honda mba project

CONTENTS

CHAPTER NO

PARTICULARS PAGE NO

1INTRODUCTION

1

11 Introduction to the Study1

12 Company Profile 4

13 Statement of the Problem 25

14 Objective of the study 27

15 Need of the study 27

16 Scope of the study 26

2 MAIN THEME OF THE STUDY

21 Review of Literature 28

22 Research Methodology 28

23 Limitations of the Study 40

3 RESULTS DISCUSSIONS AND CONCLUSION

31 Analysis and Interpretation 41

32 Findings from the study 51

33 Suggestions and Recommendation 52

34 Conclusion 53

4 APPENDICES

41Questionnaire 55

42 References 65

CHAPTER-1

INTRODUTION

11 Introduction

An issue which usually generates a great deal of attention from most

managers administrators and those involved in Human Resources

Management is the issue of how to successfully motivate employee While it

is true that aspects like staff recruitment controlling managing leading and

many more are of great importance to the success of an organization

Employee Motivation is generally considered a core element in running a

successful business

In the organizational setting the word ldquoMotivationrdquo is used to describe the

drive that impels an individual to work A truly motivated person is one who

ldquowantsrdquo to work Both employees and employers are interested in

understanding motivation if employees know what strengthens and what

weakens their motivation they can often perform more effectively to find

more satisfaction in their job Employers want to know what motivates their

employees so that they can get them to work harder The concept of

motivation implies that people choose the path of action they follow When

behavioral scientists use the word motivation they think of its something

steaming from within the person technically the term motivation has its origin

in the Latin word ldquomoverrdquo which means ldquoto moverdquo Thus the word motivation

stands for movement If a manager truly understands his subordinatersquos

motivation he can channel their ldquoinner staterdquo towards command goals ie

goals shared by both the individual and the organization It is a well known

fact that human beings have great potential but they do not use it fully when

motivation is absent Motivation factor are those which make people give

more than a fair dayrsquos work and that is usually only about sixty-five percent of

a personrsquos capacity Obviously every manager should be releasing hundred

2

percent of an individualrsquos to maximize performance for achieving

organizational goals and at the same to enable the individual to develop his

potential and gain satisfaction Thus every manager should have both interest

and concern about how to enable people to perform task willingly and to the

best of their ability At one time employees were considered just another

input into the production of goods and services What perhaps changed this

way of thinking about employees was research referred to as the Hawthorne

Studies conducted by Elton Mayo from1924 to 1932 This study found

employees are not motivated solely by money and employee behavior is

linked to their attitudes

The Hawthorne Studies began the human relations approach to management

whereby the needs and motivation of employees become the primary focus of

managers

112 Definition of Motivation

Motivation is a process that starts with a physiological or psychological deficiency or need that activates behavior or a drive that aimed at a goal or an incentive

The only way to get people to like working hard is to motivate them Today people must understand why theyre working hard Every individual in an organization is motivated by something different - Rick Pitino

ldquoEmployee motivation is a reflection of the level of energy commitment and creativity that a companys workers bring to their jobsrdquo

Psychological forces that determine the direction of a persons behavior in an organization a persons level of effort and a persons level of persistence- G Jones and J George from the book Contemporary Management

Basics about Motivation

3

1 Motivating employees starts with motivating yourself itrsquos amazing how if you hate your job it seems like everyone else does too If you are very stressed out it seems like everyone else is too Enthusiasm is contagious If youre enthusiastic about your job its much easier for others to be too Also if yoursquore doing a good job of taking care of yourself and your own job youll have much clearer perspective on how others are doing in theirs A great place to start learning about motivation is to start understanding your own motivations The key to helping to motivate your employees is to understand what motivates them So what motivates you Consider for example time with family recognition a job well done service learning etc How your job is configured to support your own motivations What can you do to better motivate yourself

2 Always work to align goals of the organization with goals of employees as mentioned above employees can be all fired up about their work and be working very hard However if the results of their work dont contribute to the goals of the organization then the organization is not any better off than if the employees were sitting on their hands -- maybe worse off Therefore its critical that managers and supervisors know what they want from their employees These preferences should be worded in terms of goals for the organization Identifying the goals for the organization is usually done during strategic planning Whatever steps you take to support the motivation of your employees (various steps are suggested below) ensure that employees have strong input to identifying their goals and that these goals are aligned with goals of the organization (Goals should be worded to be ldquoSMARTER

3 Key to supporting the motivation of your employees understands what motivates each of them each person is motivated by different things Whatever steps you take to support the motivation of your employees they should first include finding out what it is that really motivates each of your employees You can find this out by asking them listening to them and observing them

4 Recognize that supporting employee motivation is a process not at ask Organizations change all the time as do people Indeed it is an ongoing process to sustain an environment where each employee can strongly motivate themselves If you look at sustaining employee motivation as an ongoing process then youll be much more fulfilled and motivated yourself

4

5 Support employee motivation by using organizational systems (for example policies and procedures)--dont just count on good intentions donrsquot just count on cultivating strong interpersonal relationships with employees to help motivate them The nature of these relationships can change greatly for example during times of stress Instead use reliable and comprehensive systems in the workplace to help motivate employees

For example establish compensation systems employee performance systems organizational policies and procedures etc to support employee motivation Also establishing various systems and structures helps ensure clear understanding and equitable treatment of employees

113 Importance of Motivation

Motivation is a very important for an organization because of the following benefits it provides-

Puts human resources into action

Every concern requires physical financial and human resources to accomplish the goals It is through motivation that the human resources can be utilized by making full use of it This can be done by building willingness in employees to work This will help the enterprise in securing best possible utilization of resources

Improves level of efficiency of employees

The level of a subordinate or a employee does not only depend upon his qualifications and abilities For getting best of his work performance the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates This will result into-

uuml Increase in productivity uuml Reducing cost of operations and uuml Improving overall efficiency

Leads to achievement of organizational goals

The goals of an enterprise can be achieved only when the following factors take place -

uuml There is best possible utilization of resources uuml There is a co-operative work environment

5

uuml The employees are goal-directed and they act in a purposive manner uuml Goals can be achieved if co-ordination and co-operation takes place

simultaneously which can be effectively done through motivation

Builds friendly relationship

Motivation is an important factor which brings employees satisfaction This can be done by keeping into mind and framing an incentive plan for the benefit of the employees This could initiate the following things

uuml Monetary and non-monetary incentives uuml Promotion opportunities for employees uuml Disincentives for inefficient employees

In order to build a cordial friendly atmosphere in a concern the above steps should be taken by a manager This would help in

uuml Effective co-operation which brings stability uuml Industrial dispute and unrest in employees will reduce uuml The employees will be adaptable to the changes and there will be no

resistance to the change uuml This will help in providing a smooth and sound concern in which

individual interests will coincide with the organizational interests uuml This will result in profit maximization through increased productivity

Leads to stability of work force

Stability of workforce is very important from the point of view of reputation and goodwill of a concern The employees can remain loyal to the enterprise only when they have a feeling of participation in the management The skills and efficiency of employees will always be of advantage to employees as well as employees This will lead to a good public image in the market which will attract competent and qualified people into a concern As it is said ldquoOld is goldrdquo which suffices with the role of motivation here the older the people more the experience and their adjustment into a concern which can be of benefit to the enterprise

114 What motivates employees

Every person has a different reason for going to work These reasons are as individual as whichever person you may ask But all of the reasons for working share a common thread We all obtain something from work we need

6

There is much discussion about the value of extrinsic motivation (monetary and other material rewards) versus intrinsic motivation where people re driven by whatrsquos inside them not by the trappings of success

Whereas I recognize how critical extrinsic motivation isndashwe all need to be rewarded fairly for the job that we do-in my experience the most effective factors relating to employee motivation are related to intrinsic motivation

1 Empowerment Feeling trusted and empowered is a tremendous motivator

2 Growth Feeling that they are growing and developing personally

3 Inclusion lsquoTo belongrsquo is a fundamental need whether as a member of a family peer group network team or company Itrsquos human nature to want to be on the inside not the outside

4 Purpose Today people care more about what happens tomorrow and want to contribute to ensuring the future of our children and the health of our communities and planet

5 Trust the fabric that holds it all together and makes it real

Framework of motivation

The framework comprises six steps-

1) Motivation process begins with the individualrsquos needs Needs are telt deprivations which the individual experiences at a given time and act as energizers These needs may be psychological (eg the needs for recognition) physiological (eg the needs for water air or foods) or social (eg the needs for friendship)

2) Motivation is goal directed3) A goal is a specific result that the individual wants to achieve An

employeersquos goal are often driving forces and accomplishing those goals can significantly reduce needs

