Hr Project Part 2

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    1.1 ABOUT THE TOPIC

    1.1a What is Motivation?

    Motivation is the force that makes us do things: this is a result of our individual needs being

    satisfied (or met) so that we have inspiration to complete the task. These needs vary from person

    to person as everybody has their individual needs to motivate themselves.

    Depending on how motivated we are, it may further determine the effort we put into our work

    and therefore increase the standard of the output.

    Internal andexternal factors thatstimulate desire andenergy in people to be continually

    interested and committed to ajob,role orsubject,or tomake an effort to attain agoal.

    Motivationresults from the interaction of both conscious and unconsciousfactors such as

    (1)intensity of desire orneed

    (2)incentive orrewardvalue of the goal

    (3)expectations of theindividual and of his or her peers.

    These factors are the reasons one has for behaving a certain way. An example is a student

    thatspends extra time studying for atestbecause he or shewants a bettergrade in theclass.

    When various factors (or needs) that determine the motivation of employees in the workplace are

    listed, almost everyone would immediately think of a high salary. This answer is correct for the

    reason that some employees will be motivated by money, but mostly wrong for the reason that it

    does not satisfy others (to a lasting degree). This supports the statement that

    Motivation is the word derived from the word motive which means needs, desires, wants or

    drives within the individuals

    http://www.investorguide.com/definition/internal.htmlhttp://www.businessdictionary.com/definition/external-factors.htmlhttp://www.investorwords.com/11193/stimulate.htmlhttp://www.businessdictionary.com/definition/energy.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/role.htmlhttp://www.investorwords.com/8426/subject.htmlhttp://www.investorguide.com/definition/make.htmlhttp://www.businessdictionary.com/definition/goal.htmlhttp://www.businessdictionary.com/definition/result.htmlhttp://www.businessdictionary.com/definition/factor.htmlhttp://www.investorwords.com/17640/intensity.htmlhttp://www.businessdictionary.com/definition/need.htmlhttp://www.businessdictionary.com/definition/incentive.htmlhttp://www.businessdictionary.com/definition/reward.htmlhttp://www.investorguide.com/definition/value.htmlhttp://www.businessdictionary.com/definition/expectation.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/spend.htmlhttp://www.businessdictionary.com/definition/test.htmlhttp://www.businessdictionary.com/definition/want.htmlhttp://www.investorwords.com/2220/grade.htmlhttp://www.businessdictionary.com/definition/class.htmlhttp://www.businessdictionary.com/definition/class.htmlhttp://www.investorwords.com/2220/grade.htmlhttp://www.businessdictionary.com/definition/want.htmlhttp://www.businessdictionary.com/definition/test.htmlhttp://www.businessdictionary.com/definition/spend.htmlhttp://www.businessdictionary.com/definition/individual.htmlhttp://www.businessdictionary.com/definition/expectation.htmlhttp://www.investorguide.com/definition/value.htmlhttp://www.businessdictionary.com/definition/reward.htmlhttp://www.businessdictionary.com/definition/incentive.htmlhttp://www.businessdictionary.com/definition/need.htmlhttp://www.investorwords.com/17640/intensity.htmlhttp://www.businessdictionary.com/definition/factor.htmlhttp://www.businessdictionary.com/definition/result.htmlhttp://www.businessdictionary.com/definition/goal.htmlhttp://www.investorguide.com/definition/make.htmlhttp://www.investorwords.com/8426/subject.htmlhttp://www.businessdictionary.com/definition/role.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/energy.htmlhttp://www.investorwords.com/11193/stimulate.htmlhttp://www.businessdictionary.com/definition/external-factors.htmlhttp://www.investorguide.com/definition/internal.html
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    . It is the process of stimulating people to actions to accomplish the goals. In the work goal

    context the psychological factors stimulating the peoples behaviour can be -

    desire for money

    success

    recognition

    job-satisfaction

    team work, etc

    The process of motivation consists of three stages:-

    1. A felt need or drive

    2. A stimulus in which needs have to be aroused

    3. When needs are satisfied, the satisfaction or accomplishment of goals.

    Therefore, we can say that motivation is a psychological phenomenon which means needs and

    wants of the individuals have to be tackled by framing an incentive plan.

    Human motivation is a personal characteri stic, and not a one fi ts all option

    1.1b IMPACT OF EMPLOYEE MOTIVATION ON ORGANIZATIONAL

    PERFORMANCE?

    Motivational factors play an important role in increasing employee job satisfaction. Thiswill result in improving organizational performance. High productivity is a long term

    benefits of employee motivation. Motivated employee is a valuable asset who creates value for

    an organization in strengthening the business and revenue growth. Motivation is going to work if

    the right person with suitable skills is made responsible for the job or otherwise it will be the

    wastage of resources and time, and will lead to job dissatisfaction.

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    Employees performance is affected by number of factors, but one of the significant factors is

    motivation which affects the productivity to a large extent. To manage the existing performance

    of the employees and to motivate them for better performance, efficient motivation practices

    have become more important in all organizations. To survive in the todays global and

    competitive market, all factors of production- machine, material and men should be managed in

    an impressive way. Here men i.e. human resource is the biggest challenge because to accomplish

    the objectives of an organization, human resource has the capability of emotions, feelings and

    thought to achieve higher productivity and organizational performance

    Maintaining Stability

    Employees are a company's livelihood. How they feel about the work they are doing and the

    results received from that work directly impact an organization's performance and, ultimately, its

    stability. For instance, if an organization's employees are highly motivated and proactive, they

    will do whatever is necessary to achieve the goals of the organization as well as keep track of

    industry performance to address any potential challenges. This two-prong approach builds an

    organization's stability. An organization whose employees have low motivation is completely

    vulnerable to both internal and external challenges because its employees are not going the extra

    mile to maintain the organization's stability. An unstable organization ultimately underperforms.

