Tuesday, June 22, 2021

#MBA HR Project on analysis of intrinsic and extrinsic factors of motivation that impacts employee performance at work place Project title - To understand and analyse various extrinsic and intrinsic factors of motivation that influences employee performance at work place MBA HR project#

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 MBA HR Project on analysis of intrinsic and extrinsic factors of motivation that impacts employee performance at work place

 Purpose of the study

The Purpose of this research work is to analyse various intrinsic and extrinsic factors of motivation that impacts performance of employees at work place.

Intrinsic factors lie within employees in terms of how they feel about the job. External factors refer to surroundings in which employees work. These factors play an important role in increasing the efficiency and performance of the employees.

Objectives of the study

The major objectives of this research work is-

·         To understand and analyse intrinsic factors of motivation that have influence on employee performance at work.

·         To understand and analyse various extrinsic factors of motivation that influences employee performance at work place

·         To understand and analyse the impact of employee motivation on their performance at work.

Abstract

Motivation plays an important role when it comes to increase efficiency, productivity and effectiveness of the organisation. If employees are motivated at work place, they contribute best of their performance to achieve the objectives of the organisation. Poor motivation level of employees do not impact performance level of employees but also lead to frustration and dissatisfaction among them which in turn reduces capability of an organisation to optimize their resources and generate profit and company starts facing problems such as huge employee turnover, absenteeism, poor safety practices and over all deteoriation of health of the organisation.

This project work is focused on analyzing various intrinsic and extrinsic factors that impact employee motivation level at work place. Impact of motivation on employee performance has also been analysed to understand the importance of motivated employees at work place. Research methodology adopted is descriptive in nature. Convenience sample has been used where a sample of 100 respondents have been taken from Delhi NCR region to analyse factors impacting motivation and impact of motivation on employee performance. A structured questionnaire survey has been done to collect primary data. SPSS and MS Excel software has been used to perform statistical analysis such as mean and standard deviation analysis, correlation analysis, regression analysis and reliability test to analyse the data and find significant relationship among factors taken into consideration for employee motivation and impact of motivation on employee performance. Result indicates that extrinsic and intrinsic factors of motivation impacts performance of employees at work place. Positive correlation has been found among intrinsic and extrinsic factors of motivation and employee performance. The same result has been found for impacts of employee motivation and employee performance.

 

Keywords: Motivation, employee performance, intrinsic factors, extrinsic factors, intrinsic motivation, extrinsic motivation performance.


Chapter1

1.1 Introduction

Motivation is creating willingness in the employees to give their best at work place. It refers to stimulating the urge to make people do something as desired. Every organisation wants to remain competitive in the market in order to survive and grow in this cut throat competitive environment which is only possible when an organisation has motivated employees at their work place. Motivated employees not only contributes their best to the organisation but also takes initiative to bring necessary changes in the organisation to accomplish organisational goals more effectively and efficiently and adopt changes as per the requirements of the market.

Motivation can be intrinsic and extrinsic. Intrinsic factors of motivation relates to internal feeling and attitude of the employees towards organisation, job and people at their work place. Intrinsic motivation energies people to perform task, take challenging jobs and learn new things. Extrinsic motivation is driven by external factors such as external rewards, relationship with boss and peers etc. employee motivation has direct influence on their performance at work place. If an employee is positively motivated, s/he contributes best to the fulfillment of goals of the organisation.

Intrinsic factors such as recognition and appreciation received at work place, continuous evaluation, monitoring and continuous feedback, just and fair treatment, autonomy and empowerment, authority and responsibility assigned to employees etc impact level of employee motivation at work place. Extrinsic factors such as reward and compensation, communication effectiveness, relationship with manager, leadership style in the organisation, surroundings in which employees work, promotional opportunities have impact on employee motivation. High level of motivation reduces absenteeism, employee turnover, and stress level at work place and increase new learning; follow up of safety measures and efficiency of employees. Companies must evaluate intrinsic and extrinsic factors that influence motivation level of employees at work place to keep them motivated, trustworthy and loyal to the organisation, else company has to face multiple issues which will reduce productivity and efficiency of the organisation.

Chapter 2

2.1 Literature Review

Extrinsic motivation requires a purpose between the activity and the consequences of the work which may be tangible or the satisfaction that comes from the extrinsic results to which the activity leads and not from the activity itself.  (Dec  &  Ryan,  2000)  The attitude of an employee towards a job is determined by the benefits that are attached towards the completion of an action.  These rewards can be monetary, nonmonetary or incentives and encourage the employees to perform as  is required.  (Chaudhary,  2012) 

To date, the most crucial extrinsic motivating factor is money. (Obasan, 2011 )Monetary compensations are the most important tools to motivate employees towards higher performance.(Dec  &  Ryan,  2000) 

Tangible rewards such as pay, bonuses, promotion are used to motivate employees who in turn increase their productivity and benefits the organisation.  (Dec & Ryan, 2000) 

Vroom conducted an empirical study on an oil refinery worker to identify theirole of rewards in  influencing employee motivation .  At the end of the study  it was observed that the workers may be satisfied with their wages but when they discovered that their peers were paid more than  them they were easily dissatisfied.  This proved that to keep the employees motivated, they must be paid higher salaries to keep them motivated.  (Locke & Latham, 2007)

Providing fringe benefits to the employees  is consequently cheaper to achieve.  Providing these benefits amplifies the performance of the employees.  The benefits can later become an alternative to salary.  (Baughman,  et al.,  2003) 

The reward shape towards the benefits that employees obtain from their work (Kaleberg,   977)  and the other crucial parts of a worker job approach such as employee performance,    incentive and business assurance (Kressler,  2004).  Employees work  in organisation with their skills and  attain the desired goals and  in return good working conditions.  The provisions of providing fringe benefits enhance their productivity and efficiency towards the completion of their goals.   (Mottaz,   988)

Job environment is a complex operational surrounding comprising of- 

•             Peripheral aspect made up of the physical environment. 