4) Promotions and raises are two of the ways that organizations seek to maintain desirable behavior They are signals to employees that their needs for advancement and recognition and their behaviors are appropriate

5) Once the employee have received either rewards or punishments6) They reassess their needs

The Role of Motivation

Why do we need motivated employees

7

The answer is survival Motivated employees are needed in our rapidly changing workplaces Motivated employees help organizations survive Motivated employees are more productive To be effective managers need to understand what motivates employees within the context of the roles they perform Of all the functions a manager performs motivating employees is arguably the most complex This is due in part to the fact that what motivates employeersquos changes constantly For example research suggests that as employees income increases money becomes less of a motivator (Kovach 1987) Also as employees get older interesting work becomes more of a motivator

Mechanism of motivation

Motivation is the process that starts with physiological or psychological deficiency or need that activate behavior or a drive that is aimed at a goal or incentive

The following diagram depicts the motivation process

Mechanism of Motivation

Needs Drives Goal

Deprivation Deprivation Reduction

With of Drives

Direction

Thus the key to understanding motivation lies in the meaning of and relationship between needs drives and goals Needs Needs are created whenever there is a physiological or psychological imbalance For example A need exists when cells in the body are deprived of food and water or when the personality is deprived of other people who serve friends or companions Although psychological may be based on a deficiency sometimes they are not For instant and individuals with a strong need to get ahead may have a history of consistent successmiddot Drives ldquoDrives (Or motives) are set up to alleviate needs Psychological needs can be simply defined as a deficiency with direction Physiological or psychological drives are action ndash oriented and provide energizing thrust towards reaching an incentive or goals They are at the very heart of the motivational process The needs for food and water are translated into hunger and thrust drives and the need for friend becomes a drives affiliation Thus drive is a psychological state which moves an individual satisfying needmiddot Goals At the end of the motivational cycle is the

8

goal or incentive It is anything that wills that will alleviate a need and reduce a drive Thus attaining a goal will tend to restore physiological or psychological balance and will reduce or cut off the drive Eating food drinking water and obtaining friends will tend to restore the balance and reduce the corresponding drives food water and friends are the incentive are the goals in this example

115 Types of Motivation

There are many types of motivation

Motivational techniques have been experienced by every person from birth We learn behavior through motivation We live our whole lives because of motivation The question that remains however is this What motivation should a person have This is important because our motivation decides our behavior Some types of motivation are more effective than others However the perfect motivation for you can only be decided by one person YOU

Why do people do what they do Why do we go on every day living our lives and trying to find justification for our existence Some people think that they can find purpose in the things that motivate them Others just see the motivation and react automatically

There is no one thing that motivates people to perform certain actions People are different so it follows that their motivations have to be different Here are some types of motivation

Achievement ndash

This is the motivation of a person to attain goals The longing for achievement is inherent in every man but not all persons look to achievement as their motivation They are motivated by a goal In order to attain that goal they are willing to go as far as possible The complexity of the goal is determined by a persons perception

To us the terms simple and complex are purely relative What one person thinks is an easy goal to accomplish may seem to be impossible to another person However if your motivation is achievement you will find that your goals will grow increasingly complex as time goes by

9

Socialization ndash

Some people consider socialization to be their main motivation for actions This is especially evident in the situation of peer pressure Some people are willing to do anything to be treated as an equal within a group structure The idea of being accepted among a group of people is their motivation for doing certain things

Incentive motivation ndash

This motivation involves rewards People who believe that they will receive rewards for doing something are motivated to do everything they can to reach a certain goal While achievement motivation is focused on the goal itself incentive motivation is driven by the fact that the goal will give people benefits Incentive motivation is used in companies through bonuses and other types of compensation for additional work

By offering incentives companies hope to raise productivity and motivate their employees to work harder

Fear motivation ndash

When incentives do not work people often turn to fear and punishment as the next tools Fear motivation involves pointing out various consequences if someone does not follow a set of prescribed behavior This is often seen in companies as working hand-in-hand with incentive motivation Workers are often faced with a reward and punishment system wherein they are given incentives if they accomplish a certain goal but they are given punishments when they disobey certain policies

Change motivation-

10

Sometimes people do things just to bring about changes within their immediate environment Change motivation is often the cause of true progress People just become tired of how things are and thus think of ways to improve it

Natural Motivations-

Motivation is the most common type of motivation and happens the most often It is the motivation people get when naturally motivated

Fear motivations-

Fear Motivation happens often within the workforce when under pressure to complete a task

Booster motivations-

Booster Motivations is normally self driven to overcome a task you have set yourself

116 Methods of Motivation

There are as many different methods of motivating employees today as there are companies operating in the global business environment Still some strategies are prevalent across all organizations striving to improve employee motivation The best employee motivation efforts will focus on what the employees deem to be important It may be that employees within the same department of the same organization will have different motivators Many organizations today find that flexibility in job design and reward systems has resulted in employees increased longevity with the company improved productivity and better morale

Empowerment - Giving employees more responsibility and decision-making authority increases their realm of control over the tasks for which they are held responsible and better equips them to carry out those tasks As a result feelings of frustration arising from being held accountable for something one does not have the resources to carry out

11

are diminished Energy is diverted from self-preservation to improved task accomplishment

Creativity And Innovation - At many companies employees with creative ideas do not express them to management for fear that their input will be ignored or ridiculed Company approval and toeing the company line have become so ingrained in some working environments that both the employee and the organization suffer When the power to create in the organization is pushed down from the top to line personnel employees who know a job product or service best are given the opportunity to use their ideas to improve it The power to create motivates employees and benefits the organization in having a more flexible work force using more wisely the experience of its employees and increasing the exchange of ideas and information among employees and departments These improvements also create an openness to change that can give a company the ability to respond quickly to market changes and sustain a first mover advantage in the marketplace

Learning - If employees are given the tools and the opportunities to accomplish more most will take on the challenge Companies can motivate employees to achieve more by committing to perpetual enhancement of employee skills Accreditation and licensing programs for employees are an increasingly popular and effective way to bring about growth in employee knowledge and motivation Often these programs improve employees attitudes toward the client and the company while bolstering self-confidence Supporting this assertion an analysis of factors which influence motivation-to-learn found that it is directly related to the extent to which training participants believe that such participation will affect their job or career utility In other words if the body of knowledge gained can be applied to the work to be accomplished then the acquisition of that knowledge will be a worthwhile event for the employee and employer

Quality Of Life - The number of hours worked each week by American workers is on the rise and many families have two adults working those increased hours Under these circumstances many workers are left wondering how to meet the demands of their lives beyond the workplace Often this concern occurs while at work and may reduce an employees productivity and morale

Companies that have instituted flexible employee arrangements have gained motivated employees whose productivity has increased Programs

12

incorporating flextime condensed workweeks or job sharing for example have been successful in focusing overwhelmed employees toward the work to be done and away from the demands of their private lives All motivation ultimately comes from within a person

Monetary Incentive - For all the championing of alternative motivators money still occupies a major place in the mix of motivators The sharing of a companys profits gives incentive to employees to produce a quality product perform a quality service or improve the quality of a process within the company What benefits the company directly benefits the employee Monetary and other rewards are being given to employees for generating cost-savings or process-improving ideas to boost productivity and reduce absenteeism Money is effective when it is directly tied to an employees ideas or accomplishments Nevertheless if not coupled with other nonmonetary motivators its motivating effects are short-lived Further monetary incentives can prove counterproductive if not made available to all members of the organization

Other Incentives - Study after study has found that the most effective motivators of workers are nonmonetary Monetary systems are insufficient motivators in part because expectations often exceed results and because disparity between salaried individuals may divide rather than unite employees Proven nonmonetary positive motivators foster team spirit and include recognition responsibility and advancement Managers who recognize the small wins of employees promote participatory environments and treat employees with fairness and respect will find their employees to be more highly motivated One companys managers brainstormed to come up with 30 powerful rewards that cost little or nothing to implement The most effective rewards such as letters of commendation and time off from work enhanced personal fulfillment and self-respect Over the longer term sincere praise and personal gestures are far more effective and more economical than awards of money alone In the end a program that combines monetary reward systems and satisfies intrinsic self-actualizing needs may be the most potent employee motivator

117 Factors for Lack of Motivation in the Workplace

A drop in staff motivation can become contagious if the cause is not identified and addressed Management needs to be conscious of employee motivation and that means being able to identify the factors that cause a lack of

13

motivation in the workplace Become familiar with the factors that can degrade staff motivation and design plans to combat these productivity killers