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    Reduction in Productivity

    Lack of motivation equates to less work being accomplished. Productivity does not disappear; it

    is usually transferred to aspects not related to the organization's work. Things like personal

    conversations, Internet surfing or taking longer lunches cost the organization time and money.

    Reduced productivity can be detrimental to an organization's performance and future success.

    Negative Changes to Reputation

    Word travels fast. Low employee motivation could be due to decreased success of the

    organization, negative effects from the economy or drastic changes or uncertainty within the

    organization. No matter what the cause, having the reputation of having an unpleasant work

    environment due to low employee motivation will ultimately impact how existing and potential

    clients or partners view working with an organization. A reputation can precede an organization

    and dictate its future in the industry.

    Planning for Future Trends

    In "Super Motivation," author Dean Spitzer states that 50 percent of employees put just enough

    effort into their work to keep theirjob. This means that if only half the employees in a company

    are working in a full capacity, the company only has 50 percent of its expected revenue, is only

    reaching 50 percent of its clients and has 50 percent fewer resources for staff, operations and

    development. Plan for the future by sharing these statistics with staff. Reconnecting with the

    reality of the business is often an effective way of improving performance. Be honest and upfront

    about any steps that will be taken to improve organizational performance as well as any

    consequences of not meeting the organization's performance standards.

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    1.1c SOME OF THE WELL KNOWN MOTI VATION THEORIES

    ABRAHAM MASLOWS NEED HIERARCHY THEORY:

    One of the most widely mentioned theories of motivation is the hierarchy of needs theory put

    forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy,

    ascending from the lowest to the highest, and he concluded that when one set of needs is

    satisfied, this kind of need ceases to be a motivator.

    As per his theory these needs are:

    (i) Physiological needs: Theseare important needs for sustaining the human life. Food,water, warmth, shelter, sleep, medicine and education are the basic physiological

    needs which fall in the primary list of need satisfaction. Maslow was of an opinion

    that until these needs were satisfied to a degree to maintain life, no other motivating

    factors can work.

    (ii) Security or Safety needs:Theseare the needs to be free of physical danger and ofthe fear of losing a job, property, food or shelter. It also includes protection againstany emotional harm.

    (iii) Social needs: Sincepeople are social beings, they need to belong and be accepted byothers. People try to satisfy their need for affection, acceptance and friendship.

    (iv) Esteem needs: According to Maslow, once people begin to satisfy their need tobelong, they tend to want to be held in esteem both by themselves and by others. This

    kind of need produces such satisfaction as power, prestige status and self-confidence.

    It includes both internal esteem factors like self-respect, autonomy and achievements

    and external esteem factors such as states, recognition and attention.

    (v) Need for self-actualization: Maslowregards this as the highest need in his hierarchy.It is the drive to become what one is capable of becoming; it includes growth,

    achieving ones potential and self-fulfillment. It is to maximize ones potential and to

    accomplish something.

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    As each of these needs is substantially satisfied, the next need becomes dominant. From the

    standpoint of motivation, the theory would say that although no need is ever fully gratified, a

    substantially satisfied need no longer motivates. So if you want to motivate someone, you need

    to understand what level of the hierarchy that person is on and focus on satisfying those needs or

    needs above that level.

    Maslows need theory has received wide recognition, particularly among practicing managers.

    FREDERICK HERZBERGS MOTIVATION-HYGIENE THEORY:

    Frederick has tried to modify Maslows need Hierarchy theory. His theory is also known as two-

    factor theoryor Hygiene theory. He stated that there are certain satisfiers and dissatisfiers for

    employees at work. Intrinsic factors are related to job satisfaction, while extrinsic factors are

    associated with dissatisfaction. He devised his theory on the question: What do people want

    from their jobs? He states that presence of certain factors in the organization is natural and the

    presence of the same does not lead to motivation. However, their non presence leads to

    demotivation. In similar manner there are certain factors, the absence of which causes no

    dissatisfaction, but their presence has motivational impact.

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    Examples of Hygiene factors are:

    Security, status, relationship with subordinates, personal life, salary, work conditions,

    relationship with supervisor and company policy and administration.

    Examples of Motivational factors are:

    Growth prospectus, job advancement, responsibility, challenges, recognition and achievements.

    CLAYTON ALDERFERS ERG THEORY:

    Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model named ERG

    i.e. Existence Relatedness Growth. According to him there are 3 groups of core needs as

    mentioned above. The existence group is concerned mainly with providing basic material

    existence. The second group is the individuals need to maintain interpersonal relationship with

    other members in the group. The final group is the intrinsic desire to grow and develop

    personally. The major conclusions of this theory are:

    1. In an individual, more than one need may be operative at the same time.

    2. If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies.

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    It also contains the frustration-regression dimension

    URL: http://www.neiu.edu/~aserafin/421/motivation/aMotivation/img007.gif

    THEORY X AND THEORY Y OF DOUGLAS MCGREGOR:

    McGregor, in his book The Human side of Enterprise states that people inside the organization

    can be managed in two ways. The first is basically negative, which falls under the category X

    and the other is basically positive, which falls under the category Y. After viewing the way in

    which the manager dealt with employees, McGregor concluded that a managers view of the

    nature of human beings is based on a certain grouping of assumptions and that he or she tends to

    mold his or her behavior towards subordinates according to these assumptions.

