A STUDY ON INFLUENCE OF JOB SECURITY ON MOTIVATION IN KSEB - MASTER THESIS

A STUDY ON INFLUENCE OF JOB SECURITY ON
MOTIVATION IN KERALA STATE ELECTRICITY
BOARD LTD.
A project report submitted in partial fulfilment of requirements for the award of
Degree in Master of Business Administration
of
University of Kerala
(Credit and semester system)
BY
Priscilla Dhakal
(Reg.No. MGT1505041)
Faculty Guide Project Guide
Mrs. Jayalekshmi U. N S Rajendran
Faculty Special Officer Revenue
IMK KSEB Ltd.
INSTITUTE OF MANAGEMENT IN KERALA
UNIVERSITY OF KERALA, KARIAVATTOM CAMPUS
THIRUVANANATHAPURAM, KERALA- 695581
JULY 2017

DECLARATION
I hereby declare that the Project Work titled “A Study on influence of job security on
motivation” is the original work done by me and submitted to University of Kerala in
partial fulfilment of requirements for the award of Master of Business Administration
under the supervision of Mr. N S Rajendran of KSEB Ltd. All the information in the
project work entitled has been obtained and presented in accordance with the academic
rules, regulations and conduct. To the best of my knowledge no part in this dissertation
has been submitted for any Degree or Diploma to this University or any other
University or Institute. Any errors in fact or interpretation in the dissertation are purely
the fault of the researcher.
07-07-2017 Priscilla Dhakal
Kariavattom (Reg.No. MGT1505041)

Dedicated to
my father Jhamak Lal Dhakal, mother Ramila Maharjan Dhakal
and brother Linus Dhakal
for their steadfast love and support.

i
Acknowledgements
Philippians 4:13- I can do all things through Christ who strengthens me.
Firstly I am thankful to God for providing me with life, good health, opportunity and
strength as well as the intellectual capability to undertake tertiary education.
I am exceedingly grateful to many individuals, institutions and organizations for the
completion of this dissertation. I would like to offer thanks to Mrs.Jayalekshmi U. for
supervising my research at every juncture of this dissertation. I am grateful for her
guidance as well as assistance offered and suggestions during this work.
I am grateful to Mr. N S Rajendran, Special Officer Revenue for accepting my proposal
to conduct the study in KSEB Ltd. under his supervision. I thank him for the continuous
support he has provided since the conception of this project till its end. I am grateful to
have met such an officer who is filled with zeal to serve the society. He has imparted
useful knowledge during the research time that has proved essential.
I would like to thank Dr. K.S. Chandrasekhar the Head of Institute of Management in
Kerala at the University of Kerala, Thiruvananthapuram. I consider myself to be
fortunate to be under the guidance of an intellect in the field of management and the
opportunity to acquire knowledge from him. I am grateful for his efforts to create a
participative environment in the department to ensure development of us students.
I am grateful to Dr.Ambeesh Mon for his counsel provided during the entire course and
in the completion of this dissertation. He has also provided constructive criticism
wherever necessary to ensure that the work was done in a proper manner. He has always
motivated me to learn and provided necessary direction without any hesitance.
I thank Dr. Simi SV for instructing me for the completion of this dissertation. I am also
thankful to Mrs. Dileepa Hari for providing necessary assistance.
I thank Mr. Yohannan Chandy of Personnel Department, KSEB Ltd. for providing me
necessary documents during his busy work schedule.

ii
I wish to thank the members of staff from the Institute of Management and KSEB Ltd.
I extend my gratitude to Indian Council for Cultural Relations for providing me with
this scholarship to pursue my Master’s Degree in India.
Special thanks are offered to my dear friend Akhila Anil. I am blessed to have met and
befriended such a pure soul. She has stood by my side during the difficulties faced
during this dissertation and in personal life. I will forever be grateful for her friendship
and unexplainable affection. I am also blessed with a family in Kerala to whom I extend
my heartfelt gratitude. Dear Amma, Arunima Chechi, Arush and Aromal have always
welcomed me in their home and made me feel like one among them. I thank them for
their unconditional love towards me.
I am grateful to the entire IMK 2015 batch mates for treating me as one of their own
and considering me a valued friend.
I would also like to say thank you to my Sri Lankan brother and a good friend Kapila
Rathnayake for his support and companionship during my India stay.
I am thankful to my family members and friends for their continuous support during
this MBA course period in Kerala. My parents Mr. Jhamak Lal Dhakal and Mrs. Ramila
Dhakal are my greatest blessing because of whom I have achieved all I have today.
They have always inspired me to be more, grow and trusted me with all my endeavours
in life. I express my deepest gratitude to my greatest strength for encouraging me and
providing me to ensure I get the best of everything in life.
I am extremely thankful to my brother Linus Dhakal, a friend given to me by nature,
who has supported me through every situation in life. I appreciate his enthusiasm to
help me with my academics in best of his knowledge. His love and confidence in me
will always inspire me to be better.
Special thanks must be expressed to Aunt Shova Acharya and Kritika Acharya, my
extended family. I am indebted to their kindness and support in every aspect of my life.
They have always loved me as one of their own. I thank Aunt Shova for being my role
model as a strong woman for all these years.

iii
Gratitude must be expressed towards the members of Late Chudamani Dhakal’s family
and Ganesh Lal Awale’s family.
I am thankful to Uncle Noel Phipon and Aunt Asha Lepcha who have become my
second home. They have always treated me as their daughter and been supportive of
everything I attempt. Even though far, they have always kept me in their thoughts and
prayed for my well-being.
Gratitude must be expressed to Pastor Jarna Rai and Mrs. Doma Rai for their continuous
support through prayers. I thank them for providing me at times of need and
encouraging me to have faith and be strong during difficult situations.
I would like to express sincere thanks to Ms. Madhurkankana Roy, the Regional
Director of I.C.C.R. in Thiruvananthapuram. She has been a friend and a motherly
figure to me apart from her extraordinary performance at being an officer. I will always
be grateful to her for taking care of me during my sickness, being a shoulder I can
always lean on, helping me grow as an individual with her insightful wisdom and
mostly for holding me close to her heart.
I am immensely grateful for the amazing friend I have found in Shad Matthias
Gobinsingh, who has made a huge difference in my life during my stay in the foreign
land. He has been more than a friend by being my mentor, my comforter and my
inspiration in this short period of time. I appreciate his patience with me during his
attempts to sharpen my academic skills and through various situations in life. The bond
we share will forever be treasured.
I express my deep gratitude to my beloved friends Rasu Shrestha, Manisha Shrestha,
Kabita Upadhyaya, Shanti Rai, Kumar Tamang, Sajan Shrestha, Thakur Shrestha, Paras
Pahari, and Rajendra Bastola for their inexpressible love. They are my refuge, my
counsel, and my support system. Although dispersed across the world, each of them has
always made sure to make themselves available at times of need. They are my family
on whom I can always count on.
Sincerely,
Priscilla Dhakal.

iv
Table of Contents
Acknowledgements.........................................................................................................i
List of Figures............................................................................................................ viii
List of Tables .................................................................................................................x
CHAPTER I...................................................................................................................1
INTRODUCTION .........................................................................................................1
1.1 Background of the problem .................................................................................1
1.2 Introduction to the Company ...............................................................................2
1.2.1 Organization Structure..................................................................................3
1.2.2 Corporate Office ...........................................................................................4
1.2.3 Employee population ....................................................................................6
1.3 Brief Introduction to research methodology........................................................6
1.3.1 Objectives .....................................................................................................6
1.3.2 Methodology and Sample Selection .............................................................6
1.3.3 Research Design............................................................................................7
1.3.4 Period of the study ........................................................................................7
1.3.5 Sources of data..............................................................................................7
1.3.6 Statistical analysis.........................................................................................7
1.3.7 Scope of the study.........................................................................................8
1.4 Limitations...........................................................................................................8

v
1.5 Chapterisation ......................................................................................................8
CHAPTER II................................................................................................................10
LITERATURE REVIEW ............................................................................................10
2.1 Job Security........................................................................................................10
2.1.1 Employment protection in KSEB Ltd.........................................................13
2.2 Motivation..........................................................................................................14
2.2.1 Content theories ..........................................................................................15
2.2.2 Process Theories .........................................................................................20
2.3 Public Service and Motivation...........................................................................23
CHAPTER III ..............................................................................................................27
RESEARCH METHODOLOGY.............................................................................27
3.1 Introduction........................................................................................................27
3.2 Research design .................................................................................................27
3.3 Sampling frame and sampling size ....................................................................27
3.4 Questionnaire instrument...................................................................................29
3.5 Data collection ...................................................................................................31
3.6 Data Analysis Methods......................................................................................31
3.7 Chapter Summary ..............................................................................................32
CHAPTER IV ..............................................................................................................33
FINDINGS and ANALYSIS .......................................................................................33

vi
4.1 Introduction........................................................................................................33
4.2 Descriptive Statistics..........................................................................................33
4.2.1 Profile of the Respondents..........................................................................34
4.2.2 Response Frequencies.................................................................................39
4.2.3 Level of Job security Awareness and Motivation.......................................56
4.3 One-way Analysis of Variances.........................................................................59
4.4 Chapter Summary ..............................................................................................64
CHAPTER V ...............................................................................................................65
SUMMARY, DISCUSSION, RECOMMENDATIONS AND CONCLUSION ........65
5.1 Summary............................................................................................................65
5.2 Discussions ........................................................................................................66
5.2.1 Awareness level of job security..................................................................66
5.2.3 Motivational factors ensured by job security..............................................67
5.2.3 Variance of job security among socio-demographic variables...................69
5.3 Recommendations..............................................................................................69
5.4 Conclusion .........................................................................................................70
REFERENCES ............................................................................................................72
APPENDIX 1...............................................................................................................79
APPENDIX 2...............................................................................................................81
APPENDIX 3...............................................................................................................83

