The document presents findings from a study on motivational factors. A questionnaire was distributed to 50 people ranging from ages 18 to 37. The questionnaire asked respondents to rate the importance of various factors in motivating them on a scale of 1 to 5. The factors included money, family, friends, social status, working conditions, and others. The observations found that over half of respondents rated money as very motivating, while two-thirds said family was most motivating. Relationships were rated as less important compared to other factors. The document analyzed response data through charts and concluded certain demographic trends among respondents.
Impact of emotional intelligence on employee engagementdeshwal852
Emotional intelligence and employee engagement are the biggest factors that contribute to the success of organizations. If the employees know their own emotions and able to manage them properly they can work more competently and prolifically which will in turn bring employee engagement. This study is an
attempt to contribute afresh with a new perspective to the field of human resources and behavioral sciences with special reference to impact of emotional intelligence on employee engagement. A sample of 60 respondents was taken. The data was interpreted with the help of Yule’s coefficient of association. The result of the study showed that there was negative association between high emotional intelligence
and low employee engagement.
Vic is a professor at the University of Michigan’s Schools of Public Health and Medicine. An innovative teacher and researcher, in 1995 he founded the UM Center for Health Communications Research, studying the future of digitally-tailored health communications when fewer than 15% of Americans had Internet access. He’s also an entrepreneur, founding HealthMedia, a digital health coaching company that was sold to Johnson & Johnson in 2010. More recently, Vic created JOOL Health, a digital platform integrating the science of well-being with big data, biometric devices, predictive analytics, and artificial intelligence. Vic and the organizations he founded have won numerous national and international awards, including two Smithsonian Awards, the Health Evolution Partners Innovations in Healthcare Award, and the National Business Coalition on Health’s Mercury Award. In 2010, Vic won the University of Michigan’s Distinguished Innovator Award. In late 2017, Dr. Strecher was the Donald A. Dunstan Foundation’s “Thinker in Residence” in Adelaide, Australia to develop a “Purpose Economy” of business, government, and communities. Vic’s latest neuroscience, behavioral, and epidemiologic research; his two recent books, Life On Purpose and the graphic novel On Purpose; and JOOL Health, are focused on the importance of developing and maintaining a strong purpose in life.
https://www.vicstrecher.com/
Case Incident: Is there a Price for Being to Nice
What is Personality?
Measuring Personality
Determinants of Personality
The Myers-Briggs Type Indicator
The Big Five Personality Model
Other Personality Traits Relevant to OB
Reference:
Stephen P Robbins, Timothy A Judge & Neharika Vohra, Organizational Behaviour, 15th ed., p. 135-150
Ob1 unit 3 chapter - 10 - perception, attribuions, emotions and emotional i...Dr S Gokula Krishnan
Discussions on
Dr. S. GOKULA KRISHNAN, 2 Associate Professor @NSM
Case Incident: Predictions That Didn’t Quite Pan Out(p.206)
What is Perception?
Factors that influencing Perception
Person Perception: Making Judgment About Others
Attribution Theory
Common shortcuts in judging others
Individual Decision Making
Impression Management
Case Incident: Is It Okay to Cry at Work(p.128)
Emotions
Emotional Intelligence
Reference:
Stephen P Robbins, Timothy A Judge & NeharikaVohra, Organizational Behaviour, 15thed., p. 175-201 & 101-125
Impact of emotional intelligence on employee engagementdeshwal852
Emotional intelligence and employee engagement are the biggest factors that contribute to the success of organizations. If the employees know their own emotions and able to manage them properly they can work more competently and prolifically which will in turn bring employee engagement. This study is an
attempt to contribute afresh with a new perspective to the field of human resources and behavioral sciences with special reference to impact of emotional intelligence on employee engagement. A sample of 60 respondents was taken. The data was interpreted with the help of Yule’s coefficient of association. The result of the study showed that there was negative association between high emotional intelligence
and low employee engagement.
