indepent studies thesis

The role of management on successful motivation of employees

Derby Business School

Faculty of Business, Computing & Law

Independent Studies2011/2012

BA (Hons) Business Studies

Name: Sara Aslam Khan

Student Number: 100199589

Principal Supervisor: Mick Dunn

Module Code: 6IM999: Independent Studies

Title: “To deter mine the role of management on successful motivation of employees”

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Acknowledgement

In the name of Allah the most beneficent the merciful, I would like to take this opportunity

to thank everyone who has supported me to write up this dissertation. It has been a brilliant

experience and along the way I have gained a lot of new knowledge. I especially thank to

my supervisor Mick Dunn who has supported me to complete this dissertation successfully

and given me the guidance all the way when I needed in a positive manner. I would also like

to thank all those who took part in the questionnaires. I am very thankful to Mr.Mohsin

Khan for his guidance and support and last but not least my Family for their dedication and

continuous encouragement shown during my studies and making possible for the completion

of this Dissertation.

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Preface

Motivation plays a vital role for employees to achieve their and organizations goals and

objectives. It acts a crucial subject to consider upon. The organizations with fully motivated

employees are more able to climb the ladders of success and stay more competitive than

their rivals in the market. Therefore the primary focus of the organization is to maintain and

manage their employees and keep them motivated. For the management must establish their

role on the successful motivation of employees. Management must put forward idea of

inspiring and keep them enthusiastic towards their task. The role of management is consider

and focus what motivate their employees whether it is money, mental satisfaction, physical

or psychological aspect, financial or non financial rewards, incentives, by fulfilling their

basic needs and what are the other issues that hinders in the path of motivation.

In this thesis the author will throw light on the successful motivation of employees by

conducting survey on the company SNS BATCO and will provide their management with

better and good recommendations to make their employees motivated on continuous basis.

In this thesis the author will also discuss the different motivational factors and theories as

well as models which was discussed and studied with different great authors of business and

management related.

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Table of Contents:

Acknowledgement………………………………………………………….……2Preface………………………………………………………………………………………….…...3Table of content……………………………………………………………………………..………40.1 Introduction……………………………………………………………………………………6

1.1 Background of the Research Company……………………………………..…….……..…..71.2 Problem statement………………………………………………………………….…..…91.3 Purpose…………………………………………………………………………………...101.4 Research questions……………………………………………………………..………...101.5 Limitations…………………………………………………………………………..……....10

0.2 Theoretical Framework…………………………………………………………….………..112.1 summary…………………………………………………………………………………….…...11

3.0 Literature Review……………………………………………………….………12 3.1 Introduction…………………………………………………………………………….12 3.2 Human Resource Management…………………………………………………………....12 3.3 Motivation……………………………………………………………………………………13 3.3.1 Basis of Motivation…………………………………………………………….……….14 3.3.2 Causes of lack of motivation for Employees………………………………………….…14 3.3.3 The Necessitate of Motivation at workplace ……………………………………………..15 3.3.4 The Responsibility and Role of Manager in Motivation Employees………………..….15 3.4 General Motivational Theories……………………………………………………………………16 3.4.1 Maslow’s Need Hierarchy Theory…………………………………………….………17 3.4.2 Hygiene Theory…………………………………………………………………..…...18 3.4.3 ERG Theory………………………………………………………………..…..19 3.4.4Goal Theory……………………………………………………………………………....20 3.4.4.1 Moderator/Intermediary of Goal………………………………………………..21 3.4.4.1.1 Ability…………………………………………………………………………...21 3.4.4.1.2Task/Ability Complexity……………………………………………………...21 3.4.4.1.3 Commitment………………………………………………………………..22 3.5 Motivational Factor…………………………………………………………………………23 3.5.1 Challenges at Work……………………………………………………………….…23 3.5.2 High Wages…………………………………………………………………………23 3.5.3 Great associations with Managers and Colleagues………………………………..…23 3.5.4 Development and Growth of Employees…………………………………………..….24 3.6 Models of Motivation……………………………………………………………………………...24 3.6.1 Hackman and Oldham’s Job Characteristic Model……………………………………….24 3.6.2The development of Job Diagnostic Survey (JDS)………………………………………..284.0 Methodology……………………………………………………………………304.1 Introduction…………………………………………………………………………………....304.2 Investigation Study Process……..………………………………………………………………...304.3 Choice of Topic……………………………………………………………………………………..31 4.3.1 Interest and Significance………………………………………………………………..…314.4 Data Collection Method……………………………………………………………………….…..31 4.4.1Primary Data……………………………………………………………………………….31 4.4.1.1 Quantitative Method………………………………………………………....32 4.4.1.2 Qualitative Method………………………………………………..……32 4.4.2 Design of Research……………………………………………………..……………..32 4.4.2.1 Resources…………………………………………………………..………32 4.4.3 Design of Questionnaire………………………………………………………………..…..33

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4.4.3.1 Survey……………………………………………………………………………..….33 4.4.3.2 Constituent and Elements of Questionnaire…………………………….………….34 4.4.4 Secondary Data…………………………………………………………………344.5 Ethical Reflection…………………………………………………………………………………...355.0 Emperical Findings, Analysis and Conclusions……………………………….355.1 Introduction…………………………………………………………………………..…….35 5.1.1 Management Style of BATCO………………………………………………………………....355.2 Analysis from Primary Data…………………………………………………………………...36 5.2.1 Findings from Survey………………………………………………….…….36 5.2.2 Results from Survey………………………………………………………………..41 5.2.3 Conclusions……………………………………………………………………...466.0 Recommendations…………………………………………………..…….48Appendix…………………………………………………………………………..53References………………………………………………………………………….58

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1.0 IntroductionTo be successful and unbeaten, organization needs fully motivated personnel’s. Motivation

has now become vital and holds significant position for companies of all dimension and

magnitude that want to accomplish their aims in challenging environment. In order to bring

motivation in work place the manager plays as a fundamental character in personnel’s

motivation. The efficient and successful management in an organization is crucial to

constructive and optimistic motivation of employees and high employee self-esteem because

it is most influential passion that helps to bring personnel’s to the job. Bruno S. Frey a

Swiss economist and Margit Osterloh a professor at university of Zurich in 2001 endow with

realistic evidences that motivation is a major and highly success cause for organizations.

Managers and the whole management are barely aware of the fact that the huge influence the

motivation can have on their industry and corporation. Consequently, it is an important that

they must acknowledge the significance of the aspects that establishes the optimistic

motivation in the working environment and to the workforce.

. The organization with the surpassing and better performance constantly offers high class

and premium jobs and manage a good level of output and conquer all obstructions and

competition. Providing the personnel’s manage a better and good level of motivation can

serve and will make them dedicated to do work more efficiently and give their best to the

organization. The very famous US internet organization known as eBay has notably

established and the aspects associated with this immense achievement is none other than the

dedication towards the work of 24,000 personnel’s which are extremely motivated and has

successfully engrossed millions of consumers all over the globe.

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“Manager need to have a good understanding of what motivate employees, which factors

influence their level of motivation and what steps can be taken to increase and enhance the

motivation or keep it at a satisfying level” (Molander, 1996). So, this falls under the

responsibility of the management to have acquaintance and be aware of the fact about what

motivates their employees; whether it is monetary inducement or by other internal aspects

like appreciation, acknowledgements, respect or competitive environment.

Management is defined at the present as the management in era of speedy change (Robbins,

2000). Nowadays, the major job of the management is to retention and the motivation of the

employees which is indeed very challenging. The inspiration, enthusiasm and driving force

which is known as motivation is an organization’s means of support and also act as

livelihood.