•             Individual physical characteristics. 

•             Type of work being carried out.  (Bratton,  2012) 

The work group or the people an individual employee works with also serve as a source of  motivation. By providing group members with opportunities to interact with each other and f lls the need for social interaction.   If the co-workers have values or attitudes that causes less disruptions on a daily basis and a stronger source of motivation by providing confirmation of an employee’s self-efficacy.  (Ayo &  Olusey ,  2009)

A good leadership from the management will motivate the employees to do their right thing and  which can be achieved  if only the employees trust their managers and look up to them for guidance and higher levels of morality and motivation .  (Rukhman ,  et al.,  2010) 

There should be proper dissemination of  information and information must be readily available  to the employees,  thus promoting efficiency by maintaining  transparency.  Availability of same    information to everyone keeps a healthy competitive spirit among the employees.  (Jang &  Ch ang,  2008) 

Employees should have good relations with their managers as  it fosters employee motivation . It helps them with their problems pertaining to their jobs,  feedback about their performance and a healthy communication  which avoids any type of misunderstandings.  (Tella,  2007)

Job enrichment  is a job redesign technique that gives the employees the autonomy to choose as  to how they perform their job responsibilities,  thus giving them more authority over themselves.  These make the employees more efficient and eliminate redundant tasks and  improving their  own performance and  increas ng their productivity and reducing turnover.  On the other hand,  this may also cause dissatisfaction among the employees as with  increased responsibility and  autonomy they may expect higher levels of pay or  incentives and failure to meet their  expectations may cause frustration.  (Whittaker,  2008)

Lack of favourable working conditions such as  temperature,  hygiene,  working hours,  ventilation and noise can badly affect am employee’s physical and mental well-being and adversely affect his/  her motivation .  (Feldman &  Arnold,   996)   f the working conditions are either too extreme or too favourable,  most of the employees will take this for granted.   (Buskist &   ronis,  2008)

Intrinsic motivation   includes factors of motivation  such as  interest,  personal enjoyment and commitment to work.  intrinsic motivation   includes the  inherent satisfaction that  is derived from the doing of an activity rather than for some separable benefit derived from the activity.   (Dec  &  Ryan,  2000) 

An employee’s motivation   is affected by the promotional opportunities that  is available for the  employee.  Promotion  is perceived as the ultimate achievement by the employees and makes  them extremely satisfied.  Employees will be motivated and satisfied  if the organisation provides them promotion and also the factors responsible for  facilities,  skills and ability.   (Turky ilmaz,  et al.,  2011)

Globally around seventy five percent of the employees  in comparison to other factors  n their  preference list preferred to keep their jobs,  making job security a determinant factor due to  economic reasons.  (Arnold &  Feldman,   1985)

Intrinsic motivation   is the motivation  that  is derived from engaging  n one’s own work not out  of compulsion or obligat on but for the satisfaction or pleasure derived from performing the  work.  Employees motivated by intrinsic factors require  intangible rewards such as recognition  and they are motivated from the work more than the benefits derived from the work.   (Chaudhary,  20 2)

There  is an  inverse relationship between motivation  and absenteeism of the employee. In case  of high motivation  the absenteeism  is low and vice versa.  Absenteeism  is viewed as a mean to  avoid stressful situations.  (Luthans,   1995) 

Absenteeism can cost the organisations a lot of money due to the non attendance of the  employees.  One of the underlying reason for absenteeism  is low employee motivation .  (Agu Ilar &  Vlosky,  2009).

There  isn’t much research to establ sh a relationship between motivation  and productivity.  However there i s consensus that  increased amount of motivation  and being motivated for a longer  period of time leads to  increased productivity.  (Wigfield &  Wentzel,  2009) 

When employees perce ve that the intrinsicand extrinsic rewards are contingent upon their  productivity,  then high productivity leads to motivation .  Also when extrinsic rewards are  distributed equally then they show high productivity  which also leads to motivation .  (Wajid  &  Muhammad,  2013)

Skill variety  is the extent to  which a particular jobs requires different set of competencies of the employee to carry  it out.  (Jackson &  Math s,  2011 )  The more skills are  involved  in performing a job,  the more meaningful  it becomes for the employee.  By performing  in a job with high skill diversity and expertise may develop a sense of competency among the employees.  (Dockel,  et  al.,  2006)

Empowerment  is def ned as allowing and encouraging the employees to take personal  initiative and responsibility for any amelioration that  is a result of their execution of their assigned work  and also contributing to the organisation’s overall objective.  (Kernaghan &  Clutterback,   994) 

 It can be also defined as delegation of authority that  is done by the managers to their employee.  (Sibson,   1994)  Employee empowerment gives the employees a control and autonomy over their work  which makes them enjoy their work more.  (Robbins &  Judge,  20 3) 

More than half of their respondents of a study conducted by Sibson said their motivation  for work and job satisfaction comes from the feeling of control over their work and making decisions  independently.  (Sibson,   1994)