Vic is a professor at the University of Michigan’s Schools of Public Health and Medicine. An innovative teacher and researcher, in 1995 he founded the UM Center for Health Communications Research, studying the future of digitally-tailored health communications when fewer than 15% of Americans had Internet access. He’s also an entrepreneur, founding HealthMedia, a digital health coaching company that was sold to Johnson & Johnson in 2010. More recently, Vic created JOOL Health, a digital platform integrating the science of well-being with big data, biometric devices, predictive analytics, and artificial intelligence. Vic and the organizations he founded have won numerous national and international awards, including two Smithsonian Awards, the Health Evolution Partners Innovations in Healthcare Award, and the National Business Coalition on Health’s Mercury Award. In 2010, Vic won the University of Michigan’s Distinguished Innovator Award. In late 2017, Dr. Strecher was the Donald A. Dunstan Foundation’s “Thinker in Residence” in Adelaide, Australia to develop a “Purpose Economy” of business, government, and communities. Vic’s latest neuroscience, behavioral, and epidemiologic research; his two recent books, Life On Purpose and the graphic novel On Purpose; and JOOL Health, are focused on the importance of developing and maintaining a strong purpose in life.
https://www.vicstrecher.com/
Case Incident: Is there a Price for Being to Nice
What is Personality?
Measuring Personality
Determinants of Personality
The Myers-Briggs Type Indicator
The Big Five Personality Model
Other Personality Traits Relevant to OB
Reference:
Stephen P Robbins, Timothy A Judge & Neharika Vohra, Organizational Behaviour, 15th ed., p. 135-150
Ob1 unit 3 chapter - 10 - perception, attribuions, emotions and emotional i...Dr S Gokula Krishnan
Discussions on
Dr. S. GOKULA KRISHNAN, 2 Associate Professor @NSM
Case Incident: Predictions That Didn’t Quite Pan Out(p.206)
What is Perception?
Factors that influencing Perception
Person Perception: Making Judgment About Others
Attribution Theory
Common shortcuts in judging others
Individual Decision Making
Impression Management
Case Incident: Is It Okay to Cry at Work(p.128)
Emotions
Emotional Intelligence
Reference:
Stephen P Robbins, Timothy A Judge & NeharikaVohra, Organizational Behaviour, 15thed., p. 175-201 & 101-125
Ethical Dilemma: Bounty Hunters (p.94)
What is Attitude?
Components of Attitudes
Does Behavior always follow from attitudes?
What are the major job attitudes?
Job Satisfaction (JS)
The impact of satisfied and dissatisfied employees on the workplace.
JS and Job Performance
JS and Organizational Citizenship Behavior(OCB)
JS and Customer Satisfaction
JS and Absenteeism
JS and Turnover
JS and Workplace Deviance
Reference:
Stephen P Robbins, Timothy A Judge & Neharika Vohra, Organizational Behaviour, 15th ed., p. 73-90
Skill Building Exercises – 1 & 2
Case Incident – Left or Right?
Individual Behavior
Individual Goals vs. Organizational Demands
Behavior of Individuals in an Organization
Rational Economic Man
Social Man
Organization Man
Self-actualization Man
Complex Man
Reference:
VSP Rao (2009). Organizational Behaviour,1st ed., Excel Books, p. 99-108
This is the presentation which get a good credit from Miss Syahrina 'Adliana in FSPP for AM225. This file can be referred to get a good marks in case study. :D
Chapter 3.stephen p. robbins 15th editionRizwanMahmud2
A jist of chapter 3 ATTITUDES AND JOB SATISFACTION
Book ORGANIZATIONAL BEHAVIOUR 15th EDITION BY
Stephen P. Robbins
—San Diego State University
Timothy A. Judge
—University of Notre Dame
Stress and Emotional Bases, investigating the Effectiveness of Emotional Inte...QUESTJOURNAL
Introduction: Specific occupational environments such as mining activities are the source of various stressors. This study aimed to investigate the effectiveness of emotional intelligence training on job stress of the employees of GolGohar Mining and Industrial Company in Sirjan, Kerman. Method: A quasi-experimental design with pretest and posttest was used and 86 employees of GolGohar Mining and Industrial Company in Sirjan were selected using the stratified random sampling method and were divided into two groups of treatment and control. Experimental group received training protocol of ten sessions of 90 minutes and the control group was inserted in the waiting list. Structured clinical interview, demographic questionnaire, Bar-On emotional intelligence questionnaire and job stress questionnaire were used for data collection. Chi-square test and analysis of covariance were used for data analysis. Results: Data analysis showed that emotional intelligence training intervention on the components of workload, perceived incompetence, duplicity, restrictions and responsibilities has played a significant effectiveness (p<0.01).><0.01). Conclusion: The findings of this study suggest the effectiveness of emotional intelligence training on occupational stress index. This finding can be taken into consideration in planning of the preventive and therapeutic interventions.
Introducing Massive Motivation- Control Your Own Destiny by Understanding How to Manipulate Your Motivation, Inside this eBook, you will discover the topics about how controlling your motivation can improve your life, the activation of motivation, intensity of motivation, habitual beliefs that affect motivation levels, personality quirks, health problem, how to find a source of motivation that is effective for you, tactics to increase your motivation, how to channel your motivation, sustaining your motivation for long periods of time and bite sized goals.
