THE IMPACT OF EMPLOYEE MOTIVATION ON PERFORMANCE AT HUAWEI

THE IMPACT OF EMPLOYEE MOTIVATION ON PERFORMANCE AT HUAWEI

INTRODUCTION

Introduction to the Study

Employee motivation refers to the level of commitment, energy, and creativity demonstrated by workers when undertaking their assigned duties (Kuranchie-Mensah and Amponsah-Tawiah, 2016, p260). Despite the growth or shrinkage of an economy, finding new ways to motivate employees is one of the primary concerns of management. In small businesses, employee motivation can render very problematic because the owner may find it challenging to delegate essential responsibilities to employees. Generally, entrepreneurs should be cautious to avoid pitfalls since low employee motivation leads to problems such as disinterest, complacency, and widespread discouragement. With such attitudes in the workplace, it is highly possible that an organization can easily run out of business.

On the other hand, small businesses can provide an ideal atmosphere for employee motivation, whereby the employees can see their contributions (TEKLU, 2018, p15). According to Dobre, a motivated workforce results in streamlined business activities (Dobre, 2013, p54). There exist several methods that can be used in employee motivation. The best efforts to elevate motivation should focus primarily on what the employees deem essential. In most organizations, the reward system and job design have improved productivity, increased company longevity, and increased morale (Dobre, 2013, p54). This study provides detailed information on employee motivation at Huawei, challenges faced by the company when trying to motivate their employees, and the effect of employee motivation on Huawei’s productivity. It also offers recommendations that may be utilized by the company to enhance longevity and elevated motivation.

Background of the Study

Huawei is one of the most prominent telecom vendors worldwide (Chen, 2019, p2). The success of the company comes from technological advancement and the firm’s scientific and progressive management, especially in employee motivation (Zhu, Hoffmire, Hoffmire and Wang, 2013, p3). The firm has a rewards system that makes it very unique. The firm uses both the extrinsic and intrinsic reward systems to motivate its employees (Huawei, 2014, p1). In terms of external reward, Huawei believes that offering high salaries and welfare is the first step towards developing a better reward system to motivate employees (Chen, 2019, P19). When people start working at Huawei, they are offered high starting salaries, and the value of the employees are evaluated with time (Huawei, 2014, p1).

Employees receive increased bonuses depending on their contribution to the company and individual performance (TEKLU, 2018, p23). Bonus acts as a handy external reward system, which helps motivate people to acquire new skills, which results in increased competency within the firm (De Cremer and Tao, 2015, p2). Another type of external reward system adopted in Huawei is that most of the employees own the company’s shares (Zhu, Hoffmire, Hoffmire and Wang, 2013, p7). Stock options are dynamically adjusted about responsibility, talent, job attitudes, contribution, and risk recognition (Zhu, Hoffmire, Hoffmire and Wang, 2013, p2). Through this action, long term motivation of employees is facilitated hence stabilizing growth. The firm adjusts the employee shares annually, whereby those who are highly committed raise their share limits (De Cremer and Tao, 2015, p2). Resultantly, employees work harder to ensure that they get their anticipated share levels.

Maslow’s hierarchy of needs argues that it is essential that the employee’s physical needs are fulfilled during the first stage (Dobre, 2013, p54). However, the spiritual needs of individuals are more vital compared to physical needs. Huawei incorporates an intrinsic reward system, such as honorary rewards. In this type of awards, employees can apply for the bonus if he/she feels that they have done exemplary (Huawei, 2014, p1). Employees are intrinsically aligned to a command system only if they are beneficial and supported by the managers (Mikkelsen, Jacobsen and Andersen, 2017, p2). According to the motivation crowding theory, intrinsic motivation is less controlling than command systems since employees have autonomy of choice (Mikkelsen, Jacobsen and Andersen, 2017, p16). When their application is approved, they receive public recognition, which helps in motivating their initiative and creativity. Generally, this reward is used to provide pleasure and satisfaction to employees (Huawei 2014, p1). The desire to obtain public praise and recognition motivates the employees to work towards exceeding the performance goals. Resultantly, Huawei gains a competitive advantage and a heightened level of productivity and success (Huawei 2014, p1). The ability of employees to be competent provides a broader recognition and appreciation for the company.

Aim of the Study

The study aims to establish a solid background on employee motivation at Huawei and how this affects the company’s overall performance.

Research Objectives

1. To analyze the types of rewards available for employees at Huawei
2. To examine the impact of the reward system on employee motivation

• To determine other forms of employee motivation at Huawei

1. To provide recommendations aimed at improving employee motivation at Huawei

Research Questions

1. What are the various types of motivation that can be adopted in organizations such as Huawei?
2. How does the reward system influence employee motivation?

• What other forms of motivation can be used in organizations?

1. What can Huawei do to elevate employee motivation and productivity?

METHODOLOGY

Research Design

The research will use quantitative data to establish the aspect of employee motivation and its impact on Huawei technologies. Quantitative analysis is a type of structured research used to gain a better understanding of all the underlying opinions, reasons, and motivations surrounding a specific study. Quantitative research primarily helps in providing an insight into the problem hence being able to develop hypotheses and ideas that can be used for future quantitative analysis. Through quantitative research, it will become possible to uncover all the trends in opinions and thoughts surrounding employee motivation at Huawei and dive deeper into the problems surrounding employee motivation at the firm and the technology industry as a whole. Quantitative data is better than qualitative data because quantitative information is more defined and rigid. The use of values in quantitative analysis makes it possible to do a comprehensive data analysis. On the other hand, qualitative research is close-ended and concise, making it unreliable.

