Kathlyn Tajada ACTIVITY 3 Acctg. 321

Kathlyn C.
Tajada BSMA-3B
ACTIVITY 3:
A. Research Online (Google Scholar) and look for at least three studies in your
field of specialization or major (related to accounting). Note down the main
problem and sub-problems the researcher answered. Please take note of the
following information: title of the study; assumptions and hypothesis;
researcher’s name; nature of research; and year the manuscript was written.
B. Based on the data you listed in A, classify whether the specific problem is
descriptive, relationship, or difference research question.
C. Based on the research topic you identified in Activity 1, formulate your major
problem and sub-problems.
D. Justify the need to study the problem you identified in C.
ANSWERS:
A. Title of the Studies:
1. Employee participation, performance metrics, and job performance: A survey

study based on self-determination theory
2. Impact of Employee Motivation on Employee Performance
3. Adoption of management accounting innovations: Organizational culture
compatibility and perceived outcomes
Assumptions and Hypothesis:
1. Employee participation, performance metrics, and job performance: A

survey study based on self-determination theory
This study investigates how involving operational employees in developing

performance metrics can lead to better employee job performance. It specifically looks
at how PM participation improves managers’ perceived quality of operational
performance metrics and how, in turn, managers use such metrics in various ways with
the aim of elevating employee job performance. Fig. 1 summarizes the study’s model
and includes definitions of the constructs. This section introduces the model and
explains how it draws on self-determination theory.
H1. Managers are more positive about the performance metrics’ quality when
employees have had more influence in their design
H2. Managers make more use of the performance metrics when they find the
performance metrics to be of good quality.
H30. There is no effect on job performance of employees when managers use the
performance metrics for giving monetary compensation.
H40. There is no effect on job performance of employees when managers use the
performance metrics for giving nonmonetary rewards.
H5. The job performance of employees is higher when managers use the
performance metrics for evaluation purposes.
H60. No indirect relationship exists between PM participation and employee job

performance via PM quality and use of PMs for monetary compensation.
H70. No indirect relationship exists between PM participation and employee job

performance via PM quality and use of PMs non-monetary rewards.
H8. A positive indirect relationship exists between PM participation and employee

job performance via PM quality and use of PMs nonmonetary rewards.
2. Impact of Employee Motivation and Employee Performance
To satisfy customers, firms do much effort but do not pay attention on satisfying
employees. But the fact is that customer would not be satisfied until and unless
employees are satisfied. Because, if employees are satisfied, they will do more work
therefore ultimately customers will be satisfied (Ahmad, 2012). Employee performance
is actually influenced by motivation because if employees are motivated then they will
do work with more effort and by which performance will ultimately improve (Azar and
Shafighi, 2013).
H1: Employee motivation has a significant and positive relationship with

employee performance.
In a study it was found that rewards are essential to change the dissatisfaction of
employees into satisfaction. It was concluded that when employees are satisfied then
they will do task with more interest and will do work hard which will leads to good
performance (Mehmod, 2013). A study was conducted in which it was found that
employee’ performance is directly influenced by intrinsic rewards. Because when
intrinsic rewards are given to them they came to know about their performance and do
more work hard to gain appreciation. (Edirisooriyaa, 2014).
H2: Intrinsic reward has a significant and positive relationship with employee
performance.
H3: Intrinsic reward has a significant and positive relationship with employee
motivation.
Training practices directly or indirectly affect the motivation of employees and

their commitment to
the organizations (Meyer and Allen, 1991). Training is defined in this study “as the
planned intervention that is designed to enhance the determinants of individual job
performance” (Chiaburu and Tekleab, 2005, p. 29). A study showed that training is one
of the most important aspects in HR applications which directly influence the
performance of employees. Training increases and updates the knowledge of
employees which leads to increase in performance. Employee training is like an asset
because if employees are competent then companies’ will increase more and will
provide long term benefits as compare to competitor (Ameeq-ul-Ameeq & Hanif, 2013).
H4: Employee perceived training effectiveness has a significant and positive

relationship with employee motivation.
Theory and development of hypotheses

In this section, we present the theoretical ideas on which our study draws. First,
we discuss the link between organizational culture and management innovations.
Second, we briefly review the current debate about the validity of the new-institutional
two-stage model of diffusion, and we present recent ideas within institutional analysis
which cast new light on the two-stage model and the relationship between adoption
motivations and timing. Finally, based on the previous sub-sections, we develop
hypotheses regarding innovation adoption
H1. Early adopters of an innovation are compatible firms, but as the diffusion
progresses, the proportion of compatible adopters declines.
H2. Compatibility interacts positively with the perceived opportunity of achieving
gains on the decision to adopt an innovation.
H3. Incompatibility interacts positively with the intensity of com-petition to
influence the decision to adopt an innovation.
Hypotheses 2 and 3 both explain adoption as an effect of inter-action between

