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MO group assignment

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MO Group Assignment in motivation and change management

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MO group assignment

  1. 1. 1 | P a g e Table of content 1.0 Introduction to Ceylon Biscuits Limited.............................................................. 4 2.0 Employee Motivation in Ceylon Biscuits Limited................................................. 5 2.1 Motivational Theories those used in Evaluation............................................... 5 2.1.1 Designing Evaluation Questionnaire...................................................................6 2.2 Analysis and interpretation of the Evaluation........................................................ 7 2.2.1 Rank order of motivational factors .....................................................................7 2.2.2 Classification of factors according to Maslow’s hierarchy of needs....................... 7 2.2.3 Responses to statement in section C ...................................................................8 2.2.4 Graphical Illustration of individual factor averages............................................ 11 2.3 Recommendations ............................................................................................... 12 2.3.1 Salary............................................................................................................. 12 2.3.2 Opportunity for advancement & growth............................................................ 12 2.3.3 Recognition and appreciation of achievements. ................................................. 12 2.3.4 Training and development ............................................................................... 13 2.3.5 Performance appraisal..................................................................................... 13 2.3.6 Locus of control.............................................................................................. 14 3.0 Change Management strategies in Ceylon Biscuits Limited............................... 14 3.1 One of the Major Change Project in Ceylon Biscuits Limited’s sales force .......... 14 3.2 Proactive Change strategies in Ceylon Biscuits Limited...................................... 18 3.2.1 John Kotter’s Eight Steps and Ceylon Biscuits Limited...................................... 18 3.2.1 .1 Create sense of urgency............................................................................ 18 3.2.1.2 Form a powerful guiding coalition ............................................................. 19 3.2.1.3 Create uplifting vision and strategy............................................................ 19 3.2.1.4 Communication vision strategies ............................................................... 19 3.2.1.5 Remove obstacles and empower people to move......................................... 19 3.2.1.6 Create visible progress.............................................................................. 19 3.2.1.7 Consolidate improvement and produce still more change ............................ 19 3.2.1.8 In sectionalize new approaches.................................................................. 20 3.2.2 Kurt Lewin’s Change Management Model and CBL.......................................... 20 3.2.2.1 Unfreeze.................................................................................................. 20 3.2.2.2 Change .................................................................................................... 20 3.2.2.3 Refreeze................................................................................................... 20 3.2 Recommendations to improve Changes.......................................................... 21 Appendix ...................................................................................................................... 22
  2. 2. 2 | P a g e Questionnaire............................................................................................................ 22 References..................................................................................................................... 28
  3. 3. 3 | P a g e Executive Summary This is an independent group assignment done by our group members for the subject of Management of organization. We have used Ceylon Biscuits Limited for this assignment. CBL is the one of the most reputed food manufacturing Company in Sri Lanka and they export their products to more than forty countries. They always are doing innovative products. In this study ,we have studied How well does the Ceylon Biscuit Limited motivates its workforce and What are the principal mechanisms in use to motivate employees, do they fluctuate by grade? What are the main problems connected with using this type of motivation approach and how would you indorse that the organization remedies them Not only that we have studied, how would we designate the CBL readiness for change? Are proactive strategies in place to ensure that the CBL is well placed for future changes and how have major change projects been handled in the past and what recommendations do we have to improve the process going forward? We have got latest management, strategic management, Change management and Human resources management theories for this independent assignment not only that we have done a small independent research for motivates the CBL workforce.