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Identify the role consistency plays in attitudes.
State the relationship between job satisfaction and behavior.
Identify four employee responses to dissatisfaction.
Ethical Dilemma: Bounty Hunters (p.94)
What is Attitude?
Components of Attitudes
Does Behavior always follow from attitudes?
What are the major job attitudes?
Job Satisfaction (JS)
The impact of satisfied and dissatisfied employees on the workplace.
JS and Job Performance
JS and Organizational Citizenship Behavior(OCB)
JS and Customer Satisfaction
JS and Absenteeism
JS and Turnover
JS and Workplace Deviance
Reference:
Stephen P Robbins, Timothy A Judge & Neharika Vohra, Organizational Behaviour, 15th ed., p. 73-90
Skill Building Exercises – 1 & 2
Case Incident – Left or Right?
Individual Behavior
Individual Goals vs. Organizational Demands
Behavior of Individuals in an Organization
Rational Economic Man
Social Man
Organization Man
Self-actualization Man
Complex Man
Reference:
VSP Rao (2009). Organizational Behaviour,1st ed., Excel Books, p. 99-108
This is the presentation which get a good credit from Miss Syahrina 'Adliana in FSPP for AM225. This file can be referred to get a good marks in case study. :D
Chapter 3.stephen p. robbins 15th editionRizwanMahmud2
A jist of chapter 3 ATTITUDES AND JOB SATISFACTION
Book ORGANIZATIONAL BEHAVIOUR 15th EDITION BY
Stephen P. Robbins
—San Diego State University
Timothy A. Judge
—University of Notre Dame
Stress and Emotional Bases, investigating the Effectiveness of Emotional Inte...QUESTJOURNAL
Introduction: Specific occupational environments such as mining activities are the source of various stressors. This study aimed to investigate the effectiveness of emotional intelligence training on job stress of the employees of GolGohar Mining and Industrial Company in Sirjan, Kerman. Method: A quasi-experimental design with pretest and posttest was used and 86 employees of GolGohar Mining and Industrial Company in Sirjan were selected using the stratified random sampling method and were divided into two groups of treatment and control. Experimental group received training protocol of ten sessions of 90 minutes and the control group was inserted in the waiting list. Structured clinical interview, demographic questionnaire, Bar-On emotional intelligence questionnaire and job stress questionnaire were used for data collection. Chi-square test and analysis of covariance were used for data analysis. Results: Data analysis showed that emotional intelligence training intervention on the components of workload, perceived incompetence, duplicity, restrictions and responsibilities has played a significant effectiveness (p<0.01).><0.01). Conclusion: The findings of this study suggest the effectiveness of emotional intelligence training on occupational stress index. This finding can be taken into consideration in planning of the preventive and therapeutic interventions.
Introducing Massive Motivation- Control Your Own Destiny by Understanding How to Manipulate Your Motivation, Inside this eBook, you will discover the topics about how controlling your motivation can improve your life, the activation of motivation, intensity of motivation, habitual beliefs that affect motivation levels, personality quirks, health problem, how to find a source of motivation that is effective for you, tactics to increase your motivation, how to channel your motivation, sustaining your motivation for long periods of time and bite sized goals.
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Identify the role consistency plays in attitudes.
State the relationship between job satisfaction and behavior.
Identify four employee responses to dissatisfaction.
Running head EMOTIONAL INTELLEGENCE 1 Re.docxsusanschei
Running head: EMOTIONAL INTELLEGENCE 1
Relationship between Emotional Intelligence and Job Satisfaction
Faraji C. Edwards
Walden University
EMOTIONAL INTELLIGENCE 2
Relationship between Emotional Intelligence and Job Satisfaction
Part 1
Problem Statement
The task of ensuring that employees are satisfied with their jobs and the environment that
they are operating is often challenging for most managers. Employees are satisfied with their
jobs when they find personal meaning in their careers, take pride in whatever they undertake and
where they work, and have the feeling that their firms value them. In a competitive environment,
organizations desire to retain its highly-skilled and talented workforce by creating program such
as training, promotion, coaching, rewards, incentives and bonuses. While these strategies are
effective, they sometimes fail to meet the desired objective of attaining full job satisfaction. This
raises the question over whether factors such as emotional intelligence also have a role to play in
increasing employee job satisfaction.
