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Increasing Employee Motivation In The Event Management Industry
Using a combination of qualitative and quantitative research approaches, this report will explores the complex topic of employee motivation in the event management industry. The main goal is to provide a thorough grasp of the various aspects that affect motivation in this ever-evolving subject (Paais et al., 2020).
The research explores important topics including work-life balance, technology’s influence, leadership styles, recognition and benefits, the usefulness of social connections, and organisational ideals. Through the use of surveys and interviews, the research hopes to gather a wide range of viewpoints from experts in the field of event management.
The report aims to clarify the intricacies of employee motivation by means of this comprehensive investigation, illuminating both specific instances and broad patterns within this dynamic sector.
The methodical process of quantitative research is the collection and examination of numerical data in order to identify trends, correlations, and patterns. To arrive at unbiased results on the correlations between variables, statistical methods are employed (Guterresa et al., 2020).
Quantitative study on employee motivation in event management may use numerical measurements or structured questionnaires to measure variables including work satisfaction, productivity, and the effects of certain interventions.
Conversely, qualitative research focuses on the nuances and significance connected to a phenomena, exploring the breadth of human experiences. It uses open-ended methods to get subjective insights, including observations or interviews (Harianto et al., 2021).
Qualitative research may reveal the distinct viewpoints of professionals in the event management industry, illuminating their driving forces, obstacles, and goals.
When these methods are used, a thorough knowledge of employee motivation in event management is produced, combining the depth and complexity of qualitative insights with the statistical clarity of quantitative data. The robustness and profundity of the study findings are improved by this combination.
Interviews are a fundamental component of qualitative research methods, providing researchers with an invaluable means of exploring the complex domains of peoples’ ideas, feelings, and perspectives (Riyanto et al., 2021). This kind of study is very useful for exploring complicated and subtle occurrences since it provides a thorough comprehension of the subject.
What makes interviews unique is that they are open-ended, allowing participants to freely express their opinions without any constraints.
This liberty fosters a diverse and comprehensive articulation of thoughts, emotions, and encounters, furnishing investigators with an abundance of qualitative information. Interviews allow participants to build the story in their own terms, transcending the restrictions of planned replies, in contrast to formal surveys or questionnaires.
Interviews are powerful because they can convey the richness and complexity of human experiences. In addition to posing insightful questions, researchers may investigate unexpected findings by following up on replies in a lively, two-way dialogue (Eliyana et al., 2019). The interactive element cultivates a rapport between the investigator and the subject, establishing a congenial atmosphere for disclosing private and frequently delicate details.
Interviews also provide for flexibility in accommodating each participant’s uniqueness. Based on the person’s answers, researchers can modify their questions, enabling a customised investigation of various points of view. This flexibility adds to the depth of the data collected by ensuring that the interview process stays dynamic and sensitive to the developing conversation.
Interviews are useful for examining individual experiences as well as the situational and contextual elements that could affect participants’ viewpoints. Through probing the ‘how’ and ‘why’ of replies, researchers can reveal the many levels of meaning that may be hidden in more regimented data collection methods (Kurdi et al., 2020). When researching complex phenomena where several components interact, like employee motivation, the holistic method proves to be especially advantageous.
Nonetheless, there are several difficulties with using interviews in research. Open-ended questions can involve subjectivity and potential bias in the interpretation of replies, even while they allow for more data. The fine line between directing the discussion and letting people express themselves freely must be walked by researchers. Furthermore, in comparison to more quantitative techniques, the time and resource-intensive nature of interviews may restrict the scope of data collecting.
Interviews are a potent method for qualitative research because they offer a distinct perspective on the complex web of human experiences (Soelton, 2023). The flexible structure encourages a richness of communication, enabling individuals to articulate their ideas and emotions in a subtle way.
Interviews are a vital tool in the researcher’s toolbox, even with their problems since they may yield rich, contextually integrated insights. This is especially true when attempting to decipher complicated subjects like employee motivation in the event management industry.
The interview aimed at investigating viewpoints on employee motivation in the field of event management provided significant understanding of the complexities of this ever-evolving industry. The participant’s answers provided insight into the role that motivation plays in promoting teamwork and increasing productivity—two factors that are essential to the accomplishment of event management goals.
The interview had a noteworthy quality in its capacity to reveal complex opinions and experiences. Because the questions were open-ended, the participant was able to build on their ideas, giving their comments more depth (Kuswati, 2020). This level of detail is especially helpful when examining a complicated and diverse subject like employee motivation.
