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(Assistant Professor, Department of MBA, The Oxford College of Engineering, Bengaluru, India)
2
(MBA IV Semester, Department of MBA, The Oxford College of Engineering, Bengaluru, India)
ABSTRACT
From the era of scientific management the works of F.W. Taylor, Henry Gantt to McGregors Theory X and Theory Y, all of them
have affirmed that employee motivation and their performance are directly related. Irrespective of the type of organization,
motivation plays a major role in enhancing the performance of employees and also for achieving organizational goals. A
combination of intrinsic and extrinsic motivators helps the managers to effectively prompt ordinary people to accomplish
outstanding results at their work place. This study intends to study the effectiveness of employee motivation; always a good
motivational program is essential to achieve the goal of the organization. . The primary data was collected through survey
method using questionnaire that comprised of questions on a 5 point Likert scale. Non probability judgmental sampling
technique was used for data collection from a sample size of 100 respondents. Chi square test was used for testing the
hypotheses.
Keywords : Employee motivation, intrinsic and extrinsic motivators, factors affecting motivation .
1. Introduction
A process of prompting an employee into action by fulfilling his need or emotion is known as motivation. There are
examples of occurrence of various forms of stimuli in an employee's behavior. This stimulus depends upon the credibility of the
concerned person who tries to motivate. It can also be described as an internal condition of mind that activates and directs our
actions which is known by learning his/her desires and needs. Motivation is an individuals readiness to make use of efforts in the
direction of accomplishing their goal.
There are different kinds of theories that describe diverse kinds of fixation that stimulates a man's behavior. There are
different motivators that motivate different people in different situation. Motivation is one of the efficient tools that can be used
for inspiring the workforce. For each manager, motivating his or her subordinate is an important task. They must determine that
some of their employees will be massively skilled at work, however they may not be willing to work when nothing can be
achieved. Willingness to work is major creation of motivation by a manager, which may be simple but true intellect of the word.
Managers perform the process of inspiring or triggering the employees to strive for the success of organisation objective.
2. Review of Literature
Motivation is a necessary component in understanding, studying and analyzing human behavior. It helps a manager to
determine the motives that influence the behavior of worker at workplace to achieve objectives. Human needs are unlimited.
Fulfillment of one set of wants elevates the employee to the next level of wants and needs (Yudhvir and Sunit 2012).
As a continuous process motivation can be identified as the process that accounts for an employees passion, direction
and perseverance of efforts that help in accomplishment of goals. Many a times, motivation stems from a need that has to be
satisfied and this in turn leads to a selective behavior. Fulfillment of needs results in some sort of reward, which will be either
intrinsic or external. The former are derived from among the individual, e.g. taking pride and feeling good concerning a job,
whereas the latter pertains to rewards given by organization (Yudhvir and Sunit 2012).
154
155
Sl.
No
1
Table 6.1
Demographic Profile of respondents
Demographic Characteristics
Respondents
Gender
Age
Educational
Qualification
Experience
Male
Female
18 - 25
26 35
36 - 45
46 - 55
Diploma
Under Graduate
Post Graduate
Less than 1 year
1 5 years
6 10 years
11 15 years
16 20 years
60
40
75
15
7
3
75
20
05
25
50
12
10
03
Percentage
100
100
100
100
Objective 1: To find out the level of motivation of employees with reference to their attributes.
The attributes selected for this purpose are incentives, involvement in decision making, recognition, job improvement, and stress
relief program.
Sl.
No.
1
2
3
4
5
Table 6.2
Incentive as Motivator
Option
Percentage
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Total
Graph 6.1
Incentive as Motivator
15
30
38
17
0
100
45% of the respondents are satisfied with incentive as a motivator and 38% of the respondents are neither
satisfied nor dissatisfied with incentive as a motivator and 17% are dissatisfied with incentive as a motivator.
Table 6.3
Involvement in decision making as Motivator
Sl.
No.
1
2
3
4
5
Option
Very frequently
Frequently
Occasionally
Rarely
Very rarely
Total
Graph 6.2
Involvement in decision making as Motivator
Percentage
0
10
42
28
20
100
156
Graph 6.3
Recognition as Motivator
Sl.
No.
1
2
3
4
5
Table 6.4
Recognition as Motivator
Option
Percentage
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Total
10
40
30
20
0
100
40% of the respondents are satisfied with recognition as a motivator, 30% are neither satisfied nor dissatisfied
with recognition as a motivator and 20% are dissatisfied with recognition as a motivator.
Sl.
No.
