Complete Chapters 1 to 8

8/7/2019 Complete Chapters 1 to 8

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TABLE OF CONTENTS

Abstract ..................................................................................................................................... 5

Acknowledgement .....................................................................................................................6

Plagiarism Statement ............................................................................................................... 7

Chapter I: Introduction to the Study ......................................................................................8

1.1 Introduction to the Problem ........................................................................................... 8

1.2 Background of the Problem ........................................................................................... 9

1.2.1 Need Theories of Motivation

1.2.2 Cognitive Theories of Motivation

1.2.3 Reinforcement Theories of Motivation.

1.3 Statement of the Problem..............................................................................................

1.4 Statement of Purpose.....................................................................................................

1.5 Rationale.........................................................................................................................

1.6 Aims and Objectives of Study........................................................................................

1.7 Research Question ........................................................................................................

1.8 Definition of Terms.......................................................................................................

1.8.1 Employee Motivation...

1.8.2 Job Satisfaction ....

1.9 Research Method...........................................................................................................

1.10 Assumptions and Limitations........................................................................................

1.11 Structure of Dissertation Report....................................................................................

1.12 Conclusion.....................................................................................................................

Chapter II: Review of the Literature.....................................................................................

2.1 Introduction .....

2.2 Importance of Relationship between employee motivation and job satisfaction.

2.3 Effect of intrinsic motivation factors on job satisfaction .....

2.4 Effect of extrinsic motivation factors on job satisfaction ...

2.5 Effect of social relations on job satisfaction....

2.6 Effect of inner vigour and enthusiasm on job satisfaction....

2.7 Effect of challenging tasks on job satisfaction.....

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2.8 Effect of demographic variables on job satisfaction.......

2.8.1 Effect of age...

2.8.2 Effect of gender.......

2.8.3 Effect of education..........

2.8.4 Effect of tenure......

2.9 Conclusion ......

Chapter III: Methodology ....................................................................................................

3.0 Introduction .......................................................................................................................

3.1 Purpose of Study ...............................................................................................................

3.1.1 Primary and secondary objectives.....................................................................

3.1.2 Research Question ...........................................................................................

3.1.3 Hypothesis........................................................................................................

3.1.4 Research Problem .............................................................................................

3.2 Research Approach ...........................................................................................................

3.2.1 Deductive Versus Inductive approach................................................................

3.2.2 Qualitative versus quantitative approach............................................................

3.3 The Research Site ..............................................................................................................

3.3.1 Population ..........................................................................................................

3.3.2 Sample.................................................................................................................

3.3.3 Data Collection...................................................................................................

3.3.4 Sampling.............................................................................................................

3.3.5 Sample Structure.................................................................................................

3.4 Instrument...........................................................................................................................

3.4.1 Construction of Questionnaire.............................................................................

3.4.2 Description of items in questionnaire.................................................................

3.5 Data Analysis........................................................................................................ .............

3.6 Summary ...........................................................................................................................

Chapter IV: Results and Findings .........................................................................................

4.1 Introduction..............................................................................................................

4.2 Discussion of Results..........................................................................................................

4.2.1 Dimension 1: Extrinsic Factors.........................................................................

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4.2.2 Dimension 2: Synergy......................................................................................

4.2.3 Dimension 3: Challenges..................................................................................

4.2.4 Dimension 4: Intrinsic Factors.........................................................................

4.2.5 Dimension 5: Vigour and Enthusiasm..............................................................

4.3 Demographic Characteristics of Respondents.................................................................

4.3.1 Influence of Demographic Variables on Job Satisfaction................................

4.3.2 Summery of Demographic Variables...............................................................

4.4 Chapter Summary..........................................................................................................

Chapter V: Analysis and Discussion..........................................................................................

5.1 Introduction.................................................................................................................

5.2 Analysis and Discussion..............................................................................................

5.2.1 Extrinsic Factors............................................................................................

5.2.2 Synergy.........................................................................................................

5.2.3 Challenges.....................................................................................................

5.2.4 Intrinsic Factors..........................................................................................

5.2.5 Vigour and Enthusiasm...............................................................................

5.3 Influence of Demographic Characteristics on Job Satisfaction...................................

5.4 Chapter Summary.......................................................................................................

Chapter VI: Conclusion and Recommendations...................................................................

6.1 Introduction...........................................................................................................................

6.2 Problem Statement.................................................................................................................

6.3 Conclusion and Recommendations........................................................................................

6.4 Conclusions and Recommendations for Demographic Characteristics..........................

6.4.1 Influence of demographic variables on job satisfaction ...............................

6.5 Limitations of the Study................................................................................................

6.6 Chapter Summary..........................................................................................................

Chapter VII: Future Orientation/ Future Direction with Contribution...............................

7.1 Contribution of the Study in the Existing Knowledge...............................................................

7.2 Future Direction with Contribution..........................................................................................

Chapter VIII: References and Bibliography..............................................................................

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List of Figures

Figure 1: Extrinsic Factors and Job

Satisfaction..............................................................

Figure 2: Synergy and Job

Satisfaction............................................................................

Figure 3: Challenges and Job Satisfaction..................................................................

Figure 4: Intrinsic Factors and Job

satisfaction...............................................................

Figure 5: Vigour & Enthusiasm and Job satisfaction.....................................................

Figure 6: Employees' Demographics (n=120)..............................................................

Figure 7: Age and Competition...................................................................................

Figure 8: Gender and Remunerations........................................................................

Figure 9 : Gender and Job Security............................................................................

Figure 10: Gender and Decision making.....................................................................

Figure 11: Job tenure and competition......................................................................

Figure 12: Job tenure and Achievements...................................................................

Figure 13: Education and Competition.......................................................................

Figure 14: Education and Working Conditions............................................................

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ABSTRACT

ACKNOWLEDGEMENT

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PLAGIARISM STATEMENT

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Chapter I: Introduction to the Study

1.1 Introduction to the Problem

The world has been changing into the global village quite rapidly since the beginning of 21st

century. Gone are the days when employers could exploit their workers by receiving maximum

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output in exchange with no or awfully minimal rewards or incentives. In todays world, due to

improved communication networks, one cannot keep others in dark about their rights and

organizations have to fulfill their responsibilities according to the global standards. Similarly,

the world of internet has enabled people to link themselves with others through websites. This

new reality is working towards the objective of creating new sociological arrangements within

the context of culture, and same is the case with corporate culture. After realizing the force of

competitiveness in global markets and between individual organizations, it has become really

essential for any organization to make certain that it develops and keep holding a kind of

personnel that is dedicated and faithful with the organization for an unlimited time.

The workers or employees who are happy and satisfied with the work that they are assigned to

do, or by the culture of the organization regarding relations with their employees ultimately

feel motivated to continue their relationship with that organization as a faithful, devoted,

committed and talented workforce (Beck, 1983). But many theorists feel that a great number

of employees do not have this level of job satisfaction that they can be taken as motivated

towards achieving the goals of the organization. Because of this unsatisfied nature of the

employees, they keep seeking for alternate job resources where they may be able to experience

a higher degree of job satisfaction. A high degree of job satisfaction shows high retention rate

and low turnover rate. In other words, turn over rate can be taken as a measure of Job

satisfaction level of the employees in any organization. The organizations that fail to retain

their able and talented workforce and cannot make them loyal to the organizational goals face

problems in escalating their production level and profitability. Finck et al. (1998) highlighted

the problem that the business excellence can be achieved only when employees are excited by

what they do, i.e. the employees should be satisfied with their work and job conditions in order

to achieve high goals of an organization.

