SUMMER INTERSHIP PROJECT

“A Study on Factors affecting Employee Motivation”

Prepared By:

Archana Sharma

(168040592044)

MBA Batch 2016-18

ACADEMIC YEAR

2016-17

Submitted To

Prof. Trupti Parmar

Affiliated To

Gujarat Technological University

Page 1
 TABLE OF CONTENTS

No. Particulars Page no.

DECLARATION 3

CERTIFICATE FROM THE 4

ORGANISATION
CERTIFICATE FROM THE 5
INSTITUTE

PREFACE 6

ACKNOWLEDGEMENT 7

CHAPTER-1 INTRODUCTION 8
(i) History of Industry
(ii) Introduction of Topic
(iii) Introduction of Company
CHAPTER-2 LITERATURE REVIEW 29
(i) Research Paper - Conclusion
(ii) Research Gap/Drawback

CHAPTER-3 RESEARCH METHODOLOGY 33

CHAPTER-4 FINDING & RESULTS 40

CONCLUSION & 76
RECOMONDATION

BIBILIOGRAPHY/REFERENCE 82

ANNEXURES 84

Page 2
 Declaration

This Project report entitled “Factors affecting Employee Motivation” has

been submitted to Gujarat Technological University, Ahmedabad in
partial fulfilment for the award of degree of Master of Business
Administration. I, the undersigned hereby declare that this report has
been completed by me under the guidance of Mr. Jignesh Kyada (HR)
and Mr. Sunil Parmar (Sr. Marketing Executive)

The report is entirely the result of my own effort and has not been
submitted either in part or whole to any other Institute or university for
any degree.

Archana Sharma

(168040592044)

Date:

Place: Ahmedabad

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Page 4
Page 5
 PREFACE

Today’s world is management world and M.B.A. is given a theoretical

knowledge with practical knowledge. Every coin have two sides, it is true as like one
side is theory and second side is practical side. Not enough only theoretical
knowledge but also necessary a practically knowledge.

Practical knowledge plays a vital role in M.B.A., no value of theoretical knowledge

without practical knowledge. As a part of M.B.A. We got for practical knowledge by
summer internship project (SIP) and work within organization and improving
Knowledge by this project.

This project report, which is based on as a part of Summer Internship Project,

gives the MBA students a through preparation for future theoretical as well as
practical application

This training has been undergone at Active Engineering Co. for the knowledge
of practical study of unit.

Page 6
 Acknowledgement

This is a Summer Internship Project (SIP) of MBA. I am very thankful to Active

engineering co. and especially thankful to Mr. Kamlesh Gandhi (M.D) thanks him
because he was support very much.

I will try my level best to cover the entire practical matter in this report by support
of company’s administrative staff.

I am also very thanking full to Mr. Sunil Parmar (Sr. Sales Executive) who gives
me a lot of information about company, and H.R. Executive Mr. Jignesh Kyada
contributed their most valuable time and information’s for preparing this project
report.

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 CHAPTER-1

INTRODUCTION :

Page 8
(i) History of Industry.

Pump Industry in India:

The Indian Pump Industry is growing at an annual CAGR~ 10%-Which is higher

than the International CAGR average of ~ 6%- Due to the surge in infrastructure
development, growth in agriculture and other water intensive Industries.

The Indian Pump Industry offer among the highest net value additions in the
engineering Industry-Of Over 20%. Moreover, the domestic Market For Indian Pump
is growing at a healthy Rate of 16-18% Per annum.

India Today :

 Export Pumps to 100+ Countries

 Is Totally self-Sufficient in
o Captive Power generation
o Pulp and Papers
o Energy efficient Pumps in utilities and agriculture.
 Is almost self-sufficient in pumps for nuclear Power.

A number of India Pump Manufacturers are focusing on Bio-Pharma Application,

such Infusion Pumps, among other things.

Page 9
 Indian Pump Industry – Market Size:

 The Indian pump market was worth over US$ 1.2 Billion in 2014(8000 Cr.)
 India has over 800 Pump manufacturers.
 India manufacturers more than 4.5 Million Pumps every year
 Among ‘Machineries’, Indian Pumps are Produced and used in largest number of
electric Motors.
 The Indian Pump industry offer excellent Growth Opportunities for international
Collaborations.
 Indian Pumps are exported to more than 100 Countries.

Top Indian Pump companies by Market Capitalisation (BSE):

 KSB Pumps
 Dynamic Tech
 Kirloskar Bros
 WPIL
 Shakti Pumps
 Yuken India
 Roto Pumps
 Bemco Hydraulic

Page 10
 Indian Pumps- Market Segmentation by Pump Type:

 Centrifugal Pumps ~ 95%

 Positive Displacement Pumps ~ 5%
 Indian Pumps- Growth Opportunities:

70% of India’s US$ 15 Trillion GDP Projected for 2030 will have to be supported by
urban infrastructure- and will require massive doses of investment in urban
infrastructure. The other growth drivers for Indian Pumps include population growth,
Higher water-intensive food consumption, Industrialisation, Growing public
awareness about drinking water quality, lower water level, and environmental
pressure from government bodies on waste water discharge, there by amplifying the
demand many times over for the Recycle and reuse of Water.

 Sustained medium to long term demand From

o Infrastructure
o Energy
o Roads
o Ports
o Irrigation
o Agriculture
o Manufacturing
o Water supply
o Sanitation

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 The Government of India is actively encouraging Technology development and
Transfer to enable the small Scale sector to enter High- tech areas such as
Aerospace and defence.
 The Indian Chemical market – Growing at a rapid pace – is fuelling the demnd for
Industrial Pumps.
 Government Regulations and Energy Crisis are motivating water Pump
manufacturers to develop energy efficient products
 Indian Companies are increasingly looking for international Partnership Via
Technology collaborations to enter foreign Market.

Government Initiatives to promote the Indian Pump Industry:

 The Government of India envisages the installation of 1,00,000 Solar Water Pumps
For Irrigation and drinking water purposes across the country.
 India’s industrial Policy actively supports the small scale sector- Which is the
backbone of Indian engineering sector and contributes significantly to India’s
engineering exports- via Government funded R & D Collaborations through
SiTarc, Coimbatore, SIEMA, CSIR, Ministry of Science & Technology, Etc.
 PCPIR(Petroleum, Chemical and Petrochemicals Investment Region), an initiative
taken by Government of India, is Specifically designed to encourage foreign
investment in petroleum, Chemical and petrochemicals sector. This is expected to
accelerate economic growth and positively impact the Demand for water Pumps in
India.

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 Industry Clusters – Indian Pumps:

Some of the major industry clusters for pumps in India include:

 Coimbatore
 Belgaum
 Betala & Jalandhar
 Kolhapur
 Rajkot
 Ahmedabad
 Hyderabad

Quality Certifications for Indian Pumps:

 The indigenously manufactured Fuel Booster Turbo Pump was used in ISRO’s
Cryogenic Engine.
 India operates some of the World’s best performing space rockets ‘PSLVs’ on Fuel
Booster Turbo Pump technologies.
 Indian Pumps are extensively used in Indian Refineries, including the Reliance
Refinery- Which Ranks among the Top 5% in the Energy Efficient Index of Shell
Benchmarks.

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(ii)Topic Introduction:

INTRODUCTION:

In today’s Complicated and Changing World, Organizations play a critical role in

achieving social goals and mission. Organizations of any kind whether manufacturing
or service, regard human beings as an important factor in the Quality of the role they
play. In other words, organizations over Years have come to the understanding that
human beings are the most valuable factors at their disposal. Therefore, human
beings’ significant role in the achievement of organizational goals cannot be
disregarded. Accordingly, any effort to sublimate organisations without human
empathy is almost doomed to failure to the extent that the success of the majority of
the manages can be attributed to the optimal use of humans’ potential abilities. On
the other hand, Motivating people requires the Discovery of their motives as the
cause of their active participation in the attainment of the organizational goals.
Although, the discovery of the individuals’ heightened motivation as a cause behind
their improved performance is not an easy task, Organizations and, obviously,
managers have to pay attention to such motivations. In the Way, employees work
harder, the workplace will become more joyful, absenteeism will be reduced,
Satisfaction will be enhanced, workplace rules and regulations will be observe, and
employees will do their best to actualize the organization’s goals and strategies.