    Under the assumptions of theory X:

    Employees inherently do not like work and whenever possible, will attempt to avoid it.

    Because employees dislike work, they have to be forced, coerced or threatened with punishment

    to achieve goals.

    Employees avoid responsibilities and do not work fill formal directions are issued.

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    Most workers place a greater importance on security over all other factors and display little

    ambition.

    In contrast under the assumptions of theory Y:

    Physical and mental effort at work is as natural as rest or play.

    People do exercise self-control and self-direction and if they are committed to those goals.

    Average human beings are willing to take responsibility and exercise imagination, ingenuity and

    creativity in solving the problems of the organization.

    That the way the things are organized, the average human beings brainpower is only partly used.

    On analysis of the assumptions it can be detected that theory X assumes that lower-order needs

    dominate individuals and theory Y assumes that higher-order needs dominate individuals. An

    organization that is run on Theory X lines tends to be authoritarian in nature, the word

    authoritarian suggests such ideas as the power to enforce obedience and the right to

    command. In contrast Theory Y organizations can be described as participative, where the

    aims of the organization and of the individuals in it are integrated; individuals can achieve their

    own goals best by directing their efforts towards the success of the organization.

    However, this theory has been criticized widely for generalization of work and human behavior

    CONTRIBUTIONS OF ELTON MAYO:

    The work of Elton Mayo is famously known as Hawthorne Experiments. He conducted

    behavioral experiments at the Hawthorne Works of the American Western Electric Company in

    Chicago. He made some illumination experiments, introduced breaks in between the work

    performance and also introduced refreshments during the pauses. On the basis of this he drew the

    conclusions that motivation was a very complex subject. It was not only about pay, work

    condition and morale but also included psychological and social factors. Although this research

    has been criticized from many angles, the central conclusions drawn were:

    People are motivated by more than pay and conditions.

    The need for recognition and a sense of belonging are very important.

    Attitudes towards work are strongly influenced by the group.

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    1.1d VARIOUS MOTIVATIONAL FACTORS FOR EMPLOYEES IN THE

    ORGANIZATION

    If the employer is able to determine what motivates employees, he will be capable of ensuring

    that his workers concentrate on accomplishing the companys objectives and also make certain

    that they do not leave the company.

    To facilitate a better knowledge of employee motivation, one should recognize the fact that

    people are quite different from each other. So, this indicates that different workers require

    different motivators.

    The Four Employee Motivators are:

    1. AchievementA great form of employee motivation lies in achievement. Here, the employee is

    motivated by the objective itself. Frequently employers avail of this motivator by means

    of putting up challenges to the workers. In using this employee motivator, employers

    regularly incorporate incentives like cash or a raise. Nevertheless, where the employees

    are concerned, the incentive is just a kind of bonus for achieving the targets set by the

    company.

    2. AdvancementWhen it comes to certain workers, their inspiration is the likelihood of advancing up the

    company ladder. They put in a lot of hard work with the intention of coming under their

    superiors attention to further their aspiration of a promotion. Now, this employee

    motivator is fuelled by ambition.

    3. PressureThere are quite a few employees, who thrive under pressure. Now, this employee

    motivator is hardly ever shown intentionally by a worker. Many a times, an employee

    inadvertently loads pressure onto himself and under the influence of this pressure; the

    employee is compelled to strive harder. On the other hand, this kind of employee

    motivation may produce some undesirable consequences, taking into account the fact that

    each person has a threshold. In truth, it frequently leads to a breakdown.

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    4. FearIt is the most regularly used employee motivator. The workers are usually intimidated by

    the knowledge that their services would be terminated in case they are unsuccessful in

    achieving certain targets. Obviously, if the employee is unable to cope with the stress,

    this kind of employee motivation method would prove damaging to his job functioning.

    Besides these various other motivational factors are:

    Appreciation or recognition for a job well done

    Being in the know about company matters

    An understanding attitude from the management

    Job security

    Good wages

    Interesting work

    Career advancement opportunities

    Loyalty from management

    Good working conditions

    Tactful discipline

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    1.2 LITERATURE REVIEW

    WHAT I S MOTIVATION?

    According to Greenberg and Baron (2000) this definition could be divided into three main

    parts. The first part looks at arousal that deals with the drive, or energy behind individual(s)

    action. People turn to be guided by their interest in making a good impression on others, doing

    interesting work and being successful in what they do. The second part referring to the choice

    people make and the direction their behavior takes. The last part deals with maintaining behavior

    clearly defining how long people have to persist at attempting to meet their goals.

    Kreitner (1995), Buford, Bedeian &Linder(1995), Higgins(1994) defined motivation as thepsychological process that gives behavior purpose and direction, a predisposition to behave in a

    purposive manner to achieve specific unmet needs, an unsatisfied need, and the will to achieve,

    respectively.

    Young (2000) suggest that motivation can be defined in a variety of ways, depending on who

    you ask .Ask some one on the street; you may get a response like its drives us or its what

    make us do the things we do. Therefore motivation is the force within an individual that account

    for the level, direction, and persistence of effort expended at work.