The need for recognition makes the employees do more work than they would do normally due to their intrinsic need for the psychological rewards associated with do ng a job well.  This type of motivation  drives an employee on a day level rather than any other tangible rewards.  A study conducted on Pakistan  commercial banks to examines their relationship between employee  motivation  and rewards established that recognition correlates significantly (0.65)  with  employee work motivation .  (Kamalian,  et al.,  2010) 

Total life space  is a new concept  which throws light on the fact that employees want to balance their work and home.  They expect a reasonable amount of work  which doesn’t  interfere with  their personal and social life.  (Khan,  et al.,  2010)

Employees wish to engage  in meaningful work that gives them a feeling of pride and  accomplishment.  The outcomes and distinctiveness  is  important for people who wish to engage  in meaningful work and gives them a sense of purpose.  (Yaseen,  2013)

Job engagement means the  investment of an employee’s mental,  cognitive,  physical and  emotional energies  into performing their job.  Highly engaged employees have higher  productivity levels,  lower turnover and fewer safety  incidents than less engaged employees  in  the organisation.  Highly successful organisations have more number of engaged employees than  in average organisations.  (Robbins &  Judge,  2013)

Turnover  is def ned as the process  in  which the employees who have left the organisation are  replaced.  Turnover,  like absenteeism costs organisation a lot of money due to recruitment and  training costs associated with  it.  Excessive turnover reduces the productivity of the organisation.  (Westover,  2010) 

Though according to a research by Van and Adon s ,  some employees,  however demotivated  they are by their present job,  they cannot  mag ne themselves working at some other place.  (Adonis  &  Wyk,  2008)

Low motivation  levels discourage people about performing their jobs.  This discouragement makes them  inattentive and they pay less attention to the job at hand.  The lack of attention makes them predisposed to accidents and can be a cause of safety.  (Wigfield &  Wentzel,  2009) 

A study conducted on classroom teachers  in Hong Kong showed that those  individual who were dissatisfied with their work neglected the safety practices.  (Wing-Tung &  Chung-Lim,  2006)

Extrinsic motivation  refers to tangible rewards such as pay,  fringe benefits,  work environment,  work conditions,  and job security.  Extrinsic motives cannot only be satisfied by the work  itself.  That means pleasure comes from something the task leads to,  such as money. 

As according to (Kali mullah et al,  2010)  the effects of work,  as well as contributing factors  are also of  importance for the need satisfaction.  As a result,  work  is seen as a means to pursue other motives.

No one works for free,  nor should they.  Employees want to earn reasonable salary/payment and employees des re their employers to feel that  s what they are getting.  Money  is the fundamental  inducement,  no other  incentive or motivation al technique comes even close to  it with respect to  its  influent al value.   It has the supremacy to magnetize,  retain and motivate  individuals towards higher performance.  Frederick Taylor and his scientific management associate described money as the most fundamental factor  n motivating the  industrial workers to attain greater  productivity (Abadi,etal.,2011).

The evidence that “good management” plays a part in affecting employee motivation puts a responsibility on both the managers and the supervisors in the organization.  Management needs  ion employee motivation   n order to make sound decisions,  both  in preventing and  solving employee problems .A typical method used  s employee motivation  surveys,  also known as a morale,  opinion,  attitude,  or quality-of-work life survey.   An employee motivation survey  is a procedure by  which employees report their feelings  towards their jobs and work environment.   Individual responses are then combined and analyzed (Yazdan  et al2011  ).

Intrinsic motivation is the desire of an individual to perform his/her work well, in order to  achieve the satisfaction of intrinsic needs.   In other words, an  individual performs a task in order to achieve certain types of  internal states,   which he/she experiences as intrinsic motivation   relates to psychological rewards such as their recognition of a task completed.  External rewards such as food,  money,  praise,  and so on,  are not the ma n reason for a person to engage  in  activities .  Intrinsic motives can be satisfied by the work itself.  In other words,  the task  itself  is  the ma n source of motivation ,  since  it provides  interest,  stimulation,  challenges,  and  opportunities for personal growth and achievement to the  individual.   Intrinsically motivated  behavior  is the one that  is determined by an  individual's need for feeling competent and self-determining.  On the one hand, a person will seek out challenges that allow him/her to behave in ways that provide him/her with a sense of competence and self-determination (Matthew et al  2009).

Extrinsic motivators include parental expectations, expectations of other trusted role models,  earning potent al to enroll  in a course later and good grades.  

According to Benabou and Tirole  (2003),  extrinsic motivation  promotes effort and performance with rewards serving as positive  reinforces for the des red behavior.  

Extrinsic motivation typically produces immediate results and requires less effort in comparison to intrinsic motivation  (Ryan &  Dec ,  2000).  The down side of it is that extrinsic motivators can often distract students from true  independent learning.  Another problem with extrinsic motivators that they typically do not work over the long term.  Once, their rewards are removed, students lose their motivation  (DeLong &  Winter,  2002).  As extrinsically motivated, students tend to focus on earning higher grades and obtaining rewards,  

Biehler and Snowman ( 990)  believed that extrinsic motivational factors can diminish students’ intrinsic motivation .  Such observation has also been reported by Bain (2004) who concluded that extrinsic rewards have negative impacts on intrinsic motivation .  Gender differences in the motivation  to learn science has attracted much attention during the last decade (Eccles &  Blumenfield,   985;  Greene &  DeBacker,  2004;  Greenfield,   998;  Morrell &  Lederman,   998).