The organizations utmost and supreme assets are their employees and no matter how much

the proficient, resourceful or competent an organization’s machinery and tools are, the

success and efficacy of an organization workforce will never be copied or replace.

1.1 Brief background of a Company (SNS BATCO)

The Telecommunications Company Saudi Networkers Services (SNS) provides Technical

Consultants on an individual basis to Telecommunications Vendors, Operators, Consultancy

and Sub-Contracting Companies across the Middle East region. It is leading IT staffing and

technology Recruitment Company, offering an unrivalled range of specialist & ground-

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breaking services to meet current and future customer needs. The Company merged with

BATCO Groups Bayader Al Aryaf Telecommunication System Company divided and

detach its Consultancy line and built a whole New Company SNS Consultancy sector which

is now acting as a Leasing Company. The project line was combined with the BATCO

GROUPS and formed another separate Organization SNSBATCO. BATCO brings to SNS

Group vast experiences in Civil and Telecom Full Turnkey Services as well as In-Building

Solutions. The company is now a top ranked services provider to the wireless operators and

main vendors.

The HR dept. of SNSBATCO pursues well thought-out and orderly policies. It controls and

manages the employees in a firm way. HR Manager and HR supervisor are responsible for

implementing till recruiting. The department tends to follow Saudi strategy in recruiting the

personnel’s. Each year the Department receives sets of guidelines and procedures to perform

apart from their own work of actions. The unit keep an eye on every single personnel,

recruiting, conduct interviews, design job analysis, performance evaluation charts in an

organized and proper way.

At the time of selecting topic for dissertation, the author came across criticism from one of

relative Mohsin Khan who is presently servings as a HR co-coordinator at SNSBATCO said

that being the best Telecom provider in the Kingdom, the company apart from having

talented and skilled employees is not receiving desired output at sufficient time. Moreover,

he added the management currently had confliction with some of the employees

complaining that they are not being provided by appropriate time to complete the task being

assigned to them, high rate of absenteeism, on completion of task feedback is not supplied

which leads to lack of improvement and other numerous related issues where employees are

not satisfy with the management.

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Hence, the SNS BATCO management is applying every possible effort to concentrate on

keeping the staff and the workers motivated in order to overcome the issues and to improve

the management practices on the motivation of employees.

1.2 Problem Statement

Motivating the employees of company to do their job more efficiently in order to accomplish

the aims and objectives of the company is might be the most difficult and challenging task

for a management. Company inspires and motivates their employees so they can carry out

work more successfully by offering them with satisfaction incentives and appreciation and

sometimes by forcing or with harshness which results in inadequate deeds. Over many years

there has been seen assessments and estimation of what exactly the word motivation actually

refers in an organization.

To identify the factors and concerns of the management in an organization is a difficult task

to overcome. However, nowadays the workers and the employees are effective to meet up

their wants and to accomplish their goals (Drafke and Kossen, 2002). A management that

fails to balance its employee’s motivation for good performance leads to decrease in the

production, low and decrease rate of turnover, high rate of absenteeism, and decrease in the

capital and depleted in the employees work and performance. The supposition where

manager and the management think that they are fully motivating their employees to

perform their work in adequate way but why the company still fails to achieve its goals is

where the management actually commit blunders(Simons and Enz, 2006)This research and

analysis is consequently is an effort to create a role of management which comprehend and

realizes the issues and aspects that motivate and inspire their employees to do the best at

their job.

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1.3 Purpose

The rationale of this research is to explore the role of management at SNS BATCO

concentrating mainly on the motivation of employees. Although on the other hand, this

research is considered and intended for the management of SNS BATCO so that they can

give confidence and boost their workers to do their jobs more efficiently and successfully.

The author will uncover the aspects that are influencing the incentives and inspiration of

personnel’s at the SNS BATCO and necessitate additional enhancement to amplify the

employees motivation. The research seeks to establish the role of management on

motivation of employees at the SNS BATCO.

1.4 Research Questions

The following research questions have been developed to study:

1. What are the anticipations of the employees from the job?

2. What are the reinforcements approaches that needed to be alter by the management?

3. What are the job characteristics and strategies that need to be focus when developing

prospective for motivating employees?

4. What are the specific actions that management can take on a daily basis to create a

motivating environment for employees?

1.5 Limitations

The aspects influencing the employee’s motivation have come from the model represented

in the theoretical structure. On the contrary, some associated subjects involving the factors

implementing the motivation may be absent because of the short of time.

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2.0 Theoretical Framework Motivation of employees is persuaded by employees themselves, however the environment

and the management. To motivate employees falls under the duty of a manger (Brinkin,

2006). It is on the other hand, is a job of management to identify the needs and wants of

employees which helps to comprehend what motivates them. In order to understand the

author will discuss under the theoretical framework different general motivational theories

and model of motivation which Hackman and Oldham’s Job Model and further to collect

data from SNS BATCO they author has conducted JOB Diagnostic Survey (JDS) which is

Hackman and Oldham’s Job Characteristic Model.

2.1 Summary

In this section, motivation of employees was established as principal aspect for an

organization to determine the role of management. The problem statement and the aims of

the study were explained clearly. The matter of the analysis was discussed concisely.

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3.0Literature Review

3.1 Introduction

This section will highlight the importance of role of human resource management on

motivation of employees in the workplace, general motivational theories and job

characteristic model by Hackman and Oldham are argued in depth.

3.2 Human Resource Management

The human resource management is the exercise of many behavior and actions to make sure

that this management is well organized and manage efficiently for the assistance and profit

of an employees and a company and for the whole business (Schuler, 1995 in Schuler,

1998). The human resource management actually means to managerial actions linked with

human resource development, staffing and employment, assortment, direction, instruction,

assessment and appraisals, reward, motivation, etc. The purpose of HRM deals with the

improvement, growth and enlargement of employees through the employment. And for such

type of expansion the major constraint and condition of employees are the motivation which

maybe establish by understanding what employees need and want and what satisfy them in

order to complete the task or their job. Since the major objective of the study deals with the

establishment of the role of management on motivational of employees we begin discussing

the motivational theories which help the management to motivate their employees.

Motivation is a gate way to exclusive employee’s performance so the author needs to

comprehend the motivation and certain approaches and specific actions management can

adopt to motivate their employees and to explain its importance in the work place.

Organization ought and work hard to appeal employees (Pittorino et al, 2005). Hence figure

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out what motivate and inspire employees and it has become very crucial and important for

present management and a significant factor of booming and unbeaten management that can

both increase the rate of production and look after an optimistic organizational environment.

3.3 Motivation

The precise definition of motivation doesn’t exist because by some means it is very difficult

to describe and characterize. The motivation word has come from Latin stating “movere”

which suggest “to move” (Kretiner, 1998 in Ramlall, 2004). Thus nevertheless, it is can

define as:

“The set of processes that arouse, direct, and maintain human behavior towards attaining

some goal”. (Greenberg and Baron, 2000)

This above definition of Greenberg and Baron will be alienated into three central

components. The first describe the stimulation of force or power behind individuality’s act.

The second consist of options adopted by the individual and the path their attitude captures

while on the other hand third comprises of preserving their performance absolutely

describing the duration of time the individual stick with in trying to achieve their objectives.

Halepota (2005) describe motivation as: “a person’s active participation and commitment to

achieve the prescribed results”

From the above definitions of motivation it can examine that the motivation in a broad sense

is more linked and interconnected with the aspects or consequences that directs, guide,

conduct positive individual(s) act or functional over a certain phase of occasion identifying

the customary situations. Moreover, the definitions propose and advocate that there is a

necessary requirement of unseen force to drive employees to pay back. Further answer can

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be assumed that possessing dedicated and motivated employees in the organization or

constructing an atmosphere in which motivation of great level is sustain proves to be an

immense challenge in today’s competitive time for the management.