The impact of emotional intelligence on job satisfaction has attracted numerous academic
attentions. Emotional intelligence is the capacity to recognize personal feelings and those of
others in order to motivate the self and to maintain emotions in both the self and the relationships
(Raj & Ms Deepti, 2016). Employees who express high job satisfaction also have high emotional
intelligence. In addition, Dabke (2014) asserts that emotional intelligence results in employee’s
satisfaction with life, a phenomenon that manifests itself in form of high job satisfaction. Further,
Wolfe and Hyub (2013) found that the influence of emotional intelligence on job satisfaction
manifests itself in form of the length of job tenure of an employee. To them, high emotional
intelligence increases employee’s longevity in an organization. While these studies point to the
existence of a positive correlation between emotional intelligence and job satisfaction, not much
has been done on ways of improving emotional intelligence among employees. In light of the
Lisa Barrow
Lisa Barrow: Include sources to support these assertions.
Lisa Barrow
Lisa Barrow: Good use of sources.
EMOTIONAL INTELLIGENCE 3
above, there is need to conduct a qualitative study on ways of improving emotional intelligence
of employees with a view to increase job satisfaction and retention.
Part 2
Purpose Statement
The purpose of this qualitative study is to investigate the relationship between emotional
intelligence and job satisfaction. In particular, the research seeks to explore various practices that
organizations have put in place to improve workers’ emotional intelligence in order to promote
job satisfaction. This is because while the impact of emotional intelligence on job satisfaction ...
Happiness in work place, workplace happiness in Thailand based on Gender,Age,...Milad Mike
This power points are extracted from a comprehensive research about workplace happiness in Thailand based on Gender,Age, Life, and work status in Thailand.
Q6) Do you have ability to control your feeling while trying to so.docxmakdul
Q6) Do you have ability to control your feeling while trying to solve problems with others?
In the above table we can see the distribution of the workers on if they are able to control their feelings while they are involved to others problem such as personal problems or family problems. The half of the people who took this survey answered yes which is 11 with (50 %). The percentage of the people who answered with NO were 6 which is (27.3 %) and the less percentage here went with the people who answered with MAYBE with 5 (22.7 %).
This is shows clearly that the percentage of the people who can control their feeling while they are going through any other problems was the biggest percentage, and only a few who answered with NO.
Q7) When I start my job with subordinates I am on fully aware of my emotional state.
In the atop table the percentage of the people who answered STRONGLY YES were 4 (18.2 %)
But the biggest number of people answered with just AGREE were 14 (63.6), And only a few people who answered with NATURAL were 4 (18.2).
It is undoubtedly from this distribution that people agreed on starting their jobs with subordinates on fully aware of their emotional state.
Running head: SUMMARY1
SUMMARY 3
Summary
In this data analysis and presentation, there was a research which was assigned to a selected company, which chose to use 50 questionnaires and whereby only 22 of them were responded to. The researchers, therefore, emptied the data after the collection and made some tabulation in a way that could best fit the hypothesis and the variables of the study. It was noted that from the sample, the number of men exceeded that of females with their reasoning based on the nature of the work, such as the managerial levels which seemed more likely to be led by men rather than female (Lopes et al 2006). On the broad issue of leadership and more precisely age, the researchers realized that the nature of leadership as per the presented sample by the company, they were the first and second category of ages, which generally ranged between 20-30 years of age, which represented the majority as young leaders and the aged leaders between 31-45 years of age coming third and fourth, something which called for adoption of the company with experienced leadership from older people irrespective of whether they are successful or not.
From the sample presented, it was definitely clear that Namaa heavily relied on leaders from Omani for different departments to work for their company. Considering the educational background and achievements of the presented sample of leaders, it was clear that diploma graduates represented the biggest number in the company (Cherniss, 2000, April). On the issue of emotional intelligence use, we can conclude that it had been given a certain percentage of priority in the company and therefore its use is greatly encouraged. From the research done, it was evident that dealing with workers emotionally greatly affects their ...
Discover how the science of PI has helped businesses for over 60 years use analytics to increase sales, recruit the right talent, reduce turnover, and motivate their teams.
Relationship between Personality Traits, Academic Achievement and Salary: An ...iosrjce
Most of the B-Schools in India are facing problems in placing their students. Recruiters claim that
the reason for this is the absence of required skill-sets in the students. The challenge is in identifying the skills
or personality traits which lead to good placements. In this study, personality traits were borrowed from the
psychological concept of OCEAN. Ten traits were short-listed and the objective was to find out if there is a
correlation between them and CGPA (academic achievement) and Salary Obtained during placements. The
study, which was carried out in a reputed B-school in Bangalore (India), revealed that out of these 10 traits,only
confidence has a correlation with salary. The traits which have correlation with CGPA are self-motivation and
confidence. Another aspect that was studied was the efficacy of a program called personality enhancement
program- which forces students to learn from activities like public speaking, presentations etc.It was found that
this program helps students to build their confidence levels and confidence is impacting, both, CGPA as well as
salary. The study also found that there is no correlation between CGPA and Salary. SEM is also corroborating
the above results, which were obtained through regression analysis and ANOVA.