  4. 4. 4 | P a g e 1.0 Introduction to Ceylon Biscuits Limited In Sri Lanka, Ceylon biscuit limited (CBL) is one of the biggest companies in Sri lanka and global world, CBL manufactures are well known in large numbers of brands in biscuits, confectionery, cereal, organic product and various kind of other manufactures. There is several kind of principal affect for the success of the company. There are over the 40 years of experiences, technology and leadership and the quality of the products. CBL is achieving their vision while becoming number one biscuit, chocolates and confectionary manufactures in Asia by developing work force and country. In Sri lanka market a lot of CBL brands market leader Munchee biscuits, Lanka soy, Ritz bury, Tiara, Go jelly and Samaposhas are some of the examples. Figure 1 CBL's Product Mix Ceylon Biscuits Limited Product Mix Biscuits Sweet Biscuits Crackers Puffs Savoury Biscuits Cream Biscuits Marie Cookies Assorted Herbal Wafers Carols Others Chocolates Chocolate Coated Biscuits Chocolate slabs Miniature Cateres Range Chocolate Coated Beans Chocolate Coated Balls Chocolate Coated Candy Bars Speacialty Chocolates Chocolate Coated Wafers Soya Based Products Chicken Flavoured Mutton Flavoured Seafood Flavoured Vegetarian Flavoured UnFlavoured Cakes Layer Cakes Portion Cake Sponge Cake Swiss Roll Cereal Products Breakfast Cereal Energy Cereal Cereal Pops Cereal Bars Jelly Ready to eat Jelly Kids Range Crystal Range Herbal Porridge Soups Organic Products
  5. 5. 5 | P a g e 2.0 Employee Motivation in Ceylon Biscuits Limited 2.1 Motivational Theories those used in Evaluation In the try to identify the specific forces which motivate employees, content theories focus on both Intrinsic (needs and motives) and extrinsic motivators (money and status) which can motivate Employees. Some of the most popular and best Known of these older content theories of motivation includes Abraham Maslow’s Hierarchy of needs theory, Aldermen’s ERG theory of motivation, Hertzberg’s two-factor theory and McClelland’s learned needs theory. As well as some of the most popular and well known process theories of motivation, Skinner’s Reinforcement theory, Luck and Latham’s Goal-Setting theory of motivation and Vroom’s Expectancy theory of motivation. According to the analysis of the theories of motivation we learned in the lectures, below factors having an impact on employee motivation.  Rewards - valued and performance are linked with employee.  Goal Setting - Challengeable goals and achievable.  Feedback - performances and progress of employees are informed while achieving the goals  Job characteristics - Job that is Inspiring and interesting.  Salary - As a influence.  Advancement and growth opportunities - within the organization.  Working conditions - Friendly working atmosphere, quality of equipment.  Recognition and appreciation -According to the performance and accomplishment  Training and Development -increase skills and capability to improve performance  Job responsibility - accountable for own work  Job security- future job security within the organization.  Performance Appraisals –Effectively measure employee performance throughout the work.  Leadership – a reliable and respectful leader who leads the team.
  6. 6. 6 | P a g e Factors of motivation identified during the analysis of the different theories of motivation. Motivating Factors Maslow Hierarchy of needs Hertzber g -Two factor Theory ERG theory McClelland learned needs Equity Theory Reinforcemen t theory Goal - Setting Theory Expectancy theory 1. xxx xxx xxx xxx Xxx xxx 2. xxx xxx Xxx Xxx xxx 3. xxx xxx Xxx xxx Xxx xxx 4. xxx xxx xxx Xxx Xxx xxx 5. xxx xxx xxx 6. xxx Xxx 7. xxx xxx xxx 8. xxx xxx xxx Xxx xxx xxx 9. xxx xxx Xxx xxx 10. xxx xxx xxx Xxx xxx 11. xxx xxx xxx 12. xxx Xxx xxx 13. xxx xxx xxx Xxx xxx xxx Xxx xxx Table 1 Factors of motivation As per the research ,estimation that is fair to state that the extent to which these aspects are provided for in the organization would serve as an precise measurement tool to assess the extent to which employees in the organization are motivated. 2.1.1 Designing Evaluation Questionnaire Questionnaire is created according to following sections, Section A, which is aimed to get the demographic information of the systems. Section B is to identify the importance of the factors of motivations and to identify the deference and commonalties with motivation theories. Section C, Aimed to measure the factors of motivation provided in the organization and to determine the level of motivation within the organization employees. Finally Section D aimed each individual employees’ focus of control to identify the relationship exist between their focus of control and their employees level of motivation.