vii
APPENDIX 4...............................................................................................................84
APPENDIX 5...............................................................................................................89

viii
List of Figures
FIGURE 1: ORGANIZATION CHART OF KSEB 5
FIGURE 2: WORKING STRENGTH OF KSEB LTD. 6
FIGURE 3: ASSUMPTION OF CONTENT THEORY 15
FIGURE 4: IMPLICATION OF MASLOW'S HIERARCHY IN ORGANIZATIONS 17
FIGURE 5: HERZBERG'S TWO-FACTOR MODEL 17
FIGURE 6: CHAPMAN'S MODEL FOR HERZBERG TWO-FACTOR THEORY 19
FIGURE 7: PORTER AND LAWLER'S PERFORMANCE-SATISFACTION MODEL 22
FIGURE 8: AGE DISTRIBUTION 34
FIGURE 9: GENDER DISTRIBUTION 35
FIGURE 10: MARITAL STATUS 36
FIGURE 11: DISTRIBUTION BY DESIGNATION 38
FIGURE 12: BREAD EARNER'S DISTRIBUTION 39
FIGURE 13: FREQUENCY OF RESPONSE FOR Q1 40

ix

x
List of Tables
TABLE 1: SAMPLING FRAME 29
TABLE 2: AGE DISTRIBUTION 34
TABLE 3: GENDER DISTRIBUTION 35
TABLE 4: MARITAL STATUS 36
TABLE 5: CLASSIFICATION BY DESIGNATION 37
TABLE 6: BREAD EARNER'S DISTRIBUTION 39
TABLE 7: FREQUENCY OF RESPONSE FOR Q1 40

xi
TABLE 22: DESCRIPTIVE STATISTICS FOR QUESTIONNAIRE TO ASSESS AWARENESS OF JOB SECURITY
AMONG EMPLOYEES IN THE ORGANIZATION 56
TABLE 23:DESCRIPTIVE STATISTICS FOR QUESTIONNAIRE STUDYING THE EFFECT OF JOB SECURITY ON
MOTIVATION 57
TABLE 24: DESCRIPTIVE STATISTICS FOR THE QUESTION NO. 12 58
TABLE 25: F TABLE FOR H1 59
TABLE 27: F TABLE FOR H3A AND H3B 61
TABLE 28: F TABLE FOR H4A AND H4B 62

1
CHAPTER I
INTRODUCTION
1.1 Background of the problem
Job security is one of the special features of a public sector employment. Among the
uncertainties of today’s economy, employees treasure job security as it ensures the
retention of their job for an extended period. Job security can be defined as the
“workers’ ability to retain a desirable job” (Buelens and Broeck, 2007, p. 65). Various
motivation- content theories such as Maslow’s hierarchy of need theory, ERG theory,
Two-factor theory and Achievement Motivation model postulate positive relationship
between job security and motivation. Researchers also suggest that job security
enhances the motivation level of employees and improves performance (Aarabi,
Subramaniam, and Akeel, 2013, p. 301-310). Şenol (2011) and Johnson (2005)
postulate that job security is highly ranked by employees as a major motivational driver
(Şenol, 2011; Johnson, 2005). Therefore, this suggests that securing oneself in a career
is top priority for employees from various levels.
Public sectors are vital building blocks of a nation’s development. Job certainty in
public sectors and amenities that come along with it are proven drivers of motivation.
However, public sector employees and their performance is still a subject of criticism.
According to Lavigna (2013), “Public sector employees are oftentimes characterized as
‘overpaid’ and ‘underworked’.” (Martinelli, 2014). Wilson (1989) states that public
sector employees own a ‘reputation for being lazy’ (Delfgaauw and Dur, 2008, p. 171).
However, all the public sector employees cannot be stereotyped. A strong presence of
Public Service Motivation has been found to exist which remains indifferent to absence
of other motivational tools as well. Although, it is plausible that the inactiveness of the
public sector employees can be attributed to the insufficient incentives, that fail to
stimulate competent employees to join the job (Delfgaauw and Dur, 2008). To enhance
the service of these undertakings, it is important to determine the factors that employees
seek to be motivated. Motivating employees is not a simple task and it should not be

2
taken lightly. Employees tend to value their job if they feel connected and a cognitive
part of that company, organization, association etc. (Şenol, 2011).
Kerala State Electricity Board Ltd. (KSEB) is a public sector organization where as per
the state regulations the employees are liable to become a permanent member of the
organization after successful completion of prescribed probation period. They enjoy the
benefits offered by the state government for the public servants such as permanent job
along with additional facilities of pension, provident fund, and seniority-based
promotion, medical aid, and paid leave. Maslow proposed that a satisfied need could
no more serve as a motivating factor for an individual. In such scenario, it is important
to evaluate the effectiveness of employment protection on motivating public servants
after its attainment.
Lack of job security is believed to hamper performance and increase absenteeism
(Chirumbolo, 2005; Şenol, 2005) that supports Herzberg’s (1959) categorization of job
security as a dissatisfying conundrum rather than a motivating factor. However, there
are studies supporting job security’s role in motivating employees as well (Jurkiewicz,
Massey and Brown, 1998; Aarabi, Subramaniam and Akel, 2013; Sekhar, Patwardhan,
Singh, 2013). There is limited literature available on the negative effects of permanency
of job on work behaviour of employees. Thus, this study will be an attempt to identify
the positive as well as negative effects of employment protection on motivation.
Moreover, motivating factors are subjected to individual preferences and differences.
As most of the previous studies are focused on developed countries, the effects of
similar factors might be different in adverse scenarios. The research will focus on
understanding the influence of safeguards provided by KSEB, a public sector enterprise
of a developing nation, on motivating employees for superior performance.
1.2 Introduction to the Company
Kerala State Electricity Board (KSEB) is a statutory body that is treated as a semi-
autonomous body; quasi-commercial in its functioning according to the Indian
Electricity Supply Act (1948). KSEB was set up in 1st
April 1957 as a successor entity
to the Electricity Department of Kerala State as per section 5(1) of the Electricity
(Supply) Act 1948. As every other State Electricity Board (SEB), State government of

3
Kerala holds direct ownership, control and regulation of KSEB. The major functions
of KSEB can be classified into three utilities. These are generation, transmission and
distribution of electricity in the state of Kerala. In 14th
January 2011, KSEB Limited
started operating as a corporatized single company under the Companies Act 1956 and
started functioning independently from 1st
November 2013.
1.2.1 Organization Structure
KSEB is functionally organized as three strategic business units (SBUs) which are
headed by the Directors appointed for each SBU. The enterprise has a Corporate Office
to handle the corporate affairs of KSEB Ltd. The various units and their functions are
discussed in brief below:
1.2.1.1 Generation SBU
The Director (Generation) heads the Generation SBU. The Generation SBU is
responsible for operating and maintaining hydroelectric generating stations, thermal
power plants and wind farms. The major functions of this unit are planning, designing,
construction, inspection, safety, maintenance, and renovation of hydroelectric and
thermal projects. Other important activities of this SBU are fabrication of line materials
for distribution, yard structures for substations and accessories for hydraulic structures.
1.2.1.2 Transmission SBU
The Director (Transmission and system Operation) is the head of Transmission SBU.
A main duty carried out by the SBU designation is ensuring Extra High Tension
substations, transmissions and power lines are fully functional, well maintained with
adequate electrical supply. The unit conducts transmission loss reduction programs and
coordinates activities for system development. Import and export of power is handled
by this SBU. It performs the activities such as scheduling of annual maintenance,
monitoring of daily system statistics, implementing policy matters related to merit-
order dispatching, communication planning, networking of computers and co-
ordination of activities under the system operation circles

4
1.2.1.3 Distribution SBU
The head of this SBU is Director (Distribution, Safety and Generation-Electrical).
Distribution SBU is responsible for distribution of electricity business in the State. They
perform the activities of construction, operation and maintenance of distribution
network upto a voltage level of 11KV. This unit also implements Central sector
schemes like RAPDRP Part B, RGGVY, DDUGJY, IPDS etc., and distribution sector
projects funded externally, like MP LAD/MLA LAD/ Kerala Development Scheme.
1.2.2 Corporate Office
KSEB has its corporate office in Pattom, Thiruvananthapuram to co-ordinate and
control the corporate activities of KSEB Ltd. The corporate office is held under the
Chairman and Managing Directors. Financial management, corporate planning, legal
affairs, human resource management, tariff, regulatory and commercial matters are
some of the key functions carried out by the Corporate office.

5
Figure 1: Organization Chart of KSEB

6
1.2.3 Employee population
Total working strength of personnel in KSEB Ltd. as on March 2016 is 36,742. The
bars diagram below represents the employee strength in each SBU and Corporate
Office.
Figure 2: Working Strength of KSEB Ltd.
1.3 Brief Introduction to research methodology
1.3.1 Objectives
1. To study the existing job security measures followed by KSEB Ltd.
2. To understand the awareness on job security among employees of KSEB Ltd.
3. To understand the impact of job security on motivation in KSEB Ltd.
1.3.2 Methodology and Sample Selection
Disproportionate stratified sampling method was used in the study. The organizational
hierarchy in KSEB Ltd. can be divided into 4 categories. They are Upper level
executives, Middle level executives, lower level executives and worker level. Only
2,386
3,991
29,248
1,117
Generation Transmission Distribution Corporate office
Working Strength
Number of employees

7
middle level executives and lower level executives are taken into consideration for the
study. The middle level and lower level executives of the Corporate Office of KSEB
will be the sample for the survey. A specific sample size was utilized to generate the
possible outcome of general workers in KSEB. This sample size will reflect a portion
of the employees of middle and lower levels specifically from KSEB Pattom.
1.3.3 Research Design
The study is a descriptive research to identify the effect of permanency of their jobs on
motivation of the employees of KSEB Ltd.
1.3.4 Period of the study
This study was conducted as part of a dissertation project for attaining Master’s in
Business Administration with the allotted time for the study as 60 days including
holidays.
1.3.5 Sources of data
Secondary Data was sourced from various journal articles, books, magazines, statistical
reports, websites, annual administration reports as well as published works regarding
public sector motivation, job security and other drivers of motivation and related areas.
Primary data was utilized for acquiring research based on specific questions. Primary
data was collected through usage of structured questionnaires among the employees of
corporate headquarters in Trivandrum.
1.3.6 Statistical analysis
Descriptive statistic procedures was used to generate a profile of the respondents’ to
illustrate the characteristics of the sample studied and present the frequencies for all of
the questions that are contained in the questionnaire. One-way analysis of variance
(ANOVA) was conducted to discuss significant variances as denoted by socio-
demographic variables.

