Name

Meghamalie Lokukarawita

Name of Organization

SunAgro LifeScience Pvt. Ltd.,

Lankem Ceylon PLC,
Nawam Mawatha,
Colombo 02.

Duration of the
Internship

Septemeber 14th October 6th

Hours worked

9.00 a.m. 5.00 p.m. x 15 days =

120 Hours

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CONTENTS
Introduction................................................................................................................ 3
Six Key Areas of I-O Psychology..............................................................................3
Major Topics in Industrial Organizational Psychology...............................................4
Motivational Theories and Their Practical Use............................................................5
Abraham Maslows Hierarchy of Needs...................................................................5
Frederick Herzberg's Motivation and Hygiene Factors.............................................6
Eliminate Job Dissatisfaction at SunAgro Company..............................................7
Create Job Satisfaction at SunAgro Company.......................................................7
Leadership Theories in Organizations.........................................................................8
Trait Theory............................................................................................................. 8
Behavioral/ Style Theory......................................................................................... 9
Motivational Leadership Seen In The Executive/Managing sector of SunAgro
Company............................................................................................................... 10
Bibliography............................................................................................................. 12

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INTRODUCTION
Industrial/Organizational Psychology is the branch of psychology that
applies psychological theories and principles to organizations. This is often
referred to as I-O psychology, and is mostly focused on increasing
workplace productivity and related issues such as the physical and mental
wellbeing of employees, studying worker attitudes and behaviour, evaluating
companies, and conducting leadership training.
With roots in experimental psychology, I-O psychology has a number of
different sub-areas such as human-computer interaction, personnel
psychology, and human factors. Important People in the History of Industrial
Organizational Psychology Kurt Lewin, Frederick W. Taylor, Robert Yerkes,
James McKeen Cattell, Elton Mayo and Hugo Mnsterberg.
Industrial/Organizational Psychology have two major sides.
First, the Industrial side, which involves looking at how to best match
individuals to specific job roles. This segment of I-O psychology is also
sometimes referred to as personnel psychology. People who work in this
area might assess employee characteristics and then match these
individuals to jobs in which they are likely to perform well. Other functions
include training employees, developing job performance standards, and
measuring job performance.
The Organizational side of psychology is more focused on
understanding how organizations affect individual behaviour. Organizational
structures, social norms, management styles, and role expectations are all
factors that can influence how people behaviour within an organization.
By understanding such factors, psychologists hope to improve individual
performance and health while at the same time benefiting the organization
as a whole.

SIX KEY AREAS

OF

I-O PSYCHOLOGY

According to Muchinsky (2000), most industrial

psychologists work in one of six major subject areas:

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organizational

Training and development: Professional in this area often

determine what type of skills are necessary to perform specific jobs as well
as develop and evaluate employee training programs.
Employee Selection: Developing employee selection assessments,
such as screening tests to determine if job applicants are qualified for a
particular position.
Ergonomics: Designing procedures and equipment designed to
maximize performance and minimize injury.
Performance Management: Develop assessments and techniques
to determine if employees are doing their jobs well.
Work Life: Improving employee satisfaction and maximizing the
productivity of the workforce. I-O psychologists in this area might work to
find ways to make jobs more rewarding or design programs that improve the
quality of life in the workplace.
Organizational Development: Improve organizations, often through
increasing profits, redesigning products, and improving the organizational
structure.

MAJOR TOPICS

IN INDUSTRIAL

Product design

Employee testing

Leadership
Workplace diversity

Workplace performance

Employee motivation

ORGANIZATIONAL PSYCHOLOGY

Organizational behaviour is another aspect that is implemented in the

study of Industrial/Organizational behaviour. It studies organizations from
multiple viewpoints, including behaviour within the organization and in
relation to other organizations. Organizational Behaviour can be divided into
2 levels.
Micro organizational behaviour refers to individual and group dynamics in
an organizational setting.
Macro organizational theory studies whole organizations and industries,
including how they adapt, and the strategies, structures, and contingencies
that guide them.
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Concepts such as Motivation, Leadership, decision making, team

building, and job satisfaction are all facets of organizational behaviour and
responsibilities of management.