16Personal Consequences of Employee CommitmentUniversity o.docxdrennanmicah
1
6
Personal Consequences of Employee Commitment
University of Maryland Eastern Shore
Submitted in partial fulfillment of the requirements for Course #xxxx
Title
Professor
Date
Journal:
Personal consequences of employee commitment. Academy of
Management Journal, 32(3), 649-661.
Date:
1989
Author(s):
Romzek, B., S.
Introduction
The purpose of the study was to examine the positive or negative consequences of employee commitment on nonwork and career satisfactions with the central hypotheses as positive. The study analyses used panel data that tested the effects of employee commitment on satisfaction with nonwork and career progress. Findings support that organizational involvement has positive consequences for individuals.
Hypothesis and Research Question:
The author submitted two hypotheses that tested for positive or negative consequences of employee commitment on nonwork and career satisfactions. Controlling for family involvement and age, the author’s first hypotheses tested to determine if employee commitment would have positive consequences for individuals’ nonwork satisfaction. The second hypotheses tested to determine if employee commitment would have positive consequences for individuals’ satisfaction with their career progress and future prospects.
Method/Type of Study
Research Design
The research design was a quantitative cross-sectional two-wave panel study conducted in 1982 and 1984 respectively.
Research Participants
The study surveyed a random sample of 484 respondents in the first wave of the survey which took place in 1982. The same respondents were contacted for the second wave in 1984 and resulted in 368 of the original individuals responding. The original sample was drawn from personnel listings solicited through nine public agencies; three federal offices, three state offices, and three local governments based in the states of Kansas and Missouri. The author noted that the “agencies represented diversity in the level of government, scope of services provided, and size and constituted an availability sample.” Other than collecting data on age as a control variable, the author did not indicate additional demographic information as being collected for study purposes. Without the data, it is very difficult to determine if the findings can be generalized to the population.
Instrumentation
Organizational involvement was the concept used to measure employee commitment. The author employed a customized measurement instrument adapted from separate scales developed by Etzioni (1975) for organizational involvement; Romzek (1985) for organizational alienation; and Hall, Schneider and Nygren (1970) and Buchanan (1974) for positive psychological attachment. The resultant organizational involvement scale had a Cronbach alpha of .77. Nonwork satisfaction was adapted from a scale developed by the National Opinion Research Center. The five-item Likert format measured the extent o which individuals report being satisfied wi.
1. 1 | P a g e
ORGANIZATIONAL BEHAVIOR
“STUDY OF MOTIVATIONAL FACTORS”
Submitted to: Submitted by:
Dr. Sanjeev Kulkarni Arup Bar
Abhay Rawat
Akash Sharma
Neha Singh
Pawan Agarwal
Soumyadeep Bose
Vimal Savaliya
2. 2 | P a g e
CONTENTS
SNO TOPIC PAGE NO.
1.
ACKNOWLEDGMENT 3
2.
INTRODUCTION 4-6
3.
RESEARCH METHODOLOGY 7
4.
OBSERVATIONS
4.1 MONEY
4.2 FAMILY
4.3 FRIENDS /RELATIONSHIPS
4.4 SOCIAL STATUS
4.5 WORKING CONDITIONS
4.6 RESPONSIBILTY
4.7 APPRECIATIOON
4.8 PROMOTION
4.9 HELPING OTHERS
4.10 FOOD
4.11 MUSIC
4.12 BOOK
4.13 HYGIENE
4.14 NATURE
8-22
8
9
10
11
12
13
14
15
16
18
19
20
21
22
5.
CONCLUSION 23
3. 3 | P a g e
ACKNOWLEDGEMENT
On the very outset of this report, I would like to extend my sincere & heartfelt
obligation towards all the personages who have helped me in this endeavor. Without
their active guidance, help, cooperation & encouragement, I would not have made
headway in the project.
I have taken efforts in this project. However, it would nothave been possiblewithout
the kind support and guidance of my teacher Dr. Sanjeev Kulkarni. I would like to
express my gratitude towards my friends and family for their constant support, and
also to the people involved in the survey for their attention and time.