According to Osuagwa (Osuagwa,  2002), employee performance  is effected by job security and motivation  to work  is directly proportional to job security.  Job security changes the negative work behaviors and the thought of leaving the job and hence functions as an important motivational tool.  (Arnold &  Feldman,   985)  In the current global economy with its prevailing competitive environment, firms frequently determine that their employees are their overall most useful resource.  Firms’ organization structures are heavily dependent on employees,   which influence the organization through their engagement,   attitudes and motivation .  (Bruzel us &  Skärvad,  2004)

The future of corporations are  in the hand of people acting on behalf of the company as employees,  and the  importance of human resources have been brought to centre stage,  more than ever before  (Bhattecharya &  Mukherjee,  2009).

Whiteley (2002) describes that all people are concerned with motivation  to some extent and one thing that all employees have i n common  is the fact that higher motivation   increase performance.  However,  to get employees to outperform during all conditions  s one of the most difficult challenges managers are facing (Nohria,  Groysberg &  Lee,  2008).

Bruzel us and Skärvad (2004)  argue that to get employees motivated to work more efficiently and to  support the company’s values and goals,  they need to get compensated through rewards.   Their reward structure should encourage skilled employees to stay with n the organization as well as increase the  motivation  and commitment to the organization and therefore  increase the productivity.  (Brickley et   al,  2002)

 

 

Chapter 3: Research Methodology

3.1 Purpose of the study

The Purpose of this research work is to analyse various intrinsic and extrinsic factors of motivation that impacts performance of employees at work place.

Intrinsic factors lie within employees in terms of how they feel about the job. External factors refer to surroundings in which employees work. These factors play an important role in increasing the efficiency and performance of the employees.

3.2 Objectives of the study

The major objectives of this research work is-

·         To understand and analyse intrinsic factors of motivation that have influence on employee performance at work.

·         To understand and analyse various extrinsic factors of motivation that influences employee performance at work place

·         To understand and analyse the impact of employee motivation on their performance at work.

3.3 Research Design

Keeping in view the objectives of research objective, impact of motivational factors on employee performance has been analysed using exploratory research methodology. Primary data has been collected using structured Questionnaire. In this survey method a questionnaire is given to the respondent to be duly filled. The questionnaire is provided to respondents under my guidance, who are then expected to read, understand and write down the reply in the space meant for answering various questions in the questionnaire itself. Secondary data has been collected from various journals, magazines, internet and various books.

Independent and dependent variables considered under study includes-

Independent variables:

Motivational factors have been considered as independent variable which has been categorized as-

·         1. Extrinsic motivational factors

·         2. Intrinsic Motivational factors

Dependent variable:

·         Dependent variable considered for this research work is -

·         Performance of employees at work place

3.4 Research Instrument

A structured questionnaire including independent and dependent variables of study has been prepared to collect data for this research work. Questions related to demographic profile of respondents have been included in first part of the questionnaire. The second part of questionnaire contains statements on seven extrinsic and seven intrinsic factors of motivation. Six questions related to impact of motivational factors on employee performance have also been included. Questions included in second part of questionnaire have been based on 5 Point Likert scale- 1 being strongly agree and 5 being strongly disagreed.

3.4.1 Reliability Test

Cronbach alpaha value calculated for employee motivation and factors impacting employee motivation is 0.952, which is considered as excellent and indicates that variables taken into consideration are internally consistent and reliable.

3.5 Sample size

The total sample size considered for this research work is 100 respondents.

3.6Sample design

The sample design used in this project is non probability (convenience) sampling.

3.7 Target Population

Respondents selected for this research work have been working in different companies at different job positions in Delhi NCR.

3.8 Tools used

MS Excel and SPSS software has been used to process analyse and interpret the data collected from questionnaire Survey. Mean and Standard deviation table, Pie Charts, Bar Graphs and pictorial analysis has been made to understand the result in better way. Correlation and regression analysis has been to understand and analyse the relationship between depend variable and independent variable considered under this research work.

 

 

Chapter 4 Data Analysis

4.1 Demographic profile analysis of respondents

Out of 100 respondents, 32 % respondents are in the age group between 25 to 35 years, 39 % in 35 to 45 years and 29 % in above 45 years age group. 54 % respondents are male and 46 % respondents are female, which implies a good mix of gender and will help to avoid gender biasness in the research study and analysis. Respondents from different educational backgrounds have been considered. 19 % respondents are Graduate, 48 % are Post Graduate, 28 % respondents are professionals and 5 % belong to other educational background.

4.2 Mean and Standard deviation Analysis

4.2.1 Motivational factors (Independent variable)

 Extrinsic motivational factors

(Table 4.2.1A)

Extrinsic factors

Mean

SD

EXT1

1.94

0.972553

EXT2

2.1

1.058873

EXT3

2.24

1.146977

EXT4

2.23

1.170815

EXT5

1.86

1.063822

EXT6

1.86

1.015237

EXT7

2.18

1.122587

EXT Average

2.058571

1.078695

 

EXT1

Monetary compensation offered by my company impacts my level of motivation at work.

EXT2

Leadership style adopted at my organisation impacts my motivation level to perform.

EXT3

Degree of Job enrichment at work place impacts my motivation level.

EXT4

Effectiveness of communication to make information available in my company impacts my motivation level.

EXT5

Work environment at my work place impacts my motivation level

EXT6

Relationship between me and my Boss impacts my motivation level.

EXT7

Promotional opportunities in my organisation impact my motivation level.

EXT Average

Grand mean and standard deviation of extrinsic factors

Interpretation

If mean value of data is less than 2.5, it indicates that respondents agree with the statement being asked in the questionnaire. Standard deviation indicates level of variation in the responses collected from respondents. While analyzing overall mean and standard deviation of independent variable considered it has been found that Overall mean and standard deviation of extrinsic factors considered is 2.058 and 1.078 respectively which indicates that extrinsic factors of motivation influences performance level of employees at work.