    Halepota(2005, p16) defines motivation as a persons active participation and commitment to

    achieve the prescribed results. Halepota further presents that the concept of motivation is

    abstract because different strategies produce different results at different times and there is no

    single strategy that can produce guaranteed favorable results all the times.

    According to Antomioni (1999, p29), the amount of effort people are willing to put in their

    work depends on the degree to which they feel their motivational needs will be satisfied. On the

    other hand, individuals become de-motivated if they feel something in the organisation prevents

    them from attaining good outcomes.

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    Jackson and Carter -claim that we live in a wage labor economy and therefore people put a

    price on their work efforts. All other factors regarding motivation are only secondary, in other

    words money comes before all non-material motivators.They strengthen their argument with the

    statement that people can survive without job satisfaction, but cannot survive without a wage

    Alexander D. Stajkovic and Fred Luthans completed a study upon Di ff erential eff ects of

    incenti ve motivators on work performance. The most common incentive motivators used in

    organizations are money, social recognition and performance feedbackwhere it is important to

    recognize the differences in effect. Stajkovic and Kluthan claim that money is the most

    frequently used motivator, especially cash payment

    MOTIVATIONAL THEORIES

    Many researchers and writers have proposed theories on the concept of motivation, and its role in

    enhancing employees performance in every organization. Some of these models have been

    widely used and accepted by todays organizationsleaders.

    Some of the motivational theories will include Alders (ERG theory), Maslow (Need theory),

    Vrooms (Expectancy theory), Adams (Social equity theory), Taylor (productivity theory),

    Herzberg (Two factor theory), Mac Gregory (theory X and Y), and skinner (Reward theory).

    Dual- factor theory-given by

    Herzberg, Mausner and Snyderman in 1959 processed a research concerning motivation to

    work. The theory stresses upon motivators, which are directly connected to ones performance.

    The motivators create a need for personal growth as well as self-actualization within work.

    Achievement: solutions to problem, confirmation, appreciation of ones work

    Recognition: to be seen by others in the organization

    Work itself: doing the job

    Responsibility: own work, others work and be given new responsibility

    Advancement: change in status or position

    Vrooms perspective

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    Vroom has founded the theory called expectancy theory, which is a cognitive model that focuses

    upon motivation to work. The theory pays attention to how one behaves in certain way to avoid

    pain and gain as much pleasure as possible. Furthermore, people become motivated when they

    experience high likelihood that managers and colleagues acknowledge their work. In addition,

    one would also like to be rewarded for ones performance and it is of high importance that the

    reward is tangible and positive.

    Vroom uses a formula to calculate the level of motivation: M = (E) x (I) x (V).Where E is the

    abbreviation of expectancy, I stand for instrumentality and V is the shortening for valance.

    Perspective of McClelland

    David McClelland has also conducted research in the field of motivation to work. The result is a

    theory consisting of three needs, namely achievement, power and affiliation.

    Moreover, these needs help to understand motivation, where the different needs are more or less

    suitable for a manager or a worker.

    McClelland claims that managers and entrepreneurs often have a high need for achievement, due

    to the fact that they are goal- oriented and take reasonable risks which are the characteristics for

    the need for achievement. Additionally, McClelland states that the need for power is high in

    managerial and leading positions. On the other hand, affiliation is more common in worker

    positions, because they are more friendship oriented and want to get along with co-workers.

    This theoretical framework given by various scientists has been useful in two ways; to get a

    foundation so that interviews with thought worthy questions could be accomplished. The second

    reason was to be able to interpret and analyze the information that was collected from the

    interviews.

    Various theories on the topic of motivation inspired to find out if there were some aspects that

    distinguish the manager and the worker.

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    Chapter-2Research Methodology

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    2.3 RESEARCH METHODOLOGY

    Entire project work was based on certain methodology, which represents a way to systematically

    solve the problem or attain its objectives. It provides very important guidelines and lead tocompletion of any project work through observation, data collection and data analysis.

    2.3a SELECTION OF SAMPLE SIZE

    40 employees were selected at random from different organization comprising of 20 mangers

    and 20 workers and feedback forms (questionnaire) have been obtained. The data has beenanalyzed in order to know the employees view point.

    2.3b SAMPLING TECHNIQUE USED

    In this Convenience samplingtechnique was used.Convenience sampling (sometimes known as

    grabor opportunity sampling) is a type of no probability sampling which involves the sample

    being drawn from that part of the population which is close to hand. That is, a sample population

    selected because it is readily available and convenient. It may be through meeting the person or

    including a person in the sample when one meets them or chosen by finding them through

    technological means such as the internet or through phone.

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    2.3c DATA COLLECTION

    To determine the appropriate data for research mainly two kinds of data was collected namely

    primary & secondary data as explained below:

    PRIMARY DATA

    Primary data are those, which were collected afresh & for the first time and thus happen to be

    original in character. However, there are many methods of collecting the primary data; all have

    not been used for the purpose of this project. The ones that have been used are:

    Questionnaire

    Informal Interviews

    SECONDARY DATA

    Secondary data was collected from previous researches and literature to fill in the respective

    project. The secondary data was collected through:

    Text Books

    Articles

    Magazines

    Websites

    2.3d TOOLS FOR ANALYSIS AND REPRESENTATION

    The main statistical tool used for analyzing of data was WEIGHTED AVERAGE METHOD,

    and for representing the data TABLESwere used

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    2.3e RESEARCH METHOD

    The method of the research was qualitative, where various factors that distinguish the manager

    and worker concerning motivation to work were discovered and their behavior was understood.