The motivation has been described as inner force to assure and persuade an unconvinced

need (Higgins, 1994 in Linder, 1998) the mental push that establishes the track and course of

an individual’s actions in an organization, an individual’s intensity of endeavor, an

individual height determination in the appearance of hardship.

3.3.1 Basis of Motivation

Eventually motivation drives from within an individual. Hence, motivation is said to be self-

motivation. On the contrary, Lynette Finlay said, the motivation drives when the personnel

are capable to observe and perceive the aim and goals for the course in which the

organization is moving towards and able to identify their task and responsibilities in the

trade progression (Koeman, 2006). Motivation is however related to an individual’s needs

and wants and most importantly connected to his mental and psychological condition, which

pushes him towards what he desires and wishes (Freemantle, 2001).

3.3.2 Causes of lack of Motivation for Employees

Management most likely tends to criticize over the subject of motivation that their

employees are not completely satisfied with the job. Although, is more likely the Company’s

and the management exercise which act as an issue, not necessarily the employees every

time (Robbins, 2003).When the absence of encouraging and motivation is observed, the

issues frequently seen in these fields: inadequate assortments, doubt-full and undefined

goals, lack of good performance-assessment and evaluation methods, discontented

incentives systems, not provided with feedback, not properly bounded with the commitment,

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ignorance of needs, lack of growth and development, absence of moderator to motivate

employees or management incapacity to correspond the review and remuneration approach

to the organization of the employees(Robbins, 2003).

3.3.3 The Necessitate of Motivation at Workplace

Motivation is bringing employees to do their greatest at work, even in difficult situations and

conditions it is management’s most long term and demanding challenge (Boris Groysberg,

Linda Eling Lee and Nitin Nohria, 2008, Harvard Business Review).

Motivation is necessary for every organization of today’s who wants to climb the ladders of

success. It acts as a driving force for employees who pull the employees towards their work

in order to get it done remarkably and distinctively. For any organization or a company it

does not subject of what their services, what they trade or manufactures or what distinctive

traits your teams have, nevertheless it is indeed a motivation that helps to curve the structure

of the organizations as well as helps in the development of the employees. To be more

precise, it is a key to success as organization must work hard to keep their employees fully

motivated towards their work on regular basis.

3.3.4 The Responsibility and Role of Manager in

Motivating Employees

Antomioni (1999) said that the total of an attempt the people are eager to apply in their jobs

depends on the extent to which they acknowledge their needs for motivation to satisfy. On

the contrary, an employee become discontented when they notices that management stops

them for achieving good results. It can be from above mentioned statement given by the

Antomioni that motivation normally deals with the aspects that drives and directs some

course of actions or acts with a passage of time.

Motivation act as a principal factor for organization to adopt and this is the job of the

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manager and hence it is very difficult at the same time too. Employees possess energies and

when they speak with one another, it is only a transmission of these energies. In order to

keep the employees contented, satisfactory and motivated towards their work and to

establish moreover, the management needs to concentrate on what employees perform their

task on everyday basis, monthly, weekly or yearly to accomplish their objectives, to

increase employee motivation and minimize the approach which de motivate them.

3.4 General Theories of Motivation

Gill and Johnson (1993) stated that the in business or company motivation in job is classify

as the development through which individual are able to and encourage and persuaded to

make choice in how to act in a distinctive conducts. However, motivation is interconnected

and linked with an exploration for the way through which associates work routine and output

might be managed and get better in proper way.

(Drafke and Kossen, 2003) stated that the motivation conjecture or theories endeavor to

describe individual’s course of actions. They allocate the acknowledgement equally to the

employees and the management of how to encourage, inspire and motivate further, in what

way other are trying to motivate an individual, or in what way that individual can connect in

attempt to motivate him/herself as well as other attempt to motivate him/herself.

The subject of satisfaction and motivation has been calculated by many different

psychologists of developed organizations for centuries nevertheless, the advancement has

been was very gradual possessing different motives. Initially, the work or job motivation as

well as satisfaction and contentment were all known to be moderately self-governing;

moreover, on the other hand, it has been also demonstrated and verified to be the toughest as

the two subjects are heavily linked with each other. The second part is that it has been

bringing into being that the connected hypothesis has only concentrated on particular issues.

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At the end, together the subject satisfaction and motivation are greatly complex and difficult.

(Locke and Latham, 1990)

In this dissertation some theories on the motivation will be discuss which have been

extensively used and accepted by today’s management in organization:

3.4.1 Maslow’s Needs Hierarchy Theory:

As motivation begin with the wants and needs, so Maslow established and made the most

excellent theory related to motivation which is known as the Needs Hierarchy Theory. Need

is somewhat link with an individual wants. On the other hand, satisfaction appears as when

the needs and wants are satisfied and the enthusiasm which is motivation is an effort to

please a need. (Aldag and Kuzuhara, 2002).

Needs hierarchy of Maslow includes the five levels of needs that are normally portray and

illustrated as in the shape of Pyramid.

Maslow’s Need Hierarchy Pyramid

From the above figure, starting from the bottom the least requirements of the needs to the

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top stage are as follows: Physiological Needs, Security Needs (safety), and Ego Needs

(belonging), Esteem Needs and self-actualization needs. The explanation of Maslow’s needs

hierarchy theory is that previously a specific stage/level is contented, and then it brings to an

end to strength of motivation. An individual then searches for a top altitude of satisfying

needs. The theory also suggests and states that influence of money to motivate an individual

is incomplete. (Drummond, 200).

This theory or hypothesis might be very beneficial for the management and managers of

organization in establishing the type of incentives that could help to be successful in the

employee’s motivation.

3.4.2 Hygiene Theory

The investigation was studied by the Snyderman, Herzberg and Mausner (1959) that the

association and affiliation between the satisfaction of the job and the growth among the 200

workers and employees. The outcome f the study was the motivation hygiene theory

represented by the Herzberg, which eventually concluded that, some aspects of issues of

motivators show the way to the satisfaction and contentment of the job, however different

other factors of hygiene stops the frustration and discontent nevertheless, unable to produce

satisfaction and happiness.

The equivalence and correlation between Herzberg and Maslow (Obtained from Grill

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and Johnson 1993)

Aspects of motivators are the issues that are linked to intrinsic to the work, for example the

employee’s satisfaction with the job itself and the accessibility of the chances and options

for the accountability, enhancement and acknowledgement for the accomplishment. Factors

and aspects of Hygiene are very extrinsic to the work and the connected to the atmosphere in

which the task is carried out. These types of aspects involve the company’s policies and the

management, working state, wages, paperwork and the administration.

The discussion was further made by Herzberg that the factors of extrinsic of the job which is

known as aspects or factors of hygiene cannot allocate a motivation basis for the employees

might could if not good, allows a foundation of discontentment and therefore do not

motivate them.

For management in any organization the aspects and factors of hygiene must be considered

as the major and an important requirement to allocate motivator issues to manipulate and

encourage motivation of employees.

3.4.3 ERG Theory

Alderfer (1972) built an ERG theory is an adaptation of Needs hierarchy theory by Maslow

in order to support and readjust it with the empirical study. In Alderfer ERG hypothesis

there is collection of three major needs which are Existence-survival, Growth –development

and Relatedness-associations. The first in the set which is existence is connected with

allocate the fundamental survival necessitate and involve the piece that named by Maslow’s

needs of security and physiological states. The second in the set which is relatedness needs

ate the wants for the managing a major and significant private links and readjustment with

the social needs of the Maslow and the exterior portion of the ego need. Lastly, in the set

which is growth which refers to development, this need include the wish for intrinsic for the

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private growth and involve the components of intrinsic of ego needs of Maslow as along

with the need of self-actualization.