  7. 7. 7 | P a g e 2.2 Analysis and interpretation of the Evaluation 2.2.1 Rank order of motivational factors Factor Rank Reward 8 Goal Settings 9 Feed Backs 10 Job Characteristics 7 Salary 1 Advancement & Growth 4 Working Conditions 11 Recognition & Appreciation 05 Training & development 03 Job responsibility 12 Job Security 2 Performance appraisals 13 Leadership 6 Table 2 Rank order of motivational factors 2.2.2 Classification of factors according to Maslow’s hierarchy of needs Rank 1 2 3 4 5 6 7 8 9 10 11 12 13 MotivationFactors Salary JobSecurity TrainingandDevelopment Advancement&grown Recognition&appreciation Leadership Jobcharacteristics Performancerelatedrewards Goalsettings FeedBacks WorkingConditions JobResponsibility PerformanceAppraisals Lower Order Needs X X X
  8. 8. 8 | P a g e Higher Order Needs X X X X X X X X X X Table 3 Classification of factors according to Maslow’s hierarchy of needs When results compared with the Maslow’s hierarchy of need , results are indeed very interesting. This Figure indicating classification of factors according to the Maslow’s hierarchy of needs on to lower – order or higher order. Salary and Job Security is to ranked factors on lower order need. It shows significant motivational importance to the employees. Other factors all in the higher order need, while only exception is working condition. 2.2.3 Responses to statement in section C Statement Rewords Disagr ee Agree 1 Your organization’s current incentive scheme motivates you to perform better 25% 75% 2 Your organization is aware of what rewards employee value as important 17% 83% Goal setting Disagr ee Agree 3 You feel the goals you are supposed to achieve are realistic and attainable 13% 87% 4 You assist your manager/supervisor in setting your goals 31% 69% Feedback Disagr ee Agree 5 You receive adequate feedback from your manager/supervisor 30% 70%
  9. 9. 9 | P a g e 6 Feedback from your manager/supervisor is clear and directed at improving your performance 24% 76% Job Characteristics Disagr ee Agree 7 Your job is both interesting and challenging 15% 85% 8 Employees are rotated in the organization in order to learn new task 25% 75% Salary Disagr ee Agree 9 You are of the opinion that your salary is market related 47% 53% 10 You feel that your current salary motivates you to perform? 60% 40% Opportunity for advancement & growth Disagr ee Agree 11 There are good promotion opportunities for employee within your organization 39% 61% 12 The advancement and growth opportunity within the organization motivates you to perform better? 32% 68% Working Conditions Disagr ee Agree 13 You are provided with the necessary equipment to adequately perform your duties 05% 95% 14 You have a pleasant working environment? 15% 85% Recognition and appreciation Disagr Agree
  10. 10. 10 | P a g e ee 15 You receive recognition for your achievements from your manager/Supervisor 28% 72% 16 Employee achievements are publicized throughout the organization 51% 49% Training and development Disagre e Agree 17 You receive ongoing training to improve your ability and skills? 52% 48% 18 You are cross-trained in order to perform duties in other department 77% 23% Responsibility Disagre e Agree 19 Your manager/ supervisor lets you take responsibility for the task you perform 05% 95% 20 Your manager/Supervisor allows you to make your own decisions on how to perform your task in order to achieve your goals? 12% 88% Job security Disagre e Agree 21 You have no fear about the financial stability of the organization 16% 84% 22 You feel secure about your within the organization 19% 81% Performance appraisals Disagre e Agree 23 You feel that the current performance appraisal system used. Adequately measure your turn 53% 47%
  11. 11. 11 | P a g e performance 24 Your current performance appraisal system motivates you to achieve your goals and improve your performance 48% 52% Leadership Disagre e Agree 25 You receive adequate guidance and support from your manage/supervisor 23% 77% 26 Your supervisor/ Manager is trustworthy 21% 79% Table 4 Responses to statement in section C 2.2.4 Graphical Illustration of individual factor averages Figure 2 Graphical Illustration of individual factor averages 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Disagree Agree Agree Benchmark