4.2.2Motivational factors (Independent variable)

 Intrinsic motivational factors (Table 4.2.2A)

Intrinsic factors

Mean

SD

INT1

2.12

1.094338

INT2

2.07

0.987344

INT3

2.27

1.162156

INT4

2.11

1.153782

INT5

2.28

1.064392

INT6

2.11

1.109145

INT7

2.15

1.085953

INT Average

2.158571

1.093873

 

INT1

Recognition and appreciation for my contribution to organisation improves my motivation level to do job

INT2

Knowledge, skills and attitude required to perform my job impacts my motivation level.

INT3

Continuous evaluation, monitoring and Constant feedback on my performance influences my motivation level.

INT4

I feel more motivated when I am treated just and fair at my work place.

INT5

Autonomy and empowerment at work place motivates me to perform my job well.

INT6

Degree of responsibility and authority assigned to me impacts my motivation level at work.

INT7

I am more motivated to perform my job when degree of trust exhibited at the workplace is commendable.

INT Average

Grand mean and standard deviation of intrinsic factors

Interpretation

If mean value of data is less than 2.5, it indicates that respondents agree with the statement being asked in the questionnaire. Standard deviation indicates level of variation in the responses collected from respondents. While analyzing overall mean and standard deviation of independent variable considered it has been found that Overall mean and standard deviation of intrinsic factors considered is 2.058 and 1.078 respectively which indicates that intrinsic factors of motivation influences performance level of employees at work.

4.2.3Motivationalfactors (Dependent variable)

 Employee Performance at work place

(Table 4.2.3A)

Employee performance

Mean

SD

EP1

1.81

1.021931228

EP2

1.7

0.948150779

EP3

1.9

0.881917104

EP4

2.32

1.19662826

EP5

1.77

0.9084897

EP6

2.27

1.162155782

EP Average

1.9325

1.012156842

 

EP1

Degree of motivation at work place has direct impact on reduction in absenteeism.

EP2

Degree of motivation has direct impact on your work efficiency and productivity.

EP3

Motivation impacts level of turnover in the organisation.

EP4

Employee safety practices are directly influenced by motivational level of employees at work.

EP5

Level of stress exhibited by employees at work place is directly impacted by level of motivation at work place.

EP6

Learning new job tasks in the organisation can be attributed to motivation of employees

EP Average

Grand mean and standard deviation of dependent variable factors

Interpretation

Grand Mean and standard deviation of employee performance calculated is 1.93 and 1.01 respectively, which is less than mean value of 2.5 and standard deviation of 1.5. Result indicates that respondents agree that their performance at work is influenced by motivation level required to perform job assigned to them. Also if standard deviation is added to mean, value will be close to 3 which indicates that respondents do not disagree with the statement that employee performance is impacted by motivation level at work.

4.3Correlation Analysis

4.3.1 Correlation Analysis of Dependent andIndependent variables

There is strong positive correlation among dependent variable and independent variables. Highest correlation has been found between extrinsic factors of motivation and employee performance correlation being 0.892.correlation between intrinsic factors of motivation and employee performance is not too less than correlation between extrinsic factors and performance of employees. Correlation between intrinsic motivational factors and employee performance is 0.862. Result indicates that extrinsic factors of motivation and intrinsic factors of motivation have strong influence on performance of employees at work. Since significance value is less than 0.05, it also supports the result.

4.3.2 Correlation Analysis of Independent variable(Extrinsic factors of Motivation) with dependent variable (Employee performance)

There is positive correlation among all extrinsic factors taken into consideration for this research work. Highest correlation among factors of extrinsic motivation has been found between ‘Degree of Job enrichment at work place impacts my motivation level’ and ‘Relationship between me and my Boss impacts my motivation level’ correlation being 0.634.

Analyzing correlation between factors of extrinsic motivation and employee performance, it has been found that all factors considered under extrinsic motivation and employee performance has moderate to strong positive correlation. Highest correlation has been found between ‘Work environment at my work place impacts my motivation level’ and ‘Performance of employees at work place’ correlation being 0.807.

4.3.3 Correlation Analysis of Independent variable(Intrinsic factors of Motivation) with dependent variable (Employee performance)

There is positive correlation among all intrinsic factors taken into consideration for this research work. Highest correlation among factors of intrinsic motivation has been found between ‘I feel more motivated when I am treated just and fair at my work place’ and ‘Degree of responsibility and authority assigned to me impacts my motivation level at work’ correlation being 0.722.

Highest correlation has been found between ‘I feel more motivated when I am treated just and fair at my work place’ and ‘Performance of employees at work place’ correlation being 0.785.

4.3.4 Correlation Analysis of dependent variable(Factors of Employee performance) with Independent variable (Intrinsic and Extrinsic Motivation)

There is positive correlation among all factors of employee performance taken into consideration for this research work. Highest correlation among factors of Employee performance has been found between ‘Motivation impacts level of turnover in the organisation’ and ‘Employee safety practices are directly influenced by motivational level of employees at work’ correlation being 0.733.

Analyzing correlation between factors of employee performance and intrinsic motivation, it has been found that all factors considered under performance of employees and intrinsic motivation has moderate to strong positive correlation. Highest correlation has been found between ‘Motivation impacts level of turnover in the organisation’ and ‘intrinsic motivation’ correlation being 0.877.