Employee motivation and its link to job satisfaction of employees has been a matter of study

for ages. Managers have to rely on their human resources to get things done and therefore need

to know what factors would be most helpful for them in having a workforce that has a high

level of job satisfaction.

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Making employees motivated is considered as a factor that has a power of making workers

satisfied with their jobs. But this is an understood fact that one cannot directly motivate others;

one can just create the conditions where people feel motivated themselves. Spector (2003) says

that a number of factors can help in motivating people at work, some of which are tangible,

such as money, and some of which are intangible, such as a sense of achievement. The

accomplishment of any organization greatly depends on the contribution of its labor force. This

is also said that such contributions are triggered by those features of peoples work

environment that motivate them to devote more material and intellectual vigor into their work.

In this way the organizations objectives are chased and accomplished. Motivation and job

satisfaction are therefore regarded as key determinants of organizational success, both of which

have an inter link between themselves. In order to have a highly productive and loyal

workforce, organizations strive to take measures that would create a feeling of satisfaction and

well being in their workers.

But does it really matter, or is it only a common myth that the aspect of motivation does have

an influence on the job satisfaction level of the employees. The aim of this study is to observe

the relationship between motivation and job satisfaction of employees and to authenticate it

through statistical measures.

1.2 Background of the Problem

A great number of researchers over the years have been studying the concept of motivation and

have been trying to extract the true definition of motivation but motivation can not be defined

in explicit manner. Rather, motivation can be taken as a phenomenon or a concept instead of a

simple statement.

There are a lot of perspectives about motivation; some of them are given below.

Beck (1983) stated that four basic philosophies trigger a variety of angles about motivation on

workplace. According to him, a man can be conscious about his economic conditions, he wants

to involve in more social activities and strong social relations, he wants to satisfy his need of

self-actualization, or he may be a mixture of all the above mentioned needs.

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Theories that are about the rational economic man assume only the power of economic

conditions on the overall behavior of a man. These theories assume that men are rational and

they may make a right decision for their economic well being. The organizations that

emphasize on the extrinsic rewards for their employees for example pay raise or fringe benefits

actually follow this school of thought that man is rational about his economic conditions.

Second kind of theories assume that the basic need of a man is only being social, these theories

assume that man is mainly motivated by his social needs such as making friends and having

good relationship with their colleagues. In this case, organizations want to make a more

conducive and happy environment where their employees are satisfied with the people around

them and where they can maintain good inter-relationship with the people t their workplace.

Third perspective of motivation, according to theorists, is that a mans basic need is self

actualization. It says that people can be motivated through intrinsic measures as they get

pleasure in making good job and receiving compliments in response to a good job. That is,

people derive satisfaction through their accomplishments. Organizations that believe in this

approach may make a system where rewards are based on high performance. Lastly, the

complex man approach argues that there is a much more complex system about motivation of

people and this can be based on many factors such as emotions, motives, abilities and

experiences. These factors may change their places on the scale from high to low or from low

to high level from time to time. The changes in these levels are because of newly learnt

behaviours of people as time passes.

Some authors are of the view that intrinsic conditions are more powerful than the work related

characteristics of a person. Spector (2003) regarded motivation as inner state of mind of a

person that persuades him to involve in some particular kind of behaviours. Spector argued that

motivation may be studied from two perspectives. One perspective, according to him is that

motivation is the direction for behaviour to develop that people choose from a number of

behaviours. The intensity of such behaviour can differ with the amount of effort that is required

to be put in a task to accomplish. The second perspective is that an individual gets motivated by

the desire to attain some particular goals. This motivation is derived from a persons individual

needs and desires.

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Petri (1996) also stated that motivation can be taken as a force that acts on an individual to start

and take initiative in showing some special behaviour. This theory explains why it happens that

some behaviour is more intense than others in particular situations. The definition of

motivation according to Gouws (1995) is that motivation originates from within an individuals

own self, either consciously or unconsciously, to fulfill a given task with success because the

person takes pleasure in fulfilling this particular job, rewards from others are not important for

such kind of individuals who are motivated intrinsically.

Beach (1980) regarded motivation as a readiness to use up energy to achieve a target or

incentive. According to him, behaviours tend to be repeated when they are rewarded by others,

but the behaviours that are not properly rewarded or are punished will tend to die with the

passage of time. He, however, recognized that intrinsic motivation has a link with the job

content and it comes in light when people are satisfied by performing some activity or just by

involving in some kind of activity.

Niekerk (1987) regarded motivation at workplace as created by the workplace environment and

conditions that exert an influence on workers to perform some kind of activity by their own

wish. According to him, workers want to reach some specific goals to have an inner

satisfaction and to satisfy their own needs. Pinder (1998) gave his idea by keeping in mind the

work place of organizations. He explained work motivation as a set of internal and externalforces that help in initiating behaviours that are work related. According to the definition of

Pinder (1980), work motivation has features that are invisible, and they are created from a

persons inner self and that researchers therefore must rely on the theories that are already

established in order to have some guidance in measuring work motivation.

For the purpose of this particular study, employee motivation is taken as an instinctive force,

that is maintained and shaped by a set of personal characteristics as well as workforce

characteristics, that depend on the particular needs and motives of the workers.

As it is already mentioned above, the concept of motivation is of very high importance with

regard to the effectiveness of an organization, as many researches show that motivation creates

a link between job satisfaction and job performance of the employees, and job performance is

the determinant of profitability and success of the organization. So, in order to make their

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employees optimally motivated, it is necessary for an organization to focus on the factors in job

content that result in employee motivation and job satisfaction.

It is quite necessary for the managers and leaders to have a good knowledge about different

motivational theories in order to have an effective management. Managers and leaders would

need to choose the right theory to motivate a particular person in a particular situation and

therefore have higher-performing and more satisfied employees.

Here we are going to discuss different theories of motivation and a critical view of these

theories. These motivation theories are categorized as: Need Theories of Motivation, Cognitive

Theories of Motivation, and Reinforcement Theory of Motivation.

1.2.1 Needs Based Theories of Motivation

Need theories of motivation are also named as content theories as they explain the substance of

motivation (Hadebe, 2001). These theories propose that internal states of mind of individuals

invigorate and express their behaviours.

Maslows hierarchy of needs theory

Abraham Maslows theory of hierarchy of needs is considered as most common theory in the

field of motivation research (Van Niekerk, 1987). It as introduced by Abraham Maslow in

1943. The basic principle of the theory is that people get motivated by their urge to fulfill their

needs, or shortcomings. These needs may be grouped in five categories. This theory also argues

that all these needs come in hierarchical shape where lower order needs have to be satisfied

first before going to the higher order needs (Gouws, 1995). Maslow (1968) emphasized that

gratification of one basic need opens consciousness to domination by another. These needs

are numbered below going from lower level to higher level needs.