The major dissimilarities with the ERG and the Need Hierarchy theory presented by Maslow

is that the Alderfer theory of ERG unable to presume that a lowest need should be contented

and pleased before a person establishes the wish for the need of top level.

Alderfer ERG theory suggests that management must permits employees to search pleasure

and satisfaction of several and different needs from different stages of the needs hierarchy

concurrently.

3.4.4 Goal Theory

Goal theory is most likely and doubtless theory of the motivation that has been noticed for

several years because the major portion of theory has been vastly and greatly used by the

management of company’s and the organization to motivate employees.

Locke (1968) recommended that the goal employees have act as a significant part in making

of their prototype actions. The simple design and though of setting goal theory as a result the

employee’s course of action is encourage and motivated by their target or objective. As per

goal-theory, a goal is something that an employee desires to reach (Spector, 2000). On the

other hand goal is a significant basis of attaining of motivation (Robbins, 2000), hence to set

a goal is a major portion of agenda of every management’s in organization to motivate

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employees.

Moreover, it is very complicated to judge the consequences that goals can express or guide

course of actions of employees except they obtain feedback. The feedback act very

significant in increasing the performance of the employees on how good they are reaching

towards their goals, it also reflects the variation between the employees what they have done

so far and what they actually wanted to attain further.(Robbins,2000). The theory of

expectancy also stresses the significance of setting a goal in the employee’s motivation.

The exploration and research on the goal setting theory purposes that goals helps to

encourage employees which is directly known as motivation, also higher the goal the higher

the sagacity of achievement the personnel acknowledge when the particular goal is

accomplished.

Therefore, the employees gets more encourage, contented and motivated to by the

management to attain goals which are very difficult as compared to the simple one even if

the chances of attaining is not much.

3.4.4.1 Moderators/ Intermediary of Goal

The four goal agents have been classified by the Latham and Locke (2004) which suggest

the influence of goals setting on the encouragement and motivation helps to increase by goal

intermediaries. They are as follows:

1. Ability

2. Task/work complexity

3. Commitment

4. And feedback.

3.4.4.1.1 Ability

A capability of an employee is clearly and noticeably of moving towards the goals is

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established by their skill or ability (Latham and Locke, 1990). Hence, investigation on the

setting goal has demonstrated that the connection between the attainment of goal and

implementation could be inadequate or incomplete by an employee’s abilities. It is observed

that the setting goal on employees by the management has better and powerful influence

comparatively than the employees with the least capabilities or abilities.

3.4.4.1.2 Task/Work Complexity

There exist three major aspect and measurements related to work complexity which are;

what meaning aspect or factor hold in the work, degree of complexity and equal or

importance of complexity, significance of the quantity and environment of the affiliation

connection within the components, vibrant complexity, implication the quantity and

categories of components and the associations link to them with the passage of occasion

(Latham and Locke, 1990).

The work or task which deals with the big and high complexity then employees who have no

preceding knowledge and being informed by the management to complete it instead of

advising try hard and do best might give bad outcome.

3.4.4.1.3 Commitment

A commitment of employees decreases when the difficulty related a goal increases, hence

the employees act come to a decline stage instead of rising. The commitment towards goal

is consist of four major aspects which are authority-power to influence, peer affect,

expectancy of an employee and the incentives known as rewards.

Authority-Power to influence: It is characterize as the control in order to seize

employees responsible for their acts as well as to take choice relating to utilization of

assets of organizations (George and Jones (2003)). Therefore, authority offers the

management the power to accomplish the goals and objectives of the organization

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completing and calculating the performance of the employees.

Peer Affect: It is recognized and identified to motivate employees for the

commitment.

Expectancy of an Employee: The anticipation and the expectations of the

employees in order to attain to accomplish objective/goals conducting a work at high

level influence a commitment.

Rewards: Spoken and oral appreciation is observed to be very influential in the

motivation of employees. Commitment is calculated and increases when the

incentives is supplied by management to the employees.

This falls under the duty and responsibility of a management that they must guide their

employees in the precise path for accomplishing the major goals.

3.5 Motivational Factors

3.5.1 Challenges at Work

The role of management is to create challenge at work and can be very creative for the

employees because the task consisting of many challenges is associated in the way that the

personnel has direct affect on work program contained by an organization. In the article

Woodruffe (2006) wrote that the most employees’ benefits from challenges being present in

the work no matter how hard work or the efforts the work demands.

3.5.2 High Wages

A great factor of motivating employees is money. This aspect is observed and noticed as

sign of accomplishment as well as the deals along with the connection with reassure and

safety. (Kim and Tang, 2002).therefore, the management makes the immense use of money

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as a powerful approach and policy for employees to pulls towards the work. Money is a

great source of motivation for the employees also it has an excellent influence on the

activities of employees in the work.

3.5.3 Great association with the Manager and

Coworkers

Personnel have an ultimate desire to experience associations, accomplishment within the

groups they are working this helps to achieve this desire. (Evans and Kaye,

2003).Satisfaction and contentment with the work also includes developing better

understanding and associations with the coworkers, this act as a good motivation when the

feeling of acknowledgement is developed.

3.5.4 Development and Growth of an Employee

Development, improvement, knowledge, culture and growth are belonging to the high

grounds that drives employees continue and stay in their existing jobs. It is very crucial and

important for the management in an organization to allocate their employees with proper

teaching and guidance which will facilitate them to establish and become skilled in their

respective fields.

3.6 Model of Motivation

Business Models of motivation are consist of an explanations that are linked and connecting

the issues and prospects of trade and business by means of statistical and rationale linking to

decrease the ambiguity and vagueness as well as sustaining and assisting management of

administrative.

Carlenton and McInnes (1982) said that the models emerges mainly to establish to show and

involve with the complication allowing an effective way of properly detain the perceptive

24


and indulgent about the functions of venture and the estimation ability to produce results

predictions from a set of participation and contribution theory.

3.6.1 Hackman and Oldham’s Job Characteristic

Model

Hackman and Oldham’s Job Characteristic model (JDS) [1976] stresses and throws light on

the relations and interface connecting the employee’s psychological conditions, the

characteristics of job that are consider to explore the conditions and states as well as the

qualities of an person that verify how optimistic an individual will act in response to a

difficult, tough and demanding work.

Below are the representations of diagram oh Hackman and Oldham’s job’s characteristic

model.

25


Job Characteristic Model by Hackman and Oldham

The center and the core aspects of job are observed as supporting three psychological

conditions that consecutively moving to many constructive personal and job results. The

crucial emotional conditions are described as:

1. An experienced linked to meaningfulness of job: An extent to which a person

understands the work as normally meaningful, beneficial and constructive.

2. An experience linked to accountability and responsibility for the job results or

outcome: An extent to which a person experiences personally in charge and

answerable to their task or work.

3. A knowledge or learning outcomes: An extent to which a person constantly

experience how efficiently they are carrying out the work.

The hypothesis further gives an idea that the personnel who acknowledge these conditions at

adequately and satisfactory stage are expected to undergo and believe a better about

themselves and react positively to their work. Model also advice that five major and core

measurements can be notice as establishing the degree to which personnel’s feel the three

crucial states of psychological conditions.

1. Skill Variety : An extent to which a work entail assortments of actions consisting of

many expertise and knowledge.

2. Task Identity: An extent to which the work involve the achievement of a entire and

particular or limited portion of work i.e., a task or a job that has a start and finish

with a substantial result.