8
1.3.7 Scope of the study
The purpose of this dissertation is to enhance the available documentation on this course
of study. Due to a lack of prior publications on effectiveness of job security as a
motivation tool, the purpose is to make an addition to the effort of understanding the
motivation among public sector employees. The study will uncover the effectiveness of
job security provided to KSEB employees as motivational factors in current scenario.
This research will also throw light upon the ways in which job security among public
sector employees, specifically in KSEB Ltd. motivates to perform to their full potential.
This study will provide a general understanding of the public sector employees while
highlighting the usefulness for business students. This is purely an academic work that
will aid the educational community.
1.4 Limitations
i Language barriers posed a great difficulty in most cases and forced the study to
be confined to a specific group i.e. senior assistant in lower level executive
group.
ii Employees were hesitant to comply with the survey, thinking it would affect
their job.
iii Personal biasness may hinder the responses of employees.
iv Time constraints were a major limitation restricting the study to corporate office
of KSEB, Pattom.
v A lack of available literature on specific subject matters.
vi Some questionnaires were misplaced, lost and inaccurately answered in some
cases.
1.5 Chapterisation
Chapter I provides an introduction of the study being conducted. It explains the nature
of the problem, gives an introduction to the company’s location, functions,
administrative duties, services as well as employment information. A problem
statement as well as the problems of the study is highlighted within this chapter. It also
explains the research methodology in brief along with scope of the study and limitations

9
faced during the research. At the end, the chapter provides an overview of the entire
chapters included.
Chapter II is literature review where previous works related to the topic are presented.
Available literature on motivation, job security, public service and theories on
motivation are discussed. The renowned authors and researchers that have conducted
works similar to this study are noted and taken into consideration within this chapter.
Chapter III describes the research methodology in detail. The chapter discusses the
sampling frame, questionnaire instrument, data collection procedure, and data analysis
methods. The way in which these samples were conducted is supported within this
chapter.
Chapter IV contains a logical presentation of the empirical results. It contains of graphs
and figures along with necessary interpretation. The chapter summarizes and describes
the responses collected.
Chapter V contains the summary and conclusions made from the study. This chapter
focuses on broad observations made by the researcher against each objective specified
in the 1st
Chapter. It also gives a brief list of conclusions drawn by the study and then
provides necessary suggestions for the policy makers / managers on future course of
corrective action.

10
CHAPTER II
LITERATURE REVIEW
2.1 Job Security
Javed, Siddiqui (2012) reiterate Pearce (1998) “that perceived job security is a mind
state in which employee sees his job stability with the firm in near future” (Javed and
Siddiqui, 2012, p.28). Job security is concerned with continuity of the desired job
(Buelens and Broeck, 2007, p.66). It is the guarantee that the company provides to its
employees as a protection against unreasonable lay-off. Job security is the assurance
and confidence the employees have on possibility of staying employed for a fair period
(Lucky, Minai and Rahman, 2013, p. 65). Yousef (1998) reiterates Meltz (1989) to
explain job security as “an individual remains employed with the same organization
with no diminution of seniority, pay, pension rights, etc.” (Yousef, 1998, p. 184). On
the contrary, Lin’s (2002) definition of job security presents a different angle. He terms
job security as a double edged sword that minimizes unjust dismissals at the cost of just
discharges (Lin, 2002, p. 479).
Literature is evident to the importance of job security among employees in present era
which will be presented in this chapter. Economic factors are considered to be major
reason for establishment of job security as a vital requisite for employment (Lucky,
Minai and Rahman, 2013, p. 64). In India, half of the respondents accounted job
security to be major determinant for pursuing civil service as their career (Department
of Administrative Reforms and Public Grievances, 2010, p.34).
Studies present divergent relationship between employment protection and work
behavior of employees. Job security has proved to be a drive for employees especially
during unstable conditions where one is confident about having the job as long as he
desires. It minimizes anxiety developed through uncertainties regarding loss of work.
It ensures a stable earning and maintains acceptable stature in the society. Thus, job
security in an organization fosters productivity, harmony, and helps balance social life.
It allows efficient transfer of skills and experiences to work (Şenol, 2011, p.36). Yousef

11
(1998) in his work highlights job security as an influencing factor that affects mental
and physical health, employee retention and turnover, job satisfaction, and
organizational commitment. Further, he recapitulates Abegglen (1958) to pose an
example of Japanese workers who have high commitment ascribable to secured
employment mechanisms of the country (Yousef, 1998, p. 184). However, Shapiro and
Stiglitz (1984) assumes that employees who cannot be dismissed easily are prone to
shirking (Lin, 2002, p. 479). In addition, studies pose that worker effort reduces
dramatically with assurance of their employment (Ichino and Riphahn, 2005; Riphahn
2004).
A disparity is observed among public and private sector employees with regards to
emphasis placed in job security. Houston (2000) found that public sector employees
favor job security more than their counter parts; Wittmer (1991) concluded the opposite
whereas Rainey (1982) noted no difference among these sectors. Şenol (2011) states
“people working in the public service have a more positive approach towards job
security and thus in this sector job security factor stays in the background when
compared to other motivational factors.” (Şenol, 2011, p.58).
Jandaghi et al. (2011) argued that there are many issues that influence the attitude of
personnel in the workplace and further reiterates a stance taken by Thomas et al. (2006)
that ‘industrial and organizational psychologists’ believe that, job security is a major
component fostering job satisfaction and commitment for individuals (Jandaghi et al.,
2011, p.6854). The findings of a survey conducted by Jandaghi et al. (2011) suggest
that the nature of employment i.e. permanent or contractual has a significant influence
in the organizational commitment. Permanent employees exhibit higher level of
organizational commitment as compared to temporary employees. On the contrary,
Buelens and Broeck (2007) reiterates the comparative study conducted by Moon (2000)
between commitment of public and private sector managers where the former is found
to exhibit a lower degree of commitment prominently evident in their ‘willingness to
expend extra effort’ (Buelens and Broeck, 2007, p. 66). Similar results were found in a
report by Goulet and Frank (2002) on a comparison between employees and managers
of for-profit, non-profit and public sectors (p. 67).

12
Numerous theoretical and applied research work done to understand motivation of
employees offer different solutions to the problem.
Kovach (1987) work entitled ‘What motivates employees? Workers and supervisors
give different answers’ was generally concerned with a survey based on conducted tests
amongst 1000 industrial workers and supervisors regarding the disparity between their
motivational drives. The differences that arose between both parties tested highlighted
the priorities of the specific workers. The author focused on the 10 motivational factors
within this work. The research brought to the fore the major issues of motivation,
rewards and job satisfaction. This study shows that the managers are unaware of their
worker’s needs as there were huge disparities with respect to the generalized statements.
This research laid its foundation on Maslow’s pyramid and Herzberg’s two factor
theory which places wages, job security, and working conditions as “deficit” or basic
needs (Kovach, 1987, p 59). These factors are sources of motivation to the young
workers who are in the beginning of their work career. In addition, the job type and
organizational level also plays a significant part in determining the importance of job
security and other extrinsic benefits which is preferred by the blue-collar skilled
workers (Kovach, 1987, p 62). This work was essential for my study as it provided a
framework to follow in terms of understanding the relationship between workers and
the motivational drivers in a holistic manner.
Ichino and Riphahn (2005) in their article The effect of employment protection on
worker effort: Absenteeism during and after probation a group of new employees were
placed under weekly observation to study the propensity towards absenteeism before
and after the protection of employment was ensured. The paper focuses on the changes
in behavioral aspect of the workers as a result of job security provided by the
government. Ichino and Riphahn (2005) argued that subsequent to attaining job security
an increase in absenteeism with respect to males is eminent (p. 120). This study is an
asset for this dissertation as it presents direct effect of job security on employees’ effort
in work along with alternative explanations for the cause of such behavior. However,
the study fails to address other changes that may have hampered the work efficiency
after the protection.

13
The effect of job security on the perception of external motivational tools: A study in
hotel businesses (Şenol, 2011), explores the relationship between job security and
extrinsic motivational factors. The study focuses mainly on the influences within job
security on perception of other motivational tools. The study establishes job security as
one of the most important motivational tools that affect the perception of all other
external motivational aspects (p. 59). This work gave a different perspective on
approaching the factors that have critical effects on the employees. It also provided a
list of factors for consideration.
2.1.1 Employment protection in KSEB Ltd.
Kerala State and Subordinate Services Rules, 1958 defines a full member or a
permanent employee of a service as "a member of that service who has been appointed
substantively to a permanent post borne on the cadre thereof,”. According to the rule, a
probationer is considered an approved probationer upon satisfactory performance
during the period of probation and is qualified to join the organization as its full
member.
KSEB being a statutory body under the State government is based on same foundation.
A suitable candidate is recommended by Kerala Public Service Commission for
appointment in a specific category as per the vacancy reported by the concerned Deputy
Chief Engineer/Chief Engineer (HRM). The candidate is considered a probationer in
an appointed post for two years on duty within a continuous period of three years (in
the case of officers) and six months on duty within a continuous period of one year (in
the case of workmen) liable to extension for one year and six months respectively if
deemed necessary. The appointment is provisional during the period of probation which
can be terminated either during the period of probation or at the end of probation. The
candidate requires proving his competency at work during the probation period in order
to regularize his appointment. Once the candidate successfully completes the probation
period s/he becomes the full member of the organization and can serve in the company
up to the age of 56 (KSEB, 2009, pp.21-40).