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MOTIVATIONAL THEORIES AND THEIR PRACTICAL USE

Motivation is a psychological feature that arouses an organism to act
towards a desired goal and elicits, controls, and sustains certain goaldirected behaviors. It can be considered a driving force; a psychological one
that compels or reinforces an action toward a desired goal.
Motivation is one of the most important factors determining organizational
efficiency. In absence of motivated employees to utilize resources effectively,
all organizations face difficulties in their operations. Every superior in the
organization must motivate its subordinates for the right types of behaviour.
The performance of human beings in the organization is dependent on the
ability embedded in motivation. Motivation increases the willingness of the
workers to work, thus increasing efficiency and effectiveness of the
organization. Maslow, Alderfer, Herzberg, McCelland, Vroom, Porter & Lawler,
Adams and Locke studied motivation theories that is used even today.

ABRAHAM MASLOWS HIERARCHY

OF

NEEDS

This based on the idea that people have strong cognitive reasons to
perform various actions. Famously illustrated in Abraham Maslow's hierarchy
of needs, which presents different motivations at different levels. People are
motivated to fulfill basic Biological Needs as well as those of Safety, Love,
and Esteem. Once the lower level needs have been met, the primary
motivator becomes the need for Self-Actualization, or the desire to fulfill
one's individual potential. This theory of motivation can be applied to the
workplace as well as other scenarios.
Maslow felt that the most basic needs were Physiological. Unless an
individual has food and shelter, Maslow believed it was pointless trying to
motivate them at a higher level. The same applies in the workplace; if
employees are not comfortable in their work environment, then motivation at
a higher level will be difficult.
Once this need is met, the employee is then motivated to gain a sense
of security. In a difficult economic climate, do you as a manager keep your
employees sufficiently informed of their job prospects, or is there a heavy
reliance on the grapevine?
When a job is felt to be reasonably secure, the employee is next motivated
by social aspects. Do you foster a good working atmosphere in your

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workplace? Is there a strong sense

communicate in lots of different ways?

of

teamwork?

Do

employees

When a good social network is in place, the employee then looks for a
feeling of self-esteem. When your employees do a good job, is it noticed?
Do you have reward systems in place? Do you give lots of positive feedback?
And finally, when all the other factors are in place, the employee is looking
for self-fulfillment. Do your employees have opportunities to learn and
grow at work? Do you provide training opportunities, work on project teams,
job transfers?
At Lankem Lanka PLC, SunAgro LifeScience Pvt. Ltd., (referred to as
SunAgro Company in in the document for convenience) the management
have come up with many steps in motivating its workers in an environment
that allows them to conduct their work effectively.
Providing them with canteen facilities with a relaxing view, and assigning
lunch periods which allows the people to be sufficiently nourished during the
day in addition to providing tea service during the day and introducing the
Medical fee payment scheme in case any employee had to undergo medical
emergencies are few such examples. Other examples are,
Providing job security through, Providing Employee Provident fund and
Employee Trust Fund as well as introducing an Insurance scheme for the
employees, Fixed Salaries and increments.
Social Motivation through encouraging inter-departmental unity and
friendly atmosphere by introducing Sports Day and organizing company
outings for Executive and Non-executive staff, Christmas parties and other
social gatherings.
Fullfilling esteem needs by introducing Schemes of offering Tours abroad
for the Agents working on the field, promotions based on merit and individual
work inside the departments.

FREDERICK HERZBERG'S MOTIVATION

AND

HYGIENE FACTORS

Herzberg was the first to show that satisfaction and

dissatisfaction at work nearly always arose from different
factors, and were not simply opposing reactions to the same
factors, as had always previously been believed. (Alan
Chapman/Businessballs)

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Frederick Herzberg's book The Motivation to Work, written in 1959,

first established his theories about motivation in the workplace. Herzberg's
survey work, originally on 200 Pittsburgh engineers and accountants remains
a fundamentally important reference in motivational study. His original study
has produced more replications than any other research in the history of
industrial and organizational psychology.
Herzberg's central theory is very relevant to modern understanding
employer/employee relationships, mutual understanding and alignment
within the Psychological Contract.
Job Satisfiers deal with the factors involved in doing the job, whereas the
Job Dissatisfiers deal with the factors which define the job context. This is
based on the total percentages of 'First-Level' factors arising in Herzberg's
1959 research.
Herzberg's research proved that people will strive to achieve Hygiene
needs because they are unhappy without them, but once satisfied the
effect soon wears off - satisfaction is temporary. Hence they were recognized
as Causes of Dissatisfaction. Then as now, poorly managed organizations
fail to understand that people are not motivated by addressing hygiene
needs. People are only truly motivated by enabling them to reach for and
satisfy the factors that Herzberg identified as Motivators, such as
achievement, advancement, development, etc., which represent a far deeper
level of meaning and fulfilment. He called this "job enrichment."
Examples of Herzberg's Hygiene needs (or maintenance factors) in the
workplace are, policy, relationship with supervisor, work conditions, salary,
company car, status, security, relationship with subordinates and personal
life.
Examples of Herzberg's Motivators, achievement, recognition, work itself,
responsibility and advancement.
Eliminate Job Dissatisfaction at SunAgro Company

Fix obstructive company policies by the introduction of new policies

through the Annual Report 2015 celebrating over 40 years of service in
Sri Lanka.