3. Task Significance: An extent to which the work influences one’s life or job of other

individuals together in the instant company and in the exterior surroundings.

4. Autonomy: An extent to which the work permit a person tangible liberty and choice,

26


self-determination and maturity to plan toil and establish the systems to execute.

5. Feedback: An extent to which the work behavior provides a person straight and

apparent observations about the value of his/her act.

Expressly, all the above mention which are skill variety, task identity along with task

significance are observed to be merge to obtain knowledge of meaningfulness of the job.

Moreover, it is projected that the work that need the utilization of different expertise,

allocating personnel’s to finish an extensive portion of job as contrasting to nonstop

reappearance of an easy work and are noticed possessing an influence on different

individuals will be considered of a notable and significant by the employees in such work.

On the other hand, autonomy of job is noticed as establishing knowledge of accountability

for the results of the job whereas the feedback is observed to be establishing an experience

and learning of the factual outcome of the job actions or behavior.

Three status of psychological conditions are subsequently considered as merging of a variety

of private and job results for example high-pitched internal job motivation and enthusiasm

which is intrinsic motivation , excellent quality of job act, immense and great contentment

and pleasure with the job and low non-attendance and returns.

In order to conclude, the model further assumes and suggests that the dissimilarity between

individuals is reasonable and sensible like how they respond to their job. The Hackman and

Oldham’s job characteristic model include this influence by adding a changeable named

GNS which is stand for “GROWTH and STRENGTH” as might be consider as a

characteristic of a person that establish how optimist an individual will act to a sophisticated

and competitive work or task. However, Hackman and Oldham also concluded that a person

with a good and high ‘growth and strength’ will act the most optimistic to his/her work high

in the five major job aspect that a person with a low ‘growth and strength’. Moreover,

27


‘growth and strength’ may affect the connection among the aim job aspect and the

psychological condition or at the inter connection among the psychological conditions and

the unsettled results. The primary relation include that an individual with a high ‘growth and

strength’ are more expected to acknowledge the mental or emotional (psychological)

conditions where else that was after concluded that person with high ‘growth and strength’

act or respond more optimistically to the psychological situations.

The job characteristic model represented by Hackman and Oldham make the use of

multiplicative copy to establish on the whole enthusiasm of prospective of a work. The

(MPS) which stands for motivating potential score was designed utilizing this method:

MPS= [skill variety + task significance+ task identity] X autonomy X feedback

3

3.6.2 The Development of Job Diagnostic Survey (JDS)

To facilitate the investigation of the characteristic of job hypothesis, Hackman and Oldham

established a proper way to test the job satisfaction by developing the Job Diagnostic

Survey, which deals with the insight –the perception and view of the personnel of work

qualities, different psychological conditions, private and job results along with SNG

(strength and growth).

The JDS helped to collect and diagnose the insight and perception of the employees. It helps

to point out what changes need to be made in the job requirement and how it should be

design by the management of the organizations which will result in satisfaction and

contentment of the work being provided to the employees in the organization and to generate

and establish motivation among their employees who are their assets.

28


4.0 Methodology

4.1 Introduction

In this section the author is presenting the fundamental and essential study method used

overall, the utilization of a system and techniques to uncover the answers to investigate the

questions, selection of the subject to study, literature assessment, the approach which was

used to gather primary and secondary statistics. Hence, it will also throw light on the

diagnostic outlook and perception, recommendations and conclusion of the investigation.

4.2 Investigation and Study Process

The author has determined and resolute to go after the study process which is shown below.

29


4.3 Choice of Topic

4.3.1 Interest and Significance

In order to select a topic of study, the author decided to pursue the research in the area of her

interest along with significance, relevance and current. Hence, author selected management

as her area of concentration and interest and in it motivation of employees as her foremost

and chief focus. The major spotlight author wanted to throw is on the management and how

they establishes their role in order to motivate their employees to get the work done. As

motivation is an important need for employees, not only this it helps them to grow, develop,

make them more creative to attain goals not only of their own but also of the organization

30

Topic of Interest

Introduction

Problem Statement

Literature Review Theoratical Frameowrok

Hackman and Oldham's Job Characteristic

Model

Methodology

Primary Data Secondary Data

Findings, Analysis and Conclusion

Recommendations


they work within as well as it curves and shape the organization acting as major asset so it is

an important duty of a management to keep their employees healthy and sound. As a result,

the employee’s motivation is a primary goal for a management to take into consideration in

the organization to overcome the factors and issues like dissatisfaction and discontentment

from the work overall.

Not every management has the capability to keep their employees inspired, provoked,

aggravated and motivated towards the work. Motivating the employees and completely

satisfied the management can make sure and guarantee that the organization can make the

utilizations of their wealth and assets as competently as probable and make certain that the

potency which is employees endow them with the outcome as successful as probable.

4.4 Data Collection Method

The author has determined to gather both primary and secondary information for the study.

Hence, the techniques are described below.

4.4.1 Primary information or Data

Quantitative method has been used in order to collect primary data for the research.

4.4.1.1 Quantitative Method

The author decided to perform a research using quantitative approach by conducting a

survey. The author considered quantitative method very crucial and significant to collect

data for the research.

4.4.1.2 Qualitative Method

As a location where author has conducted research was a Kingdom of Saudi Arabia. Saudi

Arabia is a theocratic society as it is an Islamic country which follows strict rules and

regulations, hence where women do not hold equal rights with men. Women and men are

not allowed to work together in organizations. This was the major hurdle which came across

31


for the author to conduct interview in an organization with the men in SNS BATCO. As

author is a female and SNS BATCO does not allowed to come into the company due to

country’s strict norms and value rather they agreed for the research happily and ask to

conduct research using quantitative method and promise to make available for every data

possible needed for the study.

4.4.2 Design of Research

Survey study and investigation is a procedure of collecting data by asking queries and

recording answers simultaneously. Appraisals (Survey) can be performed in order to get two

foremost m outcomes. The first one deals with the estimation of the population’s features

and attributes, while the second one involves the testing of the theories (Whiteley, 2002).

This study involves the survey which was done in the SNS BATCO, to determine and to

create a responsibility of management on successful motivation of employees.

4.4.2.1 Resources

As the author had to conduct quantitative research and was not authorized for the qualitative

research where the author cannot go into the company to collect data, in order to overcome

this issue the great resource to access data and to make the respondent fill up the

questionnaires the author took the help of her relative Mr. Mohsin Khan who is currently

serving as a HR Coordinator of SNS BATCO mention in the company background.

Mr. .Mohsin helped to obtain all the required information from the company.

4.4.3 Design of Questionnaire

Survey is a study analysis which is use to gather data and facts from a particular set of

populace with the help of questionnaire. To inscribe and write down the queries and create a

questionnaire is necessary for the establishment for an assessment (survey) design of study

32


(Zikmund, 2003).

Questionnaire can be described as a set of queries written to gather data from a people

(Durrhein and Blance, 2003). It is known to be very common and widely used method and

system to gather desired data and facts, on the contrary its development is too intricate and

compound (Whiteley, 2002).

4.4.3.1 Survey (Feedback Form)

Quarries for assessment are assembled in two types: open-ended and close ended quarries

from a respondent to answer. From the open ended the respond has to be given with own

words while with the close ended the choice has given to choose from option (Edwards et

al.,1997).Examiner and investigators favors to choose close ended set of quarries as the

optional response are very easily computed and enumerate(Whiteley, 2002).