Thanking You
Date: Signature:
13/10/2017
4. 4 | P a g e
INTRODUCTION
What is motivation?
People consider it to be a personal trait – that is some have it and some don’t. In
practice inexperienced managers often label peoplewho lack motivation as lazy. But
it isn’t true. What we know is that motivation is the result of the interaction of the
individual and the situation. Individuals differ in their motivational drive. For
Example: A student may find reading a 2o pages note bookvery tiring, but the same
student may beable to read 150 pages of Harry Potter just in one day. Forthe student
the change in motivation is driven by the situation. Thus we can say, that the level
of motivation varies both between individuals and within individuals at different
times.
Definition:
Motivation is defined as the processes that account for an individual’s intensity,
direction, & persistence of effort towards attaining a goal. General motivation is
considered with efforts towards a goal, but we narrow our focus on organizational
goals.
Key elements are:
Intensity which is considered with how hard a persontries. This is the element most
of us focus on when we talk about motivation. However, high-intensity is unlikely
to lead to favorable job performance outcomes unless the effort is channeled in a
direction that benefits the organization. Therefore, we have to consider the quality
of efforts as well as its intensity. Effort that is directed towards, and consistent with
the organizations goal’s is the kind of effort that we should be seeking. Finally,
motivation has a persistence dimension. This is a measure of how long a personcan
maintain their effort. Motivated individuals stay with a task long enough to achieve
their goal.
Various theories of motivation:
There are various that have been related with motivation. These theories address
different outcomes variables. The theories also differ in predictive strengths. Some
theories are:
5. 5 | P a g e
Need theory
Four theories focused on needs. These were Maslow’s hierarchy, two factor, ERG,
and McClelland’s needs theories. The strongest is the McClelland’s needs theory,
which is regarding the relationship between achievement and productivity.
Goal-setting theory
The evidence leads to conclude that goal-setting theory provides one of the more
powerful explanations of this dependent variable.
Reinforcement theory
This theory has an impressive record for predicting factors like quality and quantity
of work, persistence of effort, absenteeism, tardiness, and accident rates. It does not
offer much insight into employee satisfaction or the decision to quit
Job design theory
This theory addresses productivity, satisfaction, absenteeism, and turnover
variables. But it may be limited to employees who place a high importance on
finding meaningfulness in their jobs and who seek control over the key elements in
their work.
Equity theory
This theory also deals with productivity, satisfaction, absence, and turnover
variables. However, it is the strongest when predicting absence and turnover
behaviors and weak when predicting differences in employee productivity.
Implications
Recognize Individual Differences
Employees have different needs. Managers should not treat them all alike.
Moreover, spend the time necessary to understand what’s important to each
employee. Also, design jobs to align with individual needs and, therefore, maximize
the motivation potential in jobs.
Use goals and feedback
Employees should have hard, specific goals, as well as feedback on how well they
are faring on pursuit of those goals
6. 6 | P a g e
Allow employees to participate in decisions
Employees can contribute to a number of decisions that affect them: setting work,
choosing their own benefits packages, solving productivity and quality problems,
and the like. This can increase employee productivity, commitment to work goals,
motivation, and job satisfaction.
Link rewards to punishment
Regardless of how closely rewards are actually correlated to performance criteria, if
individuals perceive this relationship to be low, the results will be low performance,
a decrease in job satisfaction, and an increase in turnover and absenteeism.
Check the system for Equity
Rewards should also be perceived by employees as equating with the inputs they
bring to the job. At a simplest level, this should mean that experience, skills, abilities,
effort, and other obvious inputs should explain differences in performance and,
hence, pay, job assignments, and other obvious rewards.
7. 7 | P a g e
METHODOLOGY
Firstly, a questionnaire was created using google forms based on the topic “Study
of motivationalfactors” and distributed among 50 peoplefrom ourtarget group i.e.
people with the name between P and Q. They people contacted were from different
demographic groups. Various demographic characters like age, gender, occupation,
education and income etc. were taken into account and their choices as per their
likings were filled. Only the factors like age and gender were kept mandatory while
rest were kept optional as motive was not to force the respondents with the
information they did not want to disclose. Then a study on what motivates them by
using the following questionnaire was used:
Please Rate the following factors in terms of their importance in motivating you:
1 is least important, 2 is somewhat important, 3 is Neither important nor unimportant
,4 is Important and 5 is most important.