1
2
3
4
Table 6.5
Job Improvement as Motivator
Option
Percentage
Highly agree
Agree
Neutral
Disagree
Total
15
50
25
10
100
Graph 6.4
65% of the respondents agree that job improvement is a motivating factor
Stress Relief as Motivator
Table 6.6
Stress Relief as Motivator
Sl.
Option
Percentage
No.
1
Highly satisfied
00
2
Satisfied
35
3
Neutral
40
4
Dissatisfied
25
Total
100
Graph 6.5
It can be opined from the above table that for 35% of the respondents stress relief programmes act as a motivator while 40% of the
respondents are neither satisfied nor dissatisfied with stress relief programmes as a motivator.
157
Attributes
Incentives
Involvement in decision
making
Recognition
Job Improvement
Stress relief program
Table 6.7
Motivational Factors that Influence Employees
Table
Asymp.Sig
2
df
Result
value
(2-sided)
42.90
9.488
4
0.000
Significance@5%, hence reject H01
62.4
9.488
0.009
50
38
72.5
9.488
7.815
9.488
4
3
4
0.003
0.002
0.006
It can be observed from the table (6.7) that the calculated 2 value is greater than the table value and the p-value is less than 0.05.
Therefore null hypotheses is rejected and concluded that there is a significant relationship between incentives; involvement in
decision making; recognition; job improvement; stress relief program and level of motivation.
Objective 2: To identify the extrinsic and intrinsic job motivators.
Table 6.8
Intrinsic motivators at Job
Number of respondents
Motivators
5
4
3
2
60
20
12
8
Achievement
20
30
45
5
Scope for growth
45
20
30
5
Opportunity for advancement
10
20
60
10
Challenging and exciting work
20
35
40
5
Recognition
1
0
0
0
0
0
Mean
Rank
4.32
3.65
4.45
3.30
3.70
2
4
1
5
3
The weighted average ranking method in table 6.8 indicates that the respondents have ranked Opportunity for
advancement as 1st rank; Achievement is ranked 2nd, Recognition is ranked 3rd, Scope for growth is ranked 4th, challenging
and exciting work is ranked 5th.
Motivators
Reasonable salary
Job security
Company recognition
Working conditions
Status growth
Promotion Criteria
Interpersonal relationship
Table 6.9
Extrinsic motivators
Number of respondents
5
4
3
2
1
0
20
60
15
5
20
46
22
12
0
5
25
52
18
0
25
40
25
10
0
09
19
50
22
0
3
5
57
25
10
10
20
58
12
0
Mean
Rank
2.95
3.74
3.17
3.80
3.15
2.66
3.28
6
2
4
1
5
7
3
The above table indicates that working conditions is ranked 1st, job security is ranked 2nd, interpersonal
relationship is ranked 3rd, company recognition is ranked 4th, status is ranked 5th, reasonable salary is ranked 6th and
promotion criteria is ranked 7th.
158
Techniques
Financial Incentives
Job enrichment
Job enlargement
Job rotation
Participation
Quality of work life
Table 6.10
Motivation techniques
Number of respondents
5
4
3
2
15
30
25
15
25
10
15
35
35
25
12
15
28
14
30
16
52
25
20
3
43
25
08
15
1
15
15
13
12
0
09
Mean
Rank
3.15
2.95
3.54
3.30
4.26
3.78
5
6
3
4
1
2
It can be opined from the above table (6.10) that work participation is ranked 1 st, quality of work life is ranked 2nd, job
enlargement is ranked 3rd, job rotation is ranked 4th, financial incentives is ranked 5th and job enrichment is ranked 7th as
motivational techniques of employees.
8. Conclusion
The study concludes that that there is a significant relationship between incentives; involvement in decision making;
recognition; job improvement; stress relief program and level of motivation. Moreover Opportunity for advancement as 1st rank;
Achievement is ranked 2nd, Recognition is ranked 3rd, Scope for growth is ranked 4th, challenging and exciting work is
ranked 5th as intrinsic motivators, while Opportunity for advancement as 1 st rank; Achievement is ranked 2nd, Recognition is
ranked 3rd, Scope for growth is ranked 4th, challenging and exciting work is ranked 5 th as extrinsic motivators.
Depending on its usage, motivation can either facilitate or damage an organisation. It is understandable that there have
been many researchers who have tried to understand what motivates people and findings have always suggested combinations of
extrinsic and intrinsic factors and any one theory cannot describe all categories of employee behaviour. Motivation is essential for
every organization because without human factor nothing can be achieved. Motivation is the key to performance enhancement.
REFERENCES
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