Indepent Studies thesis

The role of management on successful motivation of employees
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Derby Business School
Faculty of Business, Computing & Law
Independent Studies
2011/2012
BA (Hons) Business Studies
Name: Sara Aslam Khan
Student Number: 100199589
Principal Supervisor: Mick Dunn
Module Code: 6IM999: Independent Studies
Title: “To deter mine the role of management on successful
motivation of employees”

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Acknowledgement
In the name of Allah the most beneficent the merciful, I would like to take this opportunity to
thank everyone who has supported me to write up this dissertation. It has been a brilliant
experience and along the way I have gained a lot of new knowledge. I especially thank to my
supervisor Mick Dunn who has supported me to complete this dissertation successfully and
given me the guidance all the way when I needed in a positive manner. I would also like to
thank all those who took part in the questionnaires. I am very thankful to Mr.Mohsin Khan
for his guidance and support and last but not least my Family for their dedication and
continuous encouragement shown during my studies and making possible for the completion
of this Dissertation.

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Preface
Motivation plays a vital role for employees to achieve their and organizations goals and
objectives. It acts a crucial subject to consider upon. The organizations with fully motivated
employees are more able to climb the ladders of success and stay more competitive than their
rivals in the market. Therefore the primary focus of the organization is to maintain and
manage their employees and keep them motivated. For the management must establish their
role on the successful motivation of employees. Management must put forward idea of
inspiring and keep them enthusiastic towards their task. The role of management is consider
and focus what motivate their employees whether it is money, mental satisfaction, physical or
psychological aspect, financial or non financial rewards, incentives, by fulfilling their basic
needs and what are the other issues that hinders in the path of motivation.
In this thesis the author will throw light on the successful motivation of employees by
conducting survey on the company SNS BATCO and will provide their management with
better and good recommendations to make their employees motivated on continuous basis.
In this thesis the author will also discuss the different motivational factors and theories as
well as models which was discussed and studied with different great authors of business and
management related.

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Table of Contents:
Acknowledgement………………………………………………………….……2
Preface………………………………………………………………………………………….…...3
Table ofcontent……………………………………………………………………………..………4
0.1 Introduction……………………………………………………………………………………6
1.1 Background of the Research Company……………………………………..…….……..…..7
1.2 Problem statement………………………………………………………………….…..…9
1.3 Purpose…………………………………………………………………………………...10
1.4 Research questions……………………………………………………………..………...10
1.5 Limitations…………………………………………………………………………..……....10
0.2 Theoretical Framework…………………………………………………………….………..11
2.1 summary…………………………………………………………………………………….…...11
3.0 Literature Review……………………………………………………….………12
3.1 Introduction…………………………………………………………………………….12
3.2 Human Resource Management…………………………………………………………....12
3.3 Motivation……………………………………………………………………………………13
3.3.1 Basis of Motivation…………………………………………………………….……….14
3.3.2 Causes of lack of motivation for Employees………………………………………….…14
3.3.3 The Necessitate of Motivation at workplace ……………………………………………..15
3.3.4 The Responsibility and Role of Manager in Motivation Employees………………..….15
3.4 General Motivational Theories……………………………………………………………………16
3.4.1 Maslow’s Need Hierarchy Theory…………………………………………….………17
3.4.2 Hygiene Theory…………………………………………………………………..…...18
3.4.3 ERG Theory………………………………………………………………..…..19
3.4.4Goal Theory……………………………………………………………………………....20
3.4.4.1 Moderator/Intermediary of Goal………………………………………………..21
3.4.4.1.1 Ability…………………………………………………………………………...21
3.4.4.1.2Task/Ability Complexity……………………………………………………...21
3.4.4.1.3 Commitment………………………………………………………………..22
3.5 Motivational Factor…………………………………………………………………………23
3.5.1 Challenges at Work……………………………………………………………….…23
3.5.2 High Wages…………………………………………………………………………23
3.5.3 Great associations with Managers and Colleagues………………………………..…23
3.5.4 Development and Growth of Employees…………………………………………..….24
3.6 Models of Motivation……………………………………………………………………………...24
3.6.1 Hackman and Oldham’s Job Characteristic Model……………………………………….24
3.6.2The development of Job Diagnostic Survey (JDS)………………………………………..28
4.0 Methodology……………………………………………………………………30
4.1 Introduction…………………………………………………………………………………....30
4.2 Investigation Study Process……..………………………………………………………………...30
4.3 Choice of Topic……………………………………………………………………………………..31
4.3.1 Interest and Significance………………………………………………………………..…31
4.4 Data Collection Method……………………………………………………………………….…..31
4.4.1Primary Data……………………………………………………………………………….31
4.4.1.1 Quantitative Method………………………………………………………....32
4.4.1.2 Qualitative Method………………………………………………..……32
4.4.2 Design of Research……………………………………………………..……………..32
4.4.2.1 Resources…………………………………………………………..………32
4.4.3 Design of Questionnaire………………………………………………………………..…..33

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4.4.3.1 Survey……………………………………………………………………………..….33
4.4.3.2 Constituent and Elements of Questionnaire…………………………….………….34
4.4.4 Secondary Data…………………………………………………………………34
4.5 Ethical Reflection…………………………………………………………………………………...35
5.0 Emperical Findings, Analysis and Conclusions……………………………….35
5.1 Introduction…………………………………………………………………………..…….35
5.1.1 Management Style of BATCO………………………………………………………………....35
5.2 Analysis from Primary Data…………………………………………………………………...36
5.2.1 Findings from Survey………………………………………………….…….36
5.2.2 Results from Survey………………………………………………………………..41
5.2.3 Conclusions……………………………………………………………………...46
6.0 Recommendations…………………………………………………..…….48
Appendix…………………………………………………………………………..53
References………………………………………………………………………….58

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1.0 Introduction
To be successful and unbeaten, organization needs fully motivated personnel’s. Motivation
has now become vital and holds significant position for companies of all dimension and
magnitude that want to accomplish their aims in challenging environment. In order to bring
motivation in work place the manager plays as a fundamental character in personnel’s
motivation. The efficient and successful management in an organization is crucial to
constructive and optimistic motivation of employees and high employee self-esteem because
it is most influential passion that helps to bring personnel’s to the job. Bruno S. Frey a Swiss
economist and Margit Osterloh a professor at university of Zurich in 2001 endow with
realistic evidences that motivation is a major and highly success cause for organizations.
Managers and the whole management are barely aware of the fact that the huge influence the
motivation can have on their industry and corporation. Consequently, it is an important that
they must acknowledge the significance of the aspects that establishes the optimistic
motivation in the working environment and to the workforce.
. The organization with the surpassing and better performance constantly offers high class
and premium jobs and manage a good level of output and conquer all obstructions and
competition. Providing the personnel’s manage a better and good level of motivation can
serve and will make them dedicated to do work more efficiently and give their best to the
organization. The very famous US internet organization known as eBay has notably
established and the aspects associated with this immense achievement is none other than the
dedication towards the work of 24,000 personnel’s which are extremely motivated and has
successfully engrossed millions of consumers all over the globe.