  12. 12. 12 | P a g e 2.3 Recommendations 2.3.1 Salary Base on Evaluation, salary is a sterility aspect and not a motivator and also the evaluation exposed that sterility factors unable to motivate employees. This will lead to employee unhappy if these factors are not sufficiently provided. Consequently it remains important not to desertion any of the sterility factors. Also study has decided that job features, ranked as the 02nd most important factor of motivation, and working conditions, which are both sterility factors, are more than sufficiently provided for by the organization. Investigation also exposed that employees will equate their salaries with their peers to establish if they are fairly or equability rewarded. 2.3.2 Opportunity for advancement & growth This is a crucial factor when we examine the Opportunity for advancement and growth for employee development. Furthermore it is vital to create organizational commitment towards, opportunities may equally and create sense of fairness among employees also the promotions according to the ranks should be highlighted and employees should prepared for next level training programs and development mentorship programs. On the other hand organization should always communicate future expansions. This will avoid the employees from being de motivate from poor communications. . 2.3.3 Recognition and appreciation of achievements. Recognition and appreciation is one way to encourage employees, this will leads achievements. According to Maslow’s hierarchy of need it categorized under esteem need, Furth all humans have a need to be respected, to have self-esteem self-respect and to respect. Esteem presents the normal human desire to be accepted and valued by others. These include ones internal needs foe self-respect, autonomy, and achievement as well as ones external for status and recognition. This must be practice through the entire organization; some of the recognitions will make them high flyers and build loyalty.  Post a thank you note on an employee door
  13. 13. 13 | P a g e  Take a time to explain to new employees the norms and culture of your department.  Give special assignments to people who show creativity.  Arrange for a team to present the result of its result of its efforts to upper management.  Encourage and recognize staff that pursues continuing education.  Acknowledge individual achievement by using employees name when preparing stus repot.  Make a thank you card by hand.  Select the best achiever and reward. It is vital that all achievements are immediately identify by management and support them maximum and make them satisfying, while the feeling of achievement is still fresh in the mind. 2.3.4 Training and development Training and development is major topic of organization when concern proper strategies for improve Knowledge Skills &Attitude (KSA). At the present staff expect, the organization will arrange privileges for training and development according to First in First Serve (FIFS) method. As a result T&D is support to enhance (KSA) individually and organization therefore it is beneficial for both parties The major purpose of training, enhance their abilities, which will also enhance stride of organization to achieve above achievement. Organization must arrange more Sector Education and Training Authority (SETA) seminars for employees to implementing sector skills plans, learner ships, Qualifications frameworks, Quality assurance etc. E-training also aims at enhancing KSA of present employee. E-Training officer can develop e training system of organization e.g. intranet, it can be made the rest of the organization, promote internet efficiency and improve productivity of organization 2.3.5 Performance appraisal It is processed of review of achievement goals of organization including employees’ work behaviors by comparing present standards. It shows where improvements are
  14. 14. 14 | P a g e needed. Organization performance appraisal can determine who need, which training they need, it must evaluate of iniquity among employees, because it effects to organization performance In here according recommend score card system improve with correct performance evaluation method. Score card system can use claims per day, rejection per day, average of debtors, rand value collected per week etc. This type of appraisal systems help to enhance employee motivation and employee can monitor themselves also this appraisal system be used as an organization reward 2.3.6 Locus of control Stimulate and control of internal is one of recommendation. Employee satisfaction and productivities are indicating that employee’s internal locus of control. Individual loci of control can be altered which involve to implication of external and internal orientations for individuals. 3.0 Change Management strategies in Ceylon Biscuits Limited 3.1 One of the Major Change Project in Ceylon Biscuits Limited’s sales force What is organizational change in General management? Organizational change is about significant strategic changes in profitable companies are which many employees are impacted. It is not about change of an individual manager or daily change.