14
Employment protection in the public sector protects the employees from dismissals for
important business requirements. The employees who have successfully completed the
prescribed probationary period cannot be dismissed except in cases of severe
misconduct. An individual who has crossed 18 years of age can securely serve the
tenure up to 56 years of age.
2.2 Motivation
Motivation in broad terms can be defined as “a psychological drive that directs a person
towards an objective” (Hodgetts and Hegar, 2007, p. 39). Johnson (1997) quotes
Robbins (1993) who presents a definition of motivation as “the willingness to exert
high levels of effort toward organizational goals, conditioned by the effort’s ability to
satisfy some individual need” (Johnson, 2005, p.8). Motivation in organizational
context can be termed as “the ability of people, institutions and societies to perform
functions, solve problems and set and achieve objectives” (GCPSE, 2014, p. 5).
Robbins, Judge and Vohra express motivation “as the processes that account for an
individual’s intensity, direction, and persistence of effort toward attaining a goal.”
(Robbins, Judge and Vohra, 2014, p. 215). Intensity is the degree of effort exerted by
an individual. However, this effort should be focused towards organizational goal. The
individual who has channelled his effort towards the organizational goal should be
persistent enough to continue the same throughout the time (p. 215).
In order to gain a better understanding on motivating individuals the existing theories
on motivation are discussed in this section. These theories provide a theoretical base
for the study undertaken.
These early theories by F.W. Taylor and Elton Mayo have not mentioned in detail the
aspects of motivation in the workplace but it is plausible that they may have had a role
in shaping future motivation theories.
Early theory of scientific management of F.W. Taylor (1912) discusses matters relating
to scientific study and organization of work to gain economic efficiency by elevating

15
productivity. Within these publications there are issues raised that addressed the
scientific management of conducting work.
Taylor stressed that financial incentives are the primary motivators for workers to
generate more results. He argued that simplified and routinized jobs backed up by
economic rewards would increase the efficiency of the workers. This assumption that
people can be motivated merely by money is termed as ‘rabble hypothesis’ is heavily
criticized by behavioural scientists (Aswathappa, 2012, p.419).
Elton Mayo (1993) presented a humanitarian perspective to motivating workers. He
and his team emphasized in the social needs of a worker at workplace. They concluded
that human relations within an organization are satisfiers at work rather than physical
conditions.
Today, motivation can be studied under two theoretical bodies that are content theories
and process theories.
2.2.1 Content theories
Content theories rely on the assumption that humans have needs to which they react
and respond. Needs could be physiological or psychological that “are an additional
aspect of individual attributes which complement his/her demographic, contemporary,
and psychological characteristics” (Aswathappa, 2012, p. 420). These theories
emphasize on influence of internal human factors on motivation (Stotz and Bolger,
2017, p. 1). Maslow’s need hierarchy theory, Herzberg’s two factor theory, Alderfer’s
ERG theory, and McClelland’s achievement motivation theory constitute of content
theories. These theories hold a common assumption that individual unsatisfied needs
activate tension which influences behaviour (fig. 3).
Figure 3: Assumption of content theory

16
2.2.1.1 Maslow’s Need Hierarchy Theory
Maslow (1954) built a hierarchical relationship among the various needs of humans
depicting them to be progressive in nature. He states that when a need at one level is
fulfilled it ceases to motivate the individual any further unless the individual moves to
a higher level and the process continues. Thus, according to Maslow, fulfilment of a
lower level need is a prerequisite for attaining one at a higher level. However, only
unfulfilled needs can be the drivers.
The lowest tier in Maslow’s pyramid is made up of physiological needs. These are the
basic needs for physical survival yet powerful and pronounced as fulfilment of these
are important for their very existence. Once the physiological needs are assured, the
individual climbs up to next level where he strives for security needs. “The primary
motivating force here is to ensure a reasonable degree of continuity, order, structure,
and predictability in one’s environment,” (Aswathappa, 2012, p. 422). Next level
comprises of social needs where individuals desire for love and belongingness. Humans
are social beings thus, being an accepted part of a group, building an affectionate
relationship, mutual respect and trust are sought to be fulfilled by individuals in this
stage. The esteem or egoistic needs constitute the fourth tier of Maslow’s pyramid. An
individual in this level attempts to escalate self- respect as well as gain satisfaction
through esteem from others. The top most peak is built of self-actualization needs. Self-
actualization can be elucidated as the desire to transcend own potentials. “Self-
actualization needs are those for satisfying one’s full potential” (Hodgetts and Hegar,
2007, p. 44). However, Maslow realized that need for self-actualization is insatiable
(Johnson, 1997, p. 12).
The hierarchy of needs by Maslow has been applied in organizational scenario as well.
The pyramid below (fig. 4) represents the hierarchy of needs expressed in terms of
needs of employees in a workplace ( Aswathappa, 2012).

17
Figure 4: Implication of Maslow's hierarchy in organizations
2.2.1.2 Herzberg’s Two-factor Theory
Two-factor theory also known as motivation-hygiene theory proposed by Frederick
Herzberg (1959) established dimensional difference between satisfaction and
dissatisfaction. He highlighted that motivators and de-motivators are not opposite
terms. The two-factor theory associates extrinsic factors of motivation to dissatisfaction
and intrinsic factors to satisfaction. The Fig (5) adapted from Hodgetts and Hegar
(2007) explains this concept of hygiene and motivation factors.
Figure 5: Herzberg's two-factor model

18
Chapman(2003) reiterates Herzberg(1959) that a factor that satisfies one does not
necessarily create dissatisfaction in its absence thus, satisfaction and dissatisfaction are
not opposing reactions. “the factors which motivate people at work are different to and
not simply the opposite of the factors which cause dissatisfaction.” (Chapman, 2003)
Chapman (2003) presented a model of a rocket analogy diagram to explain Herzberg’s
theory (fig. 6). According to him hygiene factors are the extrinsic factors that provide
a foundation for the employees to devise themselves for work whereas motivators are
intrinsic or content factors that have a considerable bearing on their work behaviour.

19
Figure 6: Chapman's model for Herzberg two-factor theory

20
2.2.1.3 Alderfer’s ERG Theory
Alderfer’s ERG theory (1969) is also based on the same concept of people having sets
of needs. He segmented these needs in three categories named as Existence,
Relatedness, and Growth. Unlike Maslow, Alderfer proposed that these needs are not
in a constant rigid progressive hierarchy. An individual need not be fully content at one
level to desire for another in next level. At the same time more than one need could be
operative and dissatisfaction of any higher level need could lead to desire for higher
attainment of lower level needs. Thus, ERG theory advocates “Frustration-regression”
and “Satisfaction-progression” facet to human needs (Aswathappa, 2012, p. 429).
2.2.1.4 Achievement Motivation Theory
David C. McClelland (1961) postulated that all humans strive for three needs-
achievement, power, and affiliation with variant magnitudes. Need for achievement
here refers to the aim set by the individuals. Need for power are desire for superiority
to have control or influence others. Need for affiliation comprises of social and
interpersonal bonds.
2.2.2 Process Theories
Stotz and Bolger define process theories as “an attempt to explain how behaviour is
energized, directed, sustained and stopped,” (Stotz and Bolger, 2017, p. 3). These
theories view motivation as “an individual’s decision to act so as to put forth some
given level of effort.” (Aswathappa, 2012, p. 433). Thus, process theories stresses on
behavioural aspect of humans to understand motivation.
2.2.2.1 Expectancy Model
Expectancy theory was initially coined by Victor Vroom (1964). The theory views
individuals as rational beings who analyse the attainability and desirability of the
outcome to mould their behaviour. According to Vroom, motivation depends on an
individual’s presumptions about his own capability to deliver successful performance
and rewards that will follow it. It states that the efforts of a person are directed towards

21
the performance that he believes will lead him to the desired result (Pattanayak, 2012,
pp. 171-193).
Victor Vroom developed a motivation formula:
Motivation= Valence X Expectancy X Instrumentality
Valence is the perceptual value or the degree that an individual attaches regarding his
likeability or dislikeability of outcome. “Valence can be defined as a person’s
preference for a particular outcome.” (Hodgetts and Hegar, 2007, p. 52). Expectancy is
the perceived likelihood that a particular behaviour will lead to a specific performance.
It is the assignment of probability to the occurrence of the desired performance
accomplishment. Instrumentality is the probability of certain outcomes being led by a
specific level of performance.
2.2.2.2 Equity theory
Adams’ equity theory (1965) or social comparison theory portrays motivation as an
attempt to restore or reduce perceived inequity at work. According to him, the
employees are motivated by the desire for equitable treatment at work. Equity theory
coins that “people use a work-reward ratio in determining how fairly they are being
treated” (Hodgetts and Hegar, 2007, p. 55). The employee experiences the inequity as
result of comparison done between his input/output ratios with others. Any form of
inequity sensed by the employee creates tension. Hence, he takes suitable actions to
bring rewards in proportion to the contributions made. Equity theory has three basic
assumptions as follows:
i The exchange of performance for reward should be just and fair.
ii The exchange of effort for performance with outcomes should be proportionate
in manner. Inputs are the individual attributes such as education, skills,
experience and outcomes are the return such as promotion, fringe benefits, pay,
challenging tasks.
Any inequity noticed in comparison between one’s input/output with identical another
is tried to be reduced by the individual. The major alternatives tried to reduce such