Motivation is seen as one of the most important factors in issues related to

human resources management (HRM) and organizational behaviour management.
Despite the existence different and sometimes conflicting views about motivation, it’s
role and significance in management and psychology in general and in the
management of human resources and organizational behaviour in particular is
undeniable. The study of motivation and behaviour requires finding responses to a
number of questions related to human beings. In the today’s world, the competition-
based business and active participation in the global economy is an unavoidable
issue and the survival in this arena requires the possession of competitors. In
addition, one of the foundations of the competition and competitiveness is to attract

Page 14
and maintain more and more customers and this is not possible unless by providing
better services’ needs, wants, and expectations. Today, one of the goals of sublime
organizations is the delivery of high quality products or services at the right time and
validating products and services so that they can play their role and achieve
profitability by satisfying their customers. Customer-orientation is highly significant for
superior and successful organizations to the extent that according to Deming, “If your
final goal is to gain competitiveness, remaining in business and entrepreneurship,
you should make the improvement of the quality of products and services as your
constant goal”.

Therefore, the management must look for solution and techniques so that it
could enhance its employees’ motivation. This can be done by rewarding and
acknowledging them or through job rotation. Low employee motivation at work may
reduce the efficiency and effectiveness in the organisation, leading ultimately to the
reduced production, employees’ dissatisfaction with the organization, and thus the
failure of the organization. Consequently, organization has to adopt the needed
policies and strategies to improve the employee motivation.

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(iii) INTRODUCTION OF COMPANY:

The Active engineering Co., India, is the ISO certified company, established in 1992.
They are tagged as a prominent manufacturer, supplier and exporter of the
mechanical seals.

Our range of highest quality mechanical seals is marketed in the brand name of the
active. Our experience of more than two decades, make us more capable to create
innovative solutions to the unique requirement of the customers.

Being one of major manufacturer as well as wholesale Dealer, we have become the
one stop solution for all kind of customer’s requirements of all types of pumps, spare
parts and flexible Couplings.

Under the valuable guideline of our mentor, Mr. Kamal Gandhi, our production house
has been able to gain the remarkable Position in the local as well as international
market. They also have earned the admiration of the customer, which lead the more
good will and reputation as the trustworthy organization.

Page 16
Company Profile.

Type: Supplier, Manufacturer & Trader Industry

Proprietor Name : Mrs. Nirali Kamalesh Gandhi

Main Products: Mech. Seal, Shaft Seal, PTFE bellow Seal, Rubber bellow Seal,
Cartridge

Address: 62/15,Phase-1, Nr. Gujarat Foundry, Opp. Abhyuday Bank, Vatva GIDC,
Ahmedabad-382445.

Year of Establishment: 1992

Status of firm: Proprietorship firm

Location Type: Urban Building.

Key Persons : Mr. Kamal Gandhi(MD)

Mr. Dilip Patel

Page 17
Client Satisfaction:-

Customer oriented business policy has earned us the satisfaction of the customers.
The admiration of the customers. The admiration of the customers has led us to
develop the high quality range of mech. Seals, Industrial Pumps, and Couplings.
They have developed the rich vendor base by ethical business policy and transparent
business dealings.

Procurement from the reliable and established vendor timely delivery customized
solution cope up with the latest Market trends follow-up of the service.

They offer the Simple and easy system of transaction. That led us to maintain the
long term relationship with clients across and all over India.

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 PRODUCTS:-

 Mechanical Seals: Agitator Seals, Blower Seals, Metal bellow seal

 Centrifugal Pump
 Mud Pump
 Self-priming Pump non clog Pump
 Polypropylene Pump
 Teflon Bellow Seal
 Single Spring Seal
 Double Mechanical Seal
 Multi Spring Seal
 Rubber Bellow Seal
 Cartridge Seal
 Seal for CP Pump
 Pump Spares
 Service of all Spares, Pumps & Mech. Seal
 Couplings : Rotex coupling, Flexible Coupling, Spider Coupling

Page 19
 Products:

Mechanical Seals:-

Page 20
Page 21
PUMPS:

Page 22
COUPLINGS:-

Page 23
SPARES OF PUMPS:

Page 24
FACTORS MAINLY AFFECT EMPLOYEE MOTIVATION:-

(1) Interesting Work:

Intrinsic motivation comes from the sheer joy and pleasure of doing a task. When you
read a great book, no one has to pay for each page you read. It is a pleasure to learn
how the story unfolds and watch the plot develop. It is the same way with employee
motivation. To maximize employee performance, find out what employees like about
their jobs and then try to add more tasks that align with their own natural interests
and talents.

(2) Appreciation & Recognition:

William James said, “The deepest desire in human nature is to be appreciated. “ It

does not matter how much you pay someone, everyone want to know that their
efforts are being seen and appreciated, especially by their manager. Don’t just send
them a thank you e-mail – that just means you care enough to hit the “Enter” key. If
you really want to tank someone buy them a real “Thank You” card and describe how
their behaviour and performance has added value to the team and organization.
Make it a point things right and they will inevitably do things right more often.

(3) Feeling Involved In the Work Process:

Research shows that when people get to participate in creating a system or process,
they are much more likely to follow it than one simply imposed upon them by an
outside expert. Recognize that the people doing the job have the knowledge of how
things can be done better, faster, and cheaper. If you want them to tell you, then
make it easy for them to offer suggestions and reward employees who contribute
ideas that add value to the bottom line.

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(4) Achievement:

Napoleon once remarked, ”It is amazing how willing men are to risk their lives for a
little bit of tin and ribbon to wear upon their chest.” Awards and prizes can serve as a
great motivator to harness the power of healthy competition. It is always better to use
rewards that are meaningful and inspiring. When an employee exceeds your
expectations, then make sure you recognize their achievement. On the day someone
retires, they will pack up these awards and prizes to serve as fond reminders of a
wonderful career.

(5) Job Security:

If everybody had what it takes to be an entrepreneur, then there would be no General

Electric or Toyota and we would all be buying products from artisans and craft
workers. Thankfully, many people prefer to be part of a large organization and can be
more productive when they get to focus on doing their job instead of worrying about
developing a business plan or marketing strategy. Telling people that they are lucky
to have a job creates an atmosphere of fear and worry that decreases job
performance. Instead, tell your employees that the company is lucky to have such a
skilled and committed workforce and people will take pride in their company.

(6) Increased Responsibility:

We all know that some employees lack ambition and have no desire to advance on
the job, but the vast majority of workers want a chance to take on more responsibility
and add more value to the organization. Always be aware of opportunities for training
that will equip your employees with the skill and tools they will need to advance in
their career. Always try to fill open positions with internal applicants before looking for
an outside candidate.

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(7) Good Wages:

Robert Bosch, Founder of the world’s largest automobiles parts supplier, said,” I do
not pay good wages because I have a lot of money; I have a lot of money because I
pay good wages.” If you want motivated, high productive employees you have to pay
such people according to their ability and performance.

(8) Good Working Conditions:

If you want to get the most out of people you need to create an environment that
facilitates success. At the minimum, you must offer a safe, clean, and sanitary work
site. Allow People to personalize their own work sites with photos or small trinkets so
they will feel like they have a place that belongs solely to them.