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“Manager need to have a good understanding of what motivate employees, which factors
influence their level of motivation and what steps can be taken to increase and enhance the
motivation or keep it at a satisfying level” (Molander, 1996). So, this falls under the
responsibility of the management to have acquaintance and be aware of the fact about what
motivates their employees; whether it is monetary inducement or by other internal aspects
like appreciation, acknowledgements, respect or competitive environment.
Management is defined at the present as the management in era of speedy change (Robbins,
2000). Nowadays, the major job of the management is to retention and the motivation of the
employees which is indeed very challenging. The inspiration, enthusiasm and driving force
which is known as motivation is an organization’s means of support and also act as
livelihood.
The organizations utmost and supreme assets are their employees and no matter how much
the proficient, resourceful or competent an organization’s machinery and tools are, the
success and efficacy of an organization workforce will never be copied or replace.
1.1 Brief background of a Company (SNS BATCO)
The Telecommunications Company Saudi Networkers Services (SNS) provides Technical
Consultants on an individual basis to Telecommunications Vendors, Operators, Consultancy
and Sub-Contracting Companies across the Middle East region. It is leading IT staffing and
technology Recruitment Company, offering an unrivalled range of specialist & ground-

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breaking services to meet current and future customer needs. The Company merged with
BATCO Groups Bayader Al Aryaf Telecommunication System Company divided and detach
its Consultancy line and built a whole New Company SNS Consultancy sector which is now
acting as a Leasing Company. The project line was combined with the BATCO GROUPS
and formed another separate Organization SNSBATCO. BATCO brings to SNS Group vast
experiences in Civil and Telecom Full Turnkey Services as well as In-Building Solutions.
The company is now a top ranked services provider to the wireless operators and main
vendors.
The HR dept. of SNSBATCO pursues well thought-out and orderly policies. It controls and
manages the employees in a firm way. HR Manager and HR supervisor are responsible for
implementing till recruiting. The department tends to follow Saudi strategy in recruiting the
personnel’s. Each year the Department receives sets of guidelines and procedures to perform
apart from their own work of actions. The unit keep an eye on every single personnel,
recruiting, conduct interviews, design job analysis, performance evaluation charts in an
organized and proper way.
At the time of selecting topic for dissertation, the author came across criticism from one of
relative Mohsin Khan who is presently servings as a HR co-coordinator at SNSBATCO said
that being the best Telecom provider in the Kingdom, the company apart from having
talented and skilled employees is not receiving desired output at sufficient time. Moreover, he
added the management currently had confliction with some of the employees complaining
that they are not being provided by appropriate time to complete the task being assigned to
them, high rate of absenteeism, on completion of task feedback is not supplied which leads
to lack of improvement and other numerous related issues where employees are not satisfy
with the management.

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Hence, the SNS BATCO management is applying every possible effort to concentrate on
keeping the staff and the workers motivated in order to overcome the issues and to improve
the management practices on the motivation of employees.
1.2 Problem Statement
Motivating the employees of company to do their job more efficiently in order to accomplish
the aims and objectives of the company is might be the most difficult and challenging task for
a management. Company inspires and motivates their employees so they can carry out work
more successfully by offering them with satisfaction incentives and appreciation and
sometimes by forcing or with harshness which results in inadequate deeds. Over many years
there has been seen assessments and estimation of what exactly the word motivation actually
refers in an organization.
To identify the factors and concerns of the management in an organization is a difficult task
to overcome. However, nowadays the workers and the employees are effective to meet up
their wants and to accomplish their goals (Drafke and Kossen, 2002). A management that
fails to balance its employee’s motivation for good performance leads to decrease in the
production, low and decrease rate of turnover, high rate of absenteeism, and decrease in the
capital and depleted in the employees work and performance. The supposition where
manager and the management think that they are fully motivating their employees to perform
their work in adequate way but why the company still fails to achieve its goals is where the
management actually commit blunders(Simons and Enz, 2006)This research and analysis is
consequently is an effort to create a role of management which comprehend and realizes the
issues and aspects that motivate and inspire their employees to do the best at their job.

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1.3 Purpose
The rationale of this research is to explore the role of management at SNS BATCO
concentrating mainly on the motivation of employees. Although on the other hand, this
research is considered and intended for the management of SNS BATCO so that they can
give confidence and boost their workers to do their jobs more efficiently and successfully.
The author will uncover the aspects that are influencing the incentives and inspiration of
personnel’s at the SNS BATCO and necessitate additional enhancement to amplify the
employees motivation. The research seeks to establish the role of management on motivation
of employees at the SNS BATCO.
1.4 Research Questions
The following research questions have been developed to study:
1. What are the anticipations of the employees from the job?
2. What are the reinforcements approaches that needed to be alter by the management?
3. What are the job characteristics and strategies that need to be focus when developing
prospective for motivating employees?
4. What are the specific actions that management can take on a daily basis to create a
motivating environment for employees?
1.5 Limitations
The aspects influencing the employee’s motivation have come from the model represented in
the theoretical structure. On the contrary, some associated subjects involving the factors
implementing the motivation may be absent because of the short of time.

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2.0 Theoretical Framework
Motivation of employees is persuaded by employees themselves, however the environment
and the management. To motivate employees falls under the duty of a manger (Brinkin,
2006). It is on the other hand, is a job of management to identify the needs and wants of
employees which helps to comprehend what motivates them. In order to understand the
author will discuss under the theoretical framework different general motivational theories
and model of motivation which Hackman and Oldham’s Job Model and further to collect data
from SNS BATCO they author has conducted JOB Diagnostic Survey (JDS) which is
Hackman and Oldham’s Job Characteristic Model.
2.1 Summary
In this section, motivation of employees was established as principal aspect for an
organization to determine the role of management. The problem statement and the aims of the
study were explained clearly. The matter of the analysis was discussed concisely.

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3.0Literature Review
3.1 Introduction
This section will highlight the importance of role of human resource management on
motivation of employees in the workplace, general motivational theories and job
characteristic model by Hackman and Oldham are argued in depth.
3.2 Human Resource Management
The human resource management is the exercise of many behavior and actions to make sure
that this management is well organized and manage efficiently for the assistance and profit of
an employees and a company and for the whole business (Schuler, 1995 in Schuler, 1998).
The human resource management actually means to managerial actions linked with human
resource development, staffing and employment, assortment, direction, instruction,
assessment and appraisals, reward, motivation, etc. The purpose of HRM deals with the
improvement, growth and enlargement of employees through the employment. And for such
type of expansion the major constraint and condition of employees are the motivation which
maybe establish by understanding what employees need and want and what satisfy them in
order to complete the task or their job. Since the major objective of the study deals with the
establishment of the role of management on motivational of employees we begin discussing
the motivational theories which help the management to motivate their employees.
Motivation is a gate way to exclusive employee’s performance so the author needs to
comprehend the motivation and certain approaches and specific actions management can
adopt to motivate their employees and to explain its importance in the work place.
Organization ought and work hard to appeal employees (Pittorino et al, 2005). Hence figure

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out what motivate and inspire employees and it has become very crucial and important for
present management and a significant factor of booming and unbeaten management that can
both increase the rate of production and look after an optimistic organizational environment.
3.3 Motivation
The precise definition of motivation doesn’t exist because by some means it is very difficult
to describe and characterize. The motivation word has come from Latin stating “movere”
which suggest “to move” (Kretiner, 1998 in Ramlall, 2004). Thus nevertheless, it is can
define as:
“The set of processes that arouse, direct, and maintain human behavior towards attaining
some goal”. (Greenberg and Baron, 2000)
This above definition of Greenberg and Baron will be alienated into three central
components. The first describe the stimulation of force or power behind individuality’s act.
The second consist of options adopted by the individual and the path their attitude captures
while on the other hand third comprises of preserving their performance absolutely describing
the duration of time the individual stick with in trying to achieve their objectives.
Halepota (2005) describe motivation as: “a person’s active participation and commitment to
achieve the prescribed results”
From the above definitions of motivation it can examine that the motivation in a broad sense
is more linked and interconnected with the aspects or consequences that directs, guide,
conduct positive individual(s) act or functional over a certain phase of occasion identifying
the customary situations. Moreover, the definitions propose and advocate that there is a
necessary requirement of unseen force to drive employees to pay back. Further answer can