The participant’s in-depth narratives provided an abundance of qualitative data, enabling a deeper comprehension of the variables impacting motivation in the field of event management.
The interview was helpful in raising awareness of the difficulties experienced by industry experts (Miao and Cao, 2019). For companies looking to improve employee engagement, knowing that unclear communication and a lack of administrative assistance are demotivating issues is helpful. The research findings get legitimacy from these real-world difficulties, as articulated by an industry insider, which increases their relevance and application.
Nonetheless, it’s critical to recognise any possible theoretical issues related to interviews. The potential for subjectivity or bias in the interpretation of the participant’s replies is one such worry. The dependability of the data may be impacted by the interviewer’s biases or unintentional hints, which might change the direction of the conversation.
In order to lessen this, an attempt was made to remain impartial and use open-ended questions so that the opinions of the participants would naturally surface (Niati et al., 2021). However, there is still a theoretical problem with the intrinsic subjectivity of qualitative data gathering techniques.
Another consideration is the generalizability of the results. While the interview provides a thorough insight of the participant’s experiences, generalising these findings to the event management sector as a whole is not advised. The uniqueness of experiences may restrict the broader use of qualitative data. Because of this, it is imperative to support these observations with quantitative data from a larger sample, which the questionnaire makes possible.
A potent research tool, questionnaires offer an organised and effective way to gather quantitative data from a sizable and varied sample. Studies that attempt to assess and analyse different elements of attitudes, views, and behaviours across a broad variety of participants are especially well-suited for this strategy.
A methodical approach is used in the design of questionnaires to guarantee consistent data collecting. Researchers may ensure consistency in replies by using this standardised method to give the same set of questions to every participant (Riyanto et al., 2021).
Standardisation is essential to enable comparisons across research initiatives and within the study itself. Researchers can improve the validity and reliability of the data they gather by creating fair playing fields for analysis through the use of standard response scales and question forms.
A feature of the questionnaire approach is its efficiency. It is an efficient method of gathering data since researchers may connect with a lot of people at once. When working with large populations, this scalability is especially helpful since it enables researchers to provide a significant number of replies in a comparatively short amount of time. The capacity to collect data from several individuals enhances the generalizability of results, allowing researchers to make inferences that could be relevant in a wider setting.
Questionnaires are standardised, which simplifies data collecting and makes statistical analysis easier. Numerous statistical approaches may be used to quantitative data obtained from surveys, allowing researchers to find patterns, trends, and correlations within the dataset. A rigorous framework for deriving significant results, confirming or disproving hypotheses, and enhancing the study’s overall robustness is provided by statistical analysis.
In addition, surveys provide participants with a certain level of anonymity, encouraging honest and objective answers. When discussing delicate subjects or in situations where individuals would feel awkward voicing their genuine thoughts in person, this anonymity can be quite helpful. Because surveys are seen as confidential, respondents are more likely to be open and truthful, which improves the validity of the information gathered.
But there are several difficulties with using surveys. The possibility of response bias, in which people give socially acceptable replies or distort their genuine feelings, is one theoretical issue (Kurdi and Alshurideh, 2020). Careful question and answer scale design is necessary for researchers to reduce bias and guarantee the accuracy of the data they gather.
The benefits of using questionnaires in research are significant, notwithstanding these difficulties. Questionnaires are a flexible and commonly used tool in many different sectors because of its organised methodology, effectiveness, and ability to gather data in a standardised manner. Questionnaires, when properly created and executed, offer significant insights, bolster the validity of study outcomes, and are essential in deepening our comprehension of intricate phenomena.
The usefulness, limits, and theoretical implications of the questionnaire intended to investigate work-life balance, employee motivation, leadership styles, recognition, and the impact of technology in the event management industry were carefully considered.
The survey effectively tackled a broad spectrum of subjects pertaining to employee motivation. The questions were designed to address important topics such the effect of technology, work-life balance, efforts for acknowledgment, perceived value of contributions, and the clarity of supervisors’ orders. A quantitative component was added by using a Likert scale, which allowed respondents to express their opinions on a graded scale.
In order to assess the perceived level of organisational support and provide insight into the types of leadership that are common in the event management industry, questions on instruction clarity and leadership that value staff viewpoints were included (Shafi et al., 2020).