    This orientation was chosen due to the reason that it will not question existing theory about

    motivation, use experiments, or measure different outcomes. Withal, the purpose of a qualitative

    study was to review and interpret the already existing theories or writings concerning the subject,

    and thereby creating a dialogue between accomplished studies. For good research it is of great

    importance to explore already written theories regarding motivation to be able to contribute with

    new ideas.

    Sample Size: - 40

    Sampling Unit: - Employees (managers and workers)

    Universe: - Finite

    Research Design:-Descriptive cum Exploratory

    Type of Sampling:- Convenience Sampling

    Analysis of data:- Weighted Average method

    2.3f DURATION OF STUDY

    Period for conducting the research was two months during which a survey was conducted among

    the various managers and workers working in different organizations in order to know various

    motivational factors at workplace and its impact on their performance

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    2.4 LIMITATION

    1. Time constraint- the duration of research was short, due to which it was difficult to

    collect data. Due to limited time the sample size of questionnaire was small and confined

    to only few managers and workers

    2. Our definition of a manager is a person with a leading position in an organization. On the

    other hand, the worker has a lower position within the company and has not as much

    responsibility as the manager. We are well aware that differences between genders could

    occur, however this will not be investigated in this study.

    3. Concentration of research was on the private sector, where occupations within that area

    are being used, where the public sector would not be included.

    4. Finally, there was no stress upon the aspect of voluntary work; instead work will be

    defined as a role in the organization whereby a salary is received by an individual.

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    Chapter 3

    Analysis and interpretation

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    3.1 ANALYSIS

    Ques1: Salary given to the employees who do their jobs will motivates them

    Table1: Represent views of employees towards impor tance of salar yWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 10 14 50 70

    Agree 4 7 6 28 24

    Neither agree

    nor disagree

    3 0 0 0 0

    Disagree 2 3 0 6 0

    Strongly

    disagree

    1 0 0 0 0

    TOTAL= 84 94

    OBSERVATION: It is observed that both managers and workers believe that salary given to

    employees motivates them but in comparison to managers, workers give more preference to

    salary as motivating factor for their job.

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    Ques2: Financial incentives motivates me more than the Non Financial Incentives

    Table2:Response of employees towards the importance of f inancial and non- f inancialincentives

    Weights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 4 10 20 50

    Agree 4 5 6 20 24

    Neither agree

    nor disagree

    3 1 4 3 12

    Disagree 2 8 0 16 0

    Strongly

    disagree

    1 2 0 2 0

    TOTAL= 61 86

    OBSERVATION: From the above analysis it is observed that workers give more preference to

    the financial incentives than non financial incentives as motivating factor as compare to

    managers.

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    Ques3: I am satisfied with the salary I draw at present?

    Table3:Shows the level of satisfaction of the employeesWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 1 1 5 5

    Agree 4 7 4 28 16

    Neither agree

    nor disagree

    3 6 0 18 0

    Disagree 2 4 9 8 18

    Strongly

    disagree

    1 2 6 2 6

    TOTAL= 61 45

    OBSERVATION: It is observed that managers are more satisfied with the salary they are

    drawing in their organization. On the other hand workers are dissatisfied and believe that they

    are under paid as compare to the work they are given to perform.

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    Ques4: Lunch breaks, rest breaks, and leaves given in the organization motivates theemployees towards their performance

    Table4: Response of employees towards the importance of breaks and leaves in organizationWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 5 6 25 30

    Agree 4 7 10 28 40

    Neither agree

    nor disagree

    3 1 2 3 6

    Disagree 2 6 2 12 4

    Strongly

    disagree

    1 1 0 1 0

    TOTAL= 69 80

    OBSERVATION: It is observed that workers give more preference to breaks and leaves as one

    of the motivating factor behind their performance as compare to the managers. For managers

    these leaves and breaks are not as important for their performance.

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    Ques5: Good physical working conditions in the organization motivate the employees

    Table5:Response of employees towards the impor tance of physical condi tions inorganization

    Weights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 12 6 60 30

    Agree 4 7 10 28 40

    Neither agree

    nor disagree

    3 0 2 0 6

    Disagree 2 1 1 2 2

    Strongly

    disagree

    1 0 1 0 1

    TOTAL= 90

    OBSERVATION:It is observed that managers give more preference to working conditions as a

    motivating factor for their performance as compare to the workers. For the managers salary is not

    as important as compare to the working atmosphere in the organization.

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    Ques6:The employees in the organization feel secured in their job

    Table6:Views of employees towards job secur ityWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 6 1 30 5

    Agree 4 8 3 32 12

    Neither agree

    nor disagree

    3 4 4 12 12

    Disagree 2 2 7 4 14

    Strongly

    disagree

    1 0 5 0 5

    TOTAL= 78 48

    OBSERVATION:It is observed that as compare to the workers managers feel more secured in

    their job. More than majority agrees that the job they are performing is secured and there is no

    fear of losing it. Managers give more preference to job security as motivating factor than workers

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    Ques7:The retirement benefits available are sufficient for motivation to work

    Table7:Response of employees towards the impor tance of reti rement benefi tsWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 2 5 10 25