Rumors

The important thing to remember about rumors is that they are not always wrong Some rumors have basis in fact but that does not make them good for employee morale An employee that hears a rumor that she may be laid off experiences an instant drop in motivation To deal with the problem of rumors in the workplace it is important for management to share important information with the staff in a timely manner This helps employees to feel confident that management will address rumors and encourages staff members to wait on information from the company before acting on a rumor

Inadequate Job Skills

Employees are motivated to succeed at jobs for which they feel prepared and properly trained Before moving an employee into a position of greater responsibility or before allowing any changes to an employees job duties be certain that employee has had the training needed to get started Putting an employee in a position where she feels she has inadequate job skills will erode the employees confidence and stifle any motivation to succeed

Goal Flaws

Employees are not motivated by the notion that their hard work will make company owners and executives rich the more internalized a companys goals sound the less motivated employees are to fulfill those goals The company needs to focus on the customer and give employees a chance to feel as though it has done something substantial to help the customer For example develop a referral program that encourages customers that have recently purchased products to recommend other people that your sales professionals can call on The company and sales staff benefit from the increase in business but the sales staff also gets to see the appreciation of past clients in the form of potential new business

Overwork

Employees that are overworked are likely to lose motivation regardless of how much overtime pay they are receiving If you know a period is coming where extra hours will need to be worked develop a schedule in advance and give your employees ample warning so they can make preparations in their personal life Make sure the staff schedule still allows employees to spend time with their families and get away from the stress of working too much

14

118 Techniques of Employee Motivation

Here are some motivations techniques that will help to get staff re-energised and engaged at work To begin with make sure you have the right conditions in place so that your work culture supports motivation

Make sure you offer

radic Fair pay and conditions

radic A comfortable safe working environment

radic Opportunities for employees to socialize and make friends

radic clearly defined work responsibilities and goals

radic Education and training opportunities

radic Career opportunities

As a manager you play a key role in building on a solid foundation and motivating employees Remember that 70 of people leave their boss not the company

So what can you do to make sure that employees are switched on at work

Here are some practical motivation techniques that you can use to improve motivation in your workplace

1 Treat Employees as Individuals

Do you make assumptions about what motivates your employees Some are likely to be career focused but others may see their work as a place to make friends and earn moneyFind out what motivates employees outside of work Some enjoy a challenge such as a sporting activity others may like to be on committees so they can use their organizational skills Use their innate talents in the workplace where possible to keep them motivated Set goals which stretch their abilities Make goals SMART - specific measurable achievable relevant and time framed

15

Treat Employees with Respect

Get to know your employees on a personal level and offer support when needed even if it is only to listen to their concerns Ask your employees for their opinions where possible for example if you are changing systems or introducing new equipment Being involved in decision making is one of the best motivation techniques Catch your employees doing something well and praise them - and if you do this in front of others it makes the employee feel even better Giving employees recognition for their efforts will motivate them to repeat the process

Provide Opportunities for Employee Learning and Development

Encourage a learning climate through structured on-the-job training programmes job transfers inter-disciplinary projects and support for further education Aim to have your employees constantly learning new skills and gaining new knowledge This will reduce the level of stagnation that can easily occur in a business Promote from within where feasible - and invest the time and support in developing employees so they can take on new opportunities Some managers worry that by offering a high level of training to employees they may leave the business for better opportunities elsewhere Remember this allows other employees to rise up and take their place Also the word will spread that you are a good employer - which may encourage a higher caliber of external job applicants

Make the Workplace a Fun Place

Having fun is one of the best motivation techniques And small things can make all the difference

radic bringing sweets to team meetings

radic sharing non-business news through eg newsletters

radic arranging activities such as lunchtime yoga sessions

radic surprising employees with a birthday cake

radic asking the employees for their opinion on what would make the workplace a fun place

16

Morale Boosters

Measuring Morale

Theres only one way to know how good morale really is in your company ask the people who work there

Street Smarts The Tournament

Morale took a real beating this fall But theres nothing that lifts the spirits like some friendly competition

Revving Up the P Word (Productivity)

Though productivity is often defined in numbers it relies very heavily upon people and their attitudes

Leading in Hard Times

CEOs offer 10 tips for leading your company through bleak times

Non-Cash Incentives

Low-Cost Ways to Build Employee Commitment

Consider the power of the five Is

It Takes More than Pay to Keep Good Workers

Companies are finding a number of ways to expand responsiveness and flexibility beyond traditional compensation programs to retain top employees

Incentives for All Generations

The one-size-fits-all approach no longer suits todays multigenerational workplaces Check this list of desired perks for mature workers baby boomers Gen Xers and more

Winter Holiday Rewards

The hectic holiday season is the time to show off a well-thought-out reward strategy that helps your workforce stay motivated and focused

17

Perks You Can Afford

In this classic Inc article take a look at some unique employee benefits that can help you create an environment your workers wont want to leave

Motivation by Compensation

Trust but Verify In addition to providing valuable information on the companys 20 restaurants the Noodles amp Co secret shopper program is used as a motivational tool

The Store that Stark Built

Not only does every employee at Debras Natural Gourmet have a management role in a move unheard of in retail profits are shared amongst the team

In a Former Life Alan Schultz

This CEO learned a valuable lesson during his past life as a steelworker A company should compensate its sales force based on fair and reachable short-term goals

Hands On Showing Up

Are your workers not in the habit of showing up every day Try instituting a bonus system to encourage perfect attendance

Turn Motivation Inside Out

Inside sales teams often go unrecognized and unrewarded To motivate them and build a winning sales team all around reward sales support staffers with commissions too

Goals Roles Pay and Performance

If youve promised goal-based compensation you need to clearly communicate roles goals and paths otherwise you may end up with disgruntled employees

Turbo charger Your Bonus Plan

Take a regular bonus plan and add a kickermdashan increase in the payout if certain targets are met

18

119 Theories of Motivation

At a simple level it seems obvious that people do things such as go to work in order to get stuff they want and to avoid stuff they dont want Why exactly they want what they do and dont want what they dont is still something a mystery Its a black box and it hasnt been fully penetrated

Overall the basic perspective on motivation looks something like this

In other words you have certain needs or wants (these terms will be used interchangeably) and this causes you to do certain things (behavior) which satisfy those needs (satisfaction) and this can then change which needswants are primary (either intensifying certain ones or allowing you to move on to other ones)

A variation on this model particularly appropriate from an experimenters or managers point of view would be to add a box labeled reward between behavior and satisfaction So that subjects (or employees) who have certain needs do certain things (behavior) which then get them rewards set up by the experimenter or manager (such as raises or bonuses) which satisfy the needs and so on

19

12 COMPANY PROFILE

20

13 PROBLEM STATEMENT

ldquoProblem statement is a statement in which focusing on some variable It provides opportunity to establish why these variables are importantrdquo

There is the more need to research on motivation goal is that what employees is to perform at their best and achieve the objects or not in a specific time In this the problem is that many of the employers who donrsquot work for everyone have struggled for different incentive programs to motivate their employee This is the problem which is faced by the many employees of that company

In problem statement currently problem must be exist in that organization and the manager should need to be improved in that organization

Motivating is the major component of management Many of the mangers of that company do different things for example production sales prices performance and etc the problem statement of the research is

Why the incentives not for everyone why only for employees

Why work of the human resources department is not performing well in that organization

Why the bank not introducing the new products bank boost the development of product and increase the range of facilities so that the rate of interest increase on various product

How motivational incentives impact to the employee at their best optimal business result

21

14 SCOPE OF STUDY

The motivation of study is that data collected from the different branches of the bank of the Punjab and the study on the employees of that bank In this bank 45 employees are worked in this bank and fill the questionnaire during the period of two weeks We were visited in different branches of bank every day and the employees of those branches were requested that questionnaire must comprise on 15 different questions And the different scales should be used in questionnaire like nominal scale ordinal scale interval scale and ratio scale These scales which is used to find or analyzed the result The questions which is used in questionnaire must be related to the monetary and non-monetary incentives values of incentives and etc

22

15OBJECTIVES OF STUDY

Objectives must be clear and understandable We must clear understanding about the inspiration and motivational

incentives How to receive the high rate of interest To understand how the requests of incentives is effective in a bank

Must be understand the relationship between motivational incentives and the

performance of the employees

23

16NEED FOR STUDY

In importance of the study we used the two approaches for find the employee

motivation first is conducting the interviews of the employee and the second is

to fill the questionnaire from the employees of the different banks We

analyze the detail of different incentives systems and get the other information

related to the motivation of employees After that we give the some

suggestion and recommendation

24

CHAPTER 2

RESEARCH METHDOLOGY

21 REVIEW OF LITRATURE

Employee motivation is central to many aspects of industrial and organizational

development the individual performance and growth in the organization influenced by

varied function constant changing environment have also an influence on individual at

personal level According to scientific management employee motivation is based on

most pragmatic an essential pessimistic philosophy that man is maintained by money