  15. 15. 15 | P a g e Figure 3 Types of changes in organization. In order structure, field sales managers have to pay their attention one product only. But in the new structure, they have to consider about three product categories why CBL`s management do this. because there was no much attention to cake and chocolate categories so CBL`s aim is to provide more attention on chocolate and cakes in get more profit from this category. Figure 4 Normal Top Management Types of Changes in Organization. Re- Structuring(c hangingthe organizationa l structure and reporting lines) Re- Engineering(c hangingthe processes the way work is done) Mergers and Acquistion(ch angingthe identities of organization) Strategy change(chang ingthe priorities and ultimate direction and purposes.) Cultural change(chann ging values, attitude) Group General Manager National Sales Manager (Biscuits) National Sales Manager (Chocolate and Cakes) National Sales Manager (Soya based foods and Samaposha) National Sales Manager (Modern Trade)
  16. 16. 16 | P a g e Figure 5 old sales force structure CBL uses special extraordinary sales force hierarchy to solve their problems. There are four new designations in the newest structure. In the present, there`s no sales reprentatives in CBL. Sales reprentatives change as fumitory sales officers by doing this kind of new titles employees motivates and it helps to gain job satisfaction for the example, Sri Lankan people call REPA for sales for sales reprentatives. But now in CBL, there is no any sales reprentatives; they are officers, Job satisfaction of the sales representatives. Feild sales Manager Biscuits (western ) Area sales Managers 08 Sales supervisors 21 sales Repesentatives 121 Feild sales Manager Biscuits (Northern) Feild salesManager Soya based products and Samaposha (Southern) Feild salesManager Soya based product and Samaposha (Nothern)
  17. 17. 17 | P a g e Figure 6 New sales force structure Affect positively for CBL and customers as well. Because they can directly deal with customers through this process, sales reprentatives can get customers idea about the job, they don`t tend to do additional tasks, which help to succeed like training another sales reprentatives. As examples dissatisfied employees not offer to volunteer for committees that plan the annual company co-operate social responsible projects. In new structure, there is a regional sales manager, deputy territory managers and senior territory sales officers. Employees can develop their careers through these new Field salesManager Biscuits,Chocolate,C akes,soya based products and Samaposha (western and Southern) Regional Sales Manager 02 Area sales Managers 07 Deputy Territory Manager 03 Sales supervisors 18 Senior Territory sales officer 08 Territory sales officer 152 Field salesManager Biscuits,Chocolates, soya based products and Samaposha (Central) Field salesManager Biscuits,Chocolates, soya based products and Samaposha (Eastern) Field salesManager Biscuits,Chocolates, soya based products and Samaposha (Nothern)
  18. 18. 18 | P a g e positions, because their carrier path is very clear in CBL. Currently Sri Lankan job market is very competitive. CBL has to compete with other competitive products in the fast moving consumer goods industries. (FMCG). CBL should plan more in the way of career development. Because every employee thinks about the advancement in financial compensation. According to the idea of CBL`s change agent they believe employees can become brand ambassadors of CBL products. Management of the CBL hope that employees will build up CB`s reputation. The new structure of the CBL is very important for the employees and company to achieve either professional target and personal targets. CBL`s main target is focus on chocolate and cake. According to the earlier sales structure they are not FSMS for chocolates and cake before. In old structure, sales managers focus only one categories now they are considering about three products. Change management principal are applicable here. Because FMGS are resisting to change their work. According to that, they have to study about other products and their details also. 3.2 Proactive Change strategies in Ceylon Biscuits Limited 3.2.1 John Katter’s Eight Steps and Ceylon Biscuits Limited 3.2.1 .1 Create sense of urgency CBL’s top management had recognized following things.  Thin career pathway in the sales force  Not as much of profits from Chocolate and Cakes Group  Less focus on increasing considerable sales areas  Increasing new market chances  Cost is very high for continue their sales force For those causes CBL’s Top management was seeing for change.