The goal of the investigation into recognition programmes and their effect on motivation was to comprehend how acknowledgment contributes to the development of productive work environments. The purpose of the work-life balance questionnaires was to gauge respondents’ levels of satisfaction and difficulties in balancing their personal and professional lives.
Recognising the changing significance of technology in event management, the questionnaire asked about the effectiveness of work activities and the availability of required training in terms of technological impact. The use of these all-inclusive inquiries guaranteed a complete investigation of the study goals.
The questionnaire has several limitations even though it was created to include a wide variety of viewpoints. The vulnerability to reaction bias is one such issue. It is possible for respondents to give replies that are affected by their present emotional state or that are socially acceptable.
Furthermore, even while the Likert scale is helpful for quantitative research, it may oversimplify respondents’ complicated experiences and subtle emotions. This simplicity could make it harder to comprehend unique experiences in depth (Chiat and Panatik, 2019). Furthermore, the generalizability of findings may be impacted by the specific wording and question structure.
Depending on how the question is perceived, several answers to the same one may be given, which impacts the data’s reliability. Furthermore, as people view and interpret things differently, subjectivity may be introduced by the questionnaire’s dependence on self-reporting.
Despite these shortcomings, the questionnaire offers some important advantages. The Likert scale and structured format provide a systematic approach to data collection that makes quantitative analysis and comparison easier. A bigger sample size may be included because the questionnaire is scalable, which raises the possibility that the findings will apply to the event management sector as a whole.
Additionally, the questionnaire’s design facilitates successful data collection, making it a useful tool for academics looking to quickly get insights on employee motivation (Iis et al., 2022). In order to provide a more thorough picture of the research field, the quantitative data acquired might supplement qualitative results from other research methodologies.
Although the questionnaire is good at gathering different viewpoints and making quantitative analysis easier, researchers should be aware of its limits. It is important to acknowledge the possibility of response bias and oversimplification when evaluating and extrapolating the results. Scholars could think about combining data from other sources to bolster the validity of their findings and offer a more complex picture of worker motivation in the event management industry.
In research, combining questionnaires and interviews offers a potent and sophisticated way to examine the complex terrain of employee motivation in the event management industry. Combining qualitative and quantitative methodologies allows for broader statistical analysis and provides a thorough knowledge of the complex aspects influencing employee motivation. It also sheds light on individual experiences.
As a qualitative research method, interviews are essential for revealing the complexity and subtleties of individual viewpoints. Because interviews are open-ended, participants are allowed to express themselves, which gives researchers a wealth of qualitative data (Saputra and Mahaputra, 2022).
The interview provided insightful information about the direct impacts of motivation on output, innovation, and teamwork in the context of employee motivation in event management. The interviewee’s observations on demotivating elements, such unclear communication and a dearth of administrative assistance, deepened our awareness of the difficulties encountered in the sector.
Interviews provide benefits that go beyond just gathering information. They provide a more comprehensive understanding of the topic by enabling researchers to investigate the psychological and emotional aspects of motivation. Potential theoretical issues, such as the impact of interviewer bias and subjectivity in answer interpretation, must be acknowledged, though. To ensure the validity and reliability of the information acquired, researchers need to conduct interviews with attention to these criteria.
However, questionnaires provide an organised and effective way to collect quantitative data from a larger sample. A variety of topics related to work-life balance, technological influence, leadership styles, employee motivation, and recognition were intended to be covered by the questionnaire (Hajiali et al., 2022) .
A standardised method of assessing answers was made possible by the adoption of a Likert scale, which made it easier to perform statistical analysis and comparisons across different variables. The dependability and generalizability of the study findings are improved by this methodological rigour.
In huge datasets, questionnaires are especially helpful for examining trends, patterns, and relationships. The questionnaire in the event management industry effectively gathered a variety of viewpoints on subjects from technology’s effect on motivation to leadership styles. Researchers may gather information from a large and varied participant pool because to the scalability of questionnaires, which offers a more comprehensive view of prevailing patterns.
But there are also theoretical issues related to surveys. Researchers must deal with response bias, which occurs when participants give socially acceptable replies, and the possibility of oversimplifying complicated experiences (Arif et al., 2019). In order to mitigate these problems and guarantee the quality of the quantitative data that is gathered, it is essential to craft well-structured and objective questions.