    Agree 4 6 8 24 32

    Neither agree

    nor disagree

    3 3 1 9 3

    Disagree 2 8 6 16 12

    Strongly

    disagree

    1 1 0 1 0

    TOTAL= 60 72

    OBSERVATION:It is observed that as compare to the managers; workers give more preference

    to the retirement benefits as one of the motivating factor for their work. They believe retirements

    benefits which organization provides to them also motivate them to work for that organization,whereas for the managers it is not as important factor

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    Ques8:The medical benefits provided in the organization are satisfactory

    Table8: Response of employees towar ds medical benefi tsWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 4 0 20 0

    Agree 4 10 8 40 32

    Neither agree

    nor disagree

    3 2 2 6 6

    Disagree 2 2 8 4 16

    Strongly

    disagree

    1 2 2 2 2

    TOTAL= 72 56

    OBSERVATION:It is observed that though the workers believe that medical benefits provided

    to them also act as a motivating factor for the workers, yet the medical benefits that are availableto them are not satisfactory. However managers do not give preference to it as an important

    motivating factor and therefore find it to be satisfactory

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    Ques9:Visibility with Top management is important to me

    Table9: Response of employees towards visibi li ty wi th top managementWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 10 2 50 10

    Agree 4 7 6 28 24

    Neither agree

    nor disagree

    3 3 5 9 15

    Disagree 2 0 7 0 14

    Strongly

    disagree

    1 0 0 0 0

    TOTAL= 87 63

    OBSERVATION:It is observed that managers are much more concern about their self

    esteemed need as compare to the workers and therefore consider it to be as one of the motivating

    factor .for the managers visibility and interaction with top management is more important as

    compare to workers for whom it is not as important as compare to salary

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    Ques10: I feel that my superior always recognizes the work done by me

    Table10:Response of employees towar ds role of supervisorsWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 4 2 20 10

    Agree 4 9 6 36 24

    Neither agree

    nor disagree

    3 3 4 9 12

    Disagree 2 4 8 8 16

    Strongly

    disagree

    1 0 0 0 0

    TOTAL= 73 62

    OBSERVATION: It is observed that acknowledgement of work done or amount of attention

    received from the superiors is more important for the managers as compare to the workers and

    therefore they consider it to be an important motivating factor towards their performance where

    as for the workers it is not as important and therefore even less than majority agrees with it.

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    Ques11:I feel that the job I do gives me a good status and motivates towards success

    Table11:Response of employees towards the rol e of their jobWeights

    allotted

    No of respondents Total WEIGHTAGE

    Managers Workers Managers Workers

    Strongly

    agree

    5 6 0 30 0

    Agree 4 10 5 40 20

    Neither agree

    nor disagree

    3 2 8 6 24

    Disagree 2 2 7 4 14

    Strongly

    disagree

    1 0 0 0 0

    TOTAL= 80 58

    OBSERVATION:It is observed that kind of job, challenges involve in it, amount of learning it

    involves is more important for the managers and therefore they consider it as motivating factor

    towards their success. However for the workers it is not important. They consider it as only

    earning source for themselves.

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    Ques12: I am satisfied with the responsibility and role that I have in my work

    Table12: Level of employee satisfaction wi th r ole and responsibi li ty in workWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 9 2 45 10

    Agree 4 7 4 28 16

    Neither agree

    nor disagree

    3 2 1 6 3

    Disagree 2 2 9 4 18

    Strongly

    disagree

    1 0 4 0 4

    TOTAL= 83 51

    OBSERVATION: It is observed that managers are more satisfied with their role and

    responsibility in the organization and consider job satisfaction as a motivating factor for their

    work. However workers are highly demotivated by their roles and consider it as under/over

    utilization of their potential.

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    Ques13: The quality of the relationships in the informal workgroups is quite important to

    me

    Table13:Response of employees towards importance of i nformal r elations at workWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 11 7 55 35

    Agree 4 7 8 28 32

    Neither agree

    nor disagree

    3 1 3 3 9

    Disagree 2 1 2 2 4

    Strongly

    disagree

    1 0 0 0 0

    TOTAL= 88 80

    OBSERVATION: It is observed that working in groups, teams, informal relationships are

    important for both managers and workers and therefore both of them consider it as motivating

    factor for their performance. However managers give more preference to it as compare to the

    workers.

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    Ques14:I am satisfied with the support of the HR department

    Table14:Level of satisfaction wi th HR departmentWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 3 2 15 10

    Agree 4 11 9 44 36

    Neither agree

    nor disagree

    3 4 6 12 18

    Disagree 2 1 3 2 6

    Strongly

    disagree

    1 1 0 1 0

    TOTAL= 74 70

    OBSERVATION:It is observed that kind of support the organization provides to its employees

    is also important for employees. As compare to the workers managers give more preference to it

    and feel satisfied with the support they are getting

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    Ques15: In my organization there is fair amount of team spirit to motivate employees

    Table15:Response of employees towards importance of team spir i t for workWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 8 2 40 10

    Agree 4 7 7 28 28

    Neither agree

    nor disagree

    3 5 3 15 9

    Disagree 2 0 8 0 16

    Strongly

    disagree

    1 0 0 0 0

    TOTAL= 83 63

    OBSERVATION: It is observed that the team spirit present in the employees also act as

    motivating factor towards his performance. Managers give more preference to team spirit as amotivating factor than workers, for whom it is not as important factor as remerations

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    Ques17: I want to be the best at my own job

    Table17: Response of employees towar ds self actual ization needsWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 13 5 65 25

    Agree 4 7 7 28 28

    Neither agree

    nor disagree

    3 8 8 0 24

    Disagree 2 0 0 0 0

    Strongly

    disagree

    1 0 0 0 0

    TOTAL= 93 77

    OBSERVATION: It is observed that the self actualization needs are more important for

    managers as compare to the workers and therefore they consider it as a strong motivating factorfor their performance towards the work, whereas for workers it is not as important as compare to

    basic needs.