(9) Being part of a Team:

Being part of a dysfunctional team is an emotionally draining experience that results

in low morale, low productivity, and high turnover. The great coach Vince Lombardi,
once remarked, “Individual commitment to a group effort- that is what makes a work,
a company work, a society work, a civilization work.” Organization can harness this
natural human desire by aligning employee efforts to achieve goals that are mutually
beneficial to both the organization and its employees.

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(10) Help with Personal Problems:

How many times have you heard about a bad boss who told their employees to leave
their problems at the door so they could focus on their Job? Unfortunately, they
probably left their motivation and productivity at the door as well. Smart managers
know that it is not their job to be a counsellor or therapist, but it is there job to
recognize when one of their employees is having personal problems that are
affecting their job performance. They need to have open lines of honest
communication so that employees can feel encouraged to ask for help and then be
directed to their Human Resource Department or their Employee Assistance
Programs

Page 28
 CHAPTER-2

RESEARCH PAPERS:

Page 29
 LITERATURE REVIEW:

This chapter Seeks to Present a review of relevant theoretical and empirical literature
in relation to the research questions being analysed, that is, (1) What are the
extrinsic factors that influence the level of employee motivation in an organization?
(2) What are the intrinsic Factors that Influence the level of employee motivation in
an organization?(3) What is the impact of Employee motivation on his/her
performance in the organization?

(i) Golzadeh (2001):

In study of factors affecting employee motivation in the organisation stated that

human beings, whether in industrial or business organisations, are seen as one of
the important factors for the attainment of the organizational goals.

As such, motivating factors inside humans must be recognized in order to enhance

efficiency and productivity and then rebark on satisfying their needs to improve their
efficiency.

As a result, the understanding & th application of motivation is dependent on the

knowledge and skills needed to apply it.

(ii) Abzare et al. (2010):

He was performed descriptive study on “factors influencing the motivation of

employees working in public and private hospital in Isfahan” .

The results indicated that there was a significant different between the mean scores
of occupational level, employment status, and educational level. Employees in the
public & private Hospital under study had different motivational priorities so that
spiritual factors were considered more important in the public hospitals than in the
private hospitals.

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(iii) Ostovar et al. (2003):

He was conducted an descriptive study on “factors affecting employee motivation in

the yasuj university of medical sciences in the view of university staff and managers”.

There was no significant difference between motivational factors in the view of the
manages and the employees. Besides, it was noted that the managers & the
employee has significantly similar views about employees’ need and some factors
such as level of education & job satisfaction.

(iv) Bakhshi Ali Abadi al. (2004):

He was performed a descriptive study on “Factors improving job motivation among

the faculty members of Rafsanjan University of medical Sciences.”

This finding is not consistent with Herzberg’s theories. It was also noted that salary
and job security are the most important predictors of job motivation.

(v) Rezaie et al. (2009):

Conducted a survey study on “Factors affecting job motivation among local

promoters in Markazi Province”.

It was noted that three variables could explain on the whole 63% of variations in the
local promoters’ job motivation.

(vi) Amorkani (2010):

In investigated the relation between employee motivation & client satisfaction in the
branches of Tehran’s social security Organisation.

The results show that the impact of motivational factors on employees’ performance
and customer satisfaction is greater than health related factors.

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(vii) Vioasami et al. (2011):

Conducted a study on the factors influencing employee motivation and explored the
relationship of communication skills, crisis management, risk taking, reward
management trust, Supervision & guidance with the motivational climate in the
organization in the viewpoint of employee.

The result suggested that employees’ motivation will be increased by their

participation in decision making process.

(viii) Wangi et al. (1994):

Studied factors affecting employee motivation in kenia & noted that the quality of
supervision & management , insurance, reward & job experience affect employee
motivation.

(ix) Franco (2004):

Examined factors affecting employees’ health & conducted that the feeling proud,
efficiency, honesty in the management, and job security are among the most
important motivational factors.

(x) Timreck (2002):

Participants considered factors such as the feeling of success, recognition,

responsibility, & getting promotion as important motivational factors while feeling
guilty and threat were seen as negative factors.

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 CHAPTER-3

RESEARCH METHODOLOGY:

Page 33
 (3.1) Research Methodology

 Research Methodology is the process used to called data & other type of Information
and data for the purpose of making business decision.
 The process used to collect Information and data for the purpose of making business
decision.
 The methodology may include publication research, interviews, surveys & other
research techniques, and could include both present and historical information.
 The selection of a research proposal in which the methods to be used are described.
The research design, the population to be studied, and research instrument, or tools,
to be used are discussed in the methodology.

(3.2) Research Objectives

 To gain information about the which factors affecting employee motivation?

 What are the most important factor that affect the willingness of the active
engineering co. employee to exert more effort in the job?
 To what extent employees are motivated to achieve the company’s objective?

Page 34
 (3.3) Research Design:

The research design that was used for the study was a descriptive research design.
Research design can have a number of classifications which could incorporate the
degree to which the research question has been crystallized, the method of data
collection, the ability of the researcher to produce effects in the variables which are
being studied, the purpose of the study being carried out, the time dimension, the
focus of study and also the research environment. A descriptive study collects data in
order to answer questions about current status of the subject or topic of study. The
classification of the particular research design for this study is the purpose of the
study. We have three options under which include, Reporting Study, Descriptive
Study and Causal study and these can be said to either causal-explanatory study or
causal explanatory study or causal predictive study. The researcher believed that a
descriptive research design was appropriate for this study because this study was
concerned with finding out what the factors are, that influence motivation of employee
and how motivation affects the employee performance in the organisation.

(3.4) Sources of Data

(i)There are two sources of Data

1. Primary data:

 Primary data are collected from the seeking work life balance of employee.
 Primary data are obtained for the first time and hence they are original for collecting
primary data more time, money and labour are used.
 Our source of primary data is collected by questionnaire survey across the active
engineering co. vatva, A’bad.

Page 35
 2. Secondary data:

 Secondary data are obtained by another person hence they are not original.
 Secondary data are in systematic. Secondary data are in already available in the
market. So it saves time, money & labour.
 For Ex. The global journals, Wikipedia, AshwaThappa

(3.4) (ii) Sample Area:

 The sample area is company in Ahmedabad city.

(3.5) Data Collection tools and techniques:

We have used questionnaire as data collection tool, through which we have

collected data from active engineering co.

 The stratified random sampling technique was used in the selection of sample
elements from the sampling frame. The Population can be segregated in to several
mutually exclusive sub population, or strata, the process by which the sample is
constrained to include fundamentals from each of the segments is referred to as
stratified random sampling.
 The study population was segmented on the basis of various departments of Active
Engineering Co. They are: Finance, Marketing, HR, Production & Administration &
Procurement. This ensured representation across the various departments.
Proportionate stratified sampling approach was used.
 There are six tools & Techniques in the Data collection as follows.

Page 36
 INTERVIEWS

QUESTIONNIRES
SURVEY

OBSERVATIONS

FOCUS GROUP

ENHNOGRAPHICS, ORAL
HISTORY & STUDIES

dOCUMENT AND
RECORDS

(Figure 3.1.2 Techniques of data collection)

 We have used the method of questionnaire to get the relevant data which has been
analysed to accomplish the need of stated objectives.
 We have attached the questionnaire at Annexure.

(3.6) Sampling Plan:

We have adopted simple random convenient sampling method in data collection.

Hence, we have collected data from respondents purely on convenience basis.

Data has been collected from the Ahmedabad only. Hence, scope of the research is
limited to Ahmedabad only.

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 (3.7) Sampling Size:

The sampling frame for this study consisted of 110 employees from various
Department of Active engineer Co. The list from which the sample was drawn was
obtained from the HR Department. Sampling frame refers to the list of elements from
which the sample is actually drawn, and is closely related to the Population. It is
important to note that the sampling frame often differs from the theoretical population
because of errors and omissions. It is therefore a matter of judgement when it comes
to exactly how much inaccuracy one can accept wile choosing a sampling frame.