The individual involvement loyalty dedication to job and organization seed to be low

key affair the loyalty dedication and involvement leads to organization effectiveness

productivity as well as individual growth and enhancement Employee motivation is

commonly measured in seven areas that is physical salary and perks promotion

policy job security work interest relation welfare facilities Studying employee

motivation which influence and determine human behavior in worth because ultimately

all the aspects related to employee motivation ultimately leads to good industrial

relationship enhances inter personal relation ultimately leads to increase productivity

and growth of the organization

Thus the study is an attempt to explore various factor which can affect industrial

development especially related to employee motivation which can be helpful to all

those and especially industrial social workers to find out effective measures and

solution to deal with the loopholes and obstacles in gaining effective work

SAMPLING METHOD

Researcher has selected respondents randomly that is why simple random sampling method is used

SAMPLE SIZE

Sample of present study consists 40 respondents of various departments of madhur Dairy

RESEARCH DESIGN

This study is exploratory and descriptive in nature

VARIABLES

(1) Independent Sex age income

(2) Dependant Employee motivation

TOOLS OF DATA COLLECTION

Primary tool Interview schedule

Secondary tool library books journals internet news paper magazines

OPERATIONAL DEFINITION

Specter (1997) defines employee motivation simply as ldquothe degree to which people like their jobsrdquo

23 RESEARCH METHOLOGY

In this section I will describe and explain the concepts models and theories that are relevant in

the field of motivation and necessary to facilitate a comprehensive analysis and Understanding

26

of the research question It may be useful to conceptualize the term financial Motivation and

what its concepts are A broader definition of motivation will be introduced

What is motivation

According to Greenberg and Baron (2000 p190) this definition could be divided into three main parts The first part looks at arousal that deals with the drive or energy behind Individual (s) action People turn to be guided by their interest in making a good impression On others doing interesting work and being successful in what they do The second part referring to the choice people make and the direction their behavior takes The last part deals with maintaining behavior clearly defining how long people have to persist at attempting to meet their goals

Kreitner (1995) Buford Bodleian ampLinder (1995) Higgins (1994) all cited in Linder(1998p3) defined motivation as ldquothe psychological process that gives behavior purpose and Direction a predisposition to behave in a purposive manner to achieve specific unmet needs An unsatisfied need and the will to achieve respectively Young (2000 p1) suggest that motivation can be defined in a variety of ways depending on Who you ask Ask some one on the street you may get a response like ldquoits what drives usrdquoor ldquoits what make us do the things we dordquo Therefore motivation is the force within anindividualthat account for the level direction and persistence of effort expended atworkz10Halepota (2005 p16) defines motivation as ldquoa persons active participation and commitments achieve the prescribed resultsrdquoHalepota further presents that the concept of motivation is abstract because different strategies produce different results at different times and there is nosingle strategy that can produce guaranteed favourable results all the timesrdquo According to Antonioni (1999 p29) ldquothe amount of effort people are willing to put in their Work depends on the degree to which they feel their motivational needs will be satisfied On the other hand individuals become de-motivated if they feel something in the organization Prevents them from attaining good outcomes

It can be observed from the above definitions that motivation in general is more or less basically concern with factors or events that moves leads and drives certain human action or Inaction over a given period of time given the prevailing conditions Furthermore the definitions sugge st that there need to be anrdquo invisible forcerdquo to push people to do something inreturn It could also be deduced from the definition that having a motivated work force or creating an environment in which high levels of motivation are maintained remains challenge for todayrsquos management This challenge may emanate from the simple fact that motivation is not a fixed trait ndashas it could change with changes in personal psychological financial orsocial factors For this thesis the definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic and simple as it considers the individual and his performance GreenbergampBaron defines motivation as

27

ldquoThe set of processes that arouse direct and maintain human behavior towardsattaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005 p931) presents that two views of human nature underlay early research into employee motivation The first view focuses on Taylorism which viewed people as basically lazy and work ndashshyrdquo and thus held that these set of employees can onlybe motivated by external stimulation The second view was based on Hawthorn findings which held the view that employees are motivated to work well for ldquoits own sakerdquo as well as for the social and monetary benefits this type of motivation according to this school was internally motivated

Motivation theories

Even though much research been conducted on the field of financial motivation and many researchers and writers have proposed theories on the concept of financial motivation and its role in enhancing employeersquos performance in every organization some of these models have been widely used and accepted by todayrsquos organizations leaders In this thesis discussion on some of the motivational theories will include Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams (Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory) To better understand this discussion a summary of the theories is presented and an indebt discussion on Maslow and ERG theories on which I base my thesis overlooked

Alder asserts in his Existence relatedness and growth theory commonly known as the ERG theory that there are three basic human needs Existence relatedness and growth which must be meet by an employee to enable him increase performance Maslow (1943) suggests that human needs can be classified into five categories and that these categories can be arranged in a hierarchy of importance These include physiological security belongings esteem and self-actualization needs According to him a person is motivated first and foremost to satisfy physiological needs As long as the employees remain unsatisfied they turn to be motivated only to fulfill them When physiological needs are satisfied they cease to act as primary motivational factors and the individual moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues untfinallyselfactualisation needs are satisfied According to Maslow the rationale is quite simple because employeesrsquo who are too hungry or too ill to work will hardly be able to make much a contribution to productivity hence difficulties in meeting organizational goals Vroom (1964) proposes that people are motivated by how much they want something and how likely they think they are to get it he suggest that motivation leads to efforts and the efforts combined with employees ability together with environment factors which interplayrsquos resulting to performance This performance interns lead to various outcomes each of which has an associated value called Valence

Adams (1965) on his part suggests that people are motivated to seek social equity in the Rewards they receive for high performance According to him the outcome from job includes pay recognition promotion social relationship and intrinsic reward to

28

get these rewards various inputs needs to be employed by the employees to the job as time experience efforts education and loyalty He suggests that people tend to view their outcomes and inputs as aratio and then compare these ratios with others and turn to become motivated if this ratio is highTaylor (1911) observed the soldering by employees which is a situation whereby workers work less than full capacity He argued that soldering occurs due to the fact employeersquos fear that performing high will lead to increasing productivity which might cause them to lose their jobs This slow paces of work where promoted by faulty systems however this situation is not what prevails with contemporary employees who organizations evaluate them through their performance

Herzberg suggested that there are factors in a job which causes satisfaction These he called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene factors) According to him if the motivational factors are met the employee becomes motivated and hence performs higher Mac Gregory suggested that there exist two sets of employees (lazy and ambitious employees) with lazy employees representing theory X hard and ambitious workers representing Y According to him the lazy employee should be motivated to increase performance in an organization Geog opalaus path Goal theory of motivation states that if a worker sees high productivity as a path leading to the attainment of one or more of his personal goals he will turn to be a high Producer But if he sees low productivity as the path leading to the attainment of his goal he will turn to be a low producer and hence needs to be motivated

This discussion on the above motivational theories explains the fact that the concept of Employeersquos motivation has been a critical factor addressed by previous authors as what determines the core competence of every organization in achieving a competitive position Skinner who propounded that any behavior that is rewarded tends to be repeated supported This view The term motivation has been used in numerous and often contradictory ways Presently there appears to be some agreements that the crucial thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it is goal directed behavior Bindra (2000 P223) argues that the core of motivating individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is concern with how behavior gets started is energized is Sustained is directed is stopped and what kind of subjective re-action is present in the organization while this is going on The Jones statement can be converted into a diagram Which shows the employee motivational process as it influences performance

The process of employeersquos motivation

Search The figure illustrates that the process begins because of tension within drives or needs of an employee Next there is a search within the company or groups or within employee tofulfilhis desires When the employee is satisfied with his financial motivation he redefines his desires and needs and the process is initiated again These groups of researchers were over the years divided into what was later labeled the Content and process theories of motivation According to steers mowday ampShapiro

29

Tension or drive To fulfill or need Fulfillment and Re-definition of needs Goal directed Behavior

(2004p382) the process generated during this period makes this period referred to as ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue never since has so much progress been made in Explicating the aetiology of work motivationrdquo (steers et al 2004 pp380-383)

Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by Herzberg assumed a more complex interaction between both internal and external factors and explored the circumstances in which individuals respond to different internal and external stimuli On the other hand process theory where victor Vroom was the first exponent considers how factors internal to the person result in different behaviours From the focus point of these two groups one could observe that the process theories attempt or try to understand the thinking processes an individual might go through in determining how to behave in a workplace The primary focus was on how and why questions of motivationhow a certain behaviour starts developed and sustained over timeIt is true that human behaviour in general is dynamic and could affect the individualrsquospersonal altitude as well as factors surrounding that individual These exogenous factors eminent from the environment in which the individual operates generate stimuli to employees

It is my belief that employees in general are goal seeking and look for challenges and expect Positive re-enforcement at all times Hence it could only be of benefit if organisations could provide these rewards and factors Though I have discussed earlier in this thesis that employees are financially motivated motivation could be seen as a moving target as what Motivates differs among different people And may even change for the same person over a given period of time developments within the modern organisation has probably made Motivating employees ever more difficult due to the nature of every individual behaviourincreasing the complexity of what can really motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy equity goal setting and reinforcement theory have resulted in the development of a simple model of motivational alignment The model suggest that once needs of employees are identified and organizational objectives and also satisfy employee needs If poorly aligned then low motivation will be the Outcomerdquo

30

According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised into three related clusters (1) personality-based views (2) cognitive choice or decision approaches and (3) goal or self-regulation perspective where personality-based views emphasize the influence of enduring personal characteristics as they affect goal choice and striving Workplace behaviour is posited to be determined by persons current need state in certain Universal need category Cognitive choice approaches to work motivation emphasize two determinant of choice and action expectations and subjective valuation of the consequences associated with each alternative These expectancy value theories are intended to predict an individual choice or decision Goal framework to work motivation emphasis the factors that influence goal striving which focuses on the relationship between goals and work behaviorThe assumption is that an employeersquos conscious intentions (goals) are primary determines of Task-related motivation since goals directs their thoughts and actionrdquoIt is worth noting that an in-depth review of all the different theories mentioned above is beyond the scope of this thesis However the personality-based perspective of work motivation within which Maslow need theory of motivation and Alders ERG theory falls will provide the main support and serve as a foundation for the research reported in this thesis Specifically as organisational scholars have paid a great deal of attention to the idea that people are motivated to use their jobs as mechanisms for satisfying their needs This thesis intend to use Maslows hierarchy of need theory of motivation as a foundation to identify the factors that motivate todayrsquos employees and in the process determine a ranking order of factors that motivates these employees the original Maslow theory will be looked at more detail hereof

History and Explanation of Maslowrsquos Hierarchy of Need Theory

The ldquomotivation to workrdquo published by Maslow probably provided the field of organizational behaviour and management with a new way of looking at employees job altitudes or behaviours in understanding how humans are motivated Probably the best-known Conceptualization of human needs in organizations has been proposed by this theory Abraham Maslow was a clinical psychologist who introduced his theory based on personal judgment which was generally known as the need hierarchy theory According to him if people grew in an environment in which their needs are not met they will be unlikely to function as healthy individuals or well-adjusted individuals This idea was later applied to organizations deemphasize the idea that unless employees get their needs met on the job they will not functionrsquos effectively as possible

Specifically Maslow theorised that people have five types of needs and that these are activated in a hierarchical manner This means that these needs are aroused in a specific order from lowest to highest such that the lowest-order need must be fulfilled before the next order need is triggered and the process continues If you look t this in a motivational point of vie Maslowrsquos theory says that a need can never be fully met but a need that is almost fulfilled does not longer motivate According to Maslow you need to know where a person is on the Hierarchical pyramid in order to motivate himher Then you need to focus on meeting that personrsquos needs at that level (Robbins 2001)According to Greenberg and Baron (2003p192) the five needs identified by

31

Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos theory specifies that theneeds can be activated in any order His approach is much simpler than Maslows Alder specifies that there exist three main needs as opposed to five postulated by Maslow Thishuman basic needs include existence relatedness and growth These needs according to Alderneed not necessarily activated in any specific order and may be activated at any time According to him Existence needs corresponds to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization needs by Maslow Below is a summary of these needs that in this thesis are divided into Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-actualization needs) Factors Explanation

1048729 Physiological needs are the need at the bottom of the triangle and include the lowest order need and most basic This includes the need to satisfy the fundamental biological drives such as food air water and shelter According to Maslow organizations must provide employees with a salary that enable them to afford adequate living conditions The rationale here is that any hungry employee will hardly be able to make much of any contribution to his organization

1048729 Safety needs this occupies the second level of needs Safety needs are activated after Physiological needs are met They refer to the need for a secure working environment free from any threats or harms Organizations can provide these need by providing employees with safety working equipment eg hardhats health insurance plans fire protection etc The rationale is that employees working in an environment free of harm do their jobs Without fear of harm

1048729 Social needs This represents the third level of needs They are activated after safety needs are met Social needs refer to the need to be affiliated that is (the needed to be loved and accepted by other people) To meet these needs organisations encourage employees Participation in social events such as picnics organisations bowling etc

1048729 Esteem needs this represents the fourth level of needs It includes the need for self-respect and approval of others Organisations introduce awards banquets to recognize distinguished achievements

1048729 Self-actualization This occupies the last level at the top of the triangle This refers to the need to become all that one is capable of being to develop ones fullest potential The rationale here holds to the point that self-actualised employees represent valuable assets to the organization human resource Most research on the application of need theory found that although lower-level managers are able to satisfy only their deficiency needs on the jobs managers at the top level of Organizations are able to satisfy both their deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied with hisher need but not be motivated the Reverse of which holds equally true Hence

32

need satisfaction and motivation are not synonymous and both need fulfillment and un- fulfillment can have negative as well as positiveinfluence on motivation

Organizational managerial Applications of Maslowrsquos Need theory

The greatest value of Maslowrsquos need theory lies in the practical implications it has for every Management of organizations (Greenberg amp Baron 2003 p195) The rationale behind thetheory lies on the fact that itrsquos able to suggest to managers how they can make their employees or subordinates become self-actualized This is because self-actualized employees are likely to work at their maximum creative potentials Therefore it is important to make employees meet this stage by helping meet their need organisations can take the following Strategies to attain this stage

1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments is an important way to make them satisfy their esteem needs This could take the form of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried out in GTE Data services in Temple Terrace Florida shows that awards are given to employees who develop ways of improving customerrsquos satisfaction or business performance But it should be noted that according to Greenberg ampBaron awards are effective at enhancing esteem only when they are clearly linked to desired behaviours Awards that are too general fail to meet this specification

1048729 Provide financial security Financial security is an important type of safety need SoOrganizations to motivate their employees need to make them financially secured byinvolving them in profit sharing of the organization In a research carried out with ATampT and Wang showed that 50 of their employees received financial outplacement services to assist laid-off employees in securing new jobs

1048729 Provide opportunities to socialize Socializations is one of the factors that keep employees feel the spirit of working as a team When employees work as a team they tend to increase their performance Research conducted on IBM shows that it holds a ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters

1048729 Promote a healthy work force Companies can help in keeping their Employees physiological needs by providing incentives to keep them healthy both in health and mentally In a research carried out at the Hershey Foods Corporation and SouthernCalifornia Edison Company showed that Employees are provided with insurance rebates with health lifestyles while extra premiums were given to those with risk habits like smoking

Criticisms of Maslowrsquos Need theory of motivation

33

Maslow proposed that if people grew up in an environment in which their needs are not meetthey would be unlikely to function healthy well-adjusted individuals Research testingMaslowrsquos theory has supported the distinction between the deficiencies and growth needs butShowed that not all people are able to satisfy their higher-order needs on the job Accordingthe results of the research managers from higher echelons of organizations are able to satisfyboth their growth and deficiency needs lower level managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has not received a great deal of support withrespect to specific notion it proposes (Greenberg ampBaron 2003 p195) To them this model is theorized to be especially effective in describing the behavior of individuals who are high ingrowths need strength because employees who are different to the idea of increasing their growth will not realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their carried out among a cross-section of the Working population in Los Angeles posited survey ldquobackground factors altitudes and aspirations affects workers needs expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196) there are generally three major criticisms directed to the need theoryand other content theories of motivation (A) There is scant empirical data to support their conclusions (b) they assume employees are basically alike and (c) they are not theories of motivation at all but rather theories of job satisfaction This was supported by the views of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler (1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory of motivation They argue that the theory makes the following unrealisticassumptions about employees in general that (a) all employees are alike (b) all situations arealike and that (c) there is only one best way to meet needs Another critic to this view wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents that in general critics of the need theory arguethat it is as a result of the natural feeling of employees to take credit for needs met and dissatisfaction on needs not met Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory I Believe that this theory has a made a significant contribution in the field of organizational behavior and management especially in the area of employee motivation and remains attractive to both researchers and managers alike The incorporation of the need theory intothe work environment today could be as a result of the contributions made so far by MaslowsHierarchy of need theory