22
inequity is by cognitive distortion of own or the referenced another (Johnson, 2005, p.
15), altering own input or output, leaving the field or changing the comparison of
another (Aswathappa, 2012, p. 437).
2.2.2.3 Performance-satisfaction Model
Porter and Lawler (1968) proposed this model where motivation, performance, and
reward are established as separate entities. This model opposes the previous
assumptions of performance being led by effort. However, it is an extension of Vroom’s
expectancy model (Johnson, 2005, p. 22). It is argued that effort does not necessarily
construct performance as it is influenced by personal characteristics and competencies.
He adds, satisfaction is after-effect of reward offered for performance. In this model,
rewards are classified into extrinsic and intrinsic rewards which must contain two
components ‘equitable’ and ‘actually received’ to create satisfaction (Johnson, 2005, p.
22). The diagram below explains the Porter and Lawler’s model of motivation which
consists of 9 different variables and highlights the relationship among them (fig. 7).
Figure 7: Porter and Lawler's performance-satisfaction model

23
2.2.2.4 Goal setting theory
Goal setting theory, proposed by Dr. Edwin Locke (1968) in his article “Toward a
theory of task motivation and incentives” states that clear and unambiguous goals are
major source of motivation (www.mindtools.com). Goal setting theory premises that
goals have an extensive effect on individual’s performance (Latham and Locke, 1991,
pp. 212-247). Goal setting theory derives a positive, linear relation (Locke and Latham,
2002, p. 706) between conscious goals and performance as it states “..specific and
challenging or difficult goals lead to a higher level of performance than vague but
challenging goals such as “do your best”, vague but unchallenging goals, or the setting
of no goals.” (Latham and Locke, 1991, p. 215).Furthermore, “Given adequate ability
and commitment to the goal, the harder the goal the higher the performance.” (Latham
and Locke, 1991, p. 214) is the major assumption of this theory.
Locke and Latham (2002) mention that goals effect performance in four specific ways.
First, goal operates as a ‘directive function’. Having specific goals helps a person
affiliate all his efforts towards the goal and minimizes deviation. Second, goal has
‘energizing function’. Higher the goals higher will be the effort exerted by individuals.
Third, goal has direct effect on ‘persistence’. The level of difficulty of goal determines
the time period required for its achievement. Fourth, goals trigger actions as it allows
an individual to foster learning and apply his own understandings (Locke and Latham,
2002, pp. 706-707).
The theory suggests there are three major moderating factors that affect the goal
directed performance. These are goal commitment which comprises of importance of
goal to individual and self-efficacy, feedback and task complexity. (Locke and Latham,
2002, pp. 705-717)
2.3 Public Service and Motivation
Public sector enterprise also known as PSEs in India “…have been established,
managed, and controlled by the Government of India as government companies (under
the Companies Act or statutory corporations under the specific statues of
Parliament)”(Jain, Gupta and Yadav, 2014, p.7). Public sectors are vital to the economic

24
development of a country. In India these enterprises are established in public utility
services to carry out special undertakings in sectors namely agriculture, electricity,
mining, manufacturing, and services (Jain, Gupta and Yadav, 2014, p.13).
GCPSE defines public service through three different approaches “(1) government
employed people who work in the public administration; (2) a government-funded
service; and (3) the motivation of people to contribute to the common good of society.”
(GCPSE, 2014, p.5). Perry and Wise quote Elmer Staats (n.d.) to give a higher meaning
to public service rather than just being enrolled in a government employment stating
“Public service’ is a concept, an attitude, a sense of duty-yes, even a sense of public
morality.” (Perry and Wise, 1990, p.368). Human resource is considered a major factor
in determining the performance of any public or private organization. The health of the
organization is a reflection upon the management of its competencies. Thus, in order to
ensure an organization operates at an optimum level the employees should be motivated
to perform to the best of their potentials. Perry and Wise (1990) define Public Service
Motivation (PSM) as “an individual’s predisposition to respond to motives grounded
primarily or uniquely in public institutions and organizations” (Perry and Wise, 1990,
p. 368). Surveys conducted have shown contradictory results on specifics regarding
motivating of public servants. Several studies emphasize on “desire to deliver
worthwhile service to society” as a supreme drive for joining public enterprises (Perry
and Wise 1990) while other extrinsic benefits are of less value (Buelens and Broeck
2007; Houston 2000; Delfgaauw and Dur 2008; Wittmer 1991). However, there are
studies that suggest public sector employees have lower internal motivation to work
(Aryee, 1992). Buelens and Broeck reiterate Maidani (1991) that public sector
employees value extrinsic motivators even higher than private sector employees
(Buelens and Broeck, 2007, p.66).
The motivating factors have been varied with respect to the country of service as well.
The passion to serve the public has been observed as a major motivating factor among
the employees of public enterprise in UK. Similarly, in Trinidad and Tobago, the nature
of work and level of responsibility associated with the job along with status offered by
public sector employment are important driving forces. Whereas, employment
protection provided by these public undertakings appear to be the top most reason for

25
preferring public sector employment in Philippines (GCPSE, 2015, p. 3). Employees
in Nepal likewise seek autonomy at work followed by a proper appraisal system that
associates their performance with appropriate reward, either positive or negative (K.C.,
2003, p.222). In India, Civil Services Survey- A Report executed by Department of
Administrative Reforms and Public Grievances (2010) reveals that the major factors
considered for joining civil services are opportunity to make difference in the society
(73%), prestige associated with civil service (56%), job security (52%). Pay and
prerequisites was marked very important by 25% and important by 57% (Department
of Administrative Reforms and Public Grievances, 2010, p.34).
However, Global Center for Public Service Excellence in its report Public Service
Motivation and the SDGs an unacknowledged crisis addresses the down fall in morale
and motivation of public sector employees across the globe irrespective of their
economic and social prosperity (GCPSE, 2015, p.1). A varied set of reasons may have
led to this situation for the employees. For instance, in Uganda “lack of autonomy and
variety, low salary, organizational politics, unending clients’ demands and ineffective
communication” are major demotivating factors (GCPSE, 2015, p.2). Following the
same pattern, public sector employees in Ghana, Zimbabwe, and Kenya have low
morale due to insufficient pay and poor working conditions followed by lack of
promotion opportunities in Kenya (GCPSE, 2015, p.2). “A study examining the impact
of criticism of policies and personnel on public service motivation (PSM) in
Bangladesh found that while criticism of policies may be constructive in nature, direct
criticism of personnel often demotivates bureaucrats in terms of their rational,
normative and affective motives. The study suggested that this is negatively impacting
PSM and contributing to the poor state of governance.” (GCPSE, 2015, p.2). According
to K.C. (2003) poor conduct of employees of public sector in Nepal is attributable to
“excessive political interference, lack of adequate autonomy and accountability,
absence of professionalism, rampart financial indiscipline and existence of conflicting
goals” (K.C., 2003, p.223).
The respondents of survey conducted by Department of Administrative Reforms and
Public Grievances (2010) among Indian civil service holders, ranked chance to make
useful contribution (73%) and autonomy in the job (71%) as top most important aspects

26
for motivation (Department of Administrative Reforms and Public Grievances, 2010,
p. 47). However, the same survey report discloses that people suffer from lack of these
exact aspects in their work. 47% of respondents of the same survey indicated lack of
opportunity to contribute constructively and 46% experience inadequate authority and
autonomy at work (Department of Administrative Reforms and Public Grievances,
2010, p.49).
Wright and Davis (2003) opined that it is plausible that it is not the public sector itself
that is demotivating, but the job content lack motivational appeal (Wright and Davis,
2003). Aryee (1992) put forward similar idea that job should be designed such that they
have motivating characteristics such as skill variety, feedback or task identity which is
seen lacking in many current jobs (Aryee, 1992). On the contrary, Buelens and Broeck
found significant differences in motivation level among public and private sector
employees even when differences in job context were taken into account (Buelens and
Broeck, 2007).
Common trends in literature indicate towards a crisis among human resource in public
sector. “Delivery of key public services such as healthcare, sanitation, electricity and
water supply can be hampered by an unmotivated workforce, undermining public
welfare” (GCPSE, 2014, p.4). Thus, it is important to keep the passion and drive to
work for the betterment of society alive within the public sector employees to improve
their productivity and organizational performance. As GCPSE report mentions,
“Reversing several decades of decline in public service will require ‘New Public
Passion’ (NPP) through job enrichment, co-creation and credible leadership that values
effective public service.” (GCPSE, 2015, p.1).

27
CHAPTER III
RESEARCH METHODOLOGY
3.1 Introduction
The purpose of this study is to determine the nature of influence job security has in
motivating middle level and lower level executives of KSEB Ltd. This study attempts
to understand whether permanency of job motivates or has negative impact on the
motivating employees to excel their performance.
This chapter introduces the research design and procedures utilized to accomplish the
purpose of this study. The sampling frame, sampling size, questionnaire instrument,
data collection procedure, and data analysis are described in this chapter.
3.2 Research design
The research design for the study was descriptive in nature as it aimed at collecting data
in order to answer questions about current status of the subject or topic of study. The
researcher believed that a descriptive research design was appropriate for this study
because this study was concerned with finding out the effects on motivation of an
employee due to a secured job environment.
3.3 Sampling frame and sampling size
The organizational hierarchy of KSEB can be classified into 4 categories. They are
Upper Executive Level, Middle Executive Level, Lower Executive Level, and Worker
level. The total employee strength of KSEB Ltd, Corporate Office, in
Thiruvananthapuram is 1,117. Refer to appendix (2) for detail working strength of
middle level and lower level executives in KSEB Ltd obtained from the Personnel
department as on June 2017.
The population of this research consists of the middle level executives and lower level
executives of corporate office of KSEB Ltd. The total population is 1,117 out of which
999 are organized as Middle Level and Lower Level Executives. To represent the

28
population size of 999, altogether 229 employees, 120 from middle level executives
and 109 from lower level executives, are considered as samples that represent the total
population. The population in this research is finite. Thus, for determining the sample
size, the following formula was used where level of confidence is 90% and margin of
error is 5%.
Population Size = N | Margin of error = e | z-score = z
(Source: www.surveymonkey.com)
The result obtained from the calculation was 213. Thus, sample size of 229 is at
acceptable level to represent the population.
Disproportionate stratified sampling method was used for determining the samples.
Following the organization structure of KSEB, stratification of the employees was done
on the basis of designation. From among the chosen strata a random sampling method
was used. Table (1) explains the choice of samples and its size from among various
positions in the company.