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be assumed that possessing dedicated and motivated employees in the organization or
constructing an atmosphere in which motivation of great level is sustain proves to be an
immense challenge in today’s competitive time for the management.
The motivation has been described as inner force to assure and persuade an unconvinced need
(Higgins, 1994 in Linder, 1998) the mental push that establishes the track and course of an
individual’s actions in an organization, an individual’s intensity of endeavor, an individual
height determination in the appearance of hardship.
3.3.1 Basis ofMotivation
Eventually motivation drives from within an individual. Hence, motivation is said to be self-
motivation. On the contrary, Lynette Finlay said, the motivation drives when the personnel
are capable to observe and perceive the aim and goals for the course in which the
organization is moving towards and able to identify their task and responsibilities in the trade
progression (Koeman, 2006). Motivation is however related to an individual’s needs and
wants and most importantly connected to his mental and psychological condition, which
pushes him towards what he desires and wishes (Freemantle, 2001).
3.3.2 Causes oflack of Motivation for Employees
Management most likely tends to criticize over the subject of motivation that their employees
are not completely satisfied with the job. Although, is more likely the Company’s and the
management exercise which act as an issue, not necessarily the employees every time
(Robbins, 2003).When the absence of encouraging and motivation is observed, the issues
frequently seen in these fields: inadequate assortments, doubt-full and undefined goals, lack
of good performance-assessment and evaluation methods, discontented incentives systems,
not provided with feedback, not properly bounded with the commitment, ignorance of needs,
lack of growth and development, absence of moderator to motivate employees or

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management incapacity to correspond the review and remuneration approach to the
organization of the employees(Robbins, 2003).
3.3.3 The Necessitate ofMotivation at Workplace
Motivation is bringing employees to do their greatest at work, even in difficult situations and
conditions it is management’s most long term and demanding challenge (Boris Groysberg,
Linda Eling Lee and Nitin Nohria, 2008, Harvard Business Review).
Motivation is necessary for every organization of today’s who wants to climb the ladders of
success. It acts as a driving force for employees who pull the employees towards their work
in order to get it done remarkably and distinctively. For any organization or a company it
does not subject of what their services, what they trade or manufactures or what distinctive
traits your teams have, nevertheless it is indeed a motivation that helps to curve the structure
of the organizations as well as helps in the development of the employees. To be more
precise, it is a key to success as organization must work hard to keep their employees fully
motivated towards their work on regular basis.
3.3.4 The Responsibilityand Role of Managerin
Motivating Employees
Antomioni (1999) said that the total of an attempt the people are eager to apply in their jobs
depends on the extent to which they acknowledge their needs for motivation to satisfy. On the
contrary, an employee become discontented when they notices that management stops them
for achieving good results. It can be from above mentioned statement given by the Antomioni
that motivation normally deals with the aspects that drives and directs some course of actions
or acts with a passage of time.
Motivation act as a principal factor for organization to adopt and this is the job of the
manager and hence it is very difficult at the same time too. Employees possess energies and

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when they speak with one another, it is only a transmission of these energies. In order to keep
the employees contented, satisfactory and motivated towards their work and to establish
moreover, the management needs to concentrate on what employees perform their task on
everyday basis, monthly, weekly or yearly to accomplish their objectives, to increase
employee motivation and minimize the approach which de motivate them.
3.4 General Theories of Motivation
Gill and Johnson (1993) stated that the in business or company motivation in job is classify as
the development through which individual are able to and encourage and persuaded to make
choice in how to act in a distinctive conducts. However, motivation is interconnected and
linked with an exploration for the way through which associates work routine and output
might be managed and get better in proper way.
(Drafke and Kossen, 2003) stated that the motivation conjecture or theories endeavor to
describe individual’s course of actions. They allocate the acknowledgement equally to the
employees and the management of how to encourage, inspire and motivate further, in what
way other are trying to motivate an individual, or in what way that individual can connect in
attempt to motivate him/herself as well as other attempt to motivate him/herself.
The subject of satisfaction and motivation has been calculated by many different
psychologists of developed organizations for centuries nevertheless, the advancement has
been was very gradual possessing different motives. Initially, the work or job motivation as
well as satisfaction and contentment were all known to be moderately self-governing;
moreover, on the other hand, it has been also demonstrated and verified to be the toughest as
the two subjects are heavily linked with each other. The second part is that it has been
bringing into being that the connected hypothesis has only concentrated on particular issues.
At the end, together the subject satisfaction and motivation are greatly complex and difficult.

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(Locke and Latham, 1990)
In this dissertation some theories on the motivation will be discuss which have been
extensively used and accepted by today’s management in organization:
3.4.1 Maslow’s Needs HierarchyTheory:
As motivation begin with the wants and needs, so Maslow established and made the most
excellent theory related to motivation which is known as the Needs Hierarchy Theory. Need
is somewhat link with an individual wants. On the other hand, satisfaction appears as when
the needs and wants are satisfied and the enthusiasm which is motivation is an effort to please
a need. (Aldag and Kuzuhara, 2002).
Needs hierarchy of Maslow includes the five levels of needs that are normally portray and
illustrated as in the shape of Pyramid.
Maslow’s Need Hierarchy Pyramid
From the above figure, starting from the bottom the least requirements of the needs to the top
stage are as follows: Physiological Needs, Security Needs (safety), and Ego Needs

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(belonging), Esteem Needs and self-actualization needs. The explanation of Maslow’s needs
hierarchy theory is that previously a specific stage/level is contented, and then it brings to an
end to strength of motivation. An individual then searches for a top altitude of satisfying
needs. The theory also suggests and states that influence of money to motivate an individual
is incomplete. (Drummond, 200).
This theory or hypothesis might be very beneficial for the management and managers of
organization in establishing the type of incentives that could help to be successful in the
employee’s motivation.
3.4.2 Hygiene Theory
The investigation was studied by the Snyderman, Herzberg and Mausner (1959) that the
association and affiliation between the satisfaction of the job and the growth among the 200
workers and employees. The outcome f the study was the motivation hygiene theory
represented by the Herzberg, which eventually concluded that, some aspects of issues of
motivators show the way to the satisfaction and contentment of the job, however different
other factors of hygiene stops the frustration and discontent nevertheless, unable to produce
satisfaction and happiness.
The equivalence and correlation between Herzberg and Maslow (Obtained from Grill
and Johnson 1993)

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Aspects of motivators are the issues that are linked to intrinsic to the work, for example the
employee’s satisfaction with the job itself and the accessibility of the chances and options for
the accountability, enhancement and acknowledgement for the accomplishment. Factors and
aspects of Hygiene are very extrinsic to the work and the connected to the atmosphere in
which the task is carried out. These types of aspects involve the company’s policies and the
management, working state, wages, paperwork and the administration.
The discussion was further made by Herzberg that the factors of extrinsic of the job which is
known as aspects or factors of hygiene cannot allocate a motivation basis for the employees
might could if not good, allows a foundation of discontentment and therefore do not motivate
them.
For management in any organization the aspects and factors of hygiene must be considered as
the major and an important requirement to allocate motivator issues to manipulate and
encourage motivation of employees.
3.4.3 ERG Theory
Alderfer (1972) built an ERG theory is an adaptation of Needs hierarchy theory by Maslow in
order to support and readjust it with the empirical study. In Alderfer ERG hypothesis there is
collection of three major needs which are Existence-survival, Growth –development and
Relatedness-associations. The first in the set which is existence is connected with allocate the
fundamental survival necessitate and involve the piece that named by Maslow’s needs of
security and physiological states. The second in the set which is relatedness needs ate the
wants for the managing a major and significant private links and readjustment with the social
needs of the Maslow and the exterior portion of the ego need. Lastly, in the set which is
growth which refers to development, this need include the wish for intrinsic for the private
growth and involve the components of intrinsic of ego needs of Maslow as along with the