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    Ques18: I like to schedule my own work and to make job related decisions with a

    minimum of supervision

    Table18:Response of employees towards importance of f lexibil i ty at work

    Weights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 3 2 15 10

    Agree 4 15 5 60 20

    Neither agreenor disagree

    3 2 0 6 0

    Disagree 2 0 8 0 16

    Strongly

    disagree

    1 0 5 0 5

    TOTAL= 81 51

    OBSERVATION:It is observed that degree of independence, freedom is also essential for goodperformance of the employees. As compare to the workers, managers give more preference to

    flexibility at work and consider it as more important and essential motivating factor for their

    performance.

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    Ques19: I find opportunities for advancement in my organization

    Table19: Response of employees towards importance of gr owth opportuni tiesWeights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 9 2 45 10

    Agree 4 5 3 20 12

    Neither agree

    nor disagree

    3 4 9 12 27

    Disagree 2 2 5 4 10

    Strongly

    disagree

    1 0 1 0 1

    TOTAL= 81 60

    OBSERVATION: From the above analysis it is observed that as compare to the workers

    managers give more preference to the growth opportunities and believe that if they get desired

    growth opportunities in organization ,it act as motivating factor for performance

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    Ques20: My aim is self knowledge and enlightens the most important thing to me is

    realizing my ultimate personal potential

    Table20: Response of employees towards the role of self determi nati on

    Weights

    allotted

    No of respondents Total Weightage

    Managers Workers Managers Workers

    Strongly

    agree

    5 5 2 25 10

    Agree 4 8 6 32 24

    Neither agree

    nor disagree

    3 5 2 15 6

    Disagree 2 2 10 4 20

    Strongly

    disagree

    1 0 0 0 0

    TOTAL= 76 60

    OBSERVATION: Managers give more preference to the self determination as compare to the

    workers. They believe that if employee is ambitious and aware of his KSA, it also act as a

    motivating factor towards performance at work.

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    Chapter 4

    Findings

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    FINDINGS

    1.

    80% of workers agree that most essential factor for motivation is salary. Financialincentives are more important for them as compared to managers.

    2. Not even majority of managers and workers are satisfied with salary they are getting, but ascompared to workers managers are more satisfied.

    3. 80% of workers believe that breaks and leaves given in the organization motivate themtowards their performance. For managers they are not as important.

    4. 95% of managers believe that good working conditions in the organization are veryessential and act as motivating factor for their performance.

    5. 70% of managers feel secured in their job and consider it to be a motivating factor.However workers do not feel secured at their jobs.

    6. More than majority of workers believe that concrete benefits provided by the organization(such as: retirement benefits, medical benefits, housing) act as motivating factor for them.

    7. More than majority of managers agrees that acknowledgment of work act as motivatingfactor for employees, however less than majority of workers agree it.

    8. 90% of managers believe that working in groups, teams, informal relationships areimportant motivating factor for their performance. However for workers they are not as

    important.

    9. 70% of managers believe that participating in extra curricular activities also acts asmotivating factor. However less than majority of workers agree with it.

    10.70% of managers consider growth opportunities provided by organization as motivatingfactor for their performance, whereas workers do not agree with it.

    11.Various other motivating factors given by:Managers:

    o Brand value

    o Attitude and behavior of peers and colleagues

    o Intelligent and Smart bosses with nice dealings

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    o Proper balance between work, family and free time

    Workers:

    o

    Respect in the organizationo Conditions and timings of work

    o Support and understanding with superiors

    o Extra Benefits provided such as-transport, housing, education

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    Chapter5

    Recommendations & conclusions

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    5.1 SUGGESTIONS & RECOMMENDATIONS

    VAROUS WAYS THROUGH WHI CH ORGANI ZATION CAN MOTIVATE I TS

    EMPLOYEES ARE:

    1. Recognition When someone does something well, praise them, where possiblepraise them in public. Always criticize in private.

    2. Right TrainingOffer your employees the training they need to excel at their jobs.It motivate them towards their work

    3. Working environment Create the right working environment for them to beproductive. Create a pleasant workplace and dont kill their enthusiasm with pointlessrules and procedures.

    4. Team spiritPeople like working as part of a team and will often work harder toensure their team wins than they would otherwise.

    5. FeedbackGive right feedback at right time.6. Reduce distractions Modern organizations are far too good at creating ways to

    distract their employees from actually working. If manager can deflect some of these

    distractions then employees will be more productive and more motivated.

    7. Goal setting Its easier to work towards a goal than it is to work without goals.Setting goals also motivate employees to achieve them

    8. Involve your employees in the decision making process Let them know theirexpertise and opinions matter.

    9. Listen to and deal effectively with employee complaints Show them that youvalue their contribution to the business and respect their feelings.

    10.Show that you have confidence in your employeesBy giving them the chance totake responsibility and to demonstrate their best work.

    11.Empower employeesTrust employees to make their own decisions and make their own mistakes.