Empirical studies on employee motivation using the original andAdapted Maslowrsquos model

If any person has to come up with the question that is there any need for employees motivation The answer to this type of question of-course should be simple-the basic survival of every organization be it public or private limited before today and in the foreseeable future lies in how well its work force is motivated to meet the objectives of the organization This explains why the human resource department in todayrsquos organization is became a focus of its core functions I think that motivated employees are needed in this rapidly Business world where the principal-agent conflict is the issue confronting most managers Most organisationsnow consider their human resources as their most valuable assets (a strategic or competitive advantage) Therefore in order to

34

effectively and efficiently utilize this strategic asset I believe managers and the organization as a whole must be able and willing to understand and hopefully provide the factors that motivate its employees within the context of the roles and duties they perform This is because highly motivated employees are the cause of high productivity levels and hence higher profits for the organization Having noted this rationale the next question one may ask are what factors motivated todayrsquos employeesrdquo

According to Wiley (1997 p265) at some point during our lives virtually every person may have to work He claims that working is such a common phenomenon that the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that ldquowe are much moreLikely to wonder why people climb mountains or commit suicide than to question themotivational basis of their workrdquo Therefore exploring the altitudes that employees holdconcerning factors that motivate them to work is important to creating an environment thatencourages employee motivation From the much amount of literature available on employee motivation it is clearly evidentthat a lot of surveys regarding employees and what motivates them have been undertakingThese employee motivation surveys have been conducted in many different job situationsamong different categories of employees using different research methods and applications One of the very first survey to be conducted was on industrial workers by (Hershey amp Blanchard 1969) over the years similar or different survey employees have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999) According to a research carried out by Kovach on industrial employees who were asked torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1 represented most preferred and 10 being the least preferred The results were as follows (1) full Appreciation of work done (2) feeling of being (3) sympathetic help with personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7) promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful discipline During the periods of (1946 1981 amp 1986) when employee surveys were carried out Supervisors were at the time asked to rank job rewards as they taught employees would rankthem The rankings by the supervisors were relatively consistent for each of the years Theserankings were as follows (1) Good wages (2) Job security (3) promotion and Growth (4)working conditions (5) interesting work (6) personal loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with personal problems (10) recognition(Kovach 1987 p49-54) The results from the supervisor survey indicated that their ranking had not changed over theStudy period with regards their collective perception of factors that motivate employees Thisshows that they had a very inaccurate perception of what motivates employees but also thatthey did not realise the importance of the need theory In a survey by Wiley (1997 p278) in which approximately 550 questionnaires were Administered to person employed at different industries and divided into 5 subgroups or Categories namely (occupation gender income levels employment status and age) they were asked to rank 10 factors according to the level of importance each is in motivating them toperform best with the most important factor ranked 1 and the least important ranked 10th The survey concluded with the following collective rank order by respondents (1) Good wages (2) full appreciation of work done (3) job security (4) promotion (5) interesting work (6) company loyalty to employees

35

(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help with personal problems

The results from a representative sample of the labour force in seven different countries byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting work ldquoand Good wagesrdquo He further concluded that these two factors were consistent across different Organizational levels between genders and age groupsQuinn (1997) also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job related factors (including the need factors) were carried out the conclusion reached was that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe most aspect of the worker job was that of sufficient resources to perform a task From the above studies presented so far the rankings by different subgroups have shown semantic differences in the importance placed on different motivational factors For example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates employees differs and may change for the same employee over timerdquo It is appropriate at this level to give a brief summary of the previous researches in this thesis Even though the original need hierarchy theory was presented some 50 years ago some of its if not all factors remain of significant importance to employees today The large number of earlier and recent studies investigating employee motivation using sometimes the original or modified version of Maslowrsquos theory may continue the appreciation of this theory and the issue of employee motivation The literature also shows that where the original theory was lacking (short comings or criticised for) has been greatly taken into considerationResearchers have taken issues such as differences in gender age income culture amp

countries etc and how these may affect or influence employee work motivation

extensively The commonality between these previous researches is the agreement that

certain factors are more important as motivational factors than others and that these

factors may change from one employee to another These previous studies have also

been taken using different methods from surveys questionnaires face-face interviews

but their outcomes have not differed significantly A possible explanation could be due

to the fact that even

23LIMITATION OF THE SUTDY

Time constraint was one of the limitations during the data collection

Responses received were not free from respondent biases because of their apprehension

that it might affect their career

36

CHAPTER 3RESULTS DISCUSSIONS AND CONCLUSION

31 Analysis and Interpretation

Gender Frequency Percentage ()

Male 31 775

Female 9 225

37

77

23

Gender

malefemale

Above table shows that 77 percent (n=31) respondent belongs to a male-group of

percent 23 (n=9)

Table no-52 Table show age wise distribution of respondent

Age Frequency Percentage ()

18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age

18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years

Above table shows that 20 percent (n=08) respondent belongs to age-group of

18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent

(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-

group of above 45 years

Table no-53 Table shows the educational qualification of the respondent

Education Frequency Percentage ()

SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education

SSSHSCGraduatePost Graduate Other

Above table shows that 45 percent (n=18) respondent had their educational

qualification up to primary level 15 percent (n=6) respondent had their educational

qualification up to secondary level 225 percent (n=10) respondent had their

educational qualification up to higher secondary level 125percent (n=5) respondent

had their educational qualification up to graduation level while 05 percent (n=2)

respondent had their educational qualification up to post graduate level

Table no- 54 Table shows the work of span of the respondent

experience Frequency Percentage ()

40

1 ndash 5 years 14 35



Above 15 years 5 125

Total 40 100

35

30

23

13

Percentage work of span

1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years


1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225

percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)

belongs to age-group of above 15 years

Table no- 55 Table shows present salary and incriment of the respondent

Employee response Frequency Percentage ()

41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10

Strongly disagree 2 5

Total 40 100

10

68

8

10

5

percentage ofpresent salary and incriment

Strongly agreeAgreeUncertainDisagreeStrongly disagree

Above table shows that 10 percent (n=4) respondent with strongly agree 675

percent (n=27) respondent with agree 75 percent (n=3) respondent with

uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent

with strongly agree

Table no-56 Table shows financial or financially related reward system in my

organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100

Above table shows that 5 percent (n=2) respondent with strongly agree 55percent

(n=22) respondent with agree 125percent (n=5) respondent with uncertain20

percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly

disagree

Table no- 57 Table shows working conditions are cleanpleasant amp safe of

respondent

43

5

5513

20

8

percentage of financial or financially related reward system


68

28

5

working conditions are cleanpleasant amp safe of respondent


Above table shows that 675 percent (n=27) respondent with strongly agree

275percent (n=11) respondent with agree 0percent (n=0) respondent with

uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with

strongly disagree

44

Employee response Frequency Percentage

Strongly agree 675 655

Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100

Table no-58 Table shows welfare facilities provided by the company



Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38

percentage of walfere facilities

Strongly agreeAgreeUncertainDisagreeStrongly agree



45


with strongly disagree

Table no-59 Table shows policies and procedures of respondent



Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13

percentage ofpolicies and procedures




46

uncertain125 percent (n=5) respondent with disagree0 percent) respondents with

strongly disagree

Table no 510 Table shows relation with my superior peer and subordinates of

Respondent

Employee response Frequency Percentage()


Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15

policies and procedures of respondent


47


15percent (n=6) respondent with agree 0percent uncertain disagree strongly

disagree

Table no 511 Table shows supervisor take interest in our problem well being

future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8

superviser take intrest in our problem well be-ing future


48

Above table shows that17 percent (n=7) respondent with strongly agree 75percent

(n=35) respondent with agree 8percent (n=3) respondent with uncertain

0percent disagree strongly disagree

Table no 512 Table shows setting and achieving challenging goal



Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5

setting and achieving challenging goal


49


(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent

(n=2) respondent with disagree0 percent) respondents with strongly disagree

Table no 513 Table shows recognized and praised for my good performance



Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17

recognized and praised for my good per-formance


50




Table no 517 Table show organization helps me in all possible way to know my

20

70

2 7

organization helps me in all possible way to know my


51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100



percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly

disagree

Table no 518 Table show organization we are a given a chance to our present our

ideas amp the same is give due weight age in decision making

52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20

organization we are a given a chance to our present our ideas amp the same is give due

weight age in decision making


Above table shows that 0 percent (n=0) respondent with strongly agree 55percent (n=22) respondent with agree 0percent (n=0) respondent with uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents with strongly disagree