Data Collection

The research will use primary and secondary data obtained from journals, market reports, articles, and newspapers, among other sources. The information collected will revolve around the past and recent developments relative to employee motivation at Huawei. The study will emphasize the method of employee motivation currently being used at Huawei and the technology industry. It analyzed all the techniques that may facilitate motivation in a firm. Online platforms were the primary source of information given that most articles and journals can be obtained through the internet. The primary data tool that will be used for the study is a questionnaire. The questionnaire was availed to Huawei employees via email. The survey contains both closed and open-ended questions. Using a questionnaire renders to be very beneficial since it is time-saving and easy to analyze the information provided.

Sampling Procedure

Huawei employees are the participants for this study. A random sampling procedure was used in selecting the employees who will participate in the study.  Random sampling is better because it provides an equal opportunity hence minimizing the level of bias during the study. Only 20 employees will participate in the study.

Data Analysis

Data analysis refers to the process of cleansing, inspecting, and modelling data to discover useful information used in informed conclusions and decision-making. The primary method of data analysis that will be used is the diagnostic approach. The diagnostic approach creates room for the comparison of data obtained through the literature review. The study will take into consideration both supporting and contradictory elements surrounding the topic of employee motivation. The recent developments in employee motivation will also be taken into significant account. This will ensure that the study will provide room for further research. Data comparison will help understand trends and draw conclusions based on the results arising from the use of specific employee motivation methods. Since quantitative data focuses on detailed information and values, it becomes easier to determine Huawei’s market position.  Therefore, it will be easier to understand the gaps existent at Huawei and formulate recommendations based on the results. For clarity during analysis, a bar graph, table, and pie chart will provide a pictorial view of data collected.

Ethical Considerations

Ambiguity

The research provides room for ambiguity whereby the participants will not be asked to disclose their names on the questionnaires.

Consent

Consent will be obtained from Huawei and participating employees before commencing the study. This will ensure that the research complies with all prerequisites and show respect. Permission will also be obtained from University management so that a letter can be given to submit at Huawei.

Confidentiality

The survey will ensure that all the data obtained from the research remains confidential. No information obtained from the questionnaire will be disclosed.

RESULTS AND DISCUSSION

This section outlays the results garnered from the questionnaire. It incorporates an analysis of the motivation variables: training and development, stockholding scheme, health and safety, employee salaries and workplace diversity.

The following figures outlay the position held by the participants, as evidenced by the questionnaire responses.

Fig1: Employee Motivation at Huawei

From figure one above, it’s verifiable that a significant proportion of the participants was satisfied with Huawei’s training and development (45%). However, there is still a proportion of participants whose needs are not met through training and development initiatives. Huawei, therefore, needs to reassess its training programs to ensure they surpass the 50% mark. In regards to health and safety, 40% of the respondents are satisfied and not satisfied. The company should, therefore, consider supplementing their health and safety protocols. Some of the respondents attributed a lack of satisfaction with exposure to harmful metals. Employee salaries and benefits, on the other hand, attained a higher rate of satisfaction. To address 25% of the respondents not satisfied, the company should consider it. A similar trend was featured for stockholding schemes. However, the company needs to adjust the protocols guiding the project for equal remuneration.

Fig 2: Huawei workplace diversity

As indicated in figure 2, the majority of the respondents noted Huawei being highly diverse. However, 40% still reported the company not being different. Huawei thus should consider incorporating diverse talents in some of its areas of operations.

Employee Motivation Questionnaire

Please tick appropriately

1. Gender

[Male]                  [Female]

2. Do you consider your workplace as diverse?

[Yes]                    [No]

If yes, please state why ____________________________________________________________________________________________________________________________________________________________

If no, please state why ____________________________________________________________________________________________________________________________________________________________

3. How satisfied are you with the current training and development program?

[Very Satisfied]           [Satisfied]            [Not satisfied at all]

Please provide reason(s) for the answer above ____________________________________________________________________________________________________________________________________________________________

4. Are you fully aware of the health and safety rules in your organization?

[Yes]           [No]

If yes, how satisfied are you with these rules?

[Very Satisfied]           [Satisfied]            [Not satisfied at all]

Please provide reason(s) answer above ____________________________________________________________________________________________________________________________________________________________

If no, what would you like to know about these rules? ____________________________________________________________________________________________________________________________________________________________

5. How satisfied are you will employee benefits, salaries, and bonuses availed by your firm?

[Very Satisfied]           [Satisfied]            [Not satisfied at all]

Please give a reason(s) for your answer above ____________________________________________________________________________________________________________________________________________________________

6. How do you view the stockholding scheme adopted by your organisation?

[Credible]           [Could be better]             [Needs total change]

Please provide a reason(s) for your answer above ____________________________________________________________________________________________________________________________________________________________

7. Please state the changes you would like your organisation to consider in relation to employee motivation

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

                                             Thank you for Participating