Physiological needs, Safety needs, Social needs, Egotistical needs, and Self-actualization

needs

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Physiological needs are the basic needs of a man necessary for his survival, e.g. hunger or

thirst. Safety needs do not only mean that a person wants physical safety and security of life.

Rather it also means personal security such as a safe and secure job life without any tension.

Social needs are referred to as a wish to have friends and family from which a person derives

internal pleasure and love. Whereas egotistical needs are based on a persons desire to have a

respectable and familiar personality in his society. Self-actualization need is the top most need

in the hierarchy of needs as it stands for a persons motivation towards the full growth of his

prospective personality, which is basically never totally achieved (Gouws, 1995).

Existence-Relatedness-Growth (ERG) theory

The theory presented by Alderfer is in fact an expansion of Abraham Maslows theory of

hierarchy of needs. Alderfer presented the argument that human needs are not based on

hierarchical level, rather they reside on a continuum (Spector, 2003). Alderfer reduced

Maslows five needs into only three needs, which he termed as Existence, Relatedness and

Growth hence termed as ERG theory. Existence is basically the need of a human being to

survive physically from hunger and fear, Relatedness need is attached with the social needs of a

man and Growth is basically the need of a person to grow personally and develop his or her

personality. Alderfer put emphasis on the argument that as these needs occur on a continuum,

all these needs can be experienced at a time. (Alderfer, 1969).

Regardless of the fact that Maslows hierarchy of needs theory gathered very less support from

empirical data, his theory had a positive effect on the policies of organizations as now

managers policies could be more focused on the basic needs of employees. Also the highest

level need in the hierarchy that is self-actualization need has been accepted by executives and

managers who are now considering it as a compelling motivator (Schultz & Schultz, 1998).

Herzbergs two-factor theory

Frederick Herzbergs Two-Factor theory is a well known theory in the study of motivation

concept. Herzberg developed this theory in 1954 while he was studying the behaviours of the

workers towards their jobs (Gouws, 1995). In fact, Herzberg wanted to study the behaviour of

workers in order to judge their job satisfaction measures, but over the time this study got its

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reputation as motivation theory due to its motivational factors (Baron et al., 2002). Beach

(1980) gave his opinion that this theory represents aspects that are related to motivation at work

place rather than general human motivation factors.

The hygiene factors may be associated with lower order needs in the Maslows hierarchy of

needs. These hygiene factors are placed on a continuum from the factors which cause

dissatisfaction going towards the factors which cause no dissatisfaction. The point to be noted

here is that the here no dissatisfaction does not mean satisfaction, as these factor involve such

kind of circumstances that help in preventing dissatisfaction but they do not lead to job

satisfaction. Some examples of these hygiene factors include the job status of employees, level

of supervision, work conditions, pay and benefits and interpersonal relationships (Herzberg,

1966).

Motivators are the factors that produce satisfaction in the employees and the absence of these

factors would result in no satisfaction rather than dissatisfaction. The presence of these factors

has a positive impact on the employee performance and job productivity. These factors may be

associated with Maslows higher order needs in hierarchy but they are placed on a continuum

from the factors which are highly motivated to the factors that are highly unmotivated. Job

contents such as pleasure of performance, recognition level, opportunities of advancement and

promotion are included in motivator factors (Herzberg, 1966).

McGregors Theory X and Theory Y

Theory X and Theory Y of Douglas McGregor (1960) correspond to an expansion of his

thoughts on motivation to the course and organization of employees in the workplace.

McGregors theory X postulates that people do not take interest in their work and try to get rid

of making any effort to accomplish the task, so they have to be coerced and pressurized by

some strict actions so that they perform up to the desired level. In his theory, the common man

is believed to be a highly unmotivated person and lacks the sense of responsibility. He only

strives to meet his lower order needs. They are selfish, and do not consider and care about

organizational goals. In contrast of theory X, theory Y has a more modern approach to

motivation. It postulates that people seem to be highly motivated toward achievement of

organizational goals, they are keen to discipline themselves, they are eager to take up

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responsibility, and are talented enough to create solutions for problems. McGregor then

regarded Theory Y as a more truthful and rational description of human behaviour and

attitudes, since it represents the incorporation of individual and organizational goals. However,

McGregor acknowledged the fact that the theory does not propose a complete clarification for

employee motivation (McGregor, 1960).

McClellands learned needs theory

McClellands theory is also referred as three needs theory. McClelland argues that the people

who are achievement oriented strive to meet their three needs that are: the need for power

(nPow), the need for affiliation (nAff), and the need for achievement (nAch). nPow denotes

that people strive for a control over others, they want to influence others behaviour and be

responsible for their behaviour. The nAff refers to the desire to create and uphold enjoyable

relations with other around them. The nAch is the need to compete with others and to succeed

in achieving goals et by the individuals themselves. According to McClelland these needs are

not instinctive, but these are obtained through experience and learning (McClelland, 1987).

1.2.2 Cognitive Theories: Cognitive theories present motivation as a process of cognition or

inner

thoughts, values and beliefs which are used by people when they want to make some choice

regarding their behaviour at work (Schultz & Schultz, 1998).

Equity theory

Equity theory was first introduced by Stacy Adams in 1965. Its basic principle is that

individuals are motivated to attain a state of equity and fairness in their connections with other

people, and with the organizations that they are working for (Adams, 1965).

People make judgments or comparisons between their own and their companions or

competitors inputs at workplace, e.g. their experience, qualifications, efforts and the outcomes

that they receive as a result e.g. fringe benefits and pay, working conditions and status at job.

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Then they allocate weights to these effort and outcomes according to their significance and

magnitude to themselves. The summed total of these efforts and outcomes creates an

input/output ratio. This input/output ratio is the key factor in terms of motivation. A state of

equity means that the output/input ratios of a person are equal to the ratio of others. If the

inequity exists in this ratio, the person wants to change it by reducing one factor i.e. effort or

enhancing the other one i.e. outcome. Apparent state of inequity by the person is consequently

the foundation for motivation (Baron et al., 2002).

Goal-setting theory

Edwin Locke proposed Goal-setting theory in 1968 (Beck, 1983). Spector (2003) portrayed

this viewpoint on motivation as the theory that the internal intentions of people motivate their

behaviours; it can be explained by the fact that that the behaviours are established by people

needs to achieve a certain goal. Locke and Henne (1986) explained that behaviours are affected

by goals in four ways. According to them, individuals are concerned with the behaviours that

they believe would result in achievement of some particular goal; they assemble effort to reach

the goal; they add up to the persons diligence which results in spending more time on the

behaviours that are necessary to reach the preferred goal; they inspire the persons quest for

successful policies for goal attainment.

The prerequisites for goals before setting them are; they should be specific, challenging,

attainable, need commitment, need regular feedback, and self-set by the individual. Only then

individuals get motivated by the goals.

Expectancy theory

Vroom presented his expectancy theory in 1967 in which he argued that peoples behaviour is

based on their expectations and beliefs about future events, which are extremely important and

beneficial to them (Baron et al., 2002).