(3.8) Sampling Techniques:

 A variety of sampling method can be employed, individually or in combination.

Simple random sampling:

 In a simple random sample of a given size all such subsets of the frame given an
equal probability
 The variance between individual results within the sample is a good indicator of
variance in the overall population which makes it relatively easy to estimate the
accuracy of results.

(3.9) Statistical tools used:

The research tool is Microsoft excel.

Page 38
 (3.10) scope of the study:

The benefit of the study for the research is that it helped to gain knowledge and
experience and also provided the opportunity to study and understand the prevalent
FACTORS AFFECTING EMPLOYEE MOTIVATION.

The key points our research studies are:

 To study the Nature of employees who work in the organisation.

 To understand and analyse work life balance of employee in industry
 To know factors which are mainly affecting employee motivation
 The project will equip us for future in HRM.

Page 39
 CHAPTER-4

FINDINGS & RESULTS:

Page 40
FINDINGS & RESULTS:

Introduction

The results of the data analysed from the questionnaires. The data was analysed
based on the research objectives and questionnaire items using a statistical tool, to
generate frequency distribution tables, means, charts, graphs and the results of
analysis presented.

Response:

The response as the extent to which the final set of data includes all sample
members and it is calculated as from the number of people with whom working in the
active engineering co. A Sample size of 110 respondents from the 96 Questionnaires
issued, all of them were returned dully filled giving a proportion of 100% which was
as a result of close follow-up of the respondents.

General Information:

In section I of the questionnaire, asked the respondents some of the basic

information in order to establish the ground for the study. The following are some the
results that were obtained with regard to the general information.

Page 41
The classification of Respondents by department:

Figure 4.1 is indicative of the results which were determined when the respondents
were asked to indicate the department in which the belonged within the organisation.
77.27% of the respondents (n=85) Indicate that they belonged to the Programs
department. 13.64% of the respondents (n=15) indicated that they were in the
administrations and procurement department while the rest, 9.1% (n=10) indicated
that they were in the finance department.

90

80

70

60

50
Series 1
40 Series 2
Column1
30

20

10

0
Programmes Administration & Finance
Procurement

Figure: 4.1The Classification of respondents by Department

Page 42
 Classification of respondents by Age- Group:

Figure 4.2 represents the results that were obtained when the respondents were
classified by Age. 49.1% indicated that they were aged between 18-30 while
30.91%respondents indicated that they were between31-40. 17.3% indicated that
they aged between 41-50 while the rest of the respondents, 2.73% respondents
belongs age group of 50 & above.

60

50

40
Series 1
30 Column1
Column2
20

10

0
18-30 31-40 41-50 50 & Above

Figure 4.2: Classification of Respondent by Age Group

Page 43
 Classification of respondents by Gender:

The respondents to indicate their gender. Table 4.4 is indicative of the results which
were obtained. 68.12% (n=75) of the respondents indicated that they were males.
The rest of the respondents, making up 31.82%(n=35) indicated that they were
females.

Table 4.4: Classification of Respondents Gender

GENDER FREQUENCY PERCENT

Male 75 68.19

Female 35 31.82

Total 110 100

Page 44
 Gender

Males
Females

Classification of respondents by Gender

Page 45
 Classification of Respondents by tenure in the Organisation:

Figure 4.4 shows the results that were derived when the respondents were classified
by their tenure or they worked in the organisation. 5 respondent (18.18%) indicated
they had worked in the organisation between 10-15 Years. 40(36.36%) indicated that
they had worked in the organisation for 5-9 Years. The rest of respondents totalling
to 65(59.1) indicated that they had worked in the organisation for between 0-4 Years.

70

60

50

40
Series 1
30 %

20

10

0
0 To 4 5 To 9 10 To 15

Classification of the respondent by tenure in the organisation

Page 46
 Classification of the respondents by Educational Background

Table 4.5 is a tabular representation of the results that were obtained when the
respondents were classified by their educational background. From the study it was
found that 34.55% of the respondents (n=38) indicated that they possessed an
undergraduate degree 45.45% of the respondents (n=50) indicated that they held a
Graduation degree while 9.09% (n=10) indicated that they had a post graduate
degree while the rest, comprising 10.91% of the respondents (n=12) indicated that
they possessed other professional Courses.

Table 4.5: Classification of the respondents by Educational Background

Educational Background Frequency Per-cent

(I) SSC 14 12.73%

(II) HSC 24 21.82%

(III) Graduate 50 45.45%

(IV) Post-graduate 10 09.09%

(V) Other 12 10.91%

Total 110 100

Page 47
4.4 Extrinsic Factors that Influence Employee Motivation.

(A)Monetary Compensation /Salary Structure Influences Motivation

The results that were obtained when the respondents were asked to indicated their
level of agreement with the assertion that monetary compensation or salary structure
influenced the employee’s motivation level. 2 respondents(1.82%) and 10
respondents (9.1%) indicated that they strongly disagree and disagree respectively
that monetary compensation or salary structure influenced the employee’s motivation
level. 25 respondents (22.73%) indicated that neither agree nor disagree that
monetary compensation or salary structure influenced that employee’s motivation
levels. The rest of the respondents comprising of 70 respondents (63.63%) and 3
respondents (2.73%) indicated that agree & strongly agree respectively that
monetary compensation or salary structure influenced the employee’s motivation
levels.

80

70

60

50

Total
40
Per-cent
30
Column1
20

10

0
Strongly Disagree Neither agree Agree Strongly Agree
Disagree nor disagree

Figure 4.4 Monetary compensation/salary structure Influence Motivation

Page 48
(B) The Leadership Style Influence on Employee Motivation:

Table 4.6 shows the results which were obtained when the respondents were asked
to indicated if they agreed that the leadership style within the organisation affects
employee motivation levels. 2 respondents(1.82%) and 7 respondents (6.36%)
indicated that they strongly disagree and disagree respectively that that the
leadership style within the organisation the employee’s motivation level. 25
respondents (22.73%) indicated that neither agree nor disagree that the leadership
style within the organisation that employee’s motivation levels. The rest of the
respondents comprising of 69 respondents(62.73%) and 7 respondents (6.3%)
indicated that agree & strongly agree respectively that the leadership style within the
organisation structure influenced the employee’s motivation levels.

The leadership Style Influences Employee Motivation

Level of Agreement Frequency Per-cent

Strongly Disagree 2 1.82%

Disagree 7 6.36%

Neither Agree nor Disagree 25 22.73%

Agree 69 62.73

Strongly Agree 7 6.36

Total 110 100

Page 49
(c) Job Enrichment by the organisation Influences Motivation:

The respondents were also asked to indicate their level of agreement or disagree
with the notion that the degree of job enrichment by the organisation influences
motivation. 35 respondents(31.8%) and 40 respondents (36.36%) indicated that they
strongly disagree and disagree respectively that the degree of job enrichment by the
organisation influences motivation. 23 respondents (20.91%) indicated that neither
agree nor disagree that the degree of job enrichment by the organisation influences
motivation. The rest of the respondents comprising of 7 respondents (6.36%) and 5
respondents (4.55%) indicated that agree & strongly agree respectively that the
degree of job enrichment by the organisation influences motivation levels.

45

40

35

30

25
Total
20
Per-cent
15

10

0
Strongly Disagree Neither Agree Agree Strongly Agree
Disagree nor Disagree

Figure: Enrichment by the organisation influences Motivation

Page 50
(D) Organisational Information Management Influences Motivation:

Tabular presentation of the results which were obtained when the respondents were
asked whether they agreed that the management of information within the
organization did influence motivation. 2 respondents(1.8%) and 10 respondents
(9.09%) indicated that they strongly disagree and disagree respectively that the
management of information within the organization influences motivation. 50
respondents (45.45%) indicated that neither agree nor disagree that the
management of information within the organization influences motivation. The rest of
the respondents comprising of 40 respondents (36.36%) and 8 respondents (7.27%)
indicated that agree & strongly agree respectively that the management of
information within the organization influences motivation levels.