29
Table 1: Sampling Frame
Organizational level
Designation
Working
Strength Frequency
Middle level
Executives
Accounts Officer
Assistant Accounts Officer
Assistant Finance Officer
Assistant Engineer
Senior Superintendent
Assistant Executive Engineer
15
13
6
95
114
155
7
2
3
17
25
66
Lower level
Executives
Senior Assistant 383 109
Total 229
3.4 Questionnaire instrument
There are various factors that determine the motivational aspect of a person and job
security is one of them. In this study, job security has been established as an
independent variable and motivation as a dependent variable.
The questionnaire consists of 15 questions which can be divided into two distinct sets
in order to achieve the research objectives. There are 4 questions aimed at studying
awareness of existing job security provided to the employees. From the previous works
it was derived that job security is associated with the assurance of pay (Chirumbolo,

30
2005), protection against unjust dismissal or secured feeling with organizational
practices (Javed and Siddiqui, 2012; Şenol, 2011), and seniority system (Yousef, 1998).
Thus, the first set of questionnaires assess whether the employees are aware that they
have all these three aspects in their permanent jobs. The second set consists of 10
statements related to various motivational factors such as advancement, recognition,
decision making authority, cooperation among employees, responsibility towards
company, utilization of abilities, belongingness, creativity at work, status and learning
skills in order to measure the type of effects i.e. positive or negative effect of job
security on motivation. These questions were determined by referring to motivational
instrument by Kovach (1984-1987) and expressions related to motivation in Minnesota
Satisfaction Questionnaire (1977).
Factor analysis was conducted to measure the reliability of the questionnaire developed.
The internal consistency (Cronbach’s alpha) for the questions related with measurement
of awareness of existing job security is 0.751 and for determining effects of job security
on motivation is 0.701. Kalayci (2009) mentions that α value (Cronbach’s alpha) greater
than 0.60 and less than 0.80 (0.60≤ α<0.80) represents a reliable scale (Şenol, 2011,
p.48). Thus, the Cronbach’s Alpha values in this study are close to 0.7, which is an
acceptable limit.
The questionnaire also consists of 5 categorical and multiple choice variables relating
to respondent socio-demographics. The rest of the 15 statements are designed to be
answered in a five-point Likert scale format.
The questionnaire comprises of positive and a few negative score items. The agreement
with positive score items represent a positive relationship between the job security and
motivation whereas the agreement with negative score items represent negative
relationship between job security and motivation to excel performance. Similarly, they
reflect the state of awareness of existing job security in the organization. For instance,
statements such as “Job security encourages creativity at work” or “With a permanent
job you can make best use of your skills” helps to determine whether permanency of
employment acts as a drive for employees to perform better. The negative items or
statements indicate demotivation or no motivation as a result of job security provided.
A specific negative direct question is asked to the employees to understand whether job

31
security is considered to be a reason for lesser performance which had to be removed
due to lower internal consistency with the second set of questions. However, data
related to it still seem to be helpful and is thus presented in findings section. Full
questionnaire is presented in Appendix 5.
3.5 Data collection
The data collection method chosen for this study was a self-administered questionnaire.
Questionnaires were distributed to 300 employees complying with the sampling frame.
During the office hours the questionnaire were distributed and collected next day in
order to not interfere or disrupt the works of the employees. However, only 250 of them
were returned among which 229 were duly filled and used as sample for the study. The
segregation of hierarchy in the organization and positions within each level along with
the working strength was provided by the Personnel department in KSEB Ltd.
As each survey questionnaire was distributed, the researcher explained the purpose and
directions for completing the survey. The researcher explained that the respondents’
identity will be kept confidential using a numerical coding system and was for academic
purpose only. The participation in survey was voluntary.
3.6 Data Analysis Methods
The results are geared to answer the following questions:
1. Are the employees aware of the secured nature of their job?
2. What are the motivational factors at work that are ensured by job security?
3. Does job security differ depending upon the socio-demographic variables?
The data collected from 229 questionnaires was entered analyzed using Statistical
Package for the Social Sciences (IBM SPSS Statistics 20). Descriptive statistic
procedures were used to generate a profile of the respondents to illustrate the
characteristics of the sample studied and presented the frequencies for all of the
answered questions that are contained in the questionnaire.

32
Percentage method is used to describe the response received on each question. The
average scores on the first question set and second question set measured on 5 point
scale were averaged to yield a summary score reflecting awareness of job security and
effects of job security on motivation respectively.
To answer research question three, the socio-demographics were analyzed against
constituents of job security. One-way analysis of variance (ANOVA) was conducted to
discuss significant variances as denoted by socio-demographic variables. ANOVA was
used to compare the variance between aspects of job security on gender, age, job
position, and role in family.
3.7 Chapter Summary
This chapter presented the research methodology that was used in analyzing the
research questions. The study population consisted of 999 employees at KSEB Ltd,
corporate office in Thiruvananthapuram. The sample size for this study was 229
respondents. The study is based on primary data which was collected from the
respondents using a structured questionnaire. The structured questionnaire was pilot
tested on 10 respondents representing various functions or departments in the
organization. Descriptive analysis and ANOVA test were used to analyze the results of
the study. The results and findings of this study are presented in chapter four.

33
CHAPTER IV
FINDINGS and ANALYSIS
4.1 Introduction
This chapter presents and discusses the results of the findings of the data analysed from
the questionnaires. The data was analysed based on the research objectives and
questionnaire items using SPSS v. 20 to generate frequency distribution tables, means,
charts, graphs, ANOVA table and the results of analysis presented. The first part
describes the descriptive characteristics for the sample respondents. Next, the frequency
of the response made for all questions in the questionnaire are presented. They are
analysed using percentage method. The next part portrays the awareness level and
motivation level of the employees. The last portion consists of one-way analysis of
variance (ANOVA) test results conducted to discuss significant variances as denoted
by socio-demographic variables.
4.2 Descriptive Statistics
This section constitutes of the descriptive statistics to illustrate the characteristics of the
sample studied and present the frequencies for all the questions that are contained in
the questionnaire. The mean and standard deviation for the question sets are also
presented in this section.

34
4.2.1 Profile of the Respondents
4.2.1.1 Classification of Respondents by Age group
Among all the respondents, 50.7% (116) were of the age 46 and above, 40.2% (92)
were in the age group 36-45, 9.2%(21) were of the age group 26-35 and none of them
were below 25.
Table 2: Age distribution
Age category Frequency Percentage
Below 25
26-35
36-45
46 and above
0
21
92
116
0
9.2
40.2
50.7
Total 229 100.00
Figure 8: Age distribution
Age distribution
Below 25
26-35
36-45
46 and above

35
4.2.1.2 Classification of Respondents by Gender
55.5% of the respondents i.e. 127 were female and 44.5% i.e. 102 were male.
Table 3: Gender distribution
Figure 9: Gender distribution
Gender
Male
Female
Gender Frequency Percentage
Male
Female
102
127
44.5
55.5
Total 229 100.00

36
4.2.1.3 Classification of Respondents by Marital Status
Among the respondents, a large number were married contributing to 96.1%, 2.2% were
unmarried and the remaining 1.7% were widowed or divorced.
Table 4: Marital status
Marital status Frequency Percentage
Unmarried
Married
Widowed/Divorced
5
220
4
2.2
96.1
1.7
Total 229 100.00
Figure 10: Marital status
Marital status
Unmarried
Married
Widowed/ Divorced

37
4.2.1.4 Classification of Respondents by Designation
Among the respondents, 52.4% were middle level executives which comprised of 3.1%
of the accounts officer, 0.9% assistant accounts officer, 1.3% assistant finance officer,
7.4% were assistant engineer, 10.9% were senior superintendent, and the other 28.8%
were assistant executive engineer. The remaining 47.6% of the respondents were lower
level executives who worked as senior assistant.
Table 5: Classification by designation
Organizational level Designation Frequency Percentage
Middle level
Executives
Accounts Officer
Assistant Accounts Officer
Assistant Finance Officer
Assistant Engineer
Senior Superintendent
Assistant Executive Engineer
7
2
3
17
25
66
3.1
.9
1.3
7.4
10.9
28.8
Lower level
Executives
Senior Assistant 109 47.6
Total 229 100.00

38
Figure 11: Distribution by designation
0
20
40
60
80
100
120
Designation
Designation

39
4.2.1.5 Classification of Respondents by Family role
Among the respondents, 78.6% of the respondents were bread earner of the family and
the remaining 21.4% were not the bread earner of the family.
Table 6: Bread earner's distribution
Bread earner of family Frequency Percentage
Yes
No
180
49
78.6
21.4
Total 229 100.00
Figure 12: Bread earner's distribution
4.2.2 Response Frequencies
This section consists of frequency of responses made by the respondents for each
question. The results are interpreted on the basis of percentage carried by each response
for particular item in the questionnaire.
Bread Earner
Yes
No

40
4.2.2.1 A steady salary is a major motivating factor for joining a permanent job.
Frequency Percent
Disagree 1 .4
Neutral 5 2.2
Agree 101 44.1
Strongly Agree 122 53.3
Total 229 100.0
Table 7: Frequency of response for Q1
The above table reveals that 53.3% of the respondents strongly agree that the steady
salary is the most attractive feature of a permanent job. 44.1% agree and 2.2% neither
agree nor disagree to the statement. While only 0.4% respondents do not consider
steady salary as a motivation for joining a permanent job. Thus, steady salary ensured
by a permanent job motivates employees.
Figure 13: Frequency of response for Q1

41
4.2.2.2 Learning new skills are necessary to keep your job secured.
Frequency Percent
Strongly Disagree 1 .4
Disagree 20 8.7
Neutral 69 30.1
Agree 121 52.8
Total 229 100.0
The above table depicts that more than half, i.e. 52.8% of the respondents agree that
learning new skills is important to keep the job secured. 30.1% neither agree nor
disagree to the statement. 8.7% disagree to the statement whereas 7.9% of the
respondents strongly agree and 0.4% respondents strongly disagree. Thus, learning new
skills with the time is necessary to keep the job secured.