In this research, the author used likert scale rating along with closed-ended quarries. The

most famous type of multi item scale known to obtain answer is known to be Likert scales as

they help to offer respondent a group of assertion and declaration about an item, entity,

object or idea and conception where the respondent is essentially asked to show how

absolute, sturdy, optimistic or unconstructive they think about that particular concept

(Whiteley, 2002). In this study, a four point Likert rating scale were used to know how well

agree or disagree the answer has been mark with by the respondent in the questions

associated with the job satisfaction, their current perception about the job and motivation.

4.4.3.2 Constituents and Element of Questionnaire

The author had conducted Job Diagnostic Survey (JDS) which is discussed in the literature

study in Model of Motivation by Hackman and Oldham to identify the total satisfaction of

employees and their perception towards work and what alteration the management needs to

make while designing jobs which help them to motivate their employees.

33


Overall there were two sets of questionnaires designed to conduct a research and to obtain

desired data and information. The first set of questionnaire was designed for the employees

and consists of three sections-In first section fifteen questions were asked from employees to

identify the skill variety, task identity, task significant , autonomy, and feedback about

results. In the second, ten questions were asked to determine the satisfaction from the current

perception from the job and in the third section five questions were asked to know the

importance of job in SNS ATCO.

The second set of questionnaire consisted of ten questions which was asked from the

manager in order t identifies the current policies of Motivation Company using to motivate

their employ

4.4.3.3 Sample of Populace Participated in Survey

In the survey overall 18 employees participated to answer the questionnaire and 1 manager

from SNS BATCO to answer the second set of questionnaire.

4.4.4 Secondary Information or Data

In order to collect the secondary data, the author has made the great use of journals and

online internet resource information as well as books to gather the literature and

motivational concepts and models which was done by past great authors on motivations of

employees and studies of management how they can keep their employees healthy and

sound.

4.5 Ethical Reflection

The investigation and research was done keeping in view the complete ethical principle. The

questionnaires fill up by the employees was kept completely anonymous, where their

identifications were confidential to avoid the exploitations of company’s policies.

34


5.0 Empirical Findings, Analysis and Conclusion

5.1 Introduction

5.1.1 Management style of SNS BATCO

According to SNS BATCO management there are some issues relating to employees.

However, according to the manager they are proving their employees with full satisfaction

and satisfying their all basic needs. But they are still facing problems with them-poor results

from the work, huge absenteeism, arguments and conflictions between supervisor and

employees, lack of communications and employees leaving jobs.

The author has conducted Job Diagnostic Survey by Hackman and Oldham’s in order to

identify the above mentioned issues.

5.2 Analysis from Primary Data

5.2.1 Findings from the Survey

Below represents the findings from the first set of questionnaire (section I) which

consist of questions of identification of Hackman and Oldham’s five dimension of

motivating prospective in SNS BATCO.

35


Disaagree Slightly Disagree Slightly Agree Agree

Task Identity 0 0 2 16

Skill Variety 0 0 1 17

Task Significance 0 0 8 10

Feedback 0 0 0 18

Autonomy 0 0 1 17

1

3

5

7

9

11

13

15

17

19

Five Dimensions of Motivating Potentials

1. Task Identity: the bulk of employees 16 out of 18 answers considered task identity

to be very important and completely agree for it as motivating aspect. However, 2

out of 18 employees slightly agree for the task identity to be a motivating aspect.

2. Skill Variety: majority of respondent considered skill variety to be tremendously

major aspect for motivation and only 1 out of 18 slightly agree to it.

3. Task Significance: in task significance 10 out of 18 respondents consider this to be

very important for motivation and on the other hand 8 out 10 slightly agree task

significance important for motivation.

4. Feedback: this factor is considered to be enormously important for all the

employees. 18 out of 18 employees completely agree for it as a huge motivating

aspect.

5. Autonomy: 17 out of 18 employees considered autonomy exceedingly important

factor for motivation while only 1 out of 18 slightly agree to it in work.

36


Overall author sees that task identity, skill variety, task significance,

feedback and autonomy hold very significant position for working at

SNS BATCO.

Below represents the findings from the first set of questionnaire (section II) which

consists of questions of identifying employee’s current perception from the job.

not important slightly not important slightly important very important

Bonuses 0 0 0 18

Participation 0 2 6 10

understanding with the supervisor and colleague

2 0 0 16

inducement 0 0 1 17

salary 0 0 3 15

decision making 0 2 0 15

1

5

9

13

17

Current Perception From Job

1. Bonuses: 18 out of 18 which mean every respondent considered bonuses to be very

important motivating factor in work for better performance in future projects.

2. Participation: 10 out of 18 considered participation in the work as highly

motivating factor while 6 out 18 considered being slightly important, 2 out 18

considered slightly not important for motivation in work.

3. Understanding with the Supervisor and Colleagues: 16 out of 18 considered give

this as an extremely motivating factor while 2 out of 18 do not give any importance

to this.

37


4. Inducement and incentives: for 17 out of 18 employees it acts as a major

motivating factor while for the 1 out 18 it is slightly important.

5. Salary: for 15 out of 18 salary means everything and they considered them as huge

motivating factor. For 3 out of 18 it is slightly important.

6. Decision making. Decision making in the work is very important for 15 out of 18

employees and 2 out of 18 considered it slightly important.

Overall author sees that bonuses, participation , understanding with

the supervisor and colleagues, inducement, salary and decision

making holds huge motivating factor at SNS BATCO.

Below represents the findings from the first set of questionnaire (section III) which

consists of questions of identifying how much important job is for employees.

38


Disagree Slightly Disagree Slightly Agree Agree

job means a lot to me 10 3 2 3

I get fed up if I have task ot work or do 1 0 3 14

even if I get another job with more salary I would still consider working here

18 0 0 0

my job offers me to learn more than my major job statistic

15 1 2 0

I like the working environment and feel comfortable

14 0 4 0

1

5

9

13

17

Importance of Job

1. Job means a lot to me: 10 out of 18 completely disagree, 3 out of 18 slightly

disagree, 2 out of 18 slightly agree and only 3 out of 18 agree with it.

2. Get fed up if given task or work to do: 14 out of 18 agree with this, 3 out of 18

slightly agree and only 1 out of 18 disagree with it.

3. Job offers them to learn more than major job statistic: 15 out of 18

respondent got completely disagree, 1 out 18 got slightly disagree and only 2 out

18 got slightly agree with this.

4. Even if they get more salary they world still prefer to work here: 18 out of 18

employees completely got disagree with this.

5. Like the working environment and feel comfortable: 14 out of 18 employees

completely disagree with this and only 4 out 18 got slightly agree with this.

Overall author sees that importance of job for employees holds

39


no significant position at SNS BATCO.

Below represents the findings from the second set of questionnaire which consists of

questions for manager to identify the current policies of motivation for employees.

Disagree Slightly Disagree Slightly Agree Agree0

0.2

0.4

0.6

0.8

1

1.2

Motivating Policies

encourage for perticular worksolve problemscommunicate adequatelypriovide them incentivesprovide them traningindependence in decision makingnever force them for workgood working hourstreat them as a familynever trat them harshbalance bewteen work and jobconsider them major assetdeserving salary

The authors see the management is completely satisfied with their motivating policies

and consider employees their assets. Moreover the manager agrees that the

management fulfilled every possible need of their employees and disagree with the fact

that they are unequal to them.

5.2.2 Results from the Survey

40


Overall satisfaction with the:

1. Task Identity

According to Hackman and Oldham’s Job Characteristic Model of contentment and

satisfaction with the task identity would direct the employees of SNS BATCO to great

motivation. However there is a huge scope of development and recovery in vague and subtle

results of work, to accomplish objectives on daily basis, allow them to finish and complete

their task with good enough time. Moreover, create prospects in order to establish qualities

of leadership and contentment in every task or work they do.