Basically, the theory clarifies importance of rewards in establishing the behaviours of

individuals. This theory is focused on internal cognitive conditions that go ahead towards

motivation. It can be stated as, people are motivated to do some task only when they are sure

that a certain task will lead to some kind of rewards that are beneficial to them. The cognitive

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states given in expectancy theory are named as expectancy, valence and instrumentality

(Spector, 2003). Expectancy means that the individual is expecting that he has the ability to

perform the behaviour that is required to lead to a most wanted outcome, e.g. working hard to

achieve a promotion in future. Valence stands for the value that is given to an outcome by the

individual. An individual wants to know how attractive an outcome of a certain task would be

for him. Instrumentality is the term used for a perceived probability of an individual that certain

behaviour will guide to the preferred outcome.

1.2.3 Reinforcement Theories

Reinforcement theories assume that the behaviour of people at workplace is mainly established

by its apparent encouraging or harmful consequences (Baron et al., 2002). The reinforcement

theories are based on the idea presented in Law of Effect. This idea was developed by Hull

(1943). Hull presented his Drive theory in which he suggested that effort has a direct

relationship with drive multiplied by habit, where habit is a resultant of reinforcement of

behaviour.

The rewards for behaviour can be tangible, for example money and pay raise, or intangible, for

example admiration of a certain behaviour (Spector, 2003). As a result, reinforcement theory

has been taken as highly significant in setting up the ideas relating to rewards and monetary

incentives as well as appreciation techniques. These reinforcement techniques have been

practiced in many organizations now days (Schultz & Schultz, 1998).

All these theories which are discussed above have added considerably towards different current

viewpoints on motivation and appreciating the concept of motivation in the workplace.

Undoubtedly, the theories of all the researchers and authors over the years have an impact on

organizations ability to change their organizational psychology by taking effective and

practical measures in order to meet the challenge of making their employees motivated and

satisfied with their jobs to enhance productivity and profitability.

A huge number of researches have been conducted on employee motivation, job satisfaction

and their relationship with each other, as well as on a variety of combinations thereof. After

having a thorough and deep examination of historical studies, the researcher of this study

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became able to produce a problem statement that is related to employee motivation and job

satisfaction.

In this regard, this study aims to add to the already existing knowledge about motivation and

job satisfaction and the implications of these terms in organizational psychology.

1.3 Statement of the Problem

Through a deep examination of historical studies, and after a thorough research on the

existing literature, the researcher of this study came to know about a strong impact of

motivation policies of the companies on the job satisfaction levels of their employees. There

are also many studies that show the relationship of these two aspects with many other

features in an organizational culture. According to Watson (1994) business in thecontemporary era has realized that motivated and satisfied personnel will show an increased

production level and deliver output powerfully even to the bottom line. Schofield (1998)

conducted a convincing study in which he showed with certainty that the way people are

managed has a powerful impact on both productivity and profitability levels of the

organization. This study established the importance of job satisfaction, employee motivation

and commitment in organizational capability and limits.

By keeping in mind the existing literature about these two variables that are motivation and

job satisfaction, our problem statement is that;

Motivation techniques used by the organizations have an impact on the employees in

boosting their morale and ultimately making them satisfied with their jobs.

1.4 Statement of Purpose

This study is conducted to identify the certain factors of motivation

techniques that can help in enhancing the level of job satisfaction among

employees. In this study, the researcher has studied the impact of intrinsic

and extrinsic rewards as well as social relations and inner urge in employees

on their job satisfaction level. Also, this study has tried to identify whether

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in making the strategies to effect the required positive changes in motivation programs of

their organization and ultimately to implement these programs to step forward towards

optimal employee reliability and retention. Examples of such strategies may include

selecting a number of intrinsic and extrinsic rewards to boost employee motivation (Beck,

1983), and to get rid of certain human resource policies and practices that can slow down the

process of employee motivation and their satisfaction level.

1.7 Research Question

The researcher has constructed the following research question for this study:

Whether there is a significant relationship between employee motivation and job

satisfaction?

Our research hypothesis is:

Ho: There is no significant relationship between employee motivation and job satisfaction.

1.8 Definition of Terms

1.8.1 EMPLOYEE MOTIVATION

The term motivation is derived from the Latin word movere, which means to move

(Baron, Henley, McGibbon & McCarthy, 2002). This means that motivation is a kind of

energy that helps people in advancing towards the achievement of some certain goals. A great

number of researchers over the years have been studying the concept of motivation and have

been trying to extract the true definition of motivation but motivation can not be defined in

explicit manner. Rather, motivation can be taken as a phenomenon or a concept instead of a

simple remark.

Campbell and Pritchard (1976) defined motivation as a label for the determinants of the

choice to begin effort on a certain task, the choice to expend a certain amount of effort, and the

choice to persist in expending effort over a period of time. Therefore, motivation is considered

as an individuals behavior which is the result of some inter-related factors where some

variables have to be taken as constants such as individuals skills, abilities and knowledge.

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According to Seligman (1990), Motivation works as a driving force which is helpful for us to

achieve goals. Motivation can be classified in two broader categories; one is intrinsic and the

other is extrinsic. According to various theories of motivation, the meaning of motivation may

be linked with the basic physical and psychological needs of the human beings. Basic physical

needs can include hunger and safety needs and psychological needs may include desire of

achieving an object or a specific goal, it may be state of being ideal, or it may be recognized by

less-apparent reasons such as altruism, selfishness, ethics, or avoiding mortality

(Seligman,1990). According to Pinder (1998), motivation at work site may be regarded as a

set of internal and external forces that initiate work-related behaviour, and determine its form,

direction, intensity and duration. The notion relates to the work environment particularly, and

includes the influence of environmental forces as well as a persons inherent thoughts on his

work behaviour. In the workplace, work motivation is attributed as a hypothetical concept that

has to present itself in the form of noticeable and therefore measurable, behaviours.

1.8.2 JOB SATISFACTION

Many definitions of the job satisfaction concept have been given over the time. Arnold and

Feldman (1986) defined job satisfaction as the sum total of overall effect that people have

towards their job. Therefore, high level of job satisfaction means that a person generally likes

his work and appreciates to do so. He has a positive stance about it. McCormick and Ilgens(1980) regarded job satisfaction as an individuals approach towards his job. They added that a

feeling is an exciting answer to the job, which may differ from positive to negative along a

continuum. Beck (1983) further added that since a job has many unique angles, job satisfaction

is essentially a summary of employee attitudes concerning all these. Sempane, Rieger and

Roodt (2002) hold that job satisfaction relates to peoples own assessment of their jobs against

those matters and concerns that are important to them. Since sentiments and thoughts are

involved in such judgments, employees levels of job satisfaction may impact considerably on

their individual, communal and work lives, and as such, also manipulate their behaviour at

work.

1.9 Research Method

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The researcher has adopted a quantitative approach to analyze and assess the information

gathered by the subjects. A quantitative research methodology, as opposed to a qualitative

approach, was selected for this research study, for a number of reasons. The first reason

why the researcher opted for quantitative research approach was that the research was based

on describing the concepts of motivation and job satisfaction and relationship between them.

The plan of this study was not about exploring some new idea, but the purpose was only to

understand meanings of these variables and significance of their relationship with the help of

statistical measures.