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need of self-actualization.
The major dissimilarities with the ERG and the Need Hierarchy theory presented by Maslow
is that the Alderfer theory of ERG unable to presume that a lowest need should be contented
and pleased before a person establishes the wish for the need of top level.
Alderfer ERG theory suggests that management must permits employees to search pleasure
and satisfaction of several and different needs from different stages of the needs hierarchy
concurrently.
3.4.4 GoalTheory
Goal theory is most likely and doubtless theory of the motivation that has been noticed for
several years because the major portion of theory has been vastly and greatly used by the
management of company’s and the organization to motivate employees.
Locke (1968) recommended that the goal employees have act as a significant part in making
of their prototype actions. The simple design and though of setting goal theory as a result the
employee’s course of action is encourage and motivated by their target or objective. As per
goal-theory, a goal is something that an employee desires to reach (Spector, 2000). On the
other hand goal is a significant basis of attaining of motivation (Robbins, 2000), hence to set
a goal is a major portion of agenda of every management’s in organization to motivate
employees.

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Moreover, it is very complicated to judge the consequences that goals can express or guide
course of actions of employees except they obtain feedback. The feedback act very
significant in increasing the performance of the employees on how good they are reaching
towards their goals, it also reflects the variation between the employees what they have done
so far and what they actually wanted to attain further.(Robbins,2000). The theory of
expectancy also stresses the significance of setting a goal in the employee’s motivation.
The exploration and research on the goal setting theory purposes that goals helps to
encourage employees which is directly known as motivation, also higher the goal the higher
the sagacity of achievement the personnel acknowledge when the particular goal is
accomplished.
Therefore, the employees gets more encourage, contented and motivated to by the
management to attain goals which are very difficult as compared to the simple one even if the
chances of attaining is not much.
3.4.4.1 Moderators/ Intermediary of Goal
The four goal agents have been classified by the Latham and Locke (2004) which suggest the
influence of goals setting on the encouragement and motivation helps to increase by goal
intermediaries. They are as follows:
1. Ability
2. Task/work complexity
3. Commitment
4. And feedback.
3.4.4.1.1 Ability
A capability of an employee is clearly and noticeably of moving towards the goals is
established by their skill or ability (Latham and Locke, 1990). Hence, investigation on the

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setting goal has demonstrated that the connection between the attainment of goal and
implementation could be inadequate or incomplete by an employee’s abilities. It is observed
that the setting goal on employees by the management has better and powerful influence
comparatively than the employees with the least capabilities or abilities.
3.4.4.1.2 Task/Work Complexity
There exist three major aspect and measurements related to work complexity which are; what
meaning aspect or factor hold in the work, degree of complexity and equal or importance of
complexity, significance of the quantity and environment of the affiliation connection within
the components, vibrant complexity, implication the quantity and categories of components
and the associations link to them with the passage of occasion (Latham and Locke, 1990).
The work or task which deals with the big and high complexity then employees who have no
preceding knowledge and being informed by the management to complete it instead of
advising try hard and do best might give bad outcome.
3.4.4.1.3 Commitment
A commitment of employees decreases when the difficulty related a goal increases, hence the
employees act come to a decline stage instead of rising. The commitment towards goal is
consist of four major aspects which are authority-power to influence, peer affect, expectancy
of an employee and the incentives known as rewards.
 Authority-Power to influence: It is characterize as the control in order to seize
employees responsible for their acts as well as to take choice relating to utilization of
assets of organizations (George and Jones (2003)). Therefore, authority offers the
management the power to accomplish the goals and objectives of the organization
completing and calculating the performance of the employees.
 Peer Affect: It is recognized and identified to motivate employees for the

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commitment.
 Expectancy of an Employee: The anticipation and the expectations of the employees
in order to attain to accomplish objective/goals conducting a work at high level
influence a commitment.
 Rewards: Spoken and oral appreciation is observed to be very influential in the
motivation of employees. Commitment is calculated and increases when the
incentives is supplied by management to the employees.
This falls under the duty and responsibility of a management that they must guide their
employees in the precise path for accomplishing the major goals.
3.5 Motivational Factors
3.5.1 Challenges atWork
The role of management is to create challenge at work and can be very creative for the
employees because the task consisting of many challenges is associated in the way that the
personnel has direct affect on work program contained by an organization. In the article
Woodruffe (2006) wrote that the most employees’ benefits from challenges being present in
the work no matter how hard work or the efforts the work demands.
3.5.2 High Wages
A great factor of motivating employees is money. This aspect is observed and noticed as sign
of accomplishment as well as the deals along with the connection with reassure and safety.
(Kim and Tang, 2002).therefore, the management makes the immense use of money as a
powerful approach and policy for employees to pulls towards the work. Money is a great
source of motivation for the employees also it has an excellent influence on the activities of
employees in the work.

24
3.5.3 Greatassociationwith the Managerand
Coworkers
Personnel have an ultimate desire to experience associations, accomplishment within the
groups they are working this helps to achieve this desire. (Evans and Kaye, 2003).Satisfaction
and contentment with the work also includes developing better understanding and
associations with the coworkers, this act as a good motivation when the feeling of
acknowledgement is developed.
3.5.4 Developmentand Growth of an Employee
Development, improvement, knowledge, culture and growth are belonging to the high
grounds that drives employees continue and stay in their existing jobs. It is very crucial and
important for the management in an organization to allocate their employees with proper
teaching and guidance which will facilitate them to establish and become skilled in their
respective fields.
3.6 Model of Motivation
Business Models of motivation are consist of an explanations that are linked and connecting
the issues and prospects of trade and business by means of statistical and rationale linking to
decrease the ambiguity and vagueness as well as sustaining and assisting management of
administrative.
Carlenton and McInnes (1982) said that the models emerges mainly to establish to show and
involve with the complication allowing an effective way of properly detain the perceptive and
indulgent about the functions of venture and the estimation ability to produce results
predictions from a set of participation and contribution theory.

25
3.6.1 Hackmanand Oldham’s Job Characteristic Model
Hackman and Oldham’s Job Characteristic model (JDS) [1976] stresses and throws light on
the relations and interface connecting the employee’s psychological conditions, the
characteristics of job that are consider to explore the conditions and states as well as the
qualities of an person that verify how optimistic an individual will act in response to a
difficult, tough and demanding work.
Below are the representations of diagram oh Hackman and Oldham’s job’s characteristic
model.
Job Characteristic Model by Hackman and Oldham
The center and the core aspects of job are observed as supporting three psychological
conditions that consecutively moving to many constructive personal and job results. The
crucial emotional conditions are described as:

26
1. An experienced linked to meaningfulness of job: An extent to which a person
understands the work as normally meaningful, beneficial and constructive.
2. An experience linked to accountability and responsibility for the job results or
outcome: An extent to which a person experiences personally in charge and
answerable to their task or work.
3. A knowledge or learning outcomes: An extent to which a person constantly
experience how efficiently they are carrying out the work.
The hypothesis further gives an idea that the personnel who acknowledge these conditions at
adequately and satisfactory stage are expected to undergo and believe a better about
themselves and react positively to their work. Model also advice that five major and core
measurements can be notice as establishing the degree to which personnel’s feel the three
crucial states of psychological conditions.
1. Skill Variety: An extent to which a work entail assortments of actions consisting of
many expertise and knowledge.
2. Task Identity: An extent to which the work involve the achievement of a entire and
particular or limited portion of work i.e., a task or a job that has a start and finish with
a substantial result.
3. Task Significance: An extent to which the work influences one’s life or job of other
individuals together in the instant company and in the exterior surroundings.
4. Autonomy: An extent to which the work permit a person tangible liberty and choice,
self-determination and maturity to plan toil and establish the systems to execute.
5. Feedback: An extent to which the work behavior provides a person straight and
apparent observations about the value of his/her act.
Expressly, all the above mention which are skill variety, task identity along with task