In addition to capturing the breadth and depth of employee motivation, the integration of questionnaires and interviews in this study makes use of the unique advantages of both qualitative and quantitative methodologies. While the quantitative information from surveys offers a methodical and analytical viewpoint, the qualitative insights from interviews give a contextual knowledge of individual experiences. When combined, these techniques strengthen the overall robustness of the study findings.
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Chiat, L.C. and Panatik, S.A., 2019. Perceptions of employee turnover intention by Herzberg’s motivation-hygiene theory: A systematic literature review. Journal of Research in Psychology, 1(2), pp.10-15.
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| Questions | Answers |
| What part does employee motivation play, in your opinion, in the accomplishment of event management initiatives? |
In our field, employee motivation is essential. It has an immediate effect on our productivity, creativity, and collaboration. Employees who are driven are more inclined to go above and beyond to make an event successful. |
| Are there any particular elements that you can name that support your employee motivation at work? |
Important elements include an opportunity for professional development, acknowledgement and gratitude for our work, and a supportive work atmosphere. The presence of these components greatly increases employee motivation. |
| Have there been any troubles merely have experienced that have influenced your inspiration at work? |
Yes, there have been events when I felt less persuaded due to uncertain communication and a need for administrative help. Being ignored or feeling undervalued may be demoralising. |
| How significant a factor in employee motivation in the event management sector is a feeling of purpose and alignment with the organization’s values? | It is essential. Employee motivation is increased when they have a feeling of purpose in their job and align with the organization’s values. This is tied to the purpose of the events they are working on. |
| How, in the context of event management, can organisational culture affect employee motivation? | The employee motivational influence of a healthy, inclusive culture that celebrates diversity and fosters teamwork is substantial. It fosters a positive work atmosphere where staff members feel appreciated and inspired to participate. |
| What effect, in your opinion, do leadership styles have on the employee motivation of professionals in event management? | Styles of leadership are important. While authoritarian leadership styles might have the opposite impact, supportive and transformative leadership that offers direction, and criticism, and acknowledges accomplishments positively promotes employee motivation. |
| Do you think that increased employee motivation in the event management sector is a result of flexible work arrangements? |
Absolutely. Flexibility recognises the particular requirements of our sector. Control over work schedules improves work-life balance and, consequently, employee motivation. |
| Have you engaged in any team-building exercises? If so, how do you think they affect collaboration and employee motivation? |
Certainly, team-building exercises are beneficial. They progress collaboration and inspiration by cultivating more communication, cultivating a sense of unity, and cultivating friendship. |
| What effect, in your supposition, does the high level of pressure within the segment have on workers’ inspiration? Have you seen any successful coping strategies used by employees? |
The industry’s intense pressure might be difficult at times, but it also adds excitement. Clear communication, time management, and offering sufficient assistance to deal with stress are examples of effective coping techniques. |
| Do you think that when individual objectives are in line with organisational goals, employee motivation increases? If so, how can organisations help? | Absolutely. A sense of purpose is created when personal aims line up with those of the organisation. Organisations may help to achieve this alignment by offering opportunities for professional growth, goal-setting frameworks, and transparent communication. |
| What effect, in your opinion, does employee employee motivation have when technology and automation are introduced into event management tasks? | Technology may improve productivity and expedite procedures, but how it is used will determine how it affects employee motivation. Employee involvement in the integration process may increase employee motivation by freeing up time for more innovative contributions and eliminating tedious chores when they realise the advantages. |
| How, in your opinion, can constructive and positive criticisms affect your employee motivation and career advancement? |
Reactions are essential. Constructive criticism offers suggestions for development, whilst positive criticism raises spirits and employee motivation. A positive feedback culture encourages lifelong learning and growth, which raises employee motivation levels overall. |
| Have you seen or encountered situations where your co-workers’ employee motivation was impacted by a lack of training or opportunity for skill development? |
Lacking training may indeed be demoralising. Employees may experience a sense of stagnation if they believe they lack the abilities necessary for their current positions or future professional advancement. Sustaining high levels of employee motivation requires continual training opportunities. |
| In the event management sector, how important do you think work-life balance is to maintaining employee motivation over the long term? | Work-life balance is essential. Due to the nature of our work, erratic hours and strict deadlines are commonplace. Finding equilibrium guarantees that workers may maintain elevated levels of enthusiasm without experiencing burnout. |