The second reason for choosing quantitative approach, as mentioned in the research problem

of the study, was to investigate relationship between two clearly defined variables, which

called for exact measurement of these variables, as they had been studied and perceived on a

representative sample of the target population of employees of a company. Finally, some

limitations surrounding ease, handiness, time and cost also influenced the decision to adopt a

quantitative research approach.

The use of a survey research technique was preferred by the researcher, in which two

questionnaires were built names as Motivation Questionnaire and Job Satisfaction

Questionnaire were constructed in order to obtain the required data. This approach was

considered more convenient, as well as more time- and cost-effective than a qualitativeapproach.

Population: The population of this study was the workforce of Motherson Sumi Systems

Limited. The purpose for adopting the employees of this company as the population for our

research study was that this is a huge company that takes pride in retaining their employees

for good. The quote about the workforce of the company given on the website of this

company is as follows We at Samvardhana Motherson believe that our success as an

organization depends on the collective abilities and commitment of our people. A force

which is our most valued asset - our core strength.

So the basic purpose to choose this company was to assess whether the people at Motherson

Sumi Systems are really satisfied with their jobs and whether this job satisfaction is a result

of motivation techniques that are being implied by the company.

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Sample Size: Sample size for the study was 120 employees working in the head office of

the company.

Data Collection Method: The data was collected through survey method. A questionnaire

named as Motivation and Job satisfaction Questionnaire was constructed that comprised of

34 items. Four items were the variables about demographic information and 30 questions

were regarding the motivation factors that could cause some job satisfaction among the

sample. The 30 motivation factors were distributed among four dimensions in order to make

the analysis easy to handle. These four dimensions were named as vigour and enthusiasm,

synergy, intrinsic motivation and extrinsic motivation.

Data Analysis: As in this research study, the researcher had to show the relationship

between the two variables i.e. motivation techniques and job satisfaction of employees; the

data was analyzed through descriptive measures. The other information gathered from the

questionnaires was analyzed by descriptive statistics method using MS Excel. The results

are shown in the form of charts and percentages.

1.10 Assumptions and Limitations

A major limitation while conducting this research was the time constraint. As this study was

conducted to fulfill the requirements of the degree, so the time given to complete this study

was short in which it was impossible to conduct study on a highly professional level.

Secondly, cost and expenses in conducting this research were a major constraints and the

researcher is a student and cannot bear expenses in order to conduct research on high level.

Also, the population for our study is the employees of only one company, from which the

sample is chosen by the convenient sampling technique.

But it is assumed that the results can be generalized on other companies and organizations as

well.

1.11 Structure of Dissertation Report

The remainder of the dissertation is structured as follows:

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Chapter 2 of our research report discusses the existing literature related to our topic that is,

relationships between employee motivation and job satisfaction. In chapter 3 of the research

report, Research Methodology of the project is given. Chapter 4 and 5 comprise of results

and their analysis and interpretation after compilation of data that was gathered through

survey. Chapter6 consists of recommendations and conclusion of our research. In chapter 7

future orientation of the topic is discussed.

1.12 Conclusion

Chapter summary: This chapter has provided a brief introduction to, and overview of

the research study. The background of the study, its importance and aim is discussed in this

chapter. The foundations of the study are set, and the variables that are going to be discussed

in this study have been defined by means of reference to the literature. The chapter was

concluded by a description of methodology and limitations of the study. In Chapter 2 the

theory regarding the basics of the terms employed in topic are presented and discussed and a

review of related literature is also given in chapter 2 of this study.

Chapter II: Review of the

Literature

2.1 Introduction

The foundations upon which relationship between employee motivation and job satisfaction

are observed relies on the fact that individuals insight and behaviour in the place of work

are determined by a set of personal, instinctive needs (Maslow, 1968), and by their

discernment of several aspects that are related to job or related to organizations (Du Toit,

1990; Gouws, 1995; Rothmann & Coetzer, 2002). From the perspective of Vrooms (1964)

expectancy theory, individuals needs that motivate them may be altered into expectancies

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which causes a certain behaviour at work, if individuals believe that a certain behaviour will

lead them to a certain outcome, and they really want that outcome to occur in response to

their behaviour. It is really very important to observe the relationship between employee

motivation and job satisfaction at the workplace as the empirical studies show that a lot of

aspects of the work life of employees exert a powerful force to motivate employees towards

better performance (Herzberg, 1966), and performance of employees in an organization is

undoubtedly related to the success or failure of the organization. Researchers agree on quite

a lot of the major research findings, which have been discussed below.

Luthan (1998) stresses on the argument that, motivation should not be taken as the only

justification of behaviour as it does not work in isolation. Rather, motivation acts in

combination with intervening processes and with the surroundings. Luthan argues that,

motivation is a cognitive process that cannot be seen like other such cognitive processes.

Motivation can be judged by the behaviour of individuals, but it cannot be associated with

the causes of behaviour.

The several aspects that affect peoples motivation level at workplace may be categorized

into different perspectives, for example, their vigor and enthusiasm, as well as their extrinsic

and intrinsic motives. These proportions are based on the well-researched theories which

are discussed in chapter 1 of this study. For example, employees get energy and vitality fromtheir certain needs and motives that they experience at workplace such as their need to

achieve and to exert power over others, their responsibilities and the ability to fulfill them,

and the degree to which they are motivated by an aggressive environment (McClelland

1969; Maslow, 1968). In the same way, several employees motives and needs depict the

characteristics and nature of their motivation outline and their work atmosphere. These

motives may include the level of motivation of employees about their relatedness and

interaction at workplace, by tangible rewards such as pay raise, or intangible rewards for

example appreciation and recognition, by their basic need for security about job, and by

their need of continuous personal development and growth. The intrinsic factors that

motivate employees are such as need for significant and inspiring work, for elastic structures

and measures adjacent to their tasks, and for a satisfactory level of independence in their

jobs. The extrinsic factors of employee motivation may include aspects such as their need

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for monetary rewards, a prospect of getting promotion and their status and position in the

organization.

In this chapter, the previous researches related to our topic have been discussed. The effect

of different motivation factors are categorically discussed in this chapter. Also, the effect of

different demographic variables has also been discussed in the remaining chapter.

2.2 Importance of Relationship between Employee Motivation and Job

Satisfaction

The relationship between job satisfaction, motivation and performance ought to have been

linked together and are very important to understand in daily life (Fried and Ferris, 1987).

There are many researches involving the effect of job satisfaction on achievement of long

term goals of an organization and work performance of employees that can be related to job

satisfaction. The characteristics that are defined in the theories like skill variety, task identity

and task significance usually lead to job satisfaction.

This area is very important to understand that all of these job satisfaction, employee

motivation and productivity has been interlinked (Tolbert and Moen, 1998). Similarly the

employee motivation and the job satisfaction must be known to make sure that how much

these two effect each other to maximize the productivity of organization, which in turn helps

in increasing the production efficiency. This is also important because this will make the

management know what type of work employees do with more motivation and hence in turn

will increase the productivity of the organization.

