Motivational techniques influence on IT employee performance

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International Journal of Management (IJM)
Volume 11, Issue 11, November 2020, pp. 3822-3828, Article ID: IJM_11_11_377
Available online at https://iaeme.com/Home/issue/IJM?Volume=11&Issue=11
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: https://doi.org/10.17605/OSF.IO/EU8FM
© IAEME Publication Scopus Indexed
MEASURING THE INFLUENCE OF
MOTIVATIONAL TECHNIQUES ON
EMPLOYEE PERFORMANCE AND LEVEL OF
SATISFACTION WITH REFERENCE TO IT
SECTOR IN CHENNAI
P.M. Sathyaseelan
Research Scholar, Department of Business Administration
H.H. The Rajah’s College (Autonomous), (Affiliated to Bharathidasan University)
Pudukkottai, Tamil Nadu, India
Dr. P. Gnanasekaran
Assistant Professor and Head,
Research Department of Business Administration,
H.H. The Rajah’s College (Autonomous), Pudukkottai, Tamil Nadu, India
ABSTRACT
The current study is titled “Measuring the influence of Motivational techniques on
employee performance and level of satisfaction with reference to IT Sector in Chennai”.
Selected staff from employees from selected information sector in Chennai, at various
positions was used in order to examine and analyze the factors which contribute to
employee performance levels. The independent variables in this case are motivation,
perceived usefulness and perceived ease of use. The dependent variable is employee
performance. Questionnaires were distributed among respondents who are employed in
the information sector. The resulting data was processed through frequency analysis,
reliability analysis, descriptive analysis, correlation analysis and regression analysis
by using SPSS version 21. The findings reveal that there exists a positive significant
relationship between all the independent variables and the dependent variable, which
is employee performance. The Research hypothesis is supported.
Key words: Employee Motivation, Perceived Usefulness, Perceived Ease of Use,
Public Sector Employees, Employee Performance
Cite this Article: P.M. Sathyaseelan and P. Gnanasekaran, Measuring the Influence of
Motivational Techniques on Employee Performance and Level of Satisfaction with
Reference to IT Sector in Chennai, International Journal of Management (IJM), 11(11),
2020, pp. 3822-3828.
https://iaeme.com/Home/issue/IJM?Volume=11&Issue=11

Measuring the Influence of Motivational Techniques on Employee Performance and Level of
Satisfaction with Reference to IT Sector in Chennai
1. INTRODUCTION
Motivation is one of the most important factors for any organization. According to Thompson
and McHugh (2002), it is one of the five factors that determine the existence of any
organization, as they put motivation on an equal footing with men, money, machines, and
morale. Determining and understanding the factors that motivate employees is an essential
need, since the performance of any organization depends on the availability of a satisfied and
motivated workforce. Moreover, motivation can influence managers‟ effectiveness as,
according to Analoui (1999-2007), motivation is one of the parameters of managerial
effectiveness. Consistent with the previous opinion, Gage and Berliner (1992) consider
motivation as the engine and the steering wheel of a car, as they believe that motivation
generates the energy and controls the behavior of any person.
It is important to commence this research by displaying the different definitions of job
satisfaction which may help in understanding this complex human phenomenon. The term
„satisfaction‟ is normally used to describe the status of people when their needs have been
fulfilled. However, the term „job satisfaction‟ has been defined in numerous ways according to
numerous points of view and no one can claim that there is an ideal definition that can be used
by all researchers. However, it can be said that definitions of job satisfaction centralize on two
main dimensions. The first dimension is focusing on the factors or conditions that give rise to
the feeling of happiness or satisfaction. For example, Hop pock defined job satisfaction as “Any
combination of psychological, physiological, and environmental circumstances that cause a
person to say, I am satisfied with my job.” (1935: 47). Porter and Lawler defined it as “the
extent to which rewards actually received meet or exceed the received equitable level of
rewards.
On the other hand, several previous studies defined work motivation by linking it to
organizational goals. For example, Okoth and Florah (2019) tried to define employee
motivation in several ways. Mainly, they claimed in their research that “employee motivation
supports companies by creating a competitive advantage over the competitors by motivating
workers to work towards a specific goal” (Okoth & Florah, 2019, p. 2). According to previous
researches, they defined it as the “attribute that moves us to do or not to do something; a drive
that defines behavior, purpose, and direction” (Okoth & Florah, 2019, p. 2). Added to that,
employee motivation is also explained as the tendency to react in a specific way to attain
specific goals. It can also push employees to exert extra effort for the wellbeing of the
organization if they are given the motivators to work better according to their needs (Okoth &
Florah, 2019). Furthermore, employee motivation can also be interpreted as a “psychological
process that energizes and maintains human activity in relation to work, task or project”
(HITKA, RÓZSA, POTKÁNY, & LIŽBETINOVÁ, 2019, p. 3). According to their paper
published in 2018, Michelle De Sousa Sabbagh, Ophillia Ledimo, and Nico Martins explain
employee motivation as the effort exerted by employees to reach organizational objectives; it’s
the efforts they are willing to put given the fact that their needs are satisfied at the same time
(Sabbagha, Ledimo, & Martins, 2018). “It is the feeling, effort, energy, and driving force an
employee uses to accomplish individual and/or organizational goals” (Sabbagha, Ledimo, &
Martins, 2018, p. 1). Workers will be pushed forward to exert extra effort at work if their own
needs, interests, and goals are acknowledged. The science of organizational behavior describes
motivation as the forces that are within employees that define to what extent they are able to
work, and at the same time, their persistence for accomplishing organizational tasks (Sari,
Mulyani, & Sari, 2019). Hence, the above-mentioned viewpoints link work motivation to
organizational goals and companies’ competitive advantage.