Organizational Information Management Influence Motivation

Educational Background Frequency Per-cent

(I) Strongly Disagree 02 01.8%

(II) Disagree 10 09.1%

(III) Neither Agree nor Disagree 50 45.45%

(IV) Agree 40 36.36%

(V) Strongly Agree 08 7.27%

Total 110 100

Page 51
(E) The Quality of the Work Environment Influences Motivation

Figure of below is a figurative representation of the result which were obtained when
the respondents were asked to show if they thought that the quality of the work
environment influenced motivation. 3 respondents(2.73%) and 15 respondents
(13.64%) indicated that they strongly disagree and disagree respectively that the
quality of the work environment influenced motivation. 60 respondents (54.55%)
indicated that neither agree nor disagree that the quality of the work environment
influenced motivation. The rest of the respondents comprising of 12 respondents
(10.91%) and 20 respondents (18.18%) indicated that agree & strongly agree
respectively that the quality of the work environment influenced motivation levels.

70

60

50

40
Total
30
Per-cent

20

10

0
Strongly Disagree Neither agree Agree Strongly Agree
Disagree nor disagree

The Quality of the work Environment Influences Motivation

Page 52
(F) Effective Dissemination of Information Influences Motivation:

If respondents they agreed that effective dissemination of information within the

organization influenced their level of motivation. The below table shows result which
were obtained. 2 respondents (1.82%) indicated that they strongly disagree that the
quality of the work environment influenced motivation. 15 respondents (13.64%)
indicated that neither agree nor disagree that effective dissemination of information
within the organization influenced their level of motivation. The rest of the
respondents comprising of 65 respondents (59.1%) and 28 respondents (25.45%)
indicated that agree & strongly agree respectively that effective dissemination of
information within the organization influenced their level of motivation level.

Effective Dissemination of Information Influences Motivation

Level of Agreement Frequency Per-cent

Strongly Disagree 2 1.82%

Neither Agree nor Disagree 15 13.64%

Agree 65 59.1%

Strongly Agree 28 25.45%

Total 110 100

Page 53
(G) The Employee Management relationship influences motivation:

Below figure shows the results which were obtained when the respondents were
asked to indicate whether they thought the Employee management relationship
influenced motivation. 10 respondents (9.1) indicated they are disagree that
employee management relationship influenced motivation. 15 respondents (13.64)
indicated they are neither agree or nor disagree while 85 respondents (77.27%)
indicated that they are Agree or Strongly agree that employee management
relationship influenced motivation.

70

60

50

40
Total
30
Per-cent

20

10

0
Strongly Disagree Neither agree Agree Strongly Agree
Disagree nor disagree

Employee Management relationship Influences Motivation

Page 54
(H) Availability of Promotion Opportunities Influences Employee Motivation:

Below table shows the results that were obtained when the respondents were asked
their level of agreement or disagreement with the assertion that the availability of
promotion opportunities within the organization influenced the level of their motivation
as employees. 4 respondents(3.64%) and 4 respondents (3.64%) indicated that they
strongly disagree and disagree respectively that the quality of the work environment
influenced motivation. 20 respondents (18.18%) indicated that neither agree nor
disagree that the quality of the work environment influenced motivation. The rest of
the respondents comprising of 46 respondents (41.82%) and 36 respondents
(32.73%) indicated that agree & strongly agree respectively that the quality of the
work environment influenced motivation levels.

Availability of promotion opportunities Influences Employee Motivation

Level of Agreement Frequency Per-cent

Strongly Disagree 4 3.64%

Disagree 4 3.64%

Neither Agree nor Disagree 20 18.18%

Agree 46 41.82%

Strongly Agree 36 32.73%

Total 110 100

Page 55
(I) Co-Workers Influence Employee Job Motivation:

Below figure shows result which were derived when the respondents were asked to
indicated whether they agreed or disagreed that co-workers influences the level of
job motivation. 5 respondents(4.55%) are Disagree that co-workers influences the
level of job motivation. 33 respondents (30%) indicated that neither agree nor
disagree that co-workers influences the level of job motivation. The rest of the
respondents comprising of 42 respondents (38.18%) and 30 respondents (27.27%)
indicated that agree & strongly agree respectively that co-workers influences the
level of job motivation levels.

45

40

35

30

25
Total
20
Per-cent
15

10

0
Disagree Neither Agree nor Agree Strongly Agree
Disagree

Co-Workers Influence Employee Job Motivation

Page 56
(J) Employee Motivation is Influence by the Nature of Job that they do:

Respondents thought that employee motivation was influenced by the nature of jobs
that the employee do. Tabular representation of these results. 5 respondents (4.55%)
are Disagree that co-workers influences the level of job motivation. 15 respondents
(13.64%) indicated that neither agree nor disagree the nature of jobs that the
employee. The rest of the respondents comprising of 60 respondents (54.55%) and
30 respondents (27.27%) indicated that agree & strongly agree respectively the
nature of jobs that the employee.

Employee Motivation is influenced by the Nature of Job that they do

Level of Agreement Frequency Per-cent

Strongly Disagree 5 4.55%

Neither Agree nor Disagree 15 13.64%

Agree 60 54.55%

Strongly Agree 30 25.27%

Total 110 100

Page 57
Intrinsic Factors that Influence Employee Motivation

(A)Appreciation by the organisation Influences Job Motivation:

The below figure shows the results that were obtained when the respondents which
indicated whether they agreed that the appreciation of employees by the organization
had an impact on job satisfaction.6 respondents (5.45%) are strongly Disagree that
the appreciation of employees by the organization had an impact on job satisfaction.
15 respondents (13.64%) indicated that neither agree nor disagree the nature of jobs
that the appreciation of employees by the organization had an impact on job
satisfaction. The rest of the respondents comprising of 31 respondents (28.18%) and
58 respondents (52.73%) indicated that agree & strongly agree respectively that the
appreciation of employees by the organization had an impact on job satisfaction.

70

60

50

40
Total
30 Per-cent

20

10

0
Strongly Disagree Neither Agree or Agree Strongly Agree
Disagree

Appreciation by the organisation Influences Job Motivation

Page 58
(B)Skill requirement Impact on Employee Job Motivation

The below table shows results that were obtain when the respondents were asked to
indicate whether they thought that the degree of skill requirements had an impact on
employee job Motivation. 4 respondents(3.64%) and 8 respondents (7.27%)
indicated that they strongly disagree and disagree respectively that the degree of skill
requirements had an impact on employee job Motivation. 25 respondents (22.73%)
indicated that neither agree nor disagree that the degree of skill requirements had an
impact on employee job Motivation. The rest of the respondents comprising of 67
respondents (60.91%) and 6 respondents (5.45%) indicated that agree & strongly
agree respectively that the degree of skill requirements had an impact on employee
job Motivation.

Availability of promotion opportunities Influences Employee Motivation

Level of Agreement Frequency Per-cent

Strongly Disagree 4 3.64%

Disagree 8 7.27%

Neither Agree nor Disagree 25 22.73%

Agree 67 60.91%

Strongly Agree 6 5.45%

Total 110 100

Page 59
(C)Influence of the Employee view of the job Influence Motivation:

Below figure shows the results that were obtained when the respondents were asked
to indicated whether they agreed or disagreed or disagreed that the way in which the
employee viewed their jobs influenced their level of motivation. 2
respondents(1.82%) and 5 respondents (4.55%) indicated that they strongly disagree
and disagree respectively that the way in which the employee viewed their jobs
influenced their level of motivation. 18 respondents (16.36%) indicated that neither
agree nor disagree that the way in which the employee viewed their jobs influenced
their level of motivation. The rest of the respondents comprising of 60 respondents
(54.55%) and 25 respondents (22.73%) indicated that agree & strongly agree
respectively that the way in which the employee viewed their jobs influenced their
level of motivation.

