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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.
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