Table no 519 Table show management of our calls for active participation of the employee in the dat to day function of the organization

53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12

management of our calls for active participa-tion of the employee in the dat to day function

of the organization



Table no 520 Table show prestige of my organization outside company is good

54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90

prestige of my organization outside company is good


Above table shows that10 percent (n=4) respondent with strongly agree 90percent (n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree

Table no 521 Table shows I am getting maximum pleasure from my work

55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12

I am getting maximum pleasure from my work



Table no 522 Table shows added authority and responsibility to present job will be more interesting and rewarding

56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8

added authority and responsibility to present job will be more interesting and rewarding



Table no 523 Table shows authority to encourage juniors is quite common in my organization

57

17

63

12

7

authority to encourage juniors is quite common in my organization



Table no 524 Table shows job contet and responsibilities are appropriate

58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5

job contet and responsibilities are appropriate



59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100

Table no 525 Table shows organization tries to make the job more challenging which prevents us from getting bored on the job

20

58

7

10

5

organization tries to make the job more chal-lenging which prevents us from getting bored

on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100

Table no 526 Table shows appropriate work is given to me according to my skill and potential

10

505

20

15

Appropriate work is given to me according to my skill and potential


61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100


Table no 527 Table shows leadership also influences the level of motivation

62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5

leadership also influences the level of motiva-tion



32 FINDING FROM THE STUDY

Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years

Most of respondent 45 (n=18) had their educational qualification up to ssc

Majority of the respondent 35 (n=14) works in span of (1-5) years

1 Employee motivation information

Majority of respondent 675 (n=27) agree whit present salary and increment

Majority of respondent 55 (n=222) agree whit financially related reward

system

Majority of respondent 675 (n=27) were strongly agree with working

condition

Majority of respondent 625 (n=25) were agree with welfare facilities and

275 (n=11) were strongly agree with welfare facilities

Majority of respondent 85 (n=34) were relation with superior peers and

subordinates are good

63

Majority of respondent 755 (n=30) were supervisors take interest in our

problem

Majority of respondent 725 (n=29) were enjoy setting and achieving

challenging goal

Majority of respondent 625 (n=25) were recognized and praised for my good

performance

Most of respondent 575 (n=23) clear and effective system of performance

appraisal amp career development

Majority of respondent 775 (n=31) agree whit right opportunities in this

organization for my personal growth and promotion

Majority of respondent 70 (n=28) were organization helps me in all possible

20(n=8) organization helps me in all possible

Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for

management of our calls for active participation of the employee in the day to

day functions of the organization

Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were

organization outside company is good

Majority of respondent 70 (n=28)I am getting maximum pleasure from my

work

Majority of respondent 55 (n=22) were added authority and responsibility to

present job will be more interesting and rewarding

Most of respondent 625 (n=25) delegation of authority to encourage juniors is

quits common in my organization

Most of respondent 625 (n=25) were my job content and responsibilities are

appropriate for me

Majority of respondent 75 (n=30) were appropriate work is given to me

according to my skill and potential

Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree

leadership also influences the level of motivation

64

32 SUGESSTION AND RECOMMENDATION

In the Madhur dray employees feel that the salary structure is

very good but give amount is not satisfactory 55of the

employees are satisfied by their salary and increment financial

reward as it is very low rate

The higher number of employees (85) has given strongly

agree It means in madhur dray the belongingness o employees

are very good They have a good relationship with everyone

65 of employees are satisfied with recognition programs and

performance appraisal system But 35of the employee is still

feeling that the performance appraisal system and recognition

programmer are not proper Hence HR department should know

why the employees are not satisfied whit the performance

appraisal system and which type of recognition program me

they want in future

The higher numbers of employees have given positive

response but still there is scope for improvement

The HR department should make the job more challenging

Exciting and meaningful by the factor like goal setting Creative

work Job rotation Skill diversity

65

33 CONCLUSION

Motivation is an aspect which covers almost all the employee from the managing directors to his peon The motivation is a live issue for all

Motivation is psychological concept Motivation is not a cause but rather the effect or result of many going awry Motivation drifters from person to person industry to industry level of education age nature of work etc Motivation may be range from very high to very low

By this study it is clear that various faction which influences motivation and productivity of the employees each as Social Security measures welfare facilities salary status Bonus heath condition shift system and recognition of work are getting much importance

Several approaches to motivation are available Early theories are too simplistic in their approach towards motivation The content theories Maslowrsquos need hierarchy Herzbergrsquos two-factor model and alderrsquos erg approach are very popular

To conclude employee motivation plays very important role in every organization Good employee motivation helps to success of the organization Unless an employee has poor motivation if always a possibility of employee disharmony and also affect some thrumming of the organization

From the financial and nonfinancial reward system make motivation in complete picture Form this we learn that how we applied the concept of motivation for the progressive result of company

66

CHAPTER 4

APPENDICES

41Questionnaire

As a part of my dissertation I am conducting a research on motivation This questionnaire is part of the research project amp I solicit your co-operation for the same I assure that the information will be used for academic purpose only and shall be kept confidential

(1)Name(2)Sex male [ ] female [ ](3)Age (4)Designation (5)Education

a Ssc [ ]b Hsc [ ]c Graduate [ ]d Post graduate [ ]e Other [ ]

(6)Work on span1 to 5 years [ ]6 to 10 years [ ]11 to 15 years [ ]More than 15 years [ ]

(7)I am satisfied with the present salary and increment given to me

1) Strongly agree [ ]2) Agree [ ]3) Uncertain [ ]4) Disagree [ ]5) Strongly disagree [ ]

(8)I think that financial or financially related reward system in my organization is fair and satisfactory

1) Strongly agree [ ]

67

2) Agree [ ]3) Uncertain [ ]4) Disagree [ ]5) Strongly disagree [ ]

(9)I feel that working conditions are clean pleasant amp safe in my organization


(10) I feel that my welfare facilities provided by the company are adequate and provide satisfaction to me


(11) I am aware with policies and procedures to the company and I find that satisfactory


(12) My relation with my superior peers and subordinates are good


68

(13) Supervisors take interest in our problem well being and feature


(14) I enjoy setting and achieving challenging goal


(15) I am recognized and praised for my good performance


(16) There is a clear and effective system of performance appraisal amp career development


(17) I feel that my job has enough learning opportunities which will help me in career advancement


69

(18) I think there are right opportunities in this organization for my personal growth and promotion


(19) My organization helps me in all possible way to know my abilities capabilities present performance and prospect for improvement


(20) In our organization we are a given a chance to our present our ideas amp the same is given due weight age in decision making


(21) The management of our calls for active participation of the employees in the day to day functions of the organization


(22)The prestige of my organization outside company is good

1) Strongly agree [ ]2) Agree [ ]3) Uncertain [ ]

70

4) Disagree [ ]5) Strongly disagree [ ]

(23) I feel that I am getting maximum pleasure from my work


(24) I feel that the added authority and responsibility to present job will be more interesting and rewarding


(25) Delegation of authority to encourage juniors is quite common in my organization


(26) My job content and responsibilities are appropriate ( not over loaded or not under loaded) for me


(27)My organization tries to make the job more challenging which prevents us from gel ting bored on the job

1) Strongly agree [ ]2) Agree [ ]

71

3) Uncertain [ ]4) Disagree [ ]5) Strongly disagree [ ]

(28) I think that appropriate work is given to me according to my skill and potential


(29)I believe that leadership also influences the level of motivation


42 REFERENCES

1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20

December 2014

2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26

April2013

3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011

Retrieved15 June 2011

4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy

analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12

November 2010

72

5 Johnson Richard Alan (2005) Six men who built the modern auto

industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12

November 2010

6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS

TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION

PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009

7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009

8 The History of Honda Cars-directorynet Retrieved 22 November 2009

9 World motor vehicle production OICA correspondents survey without double

counts world ranking of manufacturers year 2011 (PDF)

10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October

2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to

be a net-exporter from US Autoblog Retrieved 25 July 2014

11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History

UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2

12 Frank Aaron (2003) Honda Motorcycles Motor Books

InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012

13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X

14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the

management the machines Kodansha ISBN 978-0-87011-522-6

15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American

Motorcyclist Association Retrieved 8 October 2013 According to legend the

machines name since associated with a variety of Honda products was inspired by

a comment made by one of Hondas employees during a company party The

workers had pushed aside the desks to toast their efforts with home-brewed sake

Its like a dream uttered one of the attendees The name stuck

16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011

73

17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360

Pickup Of 1963 The Truth about Cars

18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21

September 2010

19Lets Build a Sport scar Honda Retrieved 1 July 2012

20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013

21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko

Kawamoto Automotive Industries

22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012

23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as

chief executive in 2009 Wall Street Journal 23 February 2015

24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as

Yen Surges Bloomberg Retrieved 1 January 2011

25Breakdown of net sales and other operating revenue by geographical markets from company