42
4.2.2.3 Favouritism and discrimination by management do not pose any threat to
permanency of your job.
Frequency Percent
Strongly Disagree 28 12.2
Disagree 40 17.5
Neutral 44 19.2
Agree 93 40.6
Total 229 100.0
40.6% of the respondents believe that organizational malpractices such as favouritism
and discrimination by management pose threat to their job. 19.2% of the respondents
neither agree nor disagree. 17.5% of the respondents disagree to the statement and
12.2% of the respondents strongly disagree however 10.5% of the respondents strongly
agree that favouritism and discrimination by management do not pose any threat to
permanency of the job. Thus, an employee who receives a permanent job as per the
government provisions does not perceive management malpractices and biasness as
potential threats that would affect his job.

43

44
4.2.2.4 Job security ensures chances of getting ahead in the job.
Frequency Percent
Disagree 1 .4
Neutral 79 34.5
Agree 119 52.0
Total 229 100.0
The above table depicts that more than half, 52%, of the respondents agree that job
security ensures chances of getting ahead in the job. 34.5% of the respondents are not
sure if job security can ensure them getting ahead in the job. 13.1% of the respondents
have a strong agreement to the statement whereas 0.4% of the respondents have the
view that job security has nothing to do with the chances of getting ahead in the job.

45
4.2.2.5 You feel strong spirit of cooperation when you work with permanent co-workers.
Frequency Percent
Disagree 15 6.6
Neutral 45 19.7
Agree 127 55.5
Total 229 100.0
More than half of the respondents i.e. 55.5% feel a strong spirit of cooperation while
working with permanent colleagues thus they agree with the statement. 19.7% of the
respondents neither agree nor disagree to the statement. 17.5% strongly agree to the
statement, 6.6% disagree and 0.9% strongly disagree. Thus, the results exhibit that
permanency of job enhances team relationships among employees.

46
4.2.2.6 Since your job is permanent you would wait for seniority based reward than
performance based reward.
Frequency Percent
Disagree 36 15.7
Neutral 104 45.4
Agree 65 28.4
Total 229 100.0
45.4% respondents hold neutral views to the statement. 28.4% agree and 15.7%
disagree whereas 6.1% of the respondents strongly agree whereas in contrast 4.4% of
the respondents strongly disagree to the statement. The results depict that permanent
employees of the organization do not have clear preferences over seniority base and the
performance based reward.

47
4.2.2.7 Your secured job allows you freedom to take decisions in your works.
Frequency Percent
Disagree 42 18.3
Neutral 56 24.5
Agree 114 49.8
Total 229 100.0
Almost half, 49.8% of the respondents agree that a secured job grants freedom to take
decisions at work. 24.5% neither agree nor disagree, 18.3% disagree, 6.6% of them
strongly agree and 0.9% strongly disagree with the statement. The results indicate that
job security positively influences decision making among the employee.

48
4.2.2.8 Being a permanent member you are responsible for the fate of your company.
Frequency Percent
Disagree 7 3.1
Neutral 84 36.7
Agree 104 45.4
Total 229 100.0
Comparatively, larger population of respondents agree that they are responsible for the
fate of the company which would be 45.4%. 36.7% neither agree nor disagree, 14.8%
strongly agree and 3.1% of the respondents disagree. Thus, permanent members have
strong sense of responsibility towards the company.

49
4.2.2.9 You feel insecurity in your job due to the bureaucratic set up in your
organization.
Frequency Percent
Disagree 99 43.2
Neutral 45 19.7
Agree 54 23.6
Total 229 100.0
The table exhibits the insecurity of employees with bureaucratic set up of the
organization. 43.2% disagree to the statement and feel secured in spite of it. 23.6% of
the respondents agree, 19.7% neither agree nor disagree, 9.2% strongly disagree and
4.4% strongly agree. Thus, bureaucratic arrangement in the organization is not viewed
as a threat by the employees.

50
4.2.2.10 A permanent job allows you to take full credit for work well done.
Frequency Percent
Neutral 43 18.8
Agree 165 72.1
Total 229 100.0
More than two-thirds of the respondents, i.e. 72.1% of them agree that a permanent job
lets them take full credit of the work well done. 18.8% of the respondents are not sure
about it as they are neutral and 9.2% vividly agree that they can take full credit for the
work well done. Thus, a very large group of ratio find themselves creditable for work
well done due to a permanent job.

51
4.2.2.11 With a permanent job you can make best use of your abilities and skills.
Frequency Percent
Disagree 19 8.3
Neutral 43 18.8
Agree 119 52.0
Total 229 100.0
More than half of the respondents which is 52% agree that a permanent job can make
the best of abilities and skills of one. 18.8% are neutral to this statement, 18.3% strongly
agree that permanent job makes them use their abilities and skills in the best way. 8.3%
disagree and 2.6% strongly disagree that permanent job makes them to use their abilities
and skills in the best way. Thus, a permanent pushes one forward to make their abilities
and skills be used in the best possible way.

52
4.2.2.12 Job security to a certain extent is a reason for non-utilization of full potential or
lesser performance.
Frequency Percent
Disagree 71 31.0
Neutral 36 15.7
Agree 85 37.1
Total 229 100.0
Among the respondents, 37.1% of them agree that the job security to a certain extent
results in the non-utilization of full potential or lesser performance. However, only a
little less than that group of respondents i.e. 31% disagree to the statement. 15.7%
neither agree nor disagree. 12.2% strongly agree whereas 3.9% of the respondents
strongly disagree to the statement. Thus, by a very small margin, the result shows that
the job security rises up as a reason for not performing the very best one could give and
give a better performance to a certain extent.

53
4.2.2.13 Permanency of employment gives sense of belongingness in the organization.
Frequency Percent
Disagree 5 2.2
Neutral 28 12.2
Agree 151 65.9
Total 229 100.0
Almost two-thirds of the respondents, 65.9% believe that being permanent employee
made them feel belonged in the organization. 19.7% strongly agreed to the statement
whereas 12.2% stayed neutral with no fixed view about belonging to the organization.
A small group of the respondents, i.e. 2.2% of them didn’t felt belonged to the
organization despite the permanency of the employment. Hence, for one to feel the
belongingness to the organization, permanent job plays one of the most vital role.

54
4.2.2.14 Job security encourages you to be creative while performing your job.
Frequency Percent
Disagree 20 8.7
Neutral 40 17.5
Agree 121 52.8
Total 229 100.0
A bit more than half of the respondents, i.e. 52.8% agreed that job security encourages
one to be creative in their job, and to the same statement 20.1% strongly agree. 17.5%
hold neutral view thus not being able to decide if the job security made them more
creative while performing jobs. 8.7% disagree and 0.9% of the respondents have the
view that job security has nothing to do with bringing out the creativity while
performing any job. To conclude we can say that job security encourages creativity to
most of them resulting them to be creative while performing their jobs.

55
4.2.2.15 Having a permanent job makes a person respectable in the society.
Frequency Percent
Disagree 4 1.7
Neutral 3 1.3
Agree 117 51.1
Total 229 100.0
Almost all of the respondents had positive views towards the statement that having a
permanent job makes a person respectable in the society. 51.1% of the respondents
agreed and 45.9% responded that they strongly agree to the statement. On the contrary,
1.7% disagreed that a permanent job makes a person respectable in the society and the
remaining 1.3% were neutral. Thus, to conclude we can say that having a permanent
job makes a person respectable in the society.

56
4.2.3 Level of Job security Awareness and Motivation
4.2.3.1. Descriptive statistics for questionnaire to assess awareness of job security
among employees in the organization
Table 22: Descriptive statistics for questionnaire to assess awareness of job security
among employees in the organization
Minimu
m
Maximu
m
Mean Std.
Deviatio
n
A steady salary is a major motivating factor for
joining a permanent job.
2 5 4.50 .567
Favouritism and discrimination by
management do not pose any threat to
permanency of your job.
1 5 3.20 1.207
Since your job is permanent you would wait for
seniority based reward than performance based
reward.
1 5 3.16 .915
You feel insecurity in your job due to the
bureaucratic set up in your organization.
1 5 3.29 1.063
Average 3.54
The table consists of questions that are used to assess whether the employees are aware
of the safeguards assured to them regarding their permanency of job. The last question
i.e. ‘You feel insecurity in your job due to the bureaucratic set up in your organization.’
is a negative question therefore, is reverse coded to calculate the average mean. For this
question a value higher than 3 means that the employees are disagreeing to the
statement. The average of means for each question reflects the awareness of the
employees regarding the security they possess in their job. Value closer to 0 represents
low awareness whereas value closer to 5 means high awareness. The table shows that
the average mean for the questions is 3.54 which means the awareness level is mid-

57
way. Thus, the employees of KSEB are moderately aware of their secured nature of the
job.
4.2.3.2 Descriptive statistics for questionnaire studying the effect of job security
on motivation
Table 23:Descriptive statistics for questionnaire studying the effect of job security on
motivation
Minimu
m
Maximu
m
Mean Std.
Deviatio
n
Learning new skills are necessary to keep your
job secured.
1 5 3.59 .776
Job security ensures chances of getting ahead in
the job.
2 5 3.78 .668
You feel strong spirit of cooperation when you
work with permanent co-workers.
1 5 3.82 .826
Being a permanent member you are responsible
for the fate of your company.
2 5 3.72 .750
Your secured job allows you freedom to take
decisions in your works.
1 5 3.43 .894
A permanent job allows you to take full credit
for work well done.
3 5 3.90 .521
With a permanent job you can make best use of
your abilities and skills.
1 5 3.75 .938
Permanency of employment gives sense of
belongingness in the organization.
2 5 4.03 .638
Job security encourages you to be creative
while performing your job.
1 5 3.83 .881
Having a permanent job makes a person
respectable in the society.
2 5 4.41 .612
Average 3.826