27
significance are observed to be merge to obtain knowledge of meaningfulness of the job.
Moreover, it is projected that the work that need the utilization of different expertise,
allocating personnel’s to finish an extensive portion of job as contrasting to nonstop
reappearance of an easy work and are noticed possessing an influence on different individuals
will be considered of a notable and significant by the employees in such work. On the other
hand, autonomy of job is noticed as establishing knowledge of accountability for the results
of the job whereas the feedback is observed to be establishing an experience and learning of
the factual outcome of the job actions or behavior.
Three status of psychological conditions are subsequently considered as merging of a variety
of private and job results for example high-pitched internal job motivation and enthusiasm
which is intrinsic motivation , excellent quality of job act, immense and great contentment
and pleasure with the job and low non-attendance and returns.
In order to conclude, the model further assumes and suggests that the dissimilarity between
individuals is reasonable and sensible like how they respond to their job. The Hackman and
Oldham’s job characteristic model include this influence by adding a changeable named GNS
which is stand for “GROWTH and STRENGTH” as might be consider as a characteristic of a
person that establish how optimist an individual will act to a sophisticated and competitive
work or task. However, Hackman and Oldham also concluded that a person with a good and
high ‘growth and strength’ will act the most optimistic to his/her work high in the five major
job aspect that a person with a low ‘growth and strength’. Moreover, ‘growth and strength’
may affect the connection among the aim job aspect and the psychological condition or at the
inter connection among the psychological conditions and the unsettled results. The primary
relation include that an individual with a high ‘growth and strength’ are more expected to
acknowledge the mental or emotional (psychological) conditions where else that was after

28
concluded that person with high ‘growth and strength’ act or respond more optimistically to
the psychological situations.
The job characteristic model represented by Hackman and Oldham make the use of
multiplicative copy to establish on the whole enthusiasm of prospective of a work. The
(MPS) which stands for motivating potential score was designed utilizing this method:
MPS= [skill variety + task significance+ task identity] X autonomy X feedback
3
3.6.2 The Development of Job Diagnostic Survey (JDS)
To facilitate the investigation of the characteristic of job hypothesis, Hackman and Oldham
established a proper way to test the job satisfaction by developing the Job Diagnostic Survey,
which deals with the insight –the perception and view of the personnel of work qualities,
different psychological conditions, private and job results along with SNG (strength and
growth).
The JDS helped to collect and diagnose the insight and perception of the employees. It helps
to point out what changes need to be made in the job requirement and how it should be design
by the management of the organizations which will result in satisfaction and contentment of
the work being provided to the employees in the organization and to generate and establish
motivation among their employees who are their assets.

29
4.0 Methodology
4.1 Introduction
In this section the author is presenting the fundamental and essential study method used
overall, the utilization of a system and techniques to uncover the answers to investigate the
questions, selection of the subject to study, literature assessment, the approach which was
used to gather primary and secondary statistics. Hence, it will also throw light on the
diagnostic outlook and perception, recommendations and conclusion of the investigation.
4.2 Investigationand Study Process
The author has determined and resolute to go after the study process which is shown below.
Topic of Interest
Introduction
Problem Statement
Literature Review
Theoratical
Frameowrok
Hackman and
Oldham's Job
Characteristic
Model
Methodology
Primary Data Secondary Data
Findings, Analysis
and Conclusion
Recommendations

30
4.3 Choice of Topic
4.3.1 Interest and Significance
In order to select a topic of study, the author decided to pursue the research in the area of her
interest along with significance, relevance and current. Hence, author selected management
as her area of concentration and interest and in it motivation of employees as her foremost
and chief focus. The major spotlight author wanted to throw is on the management and how
they establishes their role in order to motivate their employees to get the work done. As
motivation is an important need for employees, not only this it helps them to grow, develop,
make them more creative to attain goals not only of their own but also of the organization
they work within as well as it curves and shape the organization acting as major asset so it is
an important duty of a management to keep their employees healthy and sound. As a result,
the employee’s motivation is a primary goal for a management to take into consideration in
the organization to overcome the factors and issues like dissatisfaction and discontentment
from the work overall.
Not every management has the capability to keep their employees inspired, provoked,
aggravated and motivated towards the work. Motivating the employees and completely
satisfied the management can make sure and guarantee that the organization can make the
utilizations of their wealth and assets as competently as probable and make certain that the
potency which is employees endow them with the outcome as successful as probable.
4.4 Data Collection Method
The author has determined to gather both primary and secondary information for the study.
Hence, the techniques are described below.

31
4.4.1 Primary information or Data
Quantitative method has been used in order to collect primary data for the research.
4.4.1.1 Quantitative Method
The author decided to perform a research using quantitative approach by conducting a survey.
The author considered quantitative method very crucial and significant to collect data for the
research.
4.4.1.2 Qualitative Method
As a location where author has conducted research was a Kingdom of Saudi Arabia. Saudi
Arabia is a theocratic society as it is an Islamic country which follows strict rules and
regulations, hence where women do not hold equal rights with men. Women and men are not
allowed to work together in organizations. This was the major hurdle which came across for
the author to conduct interview in an organization with the men in SNS BATCO. As author is
a female and SNS BATCO does not allowed to come into the company due to country’s strict
norms and value rather they agreed for the research happily and ask to conduct research
using quantitative method and promise to make available for every data possible needed for
the study.
4.4.2 Designof Research
Survey study and investigation is a procedure of collecting data by asking queries and
recording answers simultaneously. Appraisals (Survey) can be performed in order to get two
foremost m outcomes. The first one deals with the estimation of the population’s features and
attributes, while the second one involves the testing of the theories (Whiteley, 2002). This
study involves the survey which was done in the SNS BATCO, to determine and to create a
responsibility of management on successful motivation of employees.

32
4.4.2.1 Resources
As the author had to conduct quantitative research and was not authorized for the qualitative
research where the author cannot go into the company to collect data, in order to overcome
this issue the great resource to access data and to make the respondent fill up the
questionnaires the author took the help of her relative Mr. Mohsin Khan who is currently
serving as a HR Coordinator of SNS BATCO mention in the company background. Mr.
.Mohsin helped to obtain all the required information from the company.
4.4.3 Designof Questionnaire
Survey is a study analysis which is use to gather data and facts from a particular set of
populace with the help of questionnaire. To inscribe and write down the queries and create a
questionnaire is necessary for the establishment for an assessment (survey) design of study
(Zikmund, 2003).
Questionnaire can be described as a set of queries written to gather data from a people
(Durrhein and Blance, 2003). It is known to be very common and widely used method and
system to gather desired data and facts, on the contrary its development is too intricate and
compound (Whiteley, 2002).
4.4.3.1 Survey (Feedback Form)
Quarries for assessment are assembled in two types: open-ended and close ended quarries
from a respondent to answer. From the open ended the respond has to be given with own
words while with the close ended the choice has given to choose from option (Edwards et
al.,1997).Examiner and investigators favors to choose close ended set of quarries as the
optional response are very easily computed and enumerate(Whiteley, 2002).
In this research, the author used likert scale rating along with closed-ended quarries. The
most famous type of multi item scale known to obtain answer is known to be Likert scales as