Analyzing correlation between factors of employee performance and extrinsic motivation, it has been found that all factors considered under performance of employees and extrinsic motivation has moderate to strong positive correlation. Highest correlation has been found between ‘Motivation impacts level of turnover in the organisation’ and ‘extrinsic motivation’ correlation being 0.786.

4.4 Regression Analysis of dependent variable(Employee performance) and independent variables (Extrinsic motivation andintrinsic motivation)

In model 1, extrinsic motivation has been considered as independent variable and employee performance has been taken as dependent variable. The model suggests that extrinsic motivation can explain 76 % variability in dependent variable that is performance of employees, since value of R2 is 0.76. If adjusted R2 is considered, extrinsic motivation can explain 75.8 % variability in employee performance.

In model 2, intrinsic motivation has been considered as independent variable and employee performance has been taken as dependent variable. The model suggests that intrinsic motivation can explain 74.3 % variability in dependent variable that is performance of employees, since value of R2 is 0.76. If adjusted R2 is considered, extrinsic motivation can explain 74 % variability in employee performance.

In model 3, intrinsic motivation and extrinsic motivation has been considered as independent variable and employee performance has been taken as dependent variable. The model suggests that intrinsic and extrinsic motivation taken together can explain 79.4 % variability in dependent variable that is performance of employees, since value of R2 is 0.794. If adjusted R2 is considered, they together can explain 79 % variability in employee performance.

5.1 Findings

While analyzing overall mean and standard deviation of independent variable considered it has been found that Overall mean and standard deviation of extrinsic factors considered is 2.058 and 1.078 respectively which indicates that extrinsic factors of motivation influences performance level of employees at work.

Respondents agree that monetary compensation offered companies impacts their motivation level at work place. Monetary compensation offered by companies to their employees is an important determinant in shaping motivation level of employees. Companies must offer fair remuneration to its employees irrespective of their job profile to keep employees happy and motivated at this front.

Motivation level to perform is impacted by leadership style adopted in the organisation. Hence companies must be cautious to decide over leadership style to be adopted in the organisation to keep employees motivated at work place.

Respondents agree that job enrichment impacts their motivation level at work place. Companies must conduct work load analysis before enriching any job profile; else employees will get demotivated and will not be able to deliver their best to the organisation.

Respondents agree to an extent that communication must be effective to share information has an influence on their motivation level. Companies must communicate information with employees in the manner most appropriate and suited to the situation to keep employees motivated at work place.

There is a huge impact of surroundings in which they work on their motivation level at work place. Companies must keep work environment friendly, hygienic and supporting towards employees to keep their motivation level high.

Respondents find good relationship with their boss an influencing factor in maintaining motivation level at work. Manager must maintain just and fair relationship with their subordinates to keep them motivated.

Promotional opportunities have been a critical factor in evaluating motivation level of employees in the organisation. Companies must provide promotional opportunities to competent and deserving employees to keep motivation level high in the organisation.

Overall mean and standard deviation of intrinsic factors considered is 2.058 and 1.078 respectively which indicates that intrinsic factors of motivation influences performance level of employees at work.

Respondents find appreciation and recognition at work place for their contribution in the organization has an influence on motivation of employee. Companies keep on appreciating their employees and give them recognition for their contribution to the organization to keep employees motivated at work place.

Knowledge, skills and attitude for performing job has been considered as an influencing and critical factor in keeping motivation level high of the employees at work place. Companies must keep on updating KSA and do job analysis on regular basis and provide necessary training to employees at work to help them to perform their task effectively and keep their motivation level high.

Respondents believe and agree that constant feedback, continuous evaluation and monitoring influences their motivation level at work place. Companies’ must keep on continuously evaluating, monitoring and giving feedback to the employees about their performance so that will remain motivated and happy with the organizational culture.

Respondents get positively motivated at work place when they are treated just and fair by their managers. Managers in the organization must keep healthy relationship with their subordinates and treat them fairly to keep them motivated at work place.

Empowerment and autonomy is utmost required at work place to keep employees motivated. Companies must render autonomy to its employees where ever possible and also empower them while performing their job to keep them motivated and improve their productivity level.

Respondents agree and find responsibility assigned and authorities delegated influence them to perform their task at work place. Respondents’ motivation level is influenced by authority and responsibility assigned to employees in the organization, companies must assign responsibility and delegate authorities by maintaining equilibrium between responsibility assigned and authorities delegated so that employees remain comfortable and fulfill the objectives of the organization without having stress and frustration.

Respondents find that degree of trust shown must be commendable to keep their motivation level high at work place. Companies should trust on their employees and their ability to perform task assigned to them. This will serve as a booster to employees and keep them motivated to give their 100 % contribution towards fulfillment of organizational goals.

Result indicates that respondents agree that their performance at work is influenced by motivation level required to perform job assigned to them.

If employees remain positively motivated at work place then it will reduce absenteeism in the organization. They find motivation as a critical factor to reduce absenteeism in the organization. Less will be the level of motivation; higher will be the absenteeism in the organization. Hence companies must take active steps to keep their employees motivated to reduce absenteeism in the organization.

Respondents find a positive relationship between motivation and their productivity and efficiency. They agree that motivation is crucial when it comes to increase their efficiency and productivity to perform task. Their efficiency and productivity increases if they are motivated to perform task assigned to them.

Respondents feel and agree that if company wants to reduce turnover rate, then it has to work on keeping their employees motivate, else turnover will keep on increasing. Hence companies must work on keeping motivation level of employees high at work place if they want to control attrition in their organization.