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    5.2 CONCLUSION

    Di ff erences in motivation

    The whole process of carrying out research has contributed to a greater knowledge of motivation

    to work, especially while studying previous presented theories. From the interviews large amount

    of information regarding the subject has been gained that has given a deeper insight of

    motivation. All in all, research has made it possible to draw exciting conclusions.

    Before starting to present the different findings for workers and managers, one thing that is most

    important is that without an interest for ones work, motivation could be hard to define.

    Fortunately, all interviewees participating in project have a huge interest within their line of

    business and the company.

    Conclusion of what motivates a worker is, primarily money. They want to receive tangible

    rewards for their performance, for example bonuses and pay increase for the same work which

    can be viewed as money, in one way or another. Moreover, the craving for material benefits,

    subsidized lunch, preventive health care, which can be used to strengthen argument that money is

    what motivate workers. Certainly, the working climate matters for the persons in worker

    positions; however it is not the essential working motivator.

    Conclusion of what motivates a manager is, working climate, recognition and free time. They

    experience a positive recognition as a reward as well as working climate, and do not pay

    attention to material ones. Moreover, it was discovered that how important good relationship

    with colleagues, acknowledge for their work and to create a pleasant working environment are.

    The other factor that motivates a manager is his or her free time, where the person wants time for

    activities other than work. Of course, the managers would not work for free, they still want to

    have a realistic pay check, and however money plays a smaller role for the manager.

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    To answer research questions, there are differences in motivation to work between a manager

    and a worker. The major difference is money for the workers and recognition, working

    climate and free time for the managers.

    For final outcome of research it was observed, the grass is always greener on the other side of

    the fence. Peoplealways want more. Workers want more things and therefore they urge formore

    money, and that is what drives them forward.

    On the contrary, the managers need for money has decrease over the years. Instead, the non

    material factors as family and friends are fundamental for the manager and that is what drives

    him or her forward.

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    BIBLIOGRAPHY

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    BIBLIOGRAPHY

    ARTICLES

    Antomioni D., What motivates middle managers? Industrial Management, Nov, - Dec,

    Vol. 41, No 6, 1999, pp. 27-30.

    Helepota, H.A. Motivational Theories and their application in construction, Cost

    Engineering, Vol. 47, No. 3, 2005, pp. 14-35.

    Stajkovic, Alexander D. and Fred Luthans, Differential effects of incentive motivators

    on work performance. Academy of Management Journal, vol. 4, no 3, 2001,New York:

    Briar Cliff Manor

    BOOKS

    Chabra T N Human Resource Management revised edition ,2005, Gangan

    Kapur, Delhi.

    Greenberg J &Baron A.R, Behavior in Organizations, 2003 , Prentice Hall, Vol. 8, pp.

    188-215

    Herzberg, Frederick et al, Motivation to work, 2nd edition, 1959,New York: John

    Wiley & Sons.

    Jackson, Norman and Pippa Carter,Rethinking Organizational

    Behavior, 2000, Glasgow: Bell & Bain Ltd.

    Kothari C.R,Research Methodology- Methods and Techniques,2nd revised

    Edition, 2007, New Age International Publishers- New Delhi.

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    Prasad L.M, Human Resource Management, second edition,2005, Sultan

    Chand & Sons- New Delhi.

    Vroom, Victor H, Work and Motivation, 1995, San Francisco: Jossey-Bass Inc.

    WEBSITES

    1. http://www.findarticles.com.,Nelson, B. (2001), Motivate employees with intangible

    benefits

    2.

    http://acedemic.empria.edu.,Young, B.C. (2000), Methods of Motivating: Yesterday and

    Today

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    ANNEXURE

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    QUESTIONNAIRE:

    TOPIC-Study of Motivational Factors-comparative analysis of managers and workers

    BASIC NEEDS:

    Q.1 The salary increments given to employees who do their jobs very well motivate them.

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.2 Financial incentives motivates me more than non financial incentives.

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.3 I am satisfied with the salary I draw at present.

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.4 lunch break, rest breaks and leaves given in the organization motivate the employees

    towards their performance.

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    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    SAFETY:

    Q.5Good physical working conditions in the organization motivate the employees.

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.6 The employees in the organization feel secured in their job.

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.7 The retirement benefits available are sufficient for motivation to work.

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.8 The medical benefits provided in the organization are satisfactory.

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    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    ESTEEM:

    Q.9 Visibility with top management is important to me.

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.10 I feel that my superior always recognizes the work done by me

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.11 I feel that the job I do gives me a good status and motivate towards success.

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

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    Q.12 I am satisfied with the responsibility and role that I have in my work

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    LOVE:

    Q.13 The quality of the relationships in the informal workgroup is quite important to me .

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.14 I am satisfied with the support from the HR department.

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.15 In this organization there is fair amount of team spirit to motivate employees.

    a) Strongly agree

    b) Agree

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    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.16 I feel more motivated while participating in extra curricular activities/soft skill

    development exercises done here.

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    SELF ACTUALIZATION:

    Q.17 I want to be the best at my own job.

    a) Strongly agree

    b) Agreec) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.18 I like to schedule my own work and to make job-related decisions with a minimum of

    supervision.

    a) Strongly agreeb) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

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    Q.19 I find opportunities for advancement in this organization.

    a) Strongly agree

    b) Agree

    c) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree

    Q.20 My aim is self-knowledge and enlightenment. The most important thing to me is

    realizing my ultimate personal potential.

    a) Strongly agree

    b) Agreec) Neither agrees nor disagrees

    d) Disagree

    e) Strongly disagree