AnalysisThe results of the questionnaire revealed which motivational factors had an impact on the workplace. Salary was the most frequent response, with 92% of respondents responding that salary is the main motivational factor. This is consistent with the results of the second question, when 82% of respondents strongly agreed that this was a motivational factor in the workplace. Wiley (1997) suggested that financial compensation stimulates job motivation and performance. Furthermore, according to Maslow's (1943) hierarchy of needs, psychological needs are said to be the first and most important need to be satisfied, and secondly, to satisfy these needs, it is good or necessary to pay employees a satisfactory wage to ensure maximum productivity. Research results on question 3 show that 43% of respondents strongly agree that promotion motivates them at work. (See figure 3). This finding fits with Herzberg's two-factor theory in which he referred to intrinsic and extrinsic motivational factors. According to McCormick and Tifflin (1979), rewards can be intrinsic or extrinsic. Intrinsic rewards derive from rewards that are inherent to the work itself and that the individual enjoys because he successfully completes the task or achieves his goals. While extrinsic rewards are those external to the job task, such as pay, working conditions, fringe benefits, safety, promotion, service contract, working environment and working conditions. According to question 4, 37% of Respondents strongly agreed a job title affects their motivation in the workplace, where the job title makes some Kerry Food staff more motivated because of their job title or their status. According to Wiley (1997) suggest that by providing higher status or designations the employee must be motivated. Employees prefer and take pride in higher designations. According to question 5, the majority of Kerry Food employees (86% of respondents) felt that the change within their shift was not a good idea, and this lack of planning affected employee motivation. dependent in a negative way. Without a roadmap or comprehensive model to guide the change process, organizational leaders may fail to implement their strategies for change. Kotter (2007). According to question 6, the majority of Kerry Food employees with 93% of respondents said they were more motivated before the change, the most affected were participants with children, who had to adopt new ways to avoid any conflict in their work pattern, and most of them felt that they had to pay for a sister's baby and it became expensive for them and they felt dissatisfied with the change.