Provide effective, supportive and non-intrusive supervision by the

executive officers at the company.

Create and support a culture of respect and dignity for all team
members.

Ensure that wages are competitive.

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Build job status by providing meaningful work for all positions.

Provide job security.

Create Job Satisfaction at SunAgro Company

Providing opportunities for achievement such as

completing a monthly target to be achieved by the Agents on the Field.

Recognizing people's contributions.

Creating work that is rewarding and that matches

people's skills and abilities by introducing job statuses by observing
the skills of employees.

Giving as much responsibility to each team member as

possible in order to complete the required work load for the quarter
year.

Providing opportunities to advance in the company through

internal promotions.

Offering training and development opportunities, so that

people can pursue the positions they want within the company.

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LEADERSHIP THEORIES IN ORGANIZATIONS

A leadership style refers to a leader's characteristic behaviors when
directing, motivating, guiding, and managing groups of people. Until
approximately 1930, there was not much academic interest in the area of
leadership. Max Weber has described that a leader possessed power by
virtue of his position. (1922) Effective leadership is a key factor in the life
and success of an organization. Leadership transforms potential into reality.
Leadership is the ultimate act which brings to success all of the potential that
is in an organization and its people. Leaders propose new paradigms when
old ones lose their effectiveness.
Researchers have described many different types of leadership styles. The
following are just a few of the most prominent leadership frameworks and
styles that have been identified.

TRAIT THEORY
Trait theory argue that effective leaders share a number of common
personality characteristics, or "traits." Early trait theories stated that
leadership is an innate, instinctive quality that you do or don't have. Traits
are external behaviors that emerge from the things going on within our
minds and it's these internal beliefs and processes that are important for
effective leadership.
In 1974, Stogdill recognized critical traits and skills for successful leaders.
The higher number of skills equal natural ability while less skills require a
personal leadership development plan.

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Research identifies six important personal traits that strongly relate to

leadership:
Intelligence, Adjustment, Extraversion, Conscientiousness,
Openness to new experiences and Self-efficacy. According to trait
theory, individuals with these characteristics emerge as leaders regardless of
the situation. However it is now believed, none of these traits, nor any
specific combination of them, will guarantee success as a leader.

BEHAVIORAL/ STYLE THEORY

This theory describes leadership not as a set of traits but a set of
behaviors and styles. In 1939, a group of researchers led by
psychologist Kurt Lewin set out to identify different styles of leadership.
While further research has identified more distinct types of leadership, this
early study was very influential and established three major leadership
styles. In the study, schoolchildren were assigned to one of three groups with
an authoritarian, democratic or laissez-fair leader. The children were then led
in an arts and crafts project while researchers observed the behavior of
children in response to the different styles of leadership. The results of the
studies indicate that followers preferred the democratic approach to
leadership and that performance increased when leaders used positive
reinforcement.

Authoritarian Leadership (Autocratic)

Authoritarian leaders, also known as autocratic leaders, provide clear

expectations for what needs to be done, when it should be done, and how it
should be done. This style of leadership is strongly focused on both
command by the leader and control of the followers. There is also a clear
division between the leader and the members. Authoritarian leaders make
decisions independently with little or no input from the rest of the group.
Researchers found that decision-making was less creative under
authoritarian leadership. Lewin also concluded that it is harder to move from
an authoritarian style to a democratic style than vice versa. Abuse of this
method is usually viewed as controlling, bossy, and dictatorial.
Authoritarian leadership is best applied to situations where there is little time
for group decision-making or where the leader is the most knowledgeable
member of the group. The autocratic approach can be a good thing when the
situation calls for rapid decisions and decisive actions. However, it tends to
create dysfunctional and even hostile environments, often pitting followers
against the domineering leader.