2. Skill Variety


satisfaction with the skill variety would direct the employees of SNS BATCO to great

motivation. However there is a huge scope of development, enhancement and improvement -

to create influential jobs so one employee get affected by the other employee performance,

to create varieties of assortments and ranges in the task to enhance their overall satisfaction

towards the work.

3. Task Significance


satisfaction with the task significance would direct the employees of SNS BATCO to great

motivation. However there is a huge scope of development, enhancement and improvement

in consequences and outcome of the task or work on other employees and the choice to

upshot task of employees in order to increase the overall satisfaction. Also to create

meaningfulness in the job so importance for work and to work in the organization increases

for employees.

41


4. Autonomy


satisfaction with the autonomy would direct the employees of SNS BATCO to great

motivation. However there is a huge scope of development, enhancement and improvement

in decision making authority should be given to the employees to show creativity and

complete independence in the work or job they perform or their course of actions to make

them motivated towards their jobs.

5. Feedback


satisfaction with the feedback would direct the employees of SNS BATCO to great

motivation. This is the only field which needs an immense improvement by the company.

Majority of employees consider feedback as a huge motivation factor. The management

should consider and take this aspect as a significant feature to increase the satisfaction of the

employees.

Overall Satisfaction with

1. Bonuses


satisfaction with the bonuses would direct the employees of SNS BATCO to great

motivation. However there is a huge scope of improvement in providing the employees with

the benefits when they perform well, on successfully completion of a task to increase their

motivation. Employees work to give benefit to the company, so company must benefit

employees as well in shape of bonuses.

42


2. Participation


satisfaction with the participation would direct the employees of SNS BATCO to great

motivation. However there is a huge scope of improvement in- to create involvement in the

work so it will help in bringing employees together from diversified cultures, it will help to

share their own perspective during the work and. It will decrease the amount of uncertainties

from the work and increase the motivation of employees.

3. Understanding with the supervisor and the colleagues


satisfaction with the understanding with the supervisors and the colleagues would direct the

employees of SNS BATCO to great motivation. However there is a huge scope of

improvement in creating understating environment in SNS BATCO where employees work,

colleagues must communicate with each other when ever they feel like not only on official

subjects but also in general ways to increase the livelihood in the atmosphere. Supervisor

should speak in friendly way instead of harsh or adopting inadequate manner. It will make

the work easy rather complicate and helps to boost and motivate employees in their job.

4. Inducement


satisfaction with the inducement would direct the employees of SNS BATCO to great

motivation. However there is a huge scope of improvement in rewarding system. SNS

BATCO must adopt rewarding their employees on their hard work. Money, benefits or

bonuses is not the only way of rewarding system but an appreciation in front of whole team,

a nice coffee or dinner to comfort employees even a single pat on a back will act as a great

incentive and help to motivate employees.

43


5. Salary


satisfaction with the salary would direct the employees of SNS BATCO to great motivation.

This factor as a vital role in the eyes of the employees and a great way of pleasure because

employees of SNS BATCO consider salary as a great motivating factor, hence company

must work hard on fulfilling this need as its first priority.

6. Decision Making


satisfaction with the decision making would direct the employees of SNS BATCO to great

motivation. The employees of the SNS BATCO strive for decision making in every work

they do. They need full independence to take their own decisions and instead of listening to

the supervisor or task manager they do not want to work in limited boundaries. They need

no limitations and want to achieve their goals and company’s objective independently.

Overall Satisfaction with

1. Job means a lot to me


satisfaction this can be achieve when the employees basic needs are fulfilled. The reasons

why for most of employee job in SNS BATCO mean nothing because of complete lack of

satisfaction with the feedback, dissatisfaction with the working environment, salary and

stress of too much of work along with their respective job role’s work.

2. Get fed up if given task or work to do


satisfaction this can be achieve when the employees are given specific amount of time to

44


complete a task. SNS BATCO must reduce the pressure of work, enhance time or period for

giving them results, so employees can achieve better outcome from the work and the

productivity will increase and overall satisfaction of employees will also increase.

3. Job offers them to learn more than major job statistic


satisfaction the employees of SNS BATCO strive for knowledge apart from their respective

job fields. This can be achieve when the company will offer them with comprehensive

training and coaching, sending them outside the country to attend different workshops. This

will help them to learn more, acquire more knowledge and bestow them with wisdom which

indeed will be very beneficial for the SNS BATCO and ultimately as a great source of

motivation of employees.

4. Even if they get more salary they world still prefer to work here


satisfaction as for the employees of SNS BATCO the money act as a great motivating factor

they must attract employees through excellence packages of salaries. This can be achieve

when the company along with the basic salary endow employees with bonuses, yearly

increments, when there is a culture traditions give them additional benefits. This will help to

motivate employees and increase the importance of job in SNS BATCO.

5. Like the working environment and feel comfortable


satisfaction – there are issues to overcome for the company like provide the employees with

friendly environment where they feel most at ease, restful and secure. Respondents are most

not satisfied with the environment. Restrictions and pressure must be wiped off. On the

completion of the task or project employees must be given a day off for the relaxation of

45


mind this will probably increase the motivation and build a sense of importance of job.

5.2.3 Conclusion

In this dissertation the author wanted to establish a role of management on successful

motivation of employees in SNS BATCO. From the Hackman and Oldham’s job diagnostic

survey the author wanted know the five dimension of motivating potential, current

perception employees hold about their work and importance of job for them. The

questionnaires filled up by the employees and the manager from the company helped to

provide all the desired and necessary information needed to complete and the research. After

the evaluating and investigating the result the author successfully obtained the motivating

potential, perceptions and importance of job of employees is able to portray conclusions

relating to the aspects and issues on motivation which are affecting them in SNS BATCO.

The implication in the recommendations would suggest the management of SNS BATCO

what they must do on the motivation of employees.

The following conclusions have been made in the area for the SNS BATCO management

which needs improvement:

Psychological and Mental Factor:

1. Task Identity

Choice to establish qualities of leadership skills

Choices to establish level of creativity

Choice to establish competition in the work

Accomplish task on daily basis

2. Skill Variety

Ability and proficiency varieties in a task

Consistency in the work

46


Equality in the job

3. Task Significance

Job must stimulate others

To create meaningfulness in the job

4. Autonomy

Independence in the work

Freedom and authority how to perform work

5. Feedback

Time to time appreciation

Physical Dimension

1. Bonuses

To endow them with bonuses based on good and best performances

2. Participation

To create involvement in the work or task

3. Understanding with the supervisor and colleagues

Time to time communication with management, supervisors and senior

colleagues

4. Inducement

To reward them when needed

5. Salary

Good salary packages as well as surprise bonuses

6. Decision Making

Freedom of will

47


Growth and Strength (GNS) Dimension

1. Job must mean everything to employees

2. Must not get bored or fed up when performing task or work

3. Job must offer them extra learning than the respective job statistic

4. Respect the job and must not leave it if endow with greater opportunities else

where

5. Must feel comfortable and satisfy with the working environment

6.0 RecommendationsFollowing are the recommendations made for the SNS BATCO Company to improve their

management style on the successful motivation of employees.

Psychological or Mental Dimension

Task Identity

1. The management must maintain and sustain all the employees in the SNS BATCO to

rise up with ground breaking and different ideas to perform work in more influential

and successful way.

2. The management must confirm that all the employees are notified with new

determination and pronouncements and new rules and regulations if made any so that

they will participate and stay updated.

3. The management must establish openness in the working atmosphere, dedication to

accomplish the given task, as well as consistency in the job.