P.M. Sathyaseelan and P. Gnanasekaran
Hence, in this manner, we have two mains polls: motivation is mainly about the inner
triggers that employees have to accomplish a specific goal, and on the other hand, goals or
mainly organizational goals stand primarily behind the motivation that is found in individuals.
Given these two main extremes, a significant theoretical gap can be distinguished, and a
remarkable question would arise:
2. REVIEW OF LITERATURE
Yan-Hong Yao et al (2014) explore the influences of leadership and work stress on employee
behavior, and the moderating effects of transactional and transformational leadership on the
relationship between work stress and employee negative behavior. The results showed that there
is a positive correlation between work stress and employee negative behavior. Transformational
leadership has negative impacts on work stress and employee behavior, whereas transactional
leadership has positive influences. Attar and Rateb J. Sweis (2010) explored the relationship
between IT adoption and job satisfaction from the perspective of Jordanian contracting firms.
They used multiple regression models to test the hypothesis. The results reveal that investment
in information technology will raise the employee job satisfaction. Authors suggested the
organization to give managerial support in IT adoption. Paul G. Mitchell(2007) studied about
the effects of technology on work and personal lives of middle level managers of the Fairfax
county police department. The results revealed that technology doesn't have a negative effect
on those surveyed. Technology allows for speed and ease of task completion. The author
recommended the department to help the managers in overcoming the challenges of emerging
technologies and to have a balanced work and personal life.
In their study, Okoth and Florah (2019) examined several variables for employee motivation
that might be the key for triggering employees to work harder, such as “salaries and benefits,
employee recognition, job satisfaction and job security, and training and development” (Okoth
& Florah, 2019). “Employee motivation differs from person to another and is affected by
various motivational factors” (HITKA, RÓZSA, POTKÁNY, & LIŽBETINOVÁ, 2019, p. 3).
This is due to the fact that every employee has a unique character and personality; every
employee comes from a different cultural background and generation gaps do exist between
employees in the same organization. Hence, it is crucial for employers to be able to allow their
employees from different backgrounds and characteristics to work harder at work. Those
employees who are gratified at work are well motivated and committed to their organizations
and have a passion for contributing positively to the performance of their organizations.
Employee performance is influenced by numerous aspects; mainly technological advancement
and globalization which is giving credits to intellectual skills on the account of physical work.
Companies strive to find ways in order to motivate their employees. Many studies have been
done in this manner in order to find what might motivate employees to work harder. Yet, many
companies use rewards as a means to motivate their employees. Organizational rewards were
set by companies in order to push forward their staff to work harder and attain further
organizational strategic targets. Two kinds of rewards exist, monetary and non-monetary
rewards; remarkably “previous psychology research papers claim that nonmonetary rewards
exert greater outcomes on employee motivation” (Sureephong, Dahlan, Chernbumroong, &
Tongpaeng, 2019, p. 3). In addition to that, non-monetary rewards help in decreasing the level
of stress that employees may have at work, and at the same time, such rewards may elevate the
employees’ self-confidence which could have direct results on the profitability and
competitiveness of the companies where they are working. Yet on the other hand, “monetary
rewards usually decrease teamwork performance as employees focus primarily on individual
cash gains” (Sureephong, Dahlan, Chernbumroong, & Tongpaeng, 2019, p. 3). Nevertheless,
in their research paper, Sureephong, Dahlan, Chernbumroong, and Tongpaeng (2019) claim
that previous researches proved that not all kinds of money-related rewards may have a good