compatibility and adoption motivation. When an innovation is compatible with a firm’s
organizational culture, the innovation will be adopted if the perceived level of gains from
adoption is adequate (H2). When an innovation is incompatible with a firm’s
organizational culture, the innovation will still be adopted provided that the level of
intensity of competition, and thus the perceived risk of incurring losses by ignoring the
innovation, is intense enough (H3). The two interaction effects on adoption are depicted
in Fig. 1
RESEARCHER’S NAME:
1. Employee participation, performance metrics, and job performance: Asurvey

study based on self-determination theory
Bianca A.C. Groena,∗, Marc J.F. Woutersa,b, Celeste P.M. Wilderomc
2. Impact of Employee Motivation on Employee Performance
Irum Shahzadi
BBA (Hons) Department of Management Sciences
The Islamia University of Bahawalpur, Pakistan
Email: Irumshahzadiiub@gmail.com
Ayesha Javed
BBA (Hons) Department of Management Sciences
Email: Aeshy420@gamil.com
Syed Shahzaib Pirzada
MBA (Finance) Department of Management Sciences
E-mail: shahzaib86pirzada@gmail.com
Shagufta Nasreen
MBA (Finance), Department of Management Sciences
Email: Shaguftaiub533@gmail.com
Farida Khanam
MBA (Finance), Department of Management Sciences
Email: faridaiub58@gmail.com

Christian Axa, , Jan Greveba
University of Gothenburg, School of Business, Economics and Law, P.O.

Box 610, SE-405 30 Gothenburg, SwedenbÖrebro
University School of Business, SE-701 82 Örebro, Swedena
Nature of Research :
1. Employee participation, performance metrics, and job performance: A

survey study based on self-determination theory-
Because publicly available archival data for testing the hypotheses are not available,
we collected our own data, using a survey method and following the framework of
Vander Stede et al. (2005) for assessing the quality of survey research. This
framework divides the requirements for survey research into five categories. First,
researchers should have a specific research objective in mind to guide their study. As
we reported in Section 1, our objective here is to discern whether metrics that have
been co-developed with operational employees are considered to be of higher quality
and in turn, are used more by managers and whether this use is linked to higher
employee job performance. Second, researchers should define their population and be
clear about their sample to be able to know what inferences can be drawn from the
study (see Section 3.1). Third, researchers should consider the survey questions and
other research method issues necessary to judge the internal validity of the study (see
Section 3.2). Fourth, the collected data should be accurate. Thus we describe the
followed practical procedures when gathering the data (in Section 3.1) and report how
we checked for possible problems in the dataset (in Section 3.3). And fifth, researchers
should report how they ensured these requirements were met. The section below
presents in detail the methods used.
2. Impact of Employee Motivation and Employee Performance :
This research method is descriptive research which means describing,

explaining some particular explanation. The descriptive research deals with
the description of present situation rather than to give judgments and
interpretation about present situation (Creswell, 1994). The current situation
deals with the verifying the hypothesis that reflects the present situation.
3. Adoption of management accounting innovations: Organizational

culture compatibility and perceived outcomes-
They collect their data using a web-based survey approach. Several benefits
are associated with web-based survey methods (compared with traditional
mail survey methods), including reduced implementation and processing time
and costs, enhanced questionnaire design, faster data collection, and a
higher response rate (Cobanoglu et al., 2001; Kiernan et al., 2005). The web
questionnaire was designed with tracks of questions. As questions were
answered, the respondents were automatically directed to the next relevant
question based on their responses to that question. This arrangement meant
that non-relevant questions were bounced, minimizing the number of
questions to be answered, which likely has a positive effect on the study’s
response rate.
Year Written:
B. Based on the data you listed in A, classify whether the specific problem is
descriptive, relationship, or difference research question
1. Employee participation, performance metrics, and job performance: A survey

study based on self-determination theory- Descriptive and relationship
research
2. Impact of Employee Motivation and Employee Performance- Descriptive
research
compatibility and perceived outcomes- Descriptive and Relationship
Research
C. Based on the research topic you identified in Activity 1, formulate your major
problem and sub-problems.
Motivation in the workplace to improve employee performance
Major Problem: MOTIVATION IS THE KEY TO PERFORMANCE