Skill Variety

48


1. The management must ensure and revolve the major work in the job and provide

them with the workshop in order to make employees work more efficiently in the

job.

2. The management must endow employees with different skill varieties and welcome

their creative ideas for the particular task or work.

Task Significance

1. The management must boost and inspire employees at the SNS BATCO to establish

with good and better relationships with the colleagues in this way employees can see

how their work is influencing them and can feel good with their admiration for their

excellent work when deal with them.

2. The management should motivate employees to operate as more dynamic object so

that every single employee can come to know how much importance the quantity of

work the particular employee has in the work performed at the SNS BATCO.

Autonomy

1. The management of SNS BATCO must have faith in their all employees and

sanction them by lowering the amount of nonstop regulations and commands and

provide them with more and more flexibility, responsibility to finish the properly in

adequate time and to overcome with their mistakes by themselves with any

pressurizing.

2. The management must also make sure that the load of work provided to employees is

not so much and should be given multi task so it will be easy for them to complete

appropriately.

Feedback

1. The management must offer all the employees with time to time feedback. This

49


factor is considered extremely by all the employees of SNS BATCO.

2. The employee’s evaluation and assessment must be done after every six months

rather carrying it out ever year.

3. The management of SNS BATCO must also consider to the openness for giving

feedback to all the employees from whatever conduct the employee feel the most

contented and motivated with it.

Physical Dimension

Bonuses

1. The management must implement and put into an effect the system of equality at the

SNS BATCO by establishing the good performance system based bonus method

fairly for all the employees.

2. The management must motivate achievements internally between employees to

acknowledge which employees stand in first position to obtain high bonuses.

3. The management also makes sure that the employee who performs best in the given

task will be uniformly suggested for the bonus.

Participation

1. The management must make sure at the SNS BATCO when an employee do their

best in the given task must endow with generous and sufficient praise publically.

2. The management must study ways of screening acknowledgment by establishing

vacations bonuses.

3. The management should create involvement in the work by conducting staff

meetings so that point of views and problem can be share. It will also help to

generate many new ideas to the work done in timelier manner.

50


Understanding with the supervisor and the colleagues

1. The management must consider not only on the general communication but also how

it is communicated to the employees by taking in to measures like direct eye

contacts, language of the body and gesticulation in proper and adequate way so the

employee should not get threaten and feel friendly while communicating with

managers.

2. The management should give freedom to communicate with the senior employees as

well as new colleagues so that level of comfort increases as well as the motivation to

do more work.

Inducement

1. The management must create a system of reward and different incentives for

encouragement like praising them for their work, weekly or monthly performance

chart and putting the name of employees who did best in a task, providing them

award for the achieving the objectives of company.

2. Management must provide employees with non-financial and financial rewards.

Salary

1. Money has proved to be best motivating factor for the employees of the SNS

BATCO. The management must endow employees with the deserving salary or the

yearly increment equally for every employee.

2. The management must provide them with good salary packages as money acts as a

personality for the employee as well and helps to fulfill their basic need for living to

satisfy them.

Decision Making

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1. The management must give full authority to employees in decision making in the

company for the task they perform. This helps to enhance creativity and give them

power to influence others as well.

It is a foremost duty of every management to keep employees of the company in

appropriate way by fulfilling their all basic needs. Pressurizing, pushing and forcing them

for the work will not help in good productivity or better outcome instead it will make them

more devastated and upset from the job. In result, they will perform poor; will show

dissatisfaction from the work and hence leave the job one day. The management must sure

their employees are receiving good feedback on the completion of the work, daily motivated

for the work they start, treat equally and fairly, to check what bothers them and what

motivate them. when the management is successful in motivation of employees they

establishes the importance of job for them.

They are the assets of the company to motivate them and to keep them completely satisfied

with each and everything will results in better outcome leading the company to attain very

goals and objectives in timely manner and to climb the ladder of success. The employees no

doubt ac as a competitive advantage for every company and management must successfully

motivate every employees of them.

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Appendix (Questionnaires)

Job Diagnostic Survey

(Section-I)

My job offers me with :

Disagree

Slightly

Disagree

Slightly

AgreeAgree

1. A great number of assortments (1) (2) (3)

(4)

2. Permit and allocate me with prospects (1) (2) (3)

(4)

to finish my task I start.

3. Deals with one that might influence (1) (2) (3)

(4)

plenty of other groups by how sound the

effort is carried out.

4. Allow me be gone on my own to perform (1) (2) (3) (4)

work my own.

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5. Supply me feedback on how sound I am (1) (2) (3) (4)

completing as I am effective.

6. Grant me with diversity of job. (1) (2) (3) (4)

7. Is organized so that I have an opportunity (1) (2) (3) (4)

to perform the work from start to conclusion.

8. Is comparatively noteworthy in the

company. (1) (2) (3)

(4)

9. Bestow me with the chances for a

self-governing consideration and

achievements. (1) (2) (3)

(4)

10.Bestow me with the chances to realize

how good I am performing. (1) (2) (3) (4)

11.Provides me with the prospects to do

great deal of diverse entities. (1) (2) (3) (4)

12.Is positioned so that I might observe the

development through put their final

completion. (1) (2) (3) (4)

13.Is very considerable and momentous in the

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broader design and systems. (1) (2) (3) (4)

14.Allow me with ease prospects for

self-determining and choice in how I

perform my job. (1) (2) (3) (4)

15.Allow me with the emotions and sensation

that I am familiar whether I am doing fine

or poor. (1) (2) (3) (4)

(Section-II)

My job : NI

Slightly

NP

Slightly

important

IMP

1. Offers me with the bonus on good performance (1) (2) (3) (4)

2. Allow me complete participation in Work (1) (2) (3) (4)

3. Endow me with better understanding with the colleagues and manager. (1) (2) (3) (4)

4. Offer me with several attractive inducement and motivation. (1) (2) (3) (4)

5. Provide me with contented wage. (1) (2) (3) (4)6. Hours are pleasing and adequate. (1) (2) (3) (4)7. Offer me to contribute in decision

making that influence me. (1) (2) (3) (4)

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NI=not important

NP= slightly not important

IMP=important

(Section-III)

DisagreeSlightly

Disagree

Slightly

AgreeAgree

1. I get fed up if I have to work/task to do (1) (2) (3) (4)2. This job means a lot to me. (1) (2) (3) (4)3. Even if I get another job with more salary,

I would still consider working here. (1) (2) (3) (4)4. My job actually offers me to learn more than

my major job statistic. (1) (2) (3) (4)5. I like the working environment and feel

completely comfortable. (1) (2) (3) (4)

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Thank you so much for filling up the questionnaire. Your effort is appreciated.

Job Diagnostic Survey

(Questionnaire for the Manager)

Disagree

Slightly

Disagree

Slightly

Agree

Agree

1. With deserving salary. (1) (2) (3) (4)2. Make sure they are encourage for particular

work or task. (1) (2) (3) (4)

3. Solve their problems when occur. (1) (2) (3) (4)

4. Communicate adequately. (1) (2) (3) (4)

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5. Provide them with regular incentives. (1) (2) (3) (4)

6. Provide them with training for task. (1) (2) (3) (4)

7. Give them independence in decision making. (1) (2) (3) (4)

8. Provide them with good working hours. (1) (2) (3) (4)

9. Never stresses or push them to do task if doesn’t know. (1) (2) (3) (4)

10. Treat them as a family. (1) (2) (3) (4)

11. Never treat them harshly. (1) (2) (3) (4)12. Provide complete balance between

job and work. (1) (2) (3) (4)

13. Consider them their major assets. (1) (2) (3) (4)

Thank you so much for filling up the questionnaire. Your effort is appreciated.

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