  19. 19. 19 | P a g e 3.2.1.2 Form a powerful guiding coalition From chairman to bottom sales representative try to change effect CBL has instilled coalition with HR people in company and market people in the company few sales representative also members on this change coalition. 3.2.1.3 Create uplifting vision and strategy. The aim of the company is to acquire more market share than other competitive products. They have built up long term and short term objectives to archive the target finally they converted these objectives as individual target. 3.2.1.4 Communication vision strategies CBL communicate their change efforts in annual sales meetings monthly progress analysis meeting and quarter meetings. they hope to get suggestion of employees by using various methods . The company uses communications system effectively 3.2.1.5 Remove obstacles and empower people to move As we know people always resist ton change. But CBL use some strategies to avoid resistance. CBL create more career opportunity via the organization. Employees tend to achieve something with the change. 3.2.1.6 Create visible progress. CBL gives a lot of benefits for their employees with the change effort. Such as new designation and visible career path and Gives chance to deal with new technology as well as mental relaxation also Increase allowance and other benefits. 3.2.1.7 Consolidate improvement and produce still more change CBL always looking for new blood to keep their change effort more of effective manner further, company is using kaizen suggestion scheme to reach for the improvement of change effort. They select low and middle level employees, who one engages in change effort system. Because they are result oriented personality as a future changes agents. CBL is always in alert. What is the right thing and who needs to improve?
  20. 20. 20 | P a g e 3.2.1.8 In sectionalize new approaches CBL`s top management always looking for giving award to original change coalition committed and courage in annual general meetings. CBL has introduced this change effort to new employed in the orientation and they tell about their success stories about the change 3.2.2 Kurt Levin’s Change Management Model and CBL This is one of the key theoretical concepts of change management. Kurt Lewin is the founder of this model. This model is very useful for each and every organization, When mange the change situations in effective and efficiency way. . There are main three steps in this model: Unfreeze, Change and Refreeze. 3.2.2.1 Unfreeze This change occurred due to the change of sale force structure at Ceylon biscuits limited. This was not a sudden change, the company was prepared. There are many positive impacts in this change situation. 3.2.2.2 Change CBL had to go through this changing process due to the change the sale force structure which was a updated, communicated and reactive one. Therefore the company had to absorb this change according to their plan. Here at CBL have lot of strengths, like; they have innovative and effective sales force, they have god brand name. They use new technologies etc. 3.2.2.3 Refreeze This is the third stages of the Kurt Levin’s model. This step provides guidance on how to move with people to change. CBL had made more opportunities to grow their employees in the organization.. They give lot of facilities to employees and not only that management got ideas from their sales force. They use the kizzen theory for sustain this change situation. Finally they reward their people.
  21. 21. 21 | P a g e 3.2 Recommendations to improve Changes The new structure of the CBL is very important for the employees and company to achieve their professional target and personal targets. CBL`s main target is focus on chocolate and cake. According to the earlier sales structure they are not FSMS for chocolates and cake before. In old structure, sales managers focus only one category now they are considering about three products. Change management principal are applicable here. Because FMGS are resisting to change their work. According to that, they have to study about other products and their details also
  22. 22. 22 | P a g e Appendix Questionnaire Section A: Express your choice by making the appropriate block with an (X) Management Level Employees (National sales manager, Field Sales manager, Regional sales manager, Area sales manager, Deputy territory manager) Sales supervisors Senior territory sales officer Territory sales officer Section B: Rank importance of aspects of motivation Rank all the following thirteen factors of motivation in order of critical to you. as an example: the factor that in your opinion will motivate you the most will be ranked as number 1. Factors of motivation Rank Order 1 Rewards-that are linked to performance and valued by the employee 2 Goal setting-Goals that are challenging but achievable 3 Feedback –that informs employees of their level of performance and progress towards achieving your goals 4 Job Characteristics-a job that is interesting and challenging 5 Salary- what you are paid monthly 6 Advancement and growth-opportunities within the organization 7 Working condition- quality of equipment, office environment etc. 8 Recognition and application- of employee achievement and performance 9 Training and development- to enhance skill and ability to improve performance