Carnige (1985) paid attention to the human characteristics that are necessary to be

considered while managing at the workplace. Carnige believes that work force is the most

important contributor in making an organization successful or failure so it must be the

foremost responsibility of the organizations to keep their employees motivated so that they

feel more job satisfaction and guarantee organizational success in return to their job

satisfaction. The main argument of the author is that human resources play very significant

part in an organizational efficiency in contrast with the financial assets of the organization.

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Lawler (2003) also stated that the behavior with employees essentially settles down future of

an organization about whether it would prosper or not in the long run.

Roberts (2005) says that organizations are experiencing an increased amount of pressure in

enhancing and improving their performance and are appreciating the fact that a strong

relationship exists between the performance of an organization and employee performance.

Rutherford (1990) stated that organizations become more effective after applying

motivational procedures as this practice influences on the overall behaviour of the

individuals and they now become keener to do job in better ways. So, it is essential for the

organizations to understand the measures that are to be taken to influence and motivate

employees.

Ololube (1996) also discussed the motivation among teachers and its effectiveness on their

job satisfaction at a school level. The perspective that is discussed by the researcher is that

the job satisfaction and employee motivation are very necessary for the growth of the

education system all around the globe and along with this, the professional knowledge and

skills are very important. Also, center competencies and strategies of educational resources

help in genuinely determining educational performance and success. The study discusses the

relationship and the differences between different levels of teachers having job satisfaction

and their performance. Similar to other professionals these teachers also show same results

that the teachers with higher job satisfaction show better teaching performance. Moreover,

he also mentioned that most of the teachers are also not satisfied with the material rewards

and educational policies and administration.

2.3 Effect of intrinsic motivation on job satisfaction

Coster (1992) aimed at evaluating the effect of quality of work life perceived by employees

on job satisfaction. For example, he established a positive correlation between the

involvement of employees in setting up the goals and the carrying out of tasks and job

satisfaction. Supporting results came from the work produced by Strydom and Meyer (2002)

and Bellenger at al. (1984). They proposed that the experience of success that is achieved

after goal attainment is one of the most important sources of job satisfaction. It can also be

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explained by the significant participation of employees that boosts up the self-esteem of

employees after their success and achievement (Beach, 1980), and which also strengthen the

employees wish to participate in the success of the overall organizational goals. The

individuals who have an inner wish to achieve and get succeeded acquire more confidence

and a stronger belief in their own abilities, which encourages them to further contribute in

attaining the goals and objectives of the organization.

The theorists like McClelland (1960) postulated the theory that peoples needs are learned

through experiences rather than be born from their inside. For example, a need for

achievement at the workplace is linked to a need for power. Many employees have an inner

wish to get an opportunity where they can exercise power and authority, can take

responsibility, and be in a position to exert influence upon others. McClelland also proposed

that the people with a need to achievement are more prone to take up responsibility and

authority and fulfill its prerequisites.

This angle of motivation and job satisfaction and their inter-relationship is also shown by

authors such as Becherer, Morgan and Richard (1982). They established that the level of job

satisfaction has a direct relationship with the opportunity to get some responsibility and the

ability and confidence of an employee at workplace to exert power and influence upon

others.

Hoole et al. (2003) and Coster (1992) also presented the same results of their study by

finding that the power to take up action and to work out the additional responsibility,

resulted in improved job satisfaction. So the above mentioned studies endorsed the concept

that power and influence is a significant forecaster of job satisfaction in such kind of

workers who are motivated by the need to achievement.

Bernard and Stoner, et al. (1995) agree that an important need of workers is to receive a

deserved recognition about their achievements. The study says that an organizations

success is based on its ability to have equilibrium among the two factors that are; the value

that is given to a certain effort and the effort that is exerted by the worker. Bernard observes

that the workers attempt in an organized way in order to satisfy their personal, material, or

non-material needs. Organizations have to take aggressive measures to retain their faithful

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workforce to keep a high level of success in the industry. The strategies that should be

implemented by the organizations are such as salary, wages and good working conditions at

workplace and an interesting and stimulating job description.

Another need that drives employees and makes them motivated is their egoistical need.

People work to fulfill this need once they meet all their lower level needs (Maslow, 1968).

Bellenger et al. (1984) and Guppy and Rick (1996) discovered that people also keep a need

for appreciation and other extrinsic signs that would show some recognition for their work

and achievements. In their study, these researchers talked about different aspects of work

atmosphere that may have an impact on the job satisfaction level, they postulated that

recognition and appreciation for the output is a considerable predictor of satisfaction at job.

Jobs become more rewarding and pleasurable once employees start getting desirable

appreciation and recognition for their work (Beach, 1980; Vuuren, 1990). It is a general

observation that the independence to take decisions and to perform a task has been a great

intrinsic need for an individual over the time (Beach, 1980; Vercueil, 1970).

A significant relationship has been found in many studies between job satisfaction of

employees and the level of independence given to them in order to regulate their work by

themselves. Several investigators have confirmed the positive relationship between the level

of sovereignty that a person experiences and his or her job satisfaction level (Becherer et al.,

1982; Fried & Ferris, 1987). Interesting supplementary conclusions included that

satisfaction because of the features relating to work sovereignty applied a noteworthy impact

on an employees obligation towards the organization (Jernigan et al., 2002). A workers

apparent power over his or her own work has also been found to establish the relationship

between the levels of job satisfaction and motivation (Orpen, 1994). One thing that is

important about the employee motivation is that the workers must have apperception that

their work is recognized at a higher level and the worker here think the same. Moreover the

relationship among employees is also fine. The employees feel that they have a secure job

here. Overall the company is having a good health and safety plan. The employee

satisfaction is to a level that they also appreciate their coworkers and performance appraisal

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system. At the end the writer has shown some results that suggest that the incentive help in

increasing the motivation of employees. This will increase the performance of employees.

2.4 Effect of extrinsic motivation factors on job satisfaction

The extrinsic aspect of motivation in employees is concerned with the weight that has been

given to materialistic rewards at job. Extrinsic or tangible rewards are those given by the

organizations, which are materialistic and observable to others (Bellenger et al., 1984).

Extrinsic factors can be taken as those factors that are tangible and related to material

rewards. These factors can include pay increments, bonuses, promotion prospects, job

security and working conditions. As compared to the intrinsic rewards such as appreciation

and recognition are concerned, extrinsic rewards are more observable and easy to grant tothe employees in order to get their positive contribution in the productivity and achievement

of certain goals of an organization. According to the theorists, extrinsic factors of motivation

play an important role in job satisfaction of employees. Related literature is given below to

analyze the importance of this dimension of motivation in determining job satisfaction.

The state and condition of workplace and the atmosphere where the workers have to work

play a vital role in making their behaviours. According to Busch and Bush (1978), the stress

level and conditions under which the employees feel pressurized make the work difficult.

They say that leadership and climatic changes also affect the mood and in turn the

productivity of employees. Psychological conditions have a very vital role in employee

performance and as we have discussed earlier the employees feel more and more relieved

when they have favorable work conditions.

According to Maslow (1968) Alderfer (1969) and McGregor (1960), the safety need is one

of the most basic needs for a human being. Safety need does not only mean physical security

but it also means security for job etc. Davy, Kinicki and Scheck (1997) described job

security as an individuals expectation that his or her job would remain safe and sound and

would continue in the long run. This need can also be expanded to the concern of individuals

about losing their job or failure to achieve certain job features such as opportunities of

promotion and non conducive working conditions. The features like job security and

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Setting up goals help make a good behaviour from the employees and specific goals help in

increasing more motivation then general goals because the employee feel to be more

important in eyes of top management (Vuuran, 1990).

