FACTORS AFFECTING EMPLOYEES MOTIVATION

INTRODUCTION TO THE TOPIC The term motivation derived from the Latin word movere, which means to move (Kretiner, 1998). The dictionary meaning of motivation is to stimulate the interest of a person in an activity. Many authors have defined the concept of motivation i.e. Motivation as defined by Robbins (1993) is the willingness to exert high levels of effort toward organizational goals, conditioned by the efforts ability to satisfy some individual need. A need in this context is an internal state that makes certain outcomes appear attractive. An unsatisfied need creates tension that stimulates drives with in the individual. These drives then generate a search behavior to find particular goals that, if attained, will satisfy the need and lead to the reduction of tension. The inference is that motivated employees are in a state of tension and to relieve this tension, they exert effort. The greater the tension, the higher the effort level. Higgins define motivation as, an internal drive to satisfy an unsatisfied need. Motivation is operationally defined as the inner force that drives individuals to accomplish personal and organizational goals. Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly (Bowen & Radhakrishna, 1991). For example, research suggests that as employees' income increases, money becomes less of a motivator (Kovach, 1987). Also, as employees get older, interesting work becomes more of a motivator. Literature Review: At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). This study found employees are not motivated solely by money and employee behavior is linked to their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedeian, 1993). Motivation Theories Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne Study results (Terpstra, 1979). Different major approaches that have led to our understanding of

motivation are Maslow's need-hierarchy theory, Herzberg's two- factor theory, Vroom's expectancy theory, Adams' equity theory, and Skinner's reinforcement theory. Theory X and Theory Y of Douglas McGregor. According to Maslow, employees have five levels of needs (Maslow, 1943): physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. Herzberg's work categorized motivation into two factors: motivators and hygienes (Herzberg, Mausner, & Snyderman, 1959). Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction. Vroom's theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Rewards may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated. Adams' theory states that employees strive for equity between themselves and other workers. Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965). Skinner's theory simply states those employees' behaviors that lead to positive outcomes will be repeated and behaviors that lead to negative outcomes will not be repeated (Skinner, 1953). Managers should positively reinforce employee behaviors that lead to positive outcomes. Managers should negatively reinforce employee behavior that leads to negative outcomes. Theory X and Theory Y of Douglas McGregor: 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. 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, or threatened with punishment to achieve goals. Employees avoid responsibilities and do not work fill formal directions are issued. 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. PROBLEM STATEMENT: To know how motivation may impact employees commitment in an organization and to find out the motivational level of employees in IMS department, and to investigate and suggest the most relevant factors for employees motivation at the department. SIGNIFICANCE OF THE STUDY: This study will explore facts and figures related to the employees motivation and employees satisfaction at IMS department that will really help the researcher to suggest a framework on the basis of said research analysis, because employees are the assets of any organization, we can hope for a better future leadership on the basis of this research recommendations. The purpose of this study is to describe the importance of certain factors in motivating employees at the IMS Department University of Peshawar. Specifically, the study sought to describe the importance of the following ten motivating factors: Job security, Sympathetic help with personal problems, Personal loyalty to employees, Interesting work, Good working conditions, Tactful discipline, Good wages, Promotions and growth in the organization, Feeling of being in on things, and Full appreciation of work done. LIMITATIONS OF STUDY: This study will be conduct on the IMS employees in University of Peshawar, with the limited time available with the researcher. Problem in taking formal interviews from the employees will be face by the researcher. THEORATICAL FRAME WORK: The researcher intends to take Factors as an Independent Variable and motivation of the employees as Dependent Variable.

HYPOTHESIS: We assume that Employees motivation has a positive relation with its Factors.

RESEARCH METHODOLOGY: The research method design will have to employ in descriptive survey method, target population of study will include employees of IMS and sample size will comprise of 30 employees of target population. Primary and Secondary data sources will be utilized for conducting this research project. From a review of literature, a survey questionnaire will be developing to collect data for the study. The questionnaire will be containing 15 questions that will be floated among 20 employees of teachers in the department and will be asking the participants to rank the importance of several factors that motivated them in doing their work. Informal Interviews will be conducted as well with clerical and class 3 staff in limited time available to researcher. Secondary data involves Internet, library books, research articles, etc for the indepth knowledge of the topic, which will be really helpful in bringing more accuracy in this research effort. SAMPLE SIZE AND SAMPLING TECHNIQUE: Sampling technique used for this research will be Convenient Sampling, 30 Questionnaires will be floated among IMS employees (both male and female). These employees include 20 no.s of the teaching staff and remaining 10 consists of the clerical and class 4 staff. STATISTICAL TOOLS USED FOR THE ANALYSIS OF RESEARCH: The statistical tools used for the analysis of this study will be the SPSS