Respondents agree to an extent that motivation directly impacts employee safety practices in the organization. Employee safety measures are very important to be executed in every organization. It can lead to hazardous result to the organization if employees do not follow or restrict. Companies must take necessary step to persuade employees to compliance with safety standards required to be followed in the organization. Since motivation impacts it, hence must take active steps in order to ensure high motivation level of employees at work place.

They find motivation as an important factor which influences stress employees face at work place. Higher the motivation, less will be work stress to employees suggest that companies must take necessary measure to reduce stress level of employees by keeping them motivated.

Getting training to learn new jobs is determined by employee motivation level in the organization. Motivation influences desire of learning new task at work place. Companies must keep on making action plan to evaluate caliber of each and every employee and train them to learn new thing in an environment that satisfies them and help them to increase motivation level of employees with regard to learning new things.

Highest correlation has been found between extrinsic factors of motivation and employee performance correlation being 0.892.correlation between intrinsic factors of motivation and employee performance is not too less than correlation between extrinsic factors and performance of employees. Correlation between intrinsic motivational factors and employee performance is 0.862. Result indicates that extrinsic factors of motivation and intrinsic factors of motivation have strong influence on performance of employees at work. Since significance value is less than 0.05, it also supports the result.

There is positive correlation among all extrinsic factors taken into consideration for this research work. Highest correlation among factors of extrinsic motivation has been found between ‘Degree of Job enrichment at work place impacts my motivation level’ and ‘Relationship between me and my Boss impacts my motivation level’ correlation being 0.634.

Analyzing correlation between factors of extrinsic motivation and employee performance, it has been found that all factors considered under extrinsic motivation and employee performance has moderate to strong positive correlation. Highest correlation has been found between ‘Work environment at my work place impacts my motivation level’ and ‘Performance of employees at work place’ correlation being 0.807.

There is positive correlation among all intrinsic factors taken into consideration for this research work. Highest correlation among factors of intrinsic motivation has been found between ‘I feel more motivated when I am treated just and fair at my work place’ and ‘Degree of responsibility and authority assigned to me impacts my motivation level at work’ correlation being 0.722.

Analyzing correlation between factors of intrinsic motivation and employee performance, it has been found that all factors considered under intrinsic motivation and employee performance has moderate to strong positive correlation. Highest correlation has been found between ‘I feel more motivated when I am treated just and fair at my work place’ and ‘Performance of employees at work place’ correlations being 0.785.

There is positive correlation among all factors of employee performance taken into consideration for this research work. Highest correlation among factors of Employee performance has been found between ‘Motivation impacts level of turnover in the organisation’ and ‘Employee safety practices are directly influenced by motivational level of employees at work’ correlation being 0.733.

Analyzing correlation between factors of employee performance and intrinsic motivation, it has been found that all factors considered under performance of employees and intrinsic motivation has moderate to strong positive correlation. Highest correlation has been found between ‘Motivation impacts level of turnover in the organisation’ and ‘intrinsic motivation’ correlation being 0.877.

Analyzing correlation between factors of employee performance and extrinsic motivation, it has been found that all factors considered under performance of employees and extrinsic motivation has moderate to strong positive correlation. Highest correlation has been found between ‘Motivation impacts level of turnover in the organisation’ and ‘extrinsic motivation’ correlation being 0.786.

Extrinsic motivation can explain 76 % variability in dependent variable that is performance of employees, since value of R2 is 0.76. If adjusted R2 is considered, extrinsic motivation can explain 75.8 % variability in employee performance.

Intrinsic motivation can explain 74.3 % variability in dependent variable that is performance of employees, since value of R2 is 0.76. If adjusted R2 is considered, extrinsic motivation can explain 74 % variability in employee performance.

Intrinsic and extrinsic motivation taken together can explain 79.4 % variability in dependent variable that is performance of employees, since value of R2 is 0.794. If adjusted R2 is considered, they together can explain 79 % variability in employee performance.

 

 

5.2 Recommendation

Ø  Companies must offer fair remuneration to its employees irrespective of their job profile to keep employees happy and motivated at this front.

Ø  Companies must be cautious to decide over leadership style to be adopted in the organisation to keep employees motivated at work place.

Ø  Companies must conduct work load analysis before enriching any job profile, else employees will get demotivated and will not be able to deliver their best to the organisation.

Ø  Companies must communicate information with employees in the manner most appropriate and suited to the situation to keep employees motivated at work place.

Ø  Companies must keep work environment friendly, hygienic and supporting towards employees to keep their motivation level high.

Ø  Manager must maintain just and fair relationship with their subordinates to keep them motivated.

Ø  Companies must provide promotional opportunities to competent and deserving employees to keep motivation level high in the organisation.

Ø  Companies must keep on appreciating their employees and give them recognition for their contribution to the organization to keep employees motivated at work place.

Ø  Companies must keep on updating KSA and do job analysis on regular basis and provide necessary training to employees at work to help them to perform their task effectively and keep their motivation level high.

Ø  Companies should trust on their employees and their ability to perform task assigned to them.

Ø  Companies must take active steps to keep their employees motivated to reduce absenteeism in the organization.

Ø  Companies must take active steps to keep employees motivated in order to increase efficiency and productivity of the organization.

Ø  Companies must work on keeping motivation level of employees high at work place if they want to control attrition in their organization.

 

 

5.3 Conclusion

Monetary compensation offered by companies to their employees is an important determinant in shaping motivation level of employees. Respondents agree that their motivation level to perform is impacted by leadership style adopted in the organisation. Communication must be effective to share information has an influence on their motivation level. Respondents find surroundings in which they work impacts their motivation level. Good relationship with boss at work place is an influencing factor in maintaining motivation level at work. Promotional opportunities are one of the critical factors in evaluating motivation level of employees in the organisation.