Many studies conducted on job satisfaction have shown the reality that the level, to which

people get provoked by demanding and difficult tasks (Du Plessis, 2003; Maslow, 1968;

Stinson & Johnson, 1977) and by the intelligence that their capability to perform a task is

being stretched out, directly produces an impact on the job satisfaction level that they

experience. The goal-setting theory argues that people are motivated by their inner targets,

objectives and goals (Spector, 2003).

Coster (1992) found in his research that the inspiring job description is one of the most

important factors in the job satisfaction prospect of employees. He also argued that the tasks

that need extra mental effort and problem solving skills are positively correlated with job

satisfaction.

Strydom and Meyer (2002) established in their study that the work content has a direct

relationship with job satisfaction. They also concluded that if a person perceives that the job

is interesting and more challenging, he would be more motivated in performing that job and

would be more satisfied with his work ultimately.

Kemp, Clegg and Wall (1983) stated that a meaningful job description has a significant and

undeniable impact on the job satisfaction level of employees.

Shepard (1973) stated that workers who perform the jobs that are repetitive in nature and do

not need any extra mental effort exhibit a very low level of job satisfaction content than the

workers who are performing unique and different tasks for each time.

Stinson and Johnson (1977) are also of the same stance over the relationship between taskenrichment and the job satisfaction of employees. They found that there is a steady negative

correlation between job satisfaction and the repetitive nature of certain jobs. Even the

employees, who dont have an inner urge for achievements and cognition, get bored with

repetitive nature of jobs and experience decreasing job satisfaction factor from others.

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Other authors like Schultz (1998) concluded from their studies that job satisfaction seems

to increase with increase in age. Employees who are older than 40 years of age appear to

be more satisfies at their job than their younger colleagues (Huddleston et al., 2002).

Several explanations have been given for this relationship, one of which is that

employees at their young age are more prone to switch jobs frequently. So this kind of

workforce that includes youngsters doesnt develop adequate level of job satisfaction.

Those employees who stay on their jobs for a long period of time develop more job

satisfaction as they gain competence, independence, responsibility and occupational

confidence by being on the same place for long time. So employees with old age who

develop all these abilities observe more job satisfaction than younger employees. .

A reason behind increased job satisfaction among older people may be that they have

better opportunities at older age as now they are more competent and learned about

performing various tasks. They can find jobs where their experience and capabilities help

in getting them their desirable place. Also, older people dont value a lot of job aspects

that are important for younger employees, for example, they may be less interested in

challenging and stimulating jobs (Bellenger et al., 1984; Warr, 2001).

Huddleston et al. (2002) also agreed wit the phenomenon that job satisfaction has a direct

positive relationship with age. The researchers found out that the workers with the age of

more than 40 years are more satisfied with their jobs that the workers younger than this

age level. They gathered that a reason for low job satisfaction among younger employees

was they held great expectations regarding their jobs.

Sempane et al. (2002) did not find any significant relationship between job satisfaction

and age of employees.

2.8.2 GENDER

Researchers like Beisiegel (2003), De Vaus & McAllister (1991), Huddleston et al.

(2002) and Senior (2003), no significant gender difference in job satisfaction has been

shown.

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The general observation in the studies of authors like Busch & Bush (1978), Huddleston

et al. (2002), Mason (1997) was that job satisfaction is influenced by specific job contents

which can be affecting male and female genders differently. That is why there could not

be found any significant correlation between theses two variables.

Busch and Bush (1978) mainly specified the role of job characteristics in cases where

some correlation between gender and job satisfaction could be found. It can be said that

men and women who are assigned same type of roles experience different levels of job

satisfaction due to their different perceptions about that specific roles. All the authors

studying this phenomenon stated that in order to find a true relationship between age and

job satisfaction other demographic variables should be kept under control.

Busch and Bush (1978) stated in their study that women placed a higher value to extrinsic

rewards such as pay, prospects of promotion, and relations with their coworkers as

compared to their male colleagues.

Guppy and Rick (1996) observed in their study that more prone to job aspects like

promotional prospects and they perceived more job satisfaction when given such rewards.

But, they are not much concerned with their relationships with colleagues and

supervisors. So, it was seen that the aspects of career development had a positive effect

on job satisfaction level among male employees in comparison with their female

counterparts. Women were more focused on their relationships with other people at work.

The conclusion from all these studies is deducted that job satisfaction is not dependent on

gender only but other variables also work towards developing a relationship between

these two variables.

2.8.3 EDUCATION

As far as the level of education in determining the job satisfaction among employees is

concerned, the results found form previous studies by a great number of authors show

that employees with higher education level have decreased job satisfaction. (Huddleston

et al., 2002; Gouws, 1995; Fried & Ferris, 1987; Shepard, 1973). An explanation for the

inverse relationship between these two factors can be that people tend to build more

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Q4. Whether profitable and successful organizations have a positive impact on the job

satisfaction level of employees?

Q5. Whether the employees who have good relations with their management are more

satisfied with their jobs?

4. To explore the effect of extrinsic factors of motivation on employees job satisfaction.

Q1. Whether good pay and compensation packages have a positive effect on job

satisfaction of employees?

Q2. Whether conducive working conditions play a positive role in determining job

satisfaction of employees?

Q3. Whether the workers who enjoy more job security have a high level of job

satisfaction?

Q4. Whether the jobs that grant more autonomy to their workers help in creating more

job satisfaction among their employees?

Q5. Whether the prospects of growth at the workplace make employees highly satisfied

with their jobs?

5. To investigate the effect of intrinsic motivation factors on job satisfaction of employees.

Q1. Whether the employees who experience more authority and are in a position to exert

power at workplace have a high level of job satisfaction?

Q2. Whether the employees who are responsible for a particular task derive more

satisfaction from their work?

Q3. Whether the authority to make their own decisions about how to perform a particular

task makes employees more satisfied with their jobs?

Q4. Whether the employees who are allowed to work according to their ethical values

have more job satisfaction?

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According to Marcoulides (1998) the deductive approach can be defined as a testing of theories.

In this type of approach, first the researcher creates a set of theories in his mind and then

postulates a hypothesis on the basis of his theories. After it, the researcher starts work on testing

the reliability of the hypothesis. On the other hand, the inductive approach is about collecting the

empirical data and forming of concepts on the basis of this empirical data. The basic difference

between deductive and inductive approaches is that inductive approach follows a top-down path

and deductive approach follows a bottom-up approach.

The research approach that was selected for this research study is the deductive approach. There

were two reasons behind selecting deductive approach. One of which was that inductive

approach needs a great expertise and academic knowledge in the specific field to present some

theory and then test it through observation. It was beyond the expertise of the researcher to

choose this kind of approach. Second reason for choosing deductive approach was that it seemed

more appropriate to use deductive research for this kind of study where the basic purpose of the

study was to determine the relationship between two variables. Empirical data also suggested

using the deductive approach for our study.