70

60

50

40
Total
30
Per-cent

20

10

0
Strongly Agree Agree Neither agree or Disagree Strongly
disagree Disagree

Influence of the employee view of the job Influences Motivation

Page 60
(D)Trust Exhibited at the workplace influences Job Motivation:

The below Table shows the results that were obtained when the respondents were to
indicate if they thought that the degree of trust that is exhibited at the work place in
influences their perception of Motivation. 2 respondents(1.82%) and 7 respondents
(6.36%) indicated that they strongly disagree and disagree respectively that the
degree of trust that is exhibited at the work place in influences their perception of
Motivation. 25 respondents (22.73%) indicated that neither agree nor disagree that
the degree of trust that is exhibited at the work place in influences their perception of
Motivation. The rest of the respondents comprising of 58 respondents (52.73%) and
18 respondents (16.36%) indicated that agree & strongly agree respectively that the
degree of trust that is exhibited at the work place in influences their perception of
Motivation.

Table: Trust Exhibited at the Workplace Influences Job Motivation

Level of Agreement Frequency Per-cent

Strongly Disagree 2 1.82%

Disagree 7 6.36%

Neither Agree nor Disagree 25 22.73%

Agree 58 52.73%

Strongly Agree 18 16.36%

Total 110 100

Page 61
(E)Constant Feedback on Employee Performance Influences Motivation:

The respondents were asked whether they agreed or disagreed that the constant
feedback on employee performance influences motivation. 20 respondents (18.18%)
are Disagree that the constant feedback on employee performance influences
motivation. 32 respondents (29.1%) indicated that neither agree nor disagree the
nature of jobs that the constant feedback on employee performance influences
motivation.. The rest of the respondents comprising of 48 respondents (43.64%) and
10 respondents (9.1%) indicated that agree & strongly agree respectively that the
constant feedback on employee performance influences motivation.

60

50

40

30 Total
Percent
20

10

0
Disagree Neither Agree not Agree Strongly Agree
Disagree

Employee performance feedback

Page 62
(F)Employee Responsibilities Impact on Overall Motivation:

Below table shows the responses when them asked if they agreed that the level of
employee responsibilities within the organization impacted on their overall motivation.
4 respondents (3.64%) and 10 respondents (9.1%) indicated that they strongly
disagree and disagree respectively that the degree of trust that the level of employee
responsibilities within the organization impacted on their overall motivation. 31
respondents (28.18%) indicated that neither agree nor disagree that the level of
employee responsibilities within the organization impacted on their overall motivation.
The rest of the respondents comprising of 46 respondents (41.82%) and 19
respondents (17.27%) indicated that agree & strongly agree respectively that the
degree of trust that the level of employee responsibilities within the organization
impacted on their overall motivation.

Employee Responsibilities Impact on Motivation

Level of Agreement Frequency Per-cent

Strongly Disagree 4 3.64%

Disagree 10 9.1%

Neither Agree nor Disagree 31 28.18%

Agree 46 41.82%

Strongly Agree 19 17.27%

Total 110 100

Page 63
 (G)Fairness in Treatment of Employees Influences Job Motivation:

Below figure shows the finding when the respondents were asked to indicate whether
they thought that the level of fairness in treatment of employees influences job
motivation. 8 respondents (7.27%) are Disagree that the level of fairness in treatment
of employees influences job motivation. 16 respondents (14.55%) indicated that
neither agree nor disagree that the level of fairness in treatment of employees
influences job motivation. The rest of the respondents comprising of 40 respondents
(36.36%) and 46 respondents (41.82%) indicated that agree & strongly agree
respectively that the level of fairness in treatment of employees influences job
motivation.

50

45

40

35

30

25 Total
20 Percent
15

10

0
Strongly Disagree Neither Agree nor Agree Strongly Agree
Disagree

Fairness treatment of employee job motivation

Page 64
(H)Employee Perception on Skill Development Influences Motivation:

The respondents were also asked to indicate whether they shared in the opinion that
employee perception on skill development influenced motivation. 9 respondents
(8.18%) are that employee perception on skill development influenced motivation. 22
respondents (20%) indicated that neither agree nor disagree that employee
perception on skill development influenced motivation. The rest of the respondents
comprising of 42 respondents (38.18%) and 37 respondents (33.64%) indicated that
agree & strongly agree respectively that employee perception on skill development
influenced motivation.

Table: Employee Perception on Skill Development Influences Motivation

Level of Agreement Frequency Per-cent

Strongly Disagree 9 8.18%

Neither Agree nor Disagree 22 20%

Agree 42 38.18%

Strongly Agree 37 33.64%

Total 110 100

Page 65
(I)Perception about Contributing to Firm’s Growth Influences Motivation:

The respondent whether they agreed that they god motivated whenever they
contributed to the growth of the organization. 8 respondents (7.27%) and 6
respondents (5.45%) indicated that they strongly disagree and disagree respectively
that they god motivated whenever they contributed to the growth of the
organization.11 respondents (10%) indicated that neither agree nor disagree that
they god motivated whenever they contributed to the growth of the organization. The
rest of the respondents comprising of 52 respondents (47.27%) and 33 respondents
(30%) indicated that agree & strongly agree respectively that they god motivated
whenever they contributed to the growth of the organization.

60

50

40

30 Employees
Per-cent
20

10

0
Strongly Agree Agree Neither Agree Disagree Strongly
or Disagree Disagree

Table: Perception about Contributing to Firm’s Growth Influences Motivation

Page 66
(J)Employee Empowerment and autonomy influences Motivation

The below table shows the results that were asked if the level of employee
empowerment and autonomy influenced motivation. 5 respondents (4.55%) and 10
respondents (9.09%) indicated that they strongly disagree and disagree respectively
that were asked if the level of employee empowerment and autonomy influenced
motivation. 27 respondents (24.55%) indicated that neither agree nor disagree that
were asked if the level of employee empowerment and autonomy influenced
motivation. The rest of the respondents comprising of 62 respondents (56.36%) and
6 respondents (5.45%) indicated that agree & strongly agree respectively that were
asked if the level of employee empowerment and autonomy influenced motivation.

Table: Employee Empowerment and autonomy Influence Motivation

Level of Agreement Frequency Per-cent

Strongly Disagree 5 4.55%

Disagree 10 9.09%

Neither Agree nor Disagree 27 24.55%

Agree 62 56.36%

Strongly Agree 06 5.45%

Total 110 100

Page 67
Impact of Employee Motivation on Employee Performance:

(A)Employee Motivation directly Impact on Absenteeism:

The respondents were asked to show their level of agreement with the assertion that
employee motivation directly impacted on absenteeism levels in the organization. 18
respondents (16.36%) are that employee motivation directly impacted on
absenteeism levels in the organization. 42 respondents (38.18%) indicated that
neither agree nor disagree that employee motivation directly impacted on
absenteeism levels in the organization. The rest of the respondents comprising of 27
respondents (24.55%) and 23 respondents (20.91%) indicated that agree & strongly
agree respectively that employee motivation directly impacted on absenteeism levels
in the organization.

45

40

35

30

25
Employee
20
Percent
15

10

0
Disagree Neither Agree or Agree Strongly Agree
Disagree

Employee Motivation directly Impact on Absenteeism

Page 68
(B)Employee Motivation Directly Influences Employee Productivity:

Below the results that were obtained when the respondents were asked whether they
agreed that employee motivation impacted on the employee profitability. 5
respondents (4.55%) and 16 respondents (14.55%) indicated that they strongly
disagree and disagree respectively that employee motivation impacted on the
employee profitability. 13 respondents (11.82%) indicated that neither agree nor
disagree that employee motivation impacted on the employee profitability. The rest of
the respondents comprising of 42 respondents (38.18%) and 34 respondents
(30.91%) indicated that agree & strongly agree respectively that employee motivation
impacted on the employee profitability.