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Participative Leadership (Democratic)

Lewins study found that participative leadership, also known as democratic

leadership, is typically the most effective leadership style. Democratic
leaders offer guidance to group members, but they also participate in the
group and allow input from other group members. In Lewins study, children
in this group were less productive than the members of the authoritarian
group, but their contributions were of a much higher quality.
Participative leaders encourage group members to participate but retain the
final say in the decision-making process. Group members feel engaged in the
process and are more motivated and creative. Democratic leaders tend to
make followers feel like they are an important part of the team, which helps
foster commitment to the goals of the group.

Delegative (Laissez-Faire) Leadership

Researchers found that children under delegated leadership, also known

as laissez-fair leadership, were the least productive of all three groups. The
children in this group also made more demands on the leader, showed little
cooperation and were unable to work independently.
Delegated leaders offer little or no guidance to group members and leave
decision-making up to group members. While this style can be useful in
situations involving highly qualified experts, it often leads to poorly defined
roles and a lack of motivation.
Lewin noted that laissez-faire leadership tended to result in groups that
lacked direction where members blamed each other for mistakes, refused to
accept personality responsibility, and produced a lack of progress and work.

MOTIVATIONAL LEADERSHIP SEEN IN THE EXECUTIVE/MANAGING

SECTOR OF SUNAGRO COMPANY
When regarding the leadership styles discussed earlier, and comparing the
effectiveness of such theories in a practical corporate arena we can
introduce some observations.

Even though Traits Theory have been considered to have lesser value
in recent times, the traits which were identified by the researches as
to be ideal for Leadership helps the executives and managers in
conducting their work effectively. Traits such as Intelligence,
Adjustment and Openness to new experiences that could be visible
and understood in the executive officer of the company clearly

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brought about the personality of a leader among his employees. Such

traits also helped the workers in adjusting themselves and to think on
their feet regarding any issues that may occur in exporting,
manufacturing or distributing Agro Chemicals.
While the authoritarian leadership encompasses being arbitrary,
controlling, power-oriented, coercive, punitive, and close-minded. It
also means taking full and sole responsibility for decision and control
of followers' performance. Autocrats stress obedience, loyalty, strict
adherence to roles. They make and enforce the rules. They see that
decision are carried out.
The democratic or egalitarian leadership reflects concern about the
followers in many different ways. Leadership is considerate,
democratic, consultative and participative, employee-centered,
concerned with people, concerned with maintenance of good working
relations, supportive and oriented toward facilitating interaction,
relationship oriented, and oriented toward group decision-making.
Upon further investigation it is my belief that the executive officer of
SunAgro Company was implementing his behaviour of Authoritative as
well as Democratic Leadership in conducting the work in the company.
For example, it was observed that he allowed the group decision
making and employee based conduction in areas such as field work
and advertising and sales of the products. But he took a more hands
on role regarding the annual/ monthly reports of sales, etc.

By considering all these factors we can come to the conclusion that

Motivation and Leadership are indeed very important aspects that needs to
be developed in succeeding in your work. And even though some factors
introduced by researches on Motivation and Leadership at a workplace
environment are being effectively used by the Executive/Manegerial Sectors
at Lankem Lanka PLC, SunAgro LifeScience Pvt. Ltd, there is still room for
improvement in developing workplace Motivation and Leadership skills as
well.

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BIBLIOGRAPHY
Cherry, K. (2006). Leadership Styles. Retrieved from psychology.about.com:
http://psychology.about.com/od/leadership/a/leadstyles.htm
Guzman, O. (n.d.). Organizational Leadership Theories. Retrieved from
smallbusiness.com: http://smallbusiness.chron.com/organizational-leadershiptheories-284.html
Herzberg's Motivators and Hygiene Factors. (n.d.). Retrieved from MindTools.com:
https://www.mindtools.com/pages/article/herzberg-motivators-hygienefactors.htm
How Motivation Theories Impact The Workplace. (n.d.). Retrieved from Practical
Management Skills: http://www.practical-management-skills.com/motivationtheories.html
Kelechi, N. (2003, April 07). MOTIVATION AND ORGANIZATIONAL BEHAVIOUR.
Retrieved from Academia:
http://www.academia.edu/4910456/MOTIVATION_AND_ORGANIZATIONAL_BEH
AVIOUR
Leadership Theories. (2009, April 28). Retrieved from
https://www.etsu.edu/ahsc/documents/Leadership_Theories.pdf
The Best Leadership Theories For Employee Motivation. (n.d.). Retrieved from The
Employee Motivation Skills.com: http://www.employee-motivationskills.com/leadership-theories.html

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