IMPROVEMENT
Keeping employees motivated and engaged can help boost morale, reduce
turnover and create a more dynamic and profitable operation. While different
things motivate different people, there are several demotivating practices that
can negatively impact one’s business. Recognizing and correcting these issues
can help improve your organization on numerous fonts.
Sub-Problems:
 Poor leadership Structure

 Lack of Challenging Work
 Workplace Conflict
 Lack of Confidence in the Company
 No One-on-One Attention
 Low Expectations for Success
 Fear of Failure
Strategies for Motivation:

 Positive reinforcement / high expectations
 Effective discipline and punishment
 Treating people fairly
 Satisfying employees needs
 Setting work related goals
 Restructuring jobs
 Base rewards on job performance
D. Justify the need to study the problem you identified in C.
Most employees need motivation to feel good about their jobs and perform
optimally. Some employees are money motivated while others find recognition and
rewards personally Motivation levels within the workplace have a direct impact on
employee productivity. Workers who are motivated and excited about their jobs carry
out their responsibilities to the best of their ability and production numbers increase as a
result. An incentive is a motivating influence that is designed to drive behavior and
motivate employees to be produce quality work. Employers use several types of
incentives to increase production numbers. Employee incentives come in a variety of
forms including paid time off, bonuses, cash and travel perks. Incentives drive employee
motivation because they offer workers more to strive for than a regular paycheck. Many
employees need recognition from their employers to produce quality work. Recognition
and employee reward systems identify employees who perform their jobs well.
Acknowledging a job well done makes employees feel good and encourages them to do
good things. Employers recognize workers by tracking progress and providing feedback
about how they have improved over time. Public recognition is also a motivating factor
that drives worker productivity.
Some employees are motivated through feeling a sense of accomplishment and

achievement
for meeting personal and professional goals. Many workers are self-disciplined and self
motivated. Incentive and rewards have little effect on employees who feel motivated
only when they are confident in their abilities and personally identify with their role within
the organization. These individuals perform productively for the sake of the personal
challenge their work provides. There are several ways employers can motivate
employees and drive worker productivity. Because factors influence workers in different
ways, employers can utilize motivation strategies that encompass several techniques.
For example, to influence workers who are money motivated, an employer may
implement a daily "spiff" that pays cash instantly to employees who meet short-term
production goals. To achieve long-term production goals, an employer could implement
a program that encourages friendly competition between workers to meet production
numbers. At the conclusion of the program, employers can publicly recognize top
performers for a job well done.
When looked upon the first time, the link between employee motivation and
performance seems to be quite obvious. That’s because every time when we deem a
task to be important and valuable to us, we act with a high level of dedication and
enthusiasm to its completion. However, the relationship between these two things is in
fact a lot more complex. With that in mind, managers need to find creative ways in
which to consistently keep their employees motivated as much as possible. Motivation
is very important for every company to improve the employee performance and
productivity of the organization.

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Kathlyn C.

D. Justify the need to study the problem you identified in C.

A. Title of the Studies:

1. Employee participation, performance metrics, and job performance: A survey

Assumptions and Hypothesis:

1. Employee participation, performance metrics, and job performance: A

This study investigates how involving operational employees in developing

H60. No indirect relationship exists between PM participation and employee job

H70. No indirect relationship exists between PM participation and employee job

H8. A positive indirect relationship exists between PM participation and employee

H1: Employee motivation has a significant and positive relationship with

Training practices directly or indirectly affect the motivation of employees and

H4: Employee perceived training effectiveness has a significant and positive

Theory and development of hypotheses

Hypotheses 2 and 3 both explain adoption as an effect of inter-action between

1. Employee participation, performance metrics, and job performance: Asurvey

3. Adoption of management accounting innovations: Organizational culture

Christian Axa, , Jan Greveba

University of Gothenburg, School of Business, Economics and Law, P.O.

1. Employee participation, performance metrics, and job performance: A

2. Impact of Employee Motivation and Employee Performance :

This research method is descriptive research which means describing,

3. Adoption of management accounting innovations: Organizational

1. Employee participation, performance metrics, and job performance: A survey

Major Problem: MOTIVATION IS THE KEY TO PERFORMANCE

 Poor leadership Structure

Strategies for Motivation:

D. Justify the need to study the problem you identified in C.

Some employees are motivated through feeling a sense of accomplishment and

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