Table: Employee motivation directly Influences Employee Productivity

Level of Agreement Frequency Per-cent

Strongly Disagree 5 4.55%

Disagree 16 14.55%

Neither Agree nor Disagree 13 11.82%

Agree 42 38.18%

Strongly Agree 34 30.91%

Total 110 100

Page 69
(C)Employee Motivation is directly related to Employee Turnover:

The respondents were asked to indicate whether they agreed that the degree of
employee motivation was directly related to employee turnover. 03 respondents
(2.73%) they are strongly disagree that the degree of employee motivation was
directly related to employee turnover. 16 respondents (14.51%) indicated that neither
agree nor disagree that the degree of employee motivation was directly related to
employee turnover. The rest of the respondents comprising of 52 respondents
(47.27%) and 39 respondents (35.45%) indicated that agree & strongly agree
respectively that the degree of employee motivation was directly related to employee
turnover.

60

50

40

Total
30
Percent

20

10

0
Strongly Agree Agree Neither Agree or Strongly disagree
Disagree

Employee Motivation is directly related to Employee Turnover

Page 70
(D)Employee motivation Impact on the Employee Safety Practices:

Below is indicative of the results which were acquired when the respondents were as
asked they agreed that the level of employee motivation impacted on the employee
safety practices. 8 respondents (7.27%) and 29 respondents (26.36%) indicated that
the level of employee motivation impacted on the employee safety practices. 39
respondents (35.45%) indicated that neither agree nor disagree that the level of
employee motivation impacted on the employee safety practices. The rest of the
respondents comprising of 25 respondents (22.73%) and 9 respondents (8.18%)
indicated that agree & strongly agree respectively that the level of employee
motivation impacted on the employee safety practices.

Employee Motivation Impact on the Employee Safety Practices

Level of Agreement Frequency Per-cent

Strongly Disagree 08 07.27%

Disagree 29 26.36%

Neither Agree nor Disagree 39 35.45%

Agree 25 22.73%

Strongly Agree 09 8.18%

Total 110 100

Page 71
(E)Employee Stress is Associated with Job or Workplace Motivation:

Below figure shows the results that were obtained when the respondents were asked
to show if they agreed that employees stress level is associated with job or
workplace motivation. 8 respondents (7.27%) and 32 respondents (29.1%) indicated
that employees stress level is associated with job or workplace motivation. 39
respondents (35.45%) indicated that neither agree nor disagree that employees
stress level is associated with job or workplace motivation. The rest of the
respondents comprising of 22 respondents (20%) and 9 respondents (8.18%)
indicated that agree & strongly agree respectively that employees stress level is
associated with job or workplace motivation.

45

40

35

30

25
Employee
20
Per-cent
15

10

0
Strongly Disagree Neither Agree Agree Strongly Agree
Disagree or Disagree

Employee stress is associated with job or Workplace Motivation

Page 72
(F)Need for Unionization in organizations is Attributable to Motivation:

Below table shows the results that were obtained when the respondents were asked
to indicate whether they thought that the need for unionization in the organisation
was attributable to motivation. 7 respondents (06.64%) and 10 respondents (09.09%)
indicated that the need for unionization in the organisation was attributable to
motivation. 41 respondents (37.27%) indicated that neither agree nor disagree that
the need for unionization in the organisation was attributable to motivation. The rest
of the respondents comprising of 29 respondents (26.36%) and 24 respondents
(21.82%) indicated that agree & strongly agree respectively that the need for
unionization in the organisation was attributable to motivation.

Table: Need for unionization is attributable to motivation

Level of Agreement Frequency Per-cent

Strongly Disagree 07 06.64%

Disagree 10 09.09%

Neither Agree nor Disagree 41 37.27%

Agree 29 26.36%

Strongly Agree 24 21.82%

Total 110 100

Page 73
(G)Employee new Skill Acquisition rate is Attributable to Motivation:

Below figure representation of the results which were obtained when the respondents
were asked to indicated new skills acquisition by an employee was attributable to
motivation level. 5 respondents (4.55%) and 7 respondents (6.36%) indicated that
the need for unionization in the organisation was attributable to motivation. 33
respondents (30%) indicated that neither agree nor disagree that the need for
unionization in the organisation was attributable to motivation. The rest of the
respondents comprising of 45 respondents (40.91%) and 20 respondents (18.18%)
indicated that agree & strongly agree respectively that the need for unionization in
the organisation was attributable to motivation.

50

45

40

35

30

25 Employee
20 Per-cent
15

10

0
Strongly Disagree Neither Agree Agree Strongly Agree
Disagree or Disagree

Employee new skill acquisition rates to motivation.

Page 74
(2) Employee Motivation Impact:

When we asked with the Employee they are really motivated or not they indicated
that 97 Respondents (85.45%) employees are motivated while 13 respondents
(11.82%) are not really motivated. We represent it below Graph.

MOTIVATION RATE

Motivated
Not Motivated

Employee Motivation Rate

Page 75
Page 76
 LIMITATION OF THE STUDY :

 The study has many limitations in terms of time & financial constraints the limitation is
being considered in relation to the natural explanation to which has limited.

 The study is should be done for only one company & that industry only not broader
perspective can be attained.

 The study is only a particular area only(A’bad).

 There were Limited Sample Size because of workers and employees workings are
active engineering Co. is limited.

 Lack of Information with bottom level of employees or workers.

Page 77
 CONCLUSION &
RECOMONDATION

Page 78
CONCLUSION:

(I) Extrinsic Factors that Influence Employee Motivation:-

Employee motivation is a highly sensitive concept which is affected by a multiplicity of

factors. Some of this factors are extrinsic in that they emerge from within the
organisation and are an external obligation on the employee. In other words these
factors are environmental. Most of these factors are within the controls of the
organizational management and can as such be exploited by the management in
order to boost the levels of employee motivation. The manner in which the
organisation handles or manages thee extrinsic factors are indeed crucial in
determining not only the level of employee motivation on their own but also do
influence other factors, especially the intrinsic factors that further at as determinants
of the level of motivation of employees.

(ii) Intrinsic factors that Influence Employee Motivation:-

The intrinsic factors are also important in determining employee satisfaction. This is
probably because they go to the core of the employee’s observation about their jobs
and about how they feel that the tasks that they are assigned are meaningful and
relevant. The issue of motivation is individualistic or inherent factor in an employee
and influence employee to develop a certain mind set regarding their jobs. Such
perceptions control the level of employee motivation. Thus being inborn, Such issues
as employees perception about their being appreciated by the organisation and
opinion about their jobs among other subjective factors are therefore crucial in
determining the level of satisfaction that an employee may feel regarding their jobs.

Page 79
(iii) Impact of Motivation on Employee Performance:-

Motivating employees is an important factors on employee performance. It’s

important to know which factors motivate the employees in a given organization so
that the management can put more emphasis on the motivating factors.
Organizations will benefit in terms of enhanced understanding of factors that
influence employee motivation which directly impacts programme performance and
revenues. Human resource departments in organizations will be able to make
informed decisions on what factors they should concentrate on in order to increase
their employees’ motivation.

Page 80
Recommendation for Improvement :

(i) Extrinsic factors that influence Employee motivation:

Organization must appreciate the important of the extrinsic factors in determining the
levels of employee motivation. The organization should acknowledge and exploit the
extrinsic factors in the HRM practices particularly in the strategic HRM so as to
ensure that the employees are well motivated to perform their tasks. The
organizations should take in to account that the extrinsic factors that influence
employee motivation level also do impact on the personality or the intrinsic factors
and impact on general employee motivation levels. However, the organization should
practice caution in dealing with the extrinsic factors since addressing these factors
may prove costly and may not necessarily lead to high levels of employee motivation
due to the intrinsic factors.