33
they help to offer respondent a group of assertion and declaration about an item, entity, object
or idea and conception where the respondent is essentially asked to show how absolute,
sturdy, optimistic or unconstructive they think about that particular concept (Whiteley, 2002).
In this study, a four point Likert rating scale were used to know how well agree or disagree
the answer has been mark with by the respondent in the questions associated with the job
satisfaction, their current perception about the job and motivation.
4.4.3.2 Constituents and Element of Questionnaire
The author had conducted Job Diagnostic Survey (JDS) which is discussed in the literature
study in Model of Motivation by Hackman and Oldham to identify the total satisfaction of
employees and their perception towards work and what alteration the management needs to
make while designing jobs which help them to motivate their employees.
Overall there were two sets of questionnaires designed to conduct a research and to obtain
desired data and information. The first set of questionnaire was designed for the employees
and consists of three sections-In first section fifteen questions were asked from employees to
identify the skill variety, task identity, task significant , autonomy, and feedback about
results. In the second, ten questions were asked to determine the satisfaction from the current
perception from the job and in the third section five questions were asked to know the
importance of job in SNS ATCO.
The second set of questionnaire consisted of ten questions which was asked from the manager
in order t identifies the current policies of Motivation Company using to motivate their
employ
4.4.3.3 Sample of Populace Participated in Survey
In the survey overall 18 employees participated to answer the questionnaire and 1 manager
from SNS BATCO to answer the second set of questionnaire.

34
4.4.4 SecondaryInformation or Data
In order to collect the secondary data, the author has made the great use of journals and
online internet resource information as well as books to gather the literature and motivational
concepts and models which was done by past great authors on motivations of employees and
studies of management how they can keep their employees healthy and sound.
4.5 Ethical Reflection
The investigation and research was done keeping in view the complete ethical principle. The
questionnaires fill up by the employees was kept completely anonymous, where their
identifications were confidential to avoid the exploitations of company’s policies.
5.0 Empirical Findings, Analysis and
Conclusion
5.1 Introduction
5.1.1 Managementstyle of SNS BATCO
According to SNS BATCO management there are some issues relating to employees.
However, according to the manager they are proving their employees with full satisfaction
and satisfying their all basic needs. But they are still facing problems with them-poor results
from the work, huge absenteeism, arguments and conflictions between supervisor and
employees, lack of communications and employees leaving jobs.
The author has conducted Job Diagnostic Survey by Hackman and Oldham’s in order to
identify the above mentioned issues.

35
5.2 Analysis from Primary Data
5.2.1 Findings from the Survey
 Below represents the findings from the first set of questionnaire (section I) which
consist of questions of identification of Hackman and Oldham’s five dimension of
motivating prospective in SNS BATCO.
1. Task Identity: the bulk of employees 16 out of 18 answers considered task identity to
be very important and completely agree for it as motivating aspect. However, 2 out of
18 employees slightly agree for the task identity to be a motivating aspect.
2. Skill Variety: majority of respondent considered skill variety to be tremendously
major aspect for motivation and only 1 out of 18 slightly agree to it.
3. Task Significance: in task significance 10 out of 18 respondents consider this to be
very important for motivation and on the other hand 8 out 10 slightly agree task
Disaagree Slightly Disagree Slightly Agree Agree
Task Identity 0 0 2 16
Skill Variety 0 0 1 17
Task Significance 0 0 8 10
Feedback 0 0 0 18
Autonomy 0 0 1 17
0
2
4
6
8
10
12
14
16
18
20
Five Dimensionsof Motivating Potentials

36
significance important for motivation.
4. Feedback: this factor is considered to be enormously important for all the employees.
18 out of 18 employees completely agree for it as a huge motivating aspect.
5. Autonomy: 17 out of 18 employees considered autonomy exceedingly important
factor for motivation while only 1 out of 18 slightly agree to it in work.
Overall author sees that task identity, skillvariety, task significance,
feedback and autonomy hold very significant position for working at
SNS BATCO.
 Below represents the findings from the first set of questionnaire (section II) which
consists of questions of identifying employee’s current perception from the job.
1. Bonuses: 18 out of 18 which mean every respondent considered bonuses to be very
important motivating factor in work for better performance in future projects.
2. Participation: 10 out of 18 considered participation in the work as highly motivating
not important
slightly not
important
slightly
important
very important
Bonuses 0 0 0 18
Participation 0 2 6 10
understanding with the
supervisor and colleague
2 0 0 16
inducement 0 0 1 17
salary 0 0 3 15
decision making 0 2 0 15
0
2
4
6
8
10
12
14
16
18
20
Current Perception From Job

37
factor while 6 out 18 considered being slightly important, 2 out 18 considered slightly
not important for motivation in work.
3. Understanding with the Supervisor and Colleagues: 16 out of 18 considered give
this as an extremely motivating factor while 2 out of 18 do not give any importance to
this.
4. Inducement and incentives: for 17 out of 18 employees it acts as a major motivating
factor while for the 1 out 18 it is slightly important.
5. Salary: for 15 out of 18 salary means everything and they considered them as huge
motivating factor. For 3 out of 18 it is slightly important.
6. Decision making. Decision making in the work is very important for 15 out of 18
employees and 2 out of 18 considered it slightly important.
Overall author sees that bonuses, participation , understanding with
the supervisorand colleagues, inducement, salaryand decision
making holds huge motivating factor at SNS BATCO.

38
 Below represents the findings from the first set of questionnaire (section III) which
consists of questions of identifying how much important job is for employees.
1. Job means a lot to me: 10 out of 18 completely disagree, 3 out of 18 slightly
disagree, 2 out of 18 slightly agree and only 3 out of 18 agree with it.
2. Get fed up if given task or work to do: 14 out of 18 agree with this, 3 out of 18
slightly agree and only 1 out of 18 disagree with it.
3. Job offers them to learn more than major job statistic: 15 out of 18 respondent
got completely disagree, 1 out 18 got slightly disagree and only 2 out 18 got
slightly agree with this.
4. Even if they get more salary they world still prefer to work here: 18 out of 18
employees completely got disagree with this.
5. Like the working environment and feel comfortable: 14 out of 18 employees
Disagree
Slightly
Disagree
Slightly Agree Agree
job means a lot to me 10 3 2 3
I get fed up if I have task ot work
or do
1 0 3 14
even if I get another job with
more salary I would still consider
working here
18 0 0 0
my job offers me to learn more
than my major job statistic
15 1 2 0
I like the working environment
and feel comfortable
14 0 4 0
0
2
4
6
8
10
12
14
16
18
20
Importance of Job

39
completely disagree with this and only 4 out 18 got slightly agree with this.
Overall author sees that importance of job for employees holds no
significant position at SNS BATCO.
 Below represents the findings from the second set of questionnaire which consists of
questions for manager to identify the current policies of motivation for employees.
The authors see the management is completely satisfied with their motivating policies
and consider employees their assets. Moreoverthe manager agrees that the
management fulfilled every possible need of their employees and disagree with the fact
that they are unequal to them.
0
0.2
0.4
0.6
0.8
1
1.2
Disagree Slightly Disagree Slightly Agree Agree
Motivating Policies
encourage for perticular work
solve problems
communicate adequately
priovide them incentives
provide them traning
independence in decision making
never force them for work
good working hours
treat them as a family
never trat them harsh
balance bewteen work and job
consider them major asset
deserving salary