Respondents find knowledge, skills and attitude for performing job an influencing and critical factor in keeping motivation level high of the employees at work place. Constant feedback, continuous evaluation and monitoring influences motivation level of employees at work. Respondents get positively motivated at work place when they are treated just and fair by their managers. Motivation level is influenced by authority and responsibility assigned to employees in the organization.

Respondents find motivation of employees to be effective to reduce absenteeism in the organization. Result indicates positive relationship between motivation and productivity and efficiency of employees. Respondents feel and agree that if company wants to reduce turnover rate, then it has to work on keeping their employees motivate, else turnover will keep on increasing. Motivation helps in reduction of stress employees’ face at work place.

Grand mean and standard deviation indicates that motivation influences performance level of employees at work.

Correlation result indicates that extrinsic factors of motivation and intrinsic factors of motivation have strong influence on performance of employees at work.

Extrinsic motivation can explain 76 % variability in performance of employees at work place. Intrinsic motivation can explain 74.3 % variability in performance of employees at work place. Intrinsic and extrinsic motivation taken together can explain 79.4 % variability in employee performance at work place.

 

5.4 Limitations of thestudy

·         Sample size constraint

A sample size of 100 respondents has been taken into consideration which may not proportionate with entire population of employees and results derived may be limited to the extent of opinions of 100 respondents taken into consideration.

·         Ignorance of all factors impacting motivation of employees.

All intrinsic and extrinsic factors impacting motivation of employees have not been taken into consideration. Some of the most important factors impacting motivation of employees have been considered.

·         Place constraint

This study has been conducted with investors living in Delhi NCR. Respondents of other cities of the country have not been considered. Results are limited to the responses of opinions of Delhi NCR.

5.5 Scope of the study

This work of research will help HR professionals to resolve motivational and performance related issues at work. They can use this research work to improve level of motivation and performance efficiency of employees and reduction in attrition rate as well.

For academicians, this research work will provide them fruitful knowledge and help them to understand how efficiency of motivated employees helps to accomplish organisation goals. It will also give them an insight with regard to impact of motivation on employees’ performance and productivity at work.

For researchers, this project will help them to explore more on extrinsic and intrinsic factors that impacts employees’ motivation level and how motivation impacts employees’ performance at work. This project work will also serve as a basis for them to conduct further research related to this project work and get differentiated insights on it. It will also help them to know in advance opinions of employees with regard to it and they can investigate and conduct in depth work related to factors being analysed in this research work.

5.6 Reference

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·         Aguilar, X. & Vlosky, P., 2009. A model of Employee Satisfaction: Gender differences in Cooperative Extension. Journal of extension, 47(2), pp. 1-15.

·         Bhattacharya, S., Mukherjee, P. (2009) Rewards as a Key to Employee Engagement: A Comparative Study on I.T. Professionals, ASBM Journal of Management, II(1) Bowditch, J. L. & Buono, A. F., 2001. A Primer on Organisation Behavior. 5th ed. New York: Wiley.

·         Bratton, J., 2012. Human Resource Management: Theory and Practice. Basingstoke: Palgrave Macmillan.

·         Chaudhary, P., 2012. Effects of Employees’ Motivation on Organizational Performance: A case study. International Journal of Research in Economics and Social Sciences, 2(9), pp. 81-87.

·         Deci, E. & Ryan, R., 2000. Self-Determination Theory and the Facilitation of Intrinsic motivation, Social development, and Well-being. American Psychologist, 55(1), pp. 68-78.

·         Feldman, D. & Arnold, H., 1996. Organizational Behaviour. s.l.:McGraw Hill.

·         Fugate, M. & Kinicki, A., 2012. Organizational Behavior: Key Concepts, Skills & best Practices. New York: McGraw-Hill Irwin.

·         IBEF, 2019. Indian Brand Equity Foundation. [Online] Available at: ibef.org/archives/industry/indian-iT-and-iTES-industry-analysis-march-2019 [Accessed 1 April 2019].

·         Jackson, J. & Mathis, R., 2011. Human Resource Management. 12th ed. Singerpore: Thomson Learning Academic.

·         Kabir, M. & Parvin, M., 2011. Factors Affecting Employee Job Satisfaction of Pharmaceutical Sector. Australian Jornal of Business and Management Research, 1(9), pp. 113-123.

·         KPMG, 2017. Assets KPMG. [Online] Available at: https://assets.kpmg/content/dam/kpmg/in/pdf/2017/03/KPMG-Annual-Compensation-Trends-Survey-2017.pdf [Accessed 1 February 2019].

·         Luthans, F., 1995. Organisational Behaviour. 7th ed. s.l.:McGraw-Hill,Inc..

·         Martin, F. & Thompson, J., 2010. Strategic Management: Awareness & Change. 6th ed. Hampshire: South Western Cengage Learning.

·         Robbins, S. & Judge, T., 2013. Organizational Behavior. 15th ed. s.l.:Pearson.

·         Rukhmani, K., Ramesh, M. & Jayakrishnan, J., 2010. Effect of Leadership Styles on Organizational Effectiveness. European Journal of Social Sciences, 15(3), pp. 365-369.


RBL Academy Projects and Assignment solutions for BBA B.Com & MBA for Indian & Foreign Universities


RBL Academy Projects and Assignment solutions for BBA B.Com & MBA for Indian & Foreign Universities


Projects and Assignment solutions for BBA B.Com & MBA for Indian & Foreign Universities


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