(ii) Intrinsic factors that influence employee motivation:

Both the organization management and the employees should appreciate the
influence of the intrinsic factors on employee motivation levels. The organization
should effectively exploit the extrinsic factors influencing employee motivation as a
strategy for establishing a positive employee motivation. The organization should
include such extrinsic factors as encouraging employee involvement in the decision
making and innovation, and increase the opportunities for the personal growth for the
employee among other practices that can positively influence the intrinsic factors and
facilitate the establishment of high levels of employee motivation.

Page 81
 (iii) Impact of employee motivation on performance:

The organizations should appreciate the impact of the employee motivation on the
long and the short-term organizational goals & objectives. The organizations should
acknowledge the impact of the employee motivation on such organizational aspects
as productivity and performance, employee absenteeism levels, employee turnover
rates as well as employee stress levels. Therefore, the organization & the general
management should consider implementing policies and practices that positively
affect employee motivation. Such a strategy should be taken in tandem with the
general organizational goals & objectives and should contribute to both and short-
term and the short-term human resource strategy.

Recommendation for future research:

 Future researchers should conduct a comparative study on the impact of employee

motivation among the public and private sector to have a wider understanding of this
concept.

 Future research also concentrates on one of the several factors & control for the
other so as to establish exactly the manner & extent in which the chosen factors do
determine employee motivation.

 Future researcher should use the current study as a part of their literature review &
conduct more research on the issue that this study as part of their literature review
and conduct more research on the issues that this studies has examined in order to
improve the current study and the general understand of employee motivation.

Page 82
 LEARNING FROM THE SIP:

 Which factors are mainly affect employee motivation.

 How’s company develop his business plans during a year which factors they are
taking in consider to develop organization.

 How’s find new clients & business for the organisation sales department which was
given main focus on finding new business for the organisation.

 Human resource management participation in the organisation there need, function &
it’s role as a policy maker.

 Information gathering which are mainly belong to engineering goods. (Ex. Pumps &
It’s Spares, coupling, Mechanical Seals)

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BIBILIOGRAPHY/REFERENCES:

Abadi, F.E,Jalivand, M.r sharif,M. Salimi,G.A, & Khanzadeh,S.A(2011).A study of

influential factors on Employees’ motivation for participating in service training
courses based on modified expenctancy theory. International Business &
Management.

Carton, Robert B. Hofer, Charles W(2008). Measuring Organization performance:

Metrics for Entrepreneurship.Edward Elgar Publishing Limited.

Daft, D.R. & Schindler, P.S. (2011). Business Research Method, 11 th ed. , USA:
McGraw-Hill Irwin International Edition.

George,J.M & Jones, G.R(2002). Organizational behaviour. (3rd ed.) New Jersey:
Prentice Hall.

Caroline Njambi, Factors Influencing Employee Motivation and its impact on

Employee motivation Performance: A case of Amref Health Africa in Kenya.

Seyed Abdol Rasoul Hosseini, Factors affecting Employee motivation.

MHR Sandeepanie & EG Ubayachandra, Diff. Factors affecting on Employee

Motivation in shri Lankan Apparel Manufacturing Sector.

Page 84
Bhumika Gupta & Jeayaram Subramanian, Factors affecting motivation among
employee in consultancy companies.

Maria O’Connor, An Examination of the factors that influence motivation in the work
place during Reession.

Indianpumpsandvalves.com,

Gathering information About pumps Industry.

www.info.com, Information about factors affecting employee motivation.

https://en.m.wikipedia.org, pumps, Industry information and factors affecting

employee motivation.

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 FACTORS AFFECTING EMPLOYEE MOTIVATION

Questionnaire for Employees

Personal Information:

(I)Name: __________________________________________________________

(II)Age:

(i) 18 to 30

(ii) 31 to40

(iii) 41 to 50

(iv) 50 & Above

(III)Gender:

(i) Male

(ii) Female

(IV)Salary:

(i) 0 to 15,000

(ii) 16,000 to 30,000

(iii) 31,000 to 40,000

(iv) 40,000 & above

(V) Education Qualification:

(i) SSC

(ii) HSC

(iii) Graduate

(iv)Post-graduate

(v)Other: ___________________________________________________________

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With Respect to section (ii), (iii) and (iv), Please Indicate the level of agreement with
each statement

LEVEL OF AGREEMENT

STRONGLY DISAGREE NEITHER AGREE STRONGLY

DISAGREE AGREE NOR AGREE
DISAGREE
(1) (2) (3) (4) (5)

SECTION II: EXTRINTIC FACTORS THAT INFLUENCE EMPLOYEE

MOTIVATION:
Extrinsic factors that influence employee motivation are those that are determined by the external
surroundings of the employee. The following best describe the major extrinsic factors that influence
employee job satisfaction in the organization:

LEVEL OF AGREEMENT (1) (2) (3) (4) (5)

A. The monetary compensation/salary structure has

an impact on my level of motivation.
B. The style of leadership in the organization has an
influence on my degree of motivation at work.
C. The degree of job enrichment embraced by the
organization has an influence on my motivation
level.
D. The effectiveness in which information is made
available in the organization and communication is
carried out has an influence on my motivation.
E. The quality of working environment at the
organization has an influence on my motivation
level.
F. The type of relationship between me and the
managers of the organization has an impact on my
motivation.
G. The degree to which I believe promotion
opportunities exist within the organization has an
impact on my motivation.
H. My level of motivation at my job is to an extent
influenced by my co-workers.
I. The nature of my job in itself influences my level
of motivation at my job.

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SECTION III: INTRINSIC FACTORS THAT INFLUENCE EMPLOYEE
MOTIVATION:

Intrinsic factors that influence employee motivation refer to those factors that arise from within the
employee. This looks at the employees’ inner factors that make them satisfied with their job & motivate
them to perform.

The following best describe the major intrinsic factors that influence employee job satisfaction in the
organization:

LEVEL OF AGREEMENT (1) (2) (3) (4) (5)

A. I am more motivated to my job when I feel

I am recognized and appreciated for my
contribution to the organization.
B. The degree of skill variety required to
perform my job has an impact on my
motivation.
C. How meaningful believe my work has
influence on my motivation level.
D. The degree of trust exhibited at my work
place is a determinant of my level of
motivation at work.
E. Attaining constant job feedback on my
level of performance influences how much
I am motivated to perform my job.
F. The amount of responsibility I possess
within my job has had an impact on my
overall motivation.
G. I am more motivated to perform my job
when I feel there is fairness of treatment at
the workplace.
H. The extent to which I feel i am being
trained and developed at my job has an
impact on my motivation.
I. I am more motivated to carry out my job
when I feel it has a significant contribution
to the organization.
J. The level of empowerment and employee
autonomy at my organization has an
impact on my motivation.

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SECTION IV: THE IMPACT OF EMPLOYEE MOTIVATION ON PERFORMANCE

1. The following best describe the impact of employee motivation on performance in Active
Engineering Co.
LEVEL OF AGREEMENT (1) (2) (3) (4) (5)

A. I believe the level of employee motivation in my

organization has a direct impact on absenteeism
levels.
B. The level of employee motivation at my current
job has a direct impact on my productivity level.
C. The degree of motivation of employee in the
organization has a direct impact on the level of
turnover.
D. I believe the level of employee motivation in the
organization has an impact on the employee
safety practices.
E. The degree to which employee in the
organization exhibit levels of stress is as a result
of their levels of motivation at the work place.
F. The need of unionization in the organization can
be attributed to the levels of employee
motivation.
G. The rate at which employees learn new job tasks
can be attributed to their levels of motivation.

2. Are you really Motivated?

(i) Yes

(ii) No

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