3.2.2 The Qualitative Versus the Quantitative Approach

According to Creswell (2003) quantitative tools that are used in the analysis of data are borrowed

from the physical sciences as they are prepared in such a way that they assure the

generalizability, objectivity and reliability of the data. (Creswell, 2003). In a quantitative type

of research, the researcher is more objective and the results shown are in numerical form so as to

make them more reliable and easy to be interpreted. On the other side, the qualitative research

approach needs content analysis and is used in exploratory type of research studies. It presents

results in non-numerical form that is difficult to be interpreted and hard to be concluded in all

manners. The positive thing about qualitative research is that it allows the researcher to go in

depth in order to explore the problem that he wants to investigate, but still it is not applicable inall researches.

As discussed earlier, the qualitative approach has its own benefits but it could not be applied in

our research study. There are many reasons why qualitative approach was not selected for this

study and why was it suitable to choose quantitative approach for this particular research.

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Sample size: The sample consisted of 120 employees working in the company. The sample

included workers from top and middle level of management as well as general staff workers.

3.3.3 Data Collection

The data was collected after holding several preparatory meetings with the senior management

and other senior personnel of the human resource division of the company. These meetings

helped in determining the appropriate sample for the study, and the most feasible way to collect

the required data in a shortest time. A list was compiled about the staff members who would be

the participants of this study. The head of human resource department was requested to write a

letter to the selected members of staff to encourage them to participate in the study and to

motivate them to give their sincere and open answers regarding all matters. They were assured

that their answers and thoughts would be kept extremely confidential and would not be used forany other purpose rather than this study.

The data was collected within a period of two weeks. The assessment instrument that was

motivation and job satisfaction questionnaire was directed by the researcher. Each session with

the members of sample was lasted between 50 to 90 minutes. Up to 20 employees were called

during each session in order to get the questionnaires filled by them appropriately.

3.3.4 Sampling

A convenient sampling approach in the collection of data was adopted in this research.

Convenient sampling is basically a non-probability sampling technique that is used in the

collection of data in qualitative research type. Although a probability sampling technique such as

stratified or random sampling, is used for data collection in quantitative type of research, but in

this study, convenient sampling technique was used in order to avoid the time and cost constrain.

All the participant of this study took part voluntarily. Also, the participants were ensured that

their responses would be kept confidential by all means and they would be used only for the

purpose of this research study. This assurance helped in protecting a significant size of sample.

3.3.5 Sample Structure

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has had with his or her employer. All the categories of period of service had an equal distribution

of employees from sample. Only the difference came in the 3-5 years of service category where

the number was slightly greater than the other categories.

The distribution of employees among different education levels was also almost the same. Only

the number of employees in the category of technical education is higher than others.

3.4 INSTRUMENT

Because of the particular reasons that have been given in the above section, specially the time

constrain as the data was collected first handedly from the employees during their working

hours, survey research technique was preferred. Survey research technique helped in collecting

data from a large number of workers in a very short time period. It allowed the researcher to

gather the required data from the whole sample in only a single session conducted mainly for

data collection. The survey instrument was chosen to be a questionnaire with different types of

questions. The questionnaire was distributed among the workers and managers of the company in

through the HR department of the company.

The questionnaire was comprised of two sections; first sections collected the information about

demographic variables such as age, gender, education and tenure of the employees, the second

section had 26 close-ended questions and 4 questions in which the respondents were to fill in the

blanks with the most suitable word that came into their minds instantly regarding a specific

situation. The questionnaire also included a cover letter to explain the purpose of the study and

to take employees into confidence about the confidentiality of their responses. The research

instrument was made short in order to ensure that it would not become difficult for the

respondents to fill it up in a specific time. It therefore encouraged participants to respond all the

questions given in the questionnaire.

As it is notified earlier, the second section of questionnaire was based on close-ended questionsregarding different items about factors of motivation. The questions were constructed in such a

way that they could fetch the idea about the effectiveness of these factors on the job satisfaction

of employees and the researcher would have been able to tell whether an employee is satisfied or

not with his/her job because of the presence of these items in his/her job content. These items

were extracted from different theories of motivation that had been discussed in chapter 1 of this

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study. These items were believed to be the factors that work towards making the employees

motivated to achieve organizational goals.

3.4.1 Construction of Questionnaire

In the following section, an overview of the measurement instrument, i.e. the questionnaire is

given. This section presents the procedure that was followed in developing the questionnaire and

the items that were included in the questionnaire. The basic aim of developing such kind of

questionnaire was to evaluate the differences between individuals relating to the factors that

motivate employees and give a direction to their certain behaviour. The factors that were chosen

as influencing on the behaviours of individuals were taken from the historical concepts related to

the employee motivation. Different theories presented in this regard, such as need-based theories

of motivation, cognitive theories, goal setting theories and reinforcement theories were

thoroughly studied before including any factors in the questionnaire. All the factors that were

selected in this regard were written in short statements that depicted the thinking and approach of

the employees towards the factors concerned. The instrument that was developed for this

particular study was easy to understand by the employees from all levels of education in our

sample. This questionnaire covered a wide range of motivational factors that were considered to

affect the job satisfaction level of the employees. The questionnaire consisted of three sections.

First section collected the information about demographic items such as age, gender, job tenure

and education. The second and third sections consisted of 30 incomplete statements each. In

section 2, the positive statements about the motivational factors were given in order to realize the

impact of their existence on the job satisfaction level of employees.

The present study examined the relationship of job satisfaction with the factors of motivation on

the following scales. The relationship between employee motivation and job satisfaction of

employees was investigated from the following dimensions of employee motivation factors

(vigor and enthusiasm, synergy, challenges, extrinsic satisfaction and intrinsic satisfaction).

The distribution of different items in above mentioned five dimensions according to their nature

is given below.

Dimension 1: Vigour and Enthusiasm: Activity, Achievement, Job Enrichment Prospects,

Competition, and Fear of Failure

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Challenge:

Interest: The extent to which people are motivated by having a job that is stimulating and develops an

interest in employees with new skills requirements

Flexibility: the level to which people are motivated by having flexible working hours and a flexible

behaviour of bosses

Pressure: the extent to which people are motivated by having to finish a task with in a given deadline and

also to face other pressures at workplace

Intrinsic Factors:

Power: the extent to which people are motivated by having authority to exert on their colleagues and sub

ordinates

Responsibility: The extent to which people are motivated when given the responsibility for

accomplishment of a certain task

Decision making: the extent to which people are motivated by having a chance to participate in the

decision making of their own tasks

Recognition: the level to which people are motivated by getting acknowledged from their colleagues and

bosses for their efforts and achievement of required outputs

Status: the extent to which people are motivated by having a status in the society

Ethics: the extent to which people are encouraged by having permission to work according to their ethical

values and principles

Extrinsic Factors:

Remunerations: the extent to which people are motivated by an increment in their pay packages and other

fringe benefits

Working Conditions: the extent to which people are encouraged by having conducive working conditions

at their work place

Job security: the extent to which people are motivated by having a secured job and no fear of losing their

jobs due to any reason

Autonomy: the level to which people are encouraged by giving them more independence in performing

their task

Documents

Complete Chapters 1 to 8