  23. 23. 23 | P a g e 10 Job responsibility- responsible for own work 11 Job security- confidence about future within the organization 12 Performance Appraisals-that is non-subjective and accurately measures an employee’s performance level 13 Leadership- a trustworthy and respectful leader who leads by example Section C: Factors of Motivation Please complete the questionnaire with an (x) what extent each of the following statements is true Statement Rewords Strongl y Disagr ee Disagr ee Agree Strongl y agree 1 Your organization’s current incentive scheme motivates you to perform better 2 Your organization is aware of what rewards employee value as important Goal setting Strongl y Disagr ee Disagr ee Agree Strongl y agree 3 You feel the goals you are supposed to achieve are realistic and attainable 4 You assist your manager/supervisor in setting your goals Feedback Strongl y Disagr ee Agree Strongl y agree
  24. 24. 24 | P a g e Disagr ee 5 You receive adequate feedback from your manager/supervisor 6 Feedback from your manager/supervisor is clear and directed at improving your performance Job Characteristics Strongl y Disagr ee Disagr ee Agree Strongl y agree 7 Your job is both interesting and challenging 8 Employees are rotated in the organization in order to learn new task Salary Strongl y Disagr ee Disagr ee Agree Strongl y agree 9 You are of the opinion that your salary is market related 10 You feel that your current salary motivates you to perform? Opportunity for advancement & growth Strongl y Disagr ee Disagr ee Agree Strongl y agree 11 There are good promotion opportunities for employee within your organization 12 The advancement and growth
  25. 25. 25 | P a g e opportunity within the organization motivates you to perform better? Working Conditions Strongl y Disagr ee Disagr ee Agree Strongl y agree 13 You are provided with the necessary equipment to adequately perform your duties 14 You have a pleasant working environment? Recognition and appreciation Strongl y Disagr ee Disagr ee Agree Strongl y agree 15 You receive recognition for your achievements from your manager/Supervisor 16 Employee achievements are publicized throughout the organization Training and development Strongl y Disagre e Disagr ee Agree Strongl y agree 17 You receive ongoing training to improve your ability and skills? 18 You are cross-trained in order to perform duties in other department Responsibility Strongl y Disagre e Disagr ee Agree Strongl y agree
  26. 26. 26 | P a g e 19 Your manager/ supervisor lets you take responsibility for the task you perform 20 Your manager/Supervisor allows you to make your own decisions on how to perform your task in order to achieve your goals? Job security Strongl y Disagre e Disagr ee Agree Strongl y agree 21 You have no fear about the financial stability of the organization 22 You feel secure about your within the organization Performance appraisals Strongl y Disagre e Disagr ee Agree Strongl y agree 23 You feel that the current performance appraisal system used. Adequately measure your turn performance 24 Your current performance appraisal system motivates you to achieve your goals and improve your performance Leadership Strongl y Disagre e Disagr ee Agree Strongl y agree 25 You receive adequate guidance and support from your
  27. 27. 27 | P a g e manage/supervisor 26 Your supervisor/ Manager is trustworthy Section D: Locus of control Listed below are 10 factors that might have hampered your career or which have had a restricting or negative effect on your own performance Mark only the top 5 reasons by placing an(x) next to the factor I would have been more successful if? 1 I had better/more skills and abilities 2 I received the support I needed 3 I had more knowledge or experience 4 Communication in the organization was better 5 I tried harder, put in more real effort 6 I received more encouragement and recognition 7 I made less errors 8 Management(my senior) were more effective 9 I had more motivation and interest 10 I had more opportunities to prove myself Thank you for your time in with this questionnaire
  28. 28. 28 | P a g e References Robbins.S.P and Judge.T.A (2013) Organizational Behavior. San Diego state university, Perason publishers http://www.muncheelk.com/ http://www.kotterinternational.com/the-8-step-process-for-leading-change/ Mello J.A (2006).Strategic Human Resource Management, south- western Cengage Learning, USA Kotter J.P (1996), Leading Change, Harvard Business Press, USA http://www.change-management-coach.com/kurt_lewin.html

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