40
5.2.2 Results from the Survey
 Overall satisfactionwith the:
1. Task Identity
According to Hackman and Oldham’s Job Characteristic Model of contentment and
satisfaction with the task identity would direct the employees of SNS BATCO to great
motivation. However there is a huge scope of development and recovery in vague and subtle
results of work, to accomplish objectives on daily basis, allow them to finish and complete
their task with good enough time. Moreover, create prospects in order to establish qualities of
leadership and contentment in every task or work they do.
2. Skill Variety
satisfaction with the skill variety would direct the employees of SNS BATCO to great
motivation. However there is a huge scope of development, enhancement and improvement -
to create influential jobs so one employee get affected by the other employee performance, to
create varieties of assortments and ranges in the task to enhance their overall satisfaction
towards the work.
3. Task Significance
satisfaction with the task significance would direct the employees of SNS BATCO to great
motivation. However there is a huge scope of development, enhancement and improvement
in consequences and outcome of the task or work on other employees and the choice to
upshot task of employees in order to increase the overall satisfaction. Also to create
meaningfulness in the job so importance for work and to work in the organization increases

41
for employees.
4. Autonomy
satisfaction with the autonomy would direct the employees of SNS BATCO to great
motivation. However there is a huge scope of development, enhancement and improvement
in decision making authority should be given to the employees to show creativity and
complete independence in the work or job they perform or their course of actions to make
them motivated towards their jobs.
5. Feedback
satisfaction with the feedback would direct the employees of SNS BATCO to great
motivation. This is the only field which needs an immense improvement by the company.
Majority of employees consider feedback as a huge motivation factor. The management
should consider and take this aspect as a significant feature to increase the satisfaction of the
employees.
 Overall Satisfactionwith
1. Bonuses
satisfaction with the bonuses would direct the employees of SNS BATCO to great
motivation. However there is a huge scope of improvement in providing the employees with
the benefits when they perform well, on successfully completion of a task to increase their
motivation. Employees work to give benefit to the company, so company must benefit
employees as well in shape of bonuses.

42
2. Participation
satisfaction with the participation would direct the employees of SNS BATCO to great
motivation. However there is a huge scope of improvement in- to create involvement in the
work so it will help in bringing employees together from diversified cultures, it will help to
share their own perspective during the work and. It will decrease the amount of uncertainties
from the work and increase the motivation of employees.
3. Understanding with the supervisorand the colleagues
satisfaction with the understanding with the supervisors and the colleagues would direct the
employees of SNS BATCO to great motivation. However there is a huge scope of
improvement in creating understating environment in SNS BATCO where employees work,
colleagues must communicate with each other when ever they feel like not only on official
subjects but also in general ways to increase the livelihood in the atmosphere. Supervisor
should speak in friendly way instead of harsh or adopting inadequate manner. It will make the
work easy rather complicate and helps to boost and motivate employees in their job.
4. Inducement
satisfaction with the inducement would direct the employees of SNS BATCO to great
motivation. However there is a huge scope of improvement in rewarding system. SNS
BATCO must adopt rewarding their employees on their hard work. Money, benefits or
bonuses is not the only way of rewarding system but an appreciation in front of whole team, a
nice coffee or dinner to comfort employees even a single pat on a back will act as a great
incentive and help to motivate employees.

43
5. Salary
satisfaction with the salary would direct the employees of SNS BATCO to great motivation.
This factor as a vital role in the eyes of the employees and a great way of pleasure because
employees of SNS BATCO consider salary as a great motivating factor, hence company must
work hard on fulfilling this need as its first priority.
6. DecisionMaking
satisfaction with the decision making would direct the employees of SNS BATCO to great
motivation. The employees of the SNS BATCO strive for decision making in every work
they do. They need full independence to take their own decisions and instead of listening to
the supervisor or task manager they do not want to work in limited boundaries. They need no
limitations and want to achieve their goals and company’s objective independently.
 Overall Satisfactionwith
1. Job means a lot to me
satisfaction this can be achieve when the employees basic needs are fulfilled. The reasons
why for most of employee job in SNS BATCO mean nothing because of complete lack of
satisfaction with the feedback, dissatisfaction with the working environment, salary and stress
of too much of work along with their respective job role’s work.
2. Get fed up if given task or work to do
satisfaction this can be achieve when the employees are given specific amount of time to

44
complete a task. SNS BATCO must reduce the pressure of work, enhance time or period for
giving them results, so employees can achieve better outcome from the work and the
productivity will increase and overall satisfaction of employees will also increase.
3. Job offers them to learn more than major job statistic
satisfaction the employees of SNS BATCO strive for knowledge apart from their respective
job fields. This can be achieve when the company will offer them with comprehensive
training and coaching, sending them outside the country to attend different workshops. This
will help them to learn more, acquire more knowledge and bestow them with wisdom which
indeed will be very beneficial for the SNS BATCO and ultimately as a great source of
motivation of employees.
4. Even if they get more salarythey world still prefer to work here
satisfaction as for the employees of SNS BATCO the money act as a great motivating factor
they must attract employees through excellence packages of salaries. This can be achieve
when the company along with the basic salary endow employees with bonuses, yearly
increments, when there is a culture traditions give them additional benefits. This will help to
motivate employees and increase the importance of job in SNS BATCO.
5. Like the working environment and feelcomfortable
satisfaction – there are issues to overcome for the company like provide the employees with
friendly environment where they feel most at ease, restful and secure. Respondents are most
not satisfied with the environment. Restrictions and pressure must be wiped off. On the
completion of the task or project employees must be given a day off for the relaxation of

45
mind this will probably increase the motivation and build a sense of importance of job.
5.2.3 Conclusion
In this dissertation the author wanted to establish a role of management on successful
motivation of employees in SNS BATCO. From the Hackman and Oldham’s job diagnostic
survey the author wanted know the five dimension of motivating potential, current perception
employees hold about their work and importance of job for them. The questionnaires filled up
by the employees and the manager from the company helped to provide all the desired and
necessary information needed to complete and the research. After the evaluating and
investigating the result the author successfully obtained the motivating potential, perceptions
and importance of job of employees is able to portray conclusions relating to the aspects and
issues on motivation which are affecting them in SNS BATCO. The implication in the
recommendations would suggest the management of SNS BATCO what they must do on the
motivation of employees.
The following conclusions have been made in the area for the SNS BATCO management
which needs improvement:
 Psychological and Mental Factor:
1. Task Identity
 Choice to establish qualities of leadership skills
 Choices to establish level of creativity
 Choice to establish competition in the work
 Accomplish task on daily basis
2. Skill Variety
 Ability and proficiency varieties in a task
 Consistency in the work

46
 Equality in the job
3. Task Significance
 Job must stimulate others
 To create meaningfulness in the job
4. Autonomy
 Independence in the work
 Freedom and authority how to perform work
5. Feedback
 Time to time appreciation
 Physical Dimension
1. Bonuses
 To endow them with bonuses based on good and best performances
2. Participation
 To create involvement in the work or task
3. Understanding with the supervisor and colleagues
 Time to time communication with management, supervisors and senior
colleagues
4. Inducement
 To reward them when needed
5. Salary
 Good salary packages as well as surprise bonuses
6. Decision Making
 Freedom of will

47

 Growth and Strength (GNS) Dimension
1. Job must mean everything to employees
2. Must not get bored or fed up when performing task or work
3. Job must offer them extra learning than the respective job statistic
4. Respect the job and must not leave it if endow with greater opportunities else
where
5. Must feel comfortable and satisfy with the working environment
6.0 Recommendations
Following are the recommendations made for the SNS BATCO Company to improve their
management style on the successful motivation of employees.
 PsychologicalorMental Dimension
 Task Identity
1. The management must maintain and sustain all the employees in the SNS BATCO to
rise up with ground breaking and different ideas to perform work in more influential
and successful way.
2. The management must confirm that all the employees are notified with new
determination and pronouncements and new rules and regulations if made any so that
they will participate and stay updated.
3. The management must establish openness in the working atmosphere, dedication to
accomplish the given task, as well as consistency in the job.
 Skill Variety

