Overall Motivation and Performance 88
4. How many years of service have you been working with the company?
[1] 1 - 5 years
[2] 6 - 10 years
[3] 11 - 15 years
[4] 15 years and above
5. Please indicate job level and positioning
[1] Staff/Officer
[2] Supervisor
[3] Manager
[4] Management level
Part II: Employee’s motivation
6. Which of the following factors is the most motivated/affected to you and your job?
[1] Remuneration packages
[2] Recognition
[3] Working environment
[4] Organizational culture and value
[5] Organizational management system
7. Are there other motivation factors that are necessary to you but not monetary related?
Which one?
[1] Yes, recognition
[2] Yes, working environment
[3] Yes, organizational culture and value
[4] Yes, organizational management system
Working From Home, Overall Motivation and Performance 89
[5] No, not any of them
[6] May be any of them but cannot decided
Part III: Employee’s performance and productivity
8. Please rate the level at which each of the factors identified in Q6 impact on individual
performance and productivity.
Motivation Factor [1] No
effect at all
[2] No
much effect
[3] Relative
effects
[4] Extreme
effects
Remuneration packages
Recognition
Working environment
Organizational culture and value
Organizational management system
9. Do you think the strong employee’s motivation results in higher employee performance
and productivity?
[1] Strongly disagree
[2] Disagree
[3] Not sure
[4] Agree
[5] Strongly agree
Part IV: Sustainability of employee’s performance and productivity
10. Please rate the level at which each of the motivation sustainability domains impact on
individual performance and productivity.
Working From Home, Overall Motivation and Performance 90
Motivation sustainability domains [1] No
effect at all
[2] No
much effect
[3] Relative
effects
[4] Extreme
effects
Autonomy
True to values and beliefs
Sense of competence
Thank you for your time