The various factors that were included in the questionnaire are as follows:
Money
Family
Friends/Relationships
Social Status
Working conditions
Responsibility
Appreciation
Promotion
Helping others
Food
Music
Nature
Hygiene
Books
Apart from these questions others questions included were the name of the
respondents, their age, sex, city, income, their qualifications were also included in
the survey. A multiple check Likert scale was used for filling the various factor
that were used on scale of 1 to 5. Then the various responses were analyzed and
interpreted and showed on various pie charts and bar graphs.
8. 8 | P a g e
OBSERVATIONS
Starting with basics of the survey the following observations have been made as per
the data collected from various respondents across various places and with different
culture and religion background.
The data collected has 62% male respondents and 38% female respondents of
various ages.
Data collected also has various age groups of people ranging from 18 years of age
to 37 years of age. The mostcommon or the maximum age group is between 22 to
25, totaling up to 70% ofthe totalage groups, with 21years being the mostcommon
age.
62%
38%
PERCENTAGE
MALE FEMALE
16%
74%
6%
2%
2%
PERCENTAGE
18-21
22-25
26-29
30-33
34-37
9. 9 | P a g e
Primary Observations:
The primary observations are based onwhat we have observed from our view points
with reference to the questions answered by the respondents. The various questions
asked to the respondents were based on the factors that motivates them the most.
These factors might include family, money, promotion, hygiene, work conditions,
food etc.
QUESTIONS
Please rate the following factors in terms of their importance in
motivating you (1 is least important, 2 is somewhat important, 3 is Neither
important nor Unimportant, 4 is important and 5 is most important):
MONEY:
ANALYSIS
It can beseen from the pie chart that 55% peopleconsidermoney as a motivating
factor.
Only 4% people consider money as least important for motivating them.
While the middle range shows certain numbers but the majority are greatly
motivated by money.
Thus, it could also be considered that people are more materialistic as compared
to being spiritualistic.
4%
24%
55%
17%
RESPONSE
1
2
3
4
5
10. 10 | P a g e
FAMILY:
ANALYSIS:
From the above chart it can be seen that the majority of the people (65%)
consider family as the most important motivating factor that drives them
through tough times.
While certain people (4%) consider family as the least important factor that
motivates them.
It has also been seen that no respondent has given somewhat important rating
to family.
It can be observed from the data and the responses received that family plays
as one of the most important driving factors of an individual.
4%
12%
19%
65%
RESPONSE
1
2
3
4
5
11. 11 | P a g e
FRIENDS / RELATIONSHIPS
ANALYSIS
It has observed from the above data that the respondents share an even
distribution from least important (1), somewhat important (2) and neither
important nor unimportant (3).
It has been observed that around 17% of the respondents are least motivated
from friends and relationships.
While other respondents were distributed between somewhat important
(15%) and neither important nor unimportant (14%).
17%
15%
14%
3%
2%
RESPONSE
1
2
3
4
5
12. 12 | P a g e
SOCIAL STATUS
ANALYSIS:
It has been observed that 19% of the people consider social status as a
neither important nor unimportant motivational factor.
While 17% consider it as an important factor for being motivated.
The percentage of people considering it as least and most important are
almost with 5% and 6% respectively.
Thus it can be said that some people are socially conscious about how they
are while don’tcare about their status.
5%
4%
19%
17%
6%
RESPONSE
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13. 13 | P a g e
WORKING CONDITIONS
ANALYSIS
The above pie chart shows that 38% of the total respondents consider working
conditions as an important factor for their motivation.
While 25% of the respondents don’t think of it as an important or unimportant
factor, they are more devoted towards other factors.
It can be seen that the population is evenly distributed between important or
unimportant while 25% can be treated as an average.
The least important contributes 7% to the distribution of the chart.
7%
17%
25%
38%
13%
RESPONSE
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14. 14 | P a g e
RESPONSIBILITY
ANALYSIS
The above pie chart shows that 39% ofthe respondents considerresponsibility as
an important factor for motivating them.
While 32% of the respondents consider responsibility as the most motivating
factor, these people might be considered as proactive workers who actively take
in activities by themselves and learn new things.
It can also be seen that there are 20% of the respondents that consider as neither
important nor unimportant.
4%
5%
20%
39%
32%
RESPONSE
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15. 15 | P a g e
APPRECIATION
ANALYSIS
From above chart we realize that good number of people (30%)are
strongly motivate by appreciation.
And 25% people believe that they motivate by appreciation.
This chart shows that 20% people are sometime motivate by
appreciation.
Among them 15% of people disagree on this.
Very few of them strongly disagree that appreciation is not motivating
them.