influence on employee motivation. Remarkably, a specific non-monetary reward may be able
to motivate an employee while it might fail to motivate the other; even if these two employees
work in the same company. This is due to the fact that every employee has a preferable kind of
motivator. For example, some employees might have greater self-esteem if they get promoted
or are handled extra tasks at work (due to their positive performance in the past); while other
employees might get demotivated and feel burned out since a promotion would mean more
responsibilities and more accountability.
3. OBJECTIVES OF THE STUDY
The main objectives of this research are as follows.
• To know the impact of training and motivation on performance of employees in
Information sector.
• To examine the role of training and motivation in enhancement of employee’s
performance in Information sector.
4. METHODOLOGY
This study aims to identify the impact of motivation and training on performance of employee
and determines the other factors that affect the performance. The prime focus of this study is to
carry out to identify the effect of training on performance of employee. The contribution of
other factors is enhancing the performance of employees. To measure the relationship and
identify the impact of training on employee’s performance, some statistical tools or techniques
are applied on data like Pearson correlation and regression analysis through SPSS software.
The procedure used for data analysis is significant. The instrument used for data collection
is structured questionnaire which is the primary source of data collection. The data has been
dealt using the SPSS software. After compiling the output of questionnaires the variables are
entered in software and the data is also entered. There are some statistical techniques are applied
on data to find out the results. In the first instant reliability statistics analysis measured to find
out the data is reliable or not. In the second instance descriptive statistics analysis is measured
to check the mean and standard deviation for the variables. Correlation is the statistical
technique which is applied on data to gauge the relationship between the training, motivation
and employees performance. Regression is the statistical technique applied on data to measure
the impact of training and motivation on performance of employees in the organizations.
4.1. Reliability Statistics Analysis
Table 1 Reliability Statistics Analysis
Variables Chronbach’s Alpha N of Items
Performance 0.376 3
Training 0.679 5
Motivation 0.475 5
Table 1 show the reliability analysis of all the variables, the value of chronbach’s alpha
0.376 for performance and 0.679 for training and 0.475 for motivation.

4.2. Descriptive Statistics Analysis
Table 2 Descriptive Statistics Analysis
Variables Mean Std. Deviation N
Performance 1.7700 0.48477 100
Training 2.1440 0.62609 100
Motivation 2.3720 0.61168 100
Table 2 provides the information about descriptive statistics of the variables. N denotes
the total number of sample which is taken for analysis. The standard deviation and averageis
also shown in above table. Performance has the mean of 1.7700 with standard deviation of
0.48477. The mean of training is 2.1440 and standard deviation is 0.62609. Thestandard
deviation of motivation is 0.61168 and mean is 2.3720.
4.3. Pearson Correlation Analysis
Table 3 Pearson Correlation Analysis
Performance Training Motivation
Performance
Pearson Correlation 1 0.321**
0.092
Sig. (2-tailed) .001 .365
N 100 100 100
Training
Pearson Correlation 0.321**
1 0.214*
Sig. (2-tailed) .001 .032
N 100 100 100
Motivation
Pearson Correlation 0.092 0.214*
1
Sig. (2-tailed) .365 .032
N 100 100 100
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Table 3 shows the correlation between the independent and dependent variables. According
to the calculated values, performance of employees has positive correlated with training and
motivation, as 0.321 and 0.092 respectively. On the other hand, positive correlation is found
between training and motivation. It is concluded that if employees are adequately provided
training, they perform better and their performance is increased as proven by primer data.
Training, motivation, (if provided effectively) has a Positive effect on performance.
As per relationship between the independent variables, based on Pearson Correlation, the
values of relation between independent variables in this study are less than 0.70 indicating that
correlations between each of independent variables are not too high. But the relationship is
found positive and training and motivation increases more the performance of employees. There
is direct relationship between employee’s performance and both training and motivation. The
hypothesis H1 and H2 are accepted.
5. CONCLUSION & FUTURE DIRECTION
The relationship of independent variables with dependent variables is also examined. All
factors, two factors found to be positively related with performance of employees. This study
provides some information regarding that two factors are positively correlated with
performance of employees in the given organizations. All these factors have direct relationship
with performance. An increase in any of independent variable will cause increase in
performance. There are two factors (training and motivation), each factor play a key role in
increase in overall performance, and all these factors influence the performance of employees.

A sample of 100 employees from the above mentioned organization is taken. The principal data
collection instrument is structured questionnaire, chosen to determine the performance of
employees. Training contributes greatly to performance, after finding the answers of
questionnaires some statistical techniques are applied like Pearson correlation and regression
analysis to find out the results in meaningful way that can help the organizations in future. The
statistical techniques are applied on data through SPSS software and get the results. All the
correlation results are positive so that on the basis of those results training increases the
performance and performance have positive relationship with training, motivation. The
research concludes that if the organization having good training plans for employees can
enhance the performance of employees that is helpful in increase in performance of employee
as well as of organization. All the organization that wants to enhance their employee
performance should focus on training, motivation of employees to achieve higher performance
levels. This study concludes that training contributes greatly to employee’s performance in
comparison with other factors like motivation, technology, management behavior, working
environment in information sector.
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