| Could you discuss how incentives and recognition affect employee motivation? Are there any particular recognition programmes that you think work especially well? | Acknowledgement has great employee motivational power. Receiving recognition for one's efforts, whether in the form of verbal praise, prizes, or other benefits, improves morale and inspires workers to keep up their best work. |
| In what ways do inclusion and cultural diversity support an inspiring workplace in the event management sector? | An open and diverse workplace fosters creativity and a range of opinions. When workers feel valued and involved, they develop a sense of acceptance and belonging, which positively affects employee motivation. |
| How does one’s level of decision-making autonomy impact employee motivation, in your perspective? Have you ever seen that people become demotivated when they lack autonomy? |
Independence is empowering. Employee motivation is increased when they are allowed to make decisions and provide their views. On the other hand, a lack of autonomy may indicate a lack of confidence in workers’ talents, which can be demotivating. |
| In what ways, in your opinion, does the incorporation of wellness programmes and initiatives for employees—like stress management or health-related activities—affect the industry’s general motivation among event managers? | Programmes for employee well-being have a big impact on motivation. The demanding nature of event planning can be detrimental to one’s health. Wellness programmes have a good effect on motivation by demonstrating the organization's commitment to the well-being of its workers. In addition to improving physical well-being, initiatives like stress management classes and health-related programmes also help to create a positive work atmosphere, which raises employee engagement and output. |
| What role do relationships and social connections have in the workplace in terms of employee motivation, and have you seen any effective team-building activities in this area? |
Social ties are essential. Good working connections with co-workers provide a fun and encouraging atmosphere that increases employee motivation. Activities aimed at fostering camaraderie within the team, including group trips or cooperative projects, can reinforce these relationships. |
| What effect does the company’s dedication to social responsibility and sustainability have on your employee motivation as an event management professional? |
It is inspiring to see the organization’s dedication to social responsibility and sustainability. It gives us a feeling of purpose to know that the job we do is in line with moral and ecologically responsible standards. Representatives that regard corporate duty are propelled by it, and it not as it were progresses the company’s reputation but also fosters an extraordinary work environment. |
| How, in your opinion, does the degree of straightforwardness in authoritative decision-making influence representative inspiration? Have there ever been instances when a lack of transparency presented difficulties? |
Being transparent is essential to sustaining high levels of employee motivation. Trust and commitment are fostered when workers feel included in the decision-making process and comprehend the rationale behind decisions. On the other hand, a lack of openness can cause annoyance and ambiguity, which lowers employee motivation. Positive organisational cultures boost employee motivation and general job satisfaction through open communication and openness. |
Feedback 1 - Hasitha
The survey covers many things in event management like how motivated employees are, if they feel recognized, their work-life balance, and how technology affects them. To make it better, remove repeated questions for clear understanding. Asking open-ended questions can give more detailed insights. In general, it's a complete tool that can get important feedback on how employees feel in their jobs.
Feedback 2 - Charlotte j dale
I don't understand this question...
How long have you been utilised within the field of event management.
The word 'utilised' needs to be replaced.
Your questions don't have numbers.
For example question 1, question 2, question 3, question 4 etc...
Under section 2 you should have somthing like...
'For the following questions please rate ecah statement on a scale of 1 - 5 (1 being strongly agree and 5 being strongly disagree).
Then instead of having the answers a), b), c), etc... They should be 1,2,3, etc...
There are a lot of strongly agree - strongly disagree answers maybe other forms of questions to get other types of answers would be beneficial
I like the layout and structure as it's easy to read and follow including the use of italic and bold writing.
Feedback 3 - Murphy
This appears to be a well-structured questionnaire that covers all aspects of the event management world, including demographics, employee motivation, leadership style, acknowledgments and benefits, work-life harmony, and the impact of technology.
The question is not clear enough:Make sure the question is clear and specific. For example, in Section 2, there was a recurring question about receiving clear instructions and guidance.
Balanced response options:Check that response options are balanced. For example, in Section 4, the options for “strongly disagree” and “strongly agree” should have equal weight to keep responses balanced.
Impact of technology:
In Section 5, consider expanding on questions related to the impact of technology, such as asking employees what specific technologies or tools they find most beneficial or challenging.
Timeframe considerations:Ask participants to reflect on specific time frames when answering questions, especially those related to acknowledgments and benefits, as perceptions may change over time.
Feedback - 4 - Martha
Overall the questions are direct and easy to understand but;
1. There is no introduction to your topic or the purpose of the research.
2. Nothing on ethics is included in the questionnaire.
3. Questions are repeated.
4. There is no proper numbering.
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