58
The above table 23 shows that the average mean of the statement related to influence
of job security on motivational factors is 3.826. The value can be interpreted as job
security having a positive impact on motivation level of employees. The data above
reveals that job security motivates employees by having a positive relationship with the
above listed motivational factors. From the data it is revealed that job security has
highest impact on the social status of an individual as it has the highest mean 4.41.
Having a permanent job is considered to be correlated with acquiring a respectable
social position. The second highest mean is regarding association between job security
and belongingness to the workplace with mean of 4.03. It is followed by relation
between recognition and job security with mean of 3.90. The top three influences which
are to have a place in the society, being able to relate oneself to a definite place and to
be accepted for doing well are related with social aspects.
4.2.3.3 Descriptive Statistics for the question discarded due to inconsistency
Table 24: Descriptive Statistics for the question no. 12
Minimu
m
Maximu
m
Mean Std.
Deviatio
n
Job security to a certain extent is a reason for
non-utilization of full potential or lesser
performance.
1 5 2.77 1.132
The mean average is calculated using the reverse coded values for the original scores
as it is a negative question. Value less than 3 and closer to 0 can be interpreted as job
security being pointed out as a hindrance whereas if it is greater than 3 than closer to 5
it can be said that job security is not perceived as a hindrance by the employees. The
mean value for this statement is 2.77 which represents that employees moderately
believe that job security to a certain extent hinders full utilization of their potential or
restrict them from performing well. The table 24 also reveals that the scoring ranges
from strongly agree to strongly disagree and varies widely.

59
4.3 One-way Analysis of Variances
One-way Analysis of Variances (ANOVA) is used to discuss significant variances as
denoted by socio-demographic variables. A total of 6 hypotheses are generated
constituting of questions related to job security which is tested against 2 socio-
demographic variables for each.
1. H1=There is no significant difference in preference for promotion criteria
between middle level and lower level executives.
Table 25: F table for H1
Item Designation Mean Std.
Deviation
n F Sig.
Since your job is
permanent you would wait
for seniority based reward
than performance based
reward.
Middle
Level
Executives
3.25 .901 120 2.367 .125
Lower
Level
Executives
3.06 .926 109
Result: H1 accepted
The alpha value for preference of seniority based on performance based promotions
among middle level and lower level executives is greater than 0.05 (p>0.05; p=.125).
Thus, the choice of preference between seniority and performance based reward does
not differ among these organizational levels. Employees of both the groups admire
seniority based promotions in similar manner. Table 25 shows p value obtained for
hypothesis 1.

60
2. H2= Preference of promotion system in a secured job does not vary among
different age groups.
Item Age
group
Mean Std.
Deviation
n F Sig.
Since your job is permanent
you would wait for seniority
based reward than
performance based reward
26-35 2.95 .973 21 .771 .464
36-45 3.14 .897 92
46 and
above
3.22 .921 116
Result: H2 accepted.
The alpha value for choice between seniority based and performance based promotions
among various age groups is greater than 0.05 (p>0.05; p=.464). Thus, the choice of
preference between seniority and performance based reward does not differ with age.
However, a gradual increment in mean value is seen with increment in age group which
can be possibly interpreted as the preference towards seniority based promotion
increasing with age category. Table 26 shows the correlating information above.

61
3. H3= Perception level of job security does not differ with designation.
H3a = Threat from favouritism and discrimination do not differ among middle level
and lower level executives.
H3b = Threat from bureaucratic set up do not vary among middle level and lower
level executives.
Table 27: F table for H3a and H3b
Item Designation Mean Std.
Deviation
n F Sig.
a. Favouritism and
discrimination by
management do not
pose any threat to
permanency of your
job.
Middle
Level
Executives
3.40 1.148 120 7.366 .007
Lower
Level
Executives
2.97 1.236 109
b. You feel insecurity in
your job due to the
bureaucratic set up in
your organization.
Middle
Level
Executives
2.54 .823 120 6.278 .013
Lower
Level
Executives
2.89 .833 109
Result: H3a rejected and H3b rejected.
Since significance level for both statements is less than 0.05 (p<0.05, p=.007 and
p=.013) there is a significant difference between designation and perceived level of job
security. From the mean values for both questions it is revealed that middle level
executives feel their job is more secured. However, lower level executives feel their
permanency of job is affected by favouritism and discrimination as well as bureaucratic
set up of their organization. Table 27 shows the data generated for Hypothesis 2a and
2b.

62
4. H4= There is no significant relation between gender and perceived security.
Table 28: F table for H4a and H4b
Item Gender Mean Std.
Deviation
n F Sig.
a. Favouritism and
discrimination by
management do not pose
any threat to permanency
of your job.
Male 3.06 1.241 102 2.408 .122
Female 3.31 1.172 127
b. You feel insecurity in
your job due to the
bureaucratic set up in
your organization.
Male 2.86 1.025 102 3.982 .047
Female 2.58 1.080 127
H4a = Threat from favouritism and discrimination do not differ among male and female.
H4b = Threat from bureaucratic set up do not vary among male and female.
Result: H4a accepted and H4a rejected.
The above table 28 unveils two different results. Hypothesis H4a is accepted as p value
is greater than 0.05 (p>0.05, p=.122). This means that the effect of favouritism and
discrimination do not vary depend on gender. However, Hypothesis H4b is rejected as p
value is lesser than 0.05 (p<0.05, p=.047). This result indicates that job security tends
to diminish among females due to bureaucratic set up.

63
5. H5= There is no significant relation between salary as a motivator and age
group.
Item Age
group
Mean Std.
Deviation
n F Sig.
A steady salary is a major
motivating factor for joining
a permanent job.
26-35 4.43 .811 21 .217 .805
36-45 4.50 .545 92
46 and
above
4.52 .535 116
Table 29 represents the result or hypothesis H5. In the table, p value is greater than 0.05
(p>0.05, p=.805). Thus, the hypothesis is accepted. Salary is evident to be the major
motivating aspect of a permanent job across various age groups.
6. H6= Family role plays a role in consideration of salary as a major motivating
factor.
Item Bread
Earner
Mean Std.
Deviation
n F Sig.
A steady salary is a major
motivating factor for joining
a permanent job.
Yes 4.53 .533 180 1.721 .191
No 4.41 .674 49
Table 30 represents the result or hypothesis H6. In the table, p value is greater than 0.05
(p>0.05, p=.191). Thus, the hypothesis is accepted. Salary is valued in similar manner
whether a person is a bread earner or not.

64
4.4 Chapter Summary
The findings of this study showed the influence job security has over motivation of
employees with regard to specific motivational factors.
The data revealed that the employees of KSEB are well aware of the nature of their job.
The results of the questionnaire showed that the employees feel their job is secured
against unjust dismissals practiced by organizations due to internal policies or bias.
They are assured that they have a secured steady salary and protection of seniority
system.
The results for research question 2 aimed at studying the motivational factors that are
ensured by a secured job. It is seen that social status is highly related with job security.
The results of ANOVA used to answer research question 3 showed that the socio-
demographic variables gender and designation has significant differences in perceiving
job security aspects.

65
CHAPTER V
SUMMARY, DISCUSSION, RECOMMENDATIONS AND
CONCLUSION
This chapter addresses the results and findings on the influence of job security on
employee motivation in KSEB Corporate Office, Thiruvananthapuram. The findings
are outlined according to specific objectives of the study. The findings are based on the
responses obtained through the filled questionnaires and information gathered on the
research questions. Extensive use of the known theories were considered during the
completion of this work that facilitated an all-round understanding of the subject matter.
The researcher provides a discussion on the findings of the research as compared to the
findings in the literature review based on the specific objectives. Conclusion and
recommendations are further presented.
5.1 Summary
The purpose of the study was to determine the influence a permanent job has over
employee motivation in KSEB Ltd. The study was guided by the following research
questions:
1. Are the employees aware of the secured nature of their job?
2. What are the motivational factors at work that are ensured by job security?
3. Does job security differ depending upon the socio-demographic variables?
The research adopted a descriptive research design. The populations for the study were
middle level and lower level executives in KSEB Corporate Office since this is the
organization under study. The study population comprised a total of 999 employees in
respective strata. Stratified disproportionate sampling technique was used to draw a
sample size of 229 respondents. Data was collected using questionnaires, edited and
entered into the Statistical Package for Social Sciences (SPSS) software version 20 to
conduct the analysis. This study used a series of descriptive statistics utilizing statistical
indexes such as frequency and percentages. One-way analysis of variance (ANOVA)
was conducted to discuss significant variances as denoted by socio-demographic

A STUDY ON INFLUENCE OF JOB SECURITY ON MOTIVATION IN KSEB - MASTER THESIS

A STUDY ON INFLUENCE OF JOB SECURITY ON MOTIVATION IN KSEB - MASTER THESIS

Recommended

Recommended

More Related Content

Similar to A STUDY ON INFLUENCE OF JOB SECURITY ON MOTIVATION IN KSEB - MASTER THESIS

Similar to A STUDY ON INFLUENCE OF JOB SECURITY ON MOTIVATION IN KSEB - MASTER THESIS (20)

More from Lori Moore

More from Lori Moore (20)

Recently uploaded

Recently uploaded (20)

A STUDY ON INFLUENCE OF JOB SECURITY ON MOTIVATION IN KSEB - MASTER THESIS