48
1. The management must ensure and revolve the major work in the job and provide them
with the workshop in order to make employees work more efficiently in the job.
2. The management must endow employees with different skill varieties and welcome
their creative ideas for the particular task or work.
 Task Significance
1. The management must boost and inspire employees at the SNS BATCO to establish
with good and better relationships with the colleagues in this way employees can see
how their work is influencing them and can feel good with their admiration for their
excellent work when deal with them.
2. The management should motivate employees to operate as more dynamic object so
that every single employee can come to know how much importance the quantity of
work the particular employee has in the work performed at the SNS BATCO.
 Autonomy
1. The management of SNS BATCO must have faith in their all employees and sanction
them by lowering the amount of nonstop regulations and commands and provide them
with more and more flexibility, responsibility to finish the properly in adequate time
and to overcome with their mistakes by themselves with any pressurizing.
2. The management must also make sure that the load of work provided to employees is
not so much and should be given multi task so it will be easy for them to complete
appropriately.
 Feedback
1. The management must offer all the employees with time to time feedback. This factor
is considered extremely by all the employees of SNS BATCO.
2. The employee’s evaluation and assessment must be done after every six months rather

49
carrying it out ever year.
3. The management of SNS BATCO must also consider to the openness for giving
feedback to all the employees from whatever conduct the employee feel the most
contented and motivated with it.
 PhysicalDimension
 Bonuses
1. The management must implement and put into an effect the system of equality at the
SNS BATCO by establishing the good performance system based bonus method
fairly for all the employees.
2. The management must motivate achievements internally between employees to
acknowledge which employees stand in first position to obtain high bonuses.
3. The management also makes sure that the employee who performs best in the given
task will be uniformly suggested for the bonus.
 Participation
1. The management must make sure at the SNS BATCO when an employee do their best
in the given task must endow with generous and sufficient praise publically.
2. The management must study ways of screening acknowledgment by establishing
vacations bonuses.
3. The management should create involvement in the work by conducting staff meetings
so that point of views and problem can be share. It will also help to generate many
new ideas to the work done in timelier manner.
 Understanding with the supervisorand the colleagues
1. The management must consider not only on the general communication but also how

50
it is communicated to the employees by taking in to measures like direct eye contacts,
language of the body and gesticulation in proper and adequate way so the employee
should not get threaten and feel friendly while communicating with managers.
2. The management should give freedom to communicate with the senior employees as
well as new colleagues so that level of comfort increases as well as the motivation to
do more work.
 Inducement
1. The management must create a system of reward and different incentives for
encouragement like praising them for their work, weekly or monthly performance
chart and putting the name of employees who did best in a task, providing them award
for the achieving the objectives of company.
2. Management must provide employees with non-financial and financial rewards.
 Salary
1. Money has proved to be best motivating factor for the employees of the SNS
BATCO. The management must endow employees with the deserving salary or the
yearly increment equally for every employee.
2. The management must provide them with good salary packages as money acts as a
personality for the employee as well and helps to fulfill their basic need for living to
satisfy them.
 DecisionMaking
1. The management must give full authority to employees in decision making in the
company for the task they perform. This helps to enhance creativity and give them
power to influence others as well.

51
It is a foremost duty of every management to keep employees of the company in appropriate
way by fulfilling their all basic needs. Pressurizing, pushing and forcing them for the work
will not help in good productivity or better outcome instead it will make them more
devastated and upset from the job. In result, they will perform poor; will show dissatisfaction
from the work and hence leave the job one day. The management must sure their employees
are receiving good feedback on the completion of the work, daily motivated for the work they
start, treat equally and fairly, to check what bothers them and what motivate them. when the
management is successful in motivation of employees they establishes the importance of job
for them.
They are the assets of the company to motivate them and to keep them completely satisfied
with each and everything will results in better outcome leading the company to attain very
goals and objectives in timely manner and to climb the ladder of success. The employees no
doubt ac as a competitive advantage for every company and management must successfully
motivate every employees of them.

52
Appendix (Questionnaires)
Job Diagnostic Survey
(Section-I)
My job offers me with : Disagree
Slightly
Disagree
Slightly
Agree
Agree
1. A great number of assortments (1) (2) (3) (4)
2. Permit and allocate me with prospects (1) (2) (3) (4)
to finish my task I start.
3. Deals with one that might influence (1) (2) (3) (4)
plenty of other groups by how sound the
effort is carried out.
4. Allow me be gone on my own to perform (1) (2) (3) (4)
work my own.
5. Supply me feedback on how sound I am (1) (2) (3) (4)
completing as I am effective.
6. Grant me with diversity of job. (1) (2) (3) (4)
7. Is organized so that I have an opportunity (1) (2) (3) (4)
to perform the work from start to conclusion.

53
8. Is comparatively noteworthy in the
company. (1) (2) (3) (4)
9. Bestow me with the chances for a
self-governing consideration and
achievements. (1) (2) (3) (4)
10.Bestow me with the chances to realize
how good I am performing. (1) (2) (3) (4)
11.Provides me with the prospectsto do
great deal of diverse entities. (1) (2) (3) (4)
12.Is positioned so that I might observethe
development through put their final
completion. (1) (2) (3) (4)
13.Is very considerable and momentous in the
broader design and systems. (1) (2) (3) (4)
14.Allow me with ease prospectsfor
self-determining and choice in how I
perform my job. (1) (2) (3) (4)
15.Allow me with the emotions and sensation
that I am familiar whether I am doing fine
or poor. (1) (2) (3) (4)

54
(Section-II)
My job : NI
Slightly
NP
Slightly
important
IMP
1. Offers me with the bonus on good
performance (1) (2) (3) (4)
2. Allow me complete participation in
Work (1) (2) (3) (4)
3. Endow me with better understanding
with the colleagues and manager. (1) (2) (3) (4)
4. Offer me with several attractive
inducement and motivation. (1) (2) (3) (4)
5. Provide me with contented wage. (1) (2) (3) (4)
6. Hours are pleasing and adequate. (1) (2) (3) (4)
7. Offer me to contribute in decision
making that influence me. (1) (2) (3) (4)
NI=not important
NP= slightly not important
IMP=important

55
(Section-III)
Disagree
Slightly
Disagree
Slightly
Agree
Agree
1. I get fed up if I have to work/task to do (1) (2) (3) (4)
2. This job means a lot to me. (1) (2) (3) (4)
3. Even if I get another job with more salary,
I would still consider working here. (1) (2) (3) (4)
4. My job actually offers me to learn more than
my major job statistic. (1) (2) (3) (4)
5. I like the working environment and feel
completely comfortable. (1) (2) (3) (4)
Thank you so much for filling up the questionnaire.
Your effort is appreciated.

56
Job Diagnostic Survey
(Questionnaire for the Manager)
Disagree
Slightly
Disagree
Slightly
Agree
Agree
1. With deserving salary. (1) (2) (3) (4)
2. Make sure they are encourage for particular
work or task. (1) (2) (3) (4)
3. Solve their problems when occur. (1) (2) (3) (4)
4. Communicate adequately. (1) (2) (3) (4)
5. Provide them with regular incentives. (1) (2) (3) (4)
6. Provide them with training for task. (1) (2) (3) (4)
7. Give them independence in decision making. (1) (2) (3) (4)
8. Provide them with good working hours. (1) (2) (3) (4)
9. Never stresses or push them to do task
if doesn’tknow. (1) (2) (3) (4)
10. Treat them as a family. (1) (2) (3) (4)
11. Never treat them harshly. (1) (2) (3) (4)
12. Provide complete balance between
job and work. (1) (2) (3) (4)
13. Consider them their major assets. (1) (2) (3) (4)

57
Thank you so much for filling up the questionnaire.
Your effort is appreciated.
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