1

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 and external factors that stimulate desire and energy in people to be continually
interested and committed to a job, role or subject, or to make an effort to attain a goal.

Motivation results from the interaction of both conscious and unconscious factors such as
(1) intensity of desire or need
(2) incentive or reward value of the goal
(3) expectations of the individual and of his or her peers.

These factors are the reasons one has for behaving a certain way. An example is a student
that spends extra time studying for a test because he or she wants a better grade in the class.


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

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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 characteristic, and not a one fits all option


1.1b I MPACT OF EMPLOYEE MOTI VATI ON ON ORGANI ZATI ONAL
PERFORMANCE?

Motivational factors play an important role in increasing employee job satisfaction. This
will 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 their job. 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 VATI ON THEORI ES

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: These are 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: These are the needs to be free of physical danger and of
the fear of losing a job, property, food or shelter. It also includes protection against
any emotional harm.
(iii) Social needs: Since people are social beings, they need to belong and be accepted by
others. People try to satisfy their need for affection, acceptance and friendship.
(iv) Esteem needs: According to Maslow, once people begin to satisfy their need to
belong, 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: Maslow regards 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 theory or 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 VARI OUS MOTI VATI ONAL FACTORS FOR EMPLOYEES I N THE
ORGANI ZATI ON
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. Achievement
A 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. Advancement
When 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. Pressure
There 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. Fear
It 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 MOTI VATI ON?
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 the
psychological 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 Differential effects of
incentive motivators on work performance. The most common incentive motivators used in
organizations are money, social recognition and performance feedback where 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 organizations leaders.
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.



15





Chapter-2
Research Methodology



















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2.1 PURPOSE OF STUDY

While studying management it was observed that most of the theories regarding motivation focus
upon employees in general and do not reflect on specific positions.
The purpose of our research is to:
1. Clarify whether a difference in motivation to work between manger and worker exists or
not.
2. To examine if a manager and a worker have shared understandings and common factors
of what motivates them, or if certain characteristics can be distinguished.

To be able to present a clear picture various suitable theories on the topic of motivation were
presented. These theories helped in interpreting and analyzing the collected data.
Continuously, carefully planned interviews with workers as well as managers in different
companies were accomplished to get the individual perspective.
Moreover, it is important to notice that if a difference will be discovered it might be important to
take it into consideration in future organizational behavior.


2.2 OBJECTIVE OF STUDY


While studying management most of the already existing theories discuss motivation to work
from a general perspective. Therefore it was interesting to investigate motivation on a deeper
level.
The main objectives for our research are:
1. To determineis there a difference in motivation between managers and workers?
2. I f so, what is the difference between the two
3. I n dept analysis of various factors that motivate employees towards their performance

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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 to
completion 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 been
analyzed in order to know the employees view point.


2.3b SAMPLING TECHNIQUE USED

In this Convenience sampling technique was used. Convenience sampling (sometimes known as
grab or 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 TABLES were 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 importance of salary
Weights
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 financial and non- financial
incentives
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 employees
Weights
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 the
employees towards their performance





Table4: Response of employees towards the importance of breaks and leaves in organization
Weights
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 importance of physical conditions in
organization
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 security
Weights
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 importance of retirement benefits
Weights
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 towards medical benefits
Weights
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 available
to 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 visibility with top management
Weights
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 towards role of supervisors
Weights
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 role of their job
Weights
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.













33


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





Table12: Level of employee satisfaction with role and responsibility in work
Weights
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.










34


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




Table13: Response of employees towards importance of informal relations at work
Weights
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.











35


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




Table14: Level of satisfaction with HR department
Weights
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















36


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




Table15: Response of employees towards importance of team spirit for work
Weights
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 a
motivating factor than workers, for whom it is not as important factor as remerations










37

Ques16: I feel more motivated while participating in extra curricular activities/soft skill
development exercises




Table16: Response of employees for importance of extra curricular activities
Weights
allotted
No of respondents Total Weightage
Managers Workers Managers Workers
Strongly
agree
5 3 3 15 15

Agree 4 11 4 44 16

Neither agree
nor disagree
3 5 2 15 6
Disagree 2 1 11 2 22

Strongly
disagree
1 0 0 0 0

TOTAL= 76 59



OBSERVATION: It is observed that various extra activities, skills development exercises,
training provided to the employees is more important for managers as compare to the workers.
Managers feel motivated by participating in such activities; however workers do not find them
useful and therefore disagree with it.












38


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




Table17: Response of employees towards self actualization needs
Weights
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 factor
for their performance towards the work, whereas for workers it is not as important as compare to
basic needs.









39


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 flexibility 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 agree
nor 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 good
performance 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.











40




Ques19: I find opportunities for advancement in my organization




Table19: Response of employees towards importance of growth opportunities
Weights
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







41

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 determination
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.





42




Chapter 4
Findings





















43

FINDINGS

1. 80% of workers agree that most essential factor for motivation is salary. Financial
incentives 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 as
compared to workers managers are more satisfied.
3. 80% of workers believe that breaks and leaves given in the organization motivate them
towards their performance. For managers they are not as important.
4. 95% of managers believe that good working conditions in the organization are very
essential 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 motivating
factor for employees, however less than majority of workers agree it.
8. 90% of managers believe that working in groups, teams, informal relationships are
important 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 as
motivating factor. However less than majority of workers agree with it.
10. 70% of managers consider growth opportunities provided by organization as motivating
factor 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
44

o Proper balance between work, family and free time
Workers:
o Respect in the organization
o Conditions and timings of work
o Support and understanding with superiors
o Extra Benefits provided such as-transport, housing, education


















45




Chapter5
Recommendations &conclusions




















46

5.1 SUGGESTIONS & RECOMMENDATIONS

VAROUS WAYS THROUGH WHI CH ORGANIZATI ON CAN MOTI VATE I TS
EMPLOYEES ARE:

1. Recognition When someone does something well, praise them, where possible
praise them in public. Always criticize in private.
2. Right Training Offer 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 be
productive. Create a pleasant workplace and dont kill their enthusiasm with pointless
rules and procedures.
4. Team spirit People like working as part of a team and will often work harder to
ensure their team wins than they would otherwise.
5. Feedback Give 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 their
expertise and opinions matter.
9. Listen to and deal effectively with employee complaints Show them that you
value their contribution to the business and respect their feelings.
10. Show that you have confidence in your employees By giving them the chance to
take responsibility and to demonstrate their best work.
11. Empower employees
Trust employees to make their own decisions and make their own mistakes.

47


5.2 CONCLUSION

Differences 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.

48

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. People always want more. Workers want more things and therefore they urge for more
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.






















49





BI BLI OGRAPHY

























50


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.

51

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


















52






ANNEXURE
























53


QUESTIONNAIRE:
TOPI C- 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.
54

a) Strongly agree
b) Agree
c) Neither agrees nor disagrees
d) Disagree
e) Strongly disagree
SAFETY:
Q.5 Good 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.
55

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
56


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
57

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) Agree
c) 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 agree
b) Agree
c) Neither agrees nor disagrees
d) Disagree
e) Strongly disagree
58

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) Agree
c) Neither agrees nor disagrees
d) Disagree
e) Strongly disagree