20Fs

26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally

planned to be located in Richmond Hill Ontario but delays led them to look elsewhere

27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-

hero-honda

28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The

Japanese Restorer in Australia (Bald Hills Queensland Australia)

1 Toyota Corolla History (PDF) Toyota Motor Corp

74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION

11 Introduction to the Study







Rumors

Goal Flaws

Overwork





Non-Cash Incentives


CHAPTER-1

INTRODUTION

11 Introduction

An issue which usually generates a great deal of attention from most

managers administrators and those involved in Human Resources

Management is the issue of how to successfully motivate employee While it

is true that aspects like staff recruitment controlling managing leading and

many more are of great importance to the success of an organization

Employee Motivation is generally considered a core element in running a

successful business

In the organizational setting the word ldquoMotivationrdquo is used to describe the

drive that impels an individual to work A truly motivated person is one who

ldquowantsrdquo to work Both employees and employers are interested in

understanding motivation if employees know what strengthens and what

weakens their motivation they can often perform more effectively to find

more satisfaction in their job Employers want to know what motivates their

employees so that they can get them to work harder The concept of

motivation implies that people choose the path of action they follow When

behavioral scientists use the word motivation they think of its something

steaming from within the person technically the term motivation has its origin

in the Latin word ldquomoverrdquo which means ldquoto moverdquo Thus the word motivation

stands for movement If a manager truly understands his subordinatersquos

motivation he can channel their ldquoinner staterdquo towards command goals ie

goals shared by both the individual and the organization It is a well known

fact that human beings have great potential but they do not use it fully when

motivation is absent Motivation factor are those which make people give

more than a fair dayrsquos work and that is usually only about sixty-five percent of

a personrsquos capacity Obviously every manager should be releasing hundred

2













managers







3





4













5














6

















7






Needs Drives Goal


With of Drives

Direction


8







Achievement ndash



9

Socialization ndash







Change motivation-

10




Fear motivations-







11






12






13


Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives














managers







3





4













5














6

















7






Needs Drives Goal


With of Drives

Direction


8







Achievement ndash



9

Socialization ndash







Change motivation-

10




Fear motivations-







11






12






13


Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives






4













5














6

















7






Needs Drives Goal


With of Drives

Direction


8







Achievement ndash



9

Socialization ndash







Change motivation-

10




Fear motivations-







11






12






13


Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives














5














6

















7






Needs Drives Goal


With of Drives

Direction


8







Achievement ndash



9

Socialization ndash







Change motivation-

10




Fear motivations-







11






12






13


Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives















6

















7






Needs Drives Goal


With of Drives

Direction


8







Achievement ndash



9

Socialization ndash







Change motivation-

10




Fear motivations-







11






12






13


Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


















7






Needs Drives Goal


With of Drives

Direction


8







Achievement ndash



9

Socialization ndash







Change motivation-

10




Fear motivations-







11






12






13


Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives







Needs Drives Goal


With of Drives

Direction


8







Achievement ndash



9

Socialization ndash







Change motivation-

10




Fear motivations-







11






12






13


Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives








Achievement ndash



9

Socialization ndash







Change motivation-

10




Fear motivations-







11






12






13


Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


Socialization ndash







Change motivation-

10




Fear motivations-







11






12






13


Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives





Fear motivations-







11






12






13


Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives







12






13


Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives







13


Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives



Rumors




Goal Flaws


Overwork


14



Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives




Make sure you offer












15












16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives













16

Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


Morale Boosters

Measuring Morale








Non-Cash Incentives









17









Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives










Hands On Showing Up








18






19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives







19

12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


12 COMPANY PROFILE

20










21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives











21

14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


14 SCOPE OF STUDY


22






23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives







23

16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


16NEED FOR STUDY







24

CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


CHAPTER 2

RESEARCH METHDOLOGY




















SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


SAMPLING METHOD


SAMPLE SIZE


RESEARCH DESIGN


VARIABLES











26



What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives




What is motivation




27


Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives



Motivation theories




28






29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives







29





30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives






30





31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives






31







32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives








32









33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives










33




34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives





34



35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives




35














36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives















36




Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives





Male 31 775

Female 9 225

37

77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


77

23

Gender

malefemale


percent 23 (n=9)



18 to 25 years 8 20

26 to 35 years 15 375

36 to 45 years 11 275

38

Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


Above 45 years 6 15

Total 40 100

20

375

275

15

percentage of age








SSS 18 45

HSC 6 15

39

Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


Graduate 10 25

Post Graduate 1 25

Other 5 125

Total 40 100

45

15

225

25 13

Education










40





Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives






Total 40 100

35

30

23

13









41

Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


Strongly agree 4 10

Agree 27 675

Uncertain 3 75

Disagree 4 10


Total 40 100

10

68

8

10

5






with strongly agree


organization

42


Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives



Strongly agree 2 5

Agree 22 55

Uncertain 5 125

Disagree 8 20


Total 40 100




disagree


respondent

43

5

5513

20

8



68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


68

28

5






strongly disagree

44



Agree 275 275

Uncertain 0 0

Disagree 5 5


Total 40 100




Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives





Agree 25 625

Uncertain 1 25

Disagree 3 75


Total 40 100

28

63

38





45






Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives







Agree 22 55

Uncertain 3 75

Disagree 5 125


total 40 100

25

55

8

13





46


strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives



strongly disagree


Respondent



Agree 6 15

Uncertain 0 0

Disagree 0 0


total 40 100

85

15



47



disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives




disagree


future



Agree 30 755

Uncertain 3 7

Disagree 0 0


total 40 100

18

75

8



48







Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives








Agree 29 725

Uncertain 04 10

Disagree 02 05


Total 40 100

13

73

10

5



49







Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives








Agree 25 625

Uncertain 03 75

Disagree 07 175


total 40 100

12

63

7

17



50





20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives






20

70

2 7



51


Strongly agree 8 20

Agree 28 70

Uncertain 1 25

Disagree 03 75


Total 40 100




disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives





disagree



52


Strongly agree 0 0

Agree 22 55

Uncertain 0 0

Disagree 10 25


Total 40 100

55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


55

25

20






53



Agree 25 625

Uncertain 5 125

Disagree 0 0


Total 40 100

25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


25

63

12


of the organization




54


Strongly agree 4 10

Agree 36 90

Uncertain 0 0

Disagree 0 0


Total 40 100

10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


10

90





55



Agree 7 175

Uncertain 0 0

Disagree 5 125


Total 40 100

70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


70

17

12





56



Agree 22 55

Uncertain 05 125

Disagree 03 75


Total 40 100

25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


25

55

13

8





57

17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


17

63

12

7





58



Agree 25 625

Uncertain 0 0

Disagree 05 125


Total 40 100

17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


17

63

5

10

5




59



Agree 25 625

Uncertain 2 5

Disagree 04 10


Total 40 100


20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives



20

58

7

10

5


on the job



60


Strongly agree 8 20

Agree 23 575

Uncertain 3 75

Disagree 04 10


Total 40 100


10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives



10

505

20

15



61


Strongly agree 4 10

Agree 20 50

Uncertain 2 5

Disagree 8 20


Total 40 100



62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives




62


Strongly agree 3 75

Agree 17 425

Uncertain 3 75

Disagree 15 375


Total 40 100

7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


7

42

7

38

5











system


condition





63


problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives



problem


challenging goal


performance













work






appropriate for me





64















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives
















they want in future






65

33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


33 CONCLUSION







66

CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


CHAPTER 4

APPENDICES

41Questionnaire









67










68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives











68











69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives












69











70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives












70












71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives













71






42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives







42 REFERENCES


December 2014


April2013





November 2010

72



November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives




November 2010

























73




September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives





September 2010











20Fs




hero-honda




74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


77

78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


78

79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


79

80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


80

81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


81

82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


82

83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


83

84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


84

85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


85

86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


86

87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


87

88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


88

89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


89

90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


90

INTRODUCTION








Rumors

Goal Flaws

Overwork





Non-Cash Incentives


honda mba project

Economy & Finance

motivation of employees

word motivation

employee motivation

understanding motivation

term motivation

subordinates motivation

concept of motivation

motivation factor