10%
15%
20%
25%
30%
RESPONSE
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16. 16 | P a g e
PROMOTION
ANALYSIS
From the above pie chart, we see that the majority of the people (35%)consider
promotion as the most important motivating factor.
While certain people (5%) consider promotion as the least important motivation
factor.
Also we see that 30% of people agree that promotion is important for
motivation.
From the chart we analysis that 20% people realize that promotion is nether
important nor unimportant for motivation.
It can be observed from the chart and the responses received that promotion is
somewhat important for motivation.
5%
10%
20%
30%
35%
RESPONSE
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17. 17 | P a g e
HELPING OTHERS
ANALYSIS
Fromthe above chart we understand that mostof the people(41%) strongly agree
helping people as the most important motivating factor.
And another 29% people agree that helping people is the important motivate
factor.
Above the chart it shows that 18% people are not clear that helping people is the
motivation factor or not.
Among these people only 8% people respond that helping people is not a
motivation factor.
And very few of them (4%) strongly disagree.
4%
8%
18%
29%
41%
RESPONSE
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18. 18 | P a g e
FOOD
ANALYSIS
Above the pie chart shows that 32% people are strongly motivate by food.
Among them 22% of people think that food is the important motivate factor.
And another 22% people realize that food is nether important nor unimportant
for motivation.
From the chart we analysis that 16% people are disagree, food as a motivator
factor.
Less number of people strongly disagree, food as a motivational factor.
10%
16%
20%
22%
32%
RESPONSE
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19. 19 | P a g e
MUSIC
ANALYSIS
From the pie chart we analysis that maximum number of people (34%) are
strongly agree that music is a very motivation factor.
Above the chart it is clear that a good number of people (26%) are agree, music
can motivate them.
And 17% people give response both. Music some time motivate them.
Among them only 14% of people are disagree that music cannot motivate them.
Very less number of people strongly disagree that music never motivate them.
9%
14%
17%
26%
34%
RESPONSE
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20. 20 | P a g e
BOOKS:
ANALYSIS:
In this given response, 20% of the people thinks that a bookis the most important
factor of motivation.
While 36% of the people take it as an important factor.
Whereas 20% feels that book is neither important nor unimportant in motivating
someone.
12% among the respondents take it as somewhat important and 12% as least
important factor of motivation
20%
36%
20%
12%
12%
RESPONSE
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HYGIENE
ANALYSIS:
According to the above pie chart only 14% people take hygiene as the most
important factor in motivating them among the reviews of 50 people.
Whereas 42% people think hygiene as an important factor in motivating them.
22% ofthe respondents think hygiene as neither important nor unimportant factor
of motivation in their life.
While 8% think it as somewhat important and 4% take this factor as least
important factor in motivating them.
14%
42%
22%
8%
4%
RESPONSE
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22. 22 | P a g e
NATURE
ANALYSIS
In the above graph we cansee that 44% ofthe respondents take NATURE as most
important factor in motivating them in their life.
Whereas 24% of them thinks it as an important factor of motivation.
24% of the respondents take it as neither important nor unimportant factor of
motivation.
While 6% take it as somewhat important and 2% as least important factor of
motivation.
44%
24%
24%
6%
2%
RESPONSE
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23. 23 | P a g e
CONCLUSIONS
Motivation has various forms and a personcanget motivated byvarious factors apart
from the factors that have been included in the questionnaire. After observing all the
factors and reviewing the responses it may be concluded that majority of the people
across all age groups are highly motivated from their family. Family always plays
an important part in motivating one, being behind our back ever since our birth and
unwavering faith and love. Promotion, appreciation, responsibilities, food and music
also play an important part in motivating one selves. It is always one’s mentality that
they should bepraised for their good workand by doing so the individuals are highly
motivated and thus they strive harder to achieve future goals. Food and books are
one’s spiritual need and thus without it a person is not complete as it imparts
knowledge, skill and attitude in a person. Money is also an important factor that
motivates us. Nowadays, the increasing globalization has resulted in the increase in
the demands of the people and thus a greater salary or money aids them to achieve
those necessary goals. Apart from necessary goals luxury goals can also be fulfilled
by money thus providing a relative stage of satisfaction for ourselves. Hygiene also
plays an important part in motivating one selves. “Cleanliness is next to
Godliness”, one could think of them as being much closer to God. Being hygienic
provides inner peaceand greater push towards are desired goals with full energy and
hard work.
According to the survey we would like to conclude a deviation towards family
and promotionand money being the least selected factors forbeing motivated. While
rest of the play a moderate role in motivating one selves ranging from somewhat
important to important.