night report

8/8/2019 Night Report

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Statement of the problem:

Job Satisfaction is more important in motivating the

employees than Job Package.

Hypothesis:

NULL HYPOTHESIS:

Job Satisfaction is more important in motivating the

employees than Job Package.

ALTERNATEHYPOTHESIS:

Job Package is more important in motivating the

employees than Job Satisfaction.


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INTRODUCTION:

Motivation:

The psychological feature that arouses an organism to action toward a

desired goal

Generally, it is defined as a driving force that initiates and directs behavior. In other

words, motivation is a kind of internal energy which drives a person to do something in order to

achieve something.

INCENTIVE THEORY

A reward, tangible or intangible, is presented after the occurrence of an action (i.e.

behavior) with the intent to cause the behavior to occur again. This is done by associating

positive meaning to the behavior. Studies show that if the person receives the rewardimmediately, the effect would be greater, and decreases as duration lengthens. Repetitive action-

reward combination can cause the action to become habit. Motivation comes from two sources:oneself, and other people.


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These two sources are called intrinsic motivation and extrinsic motivation, respectively.

Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task

itself, and exists within the individual rather than relying on any external pressure. Intrinsic

motivation has been studied by social and educational psychologists since the early 1970s.

Research has found that it is usually associated with high educational achievement andenjoyment by students.

Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are

rewards like money and grades, coercion and threat of punishment. Competition is in general

extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic

rewards of the activity. A crowd cheering on the individual and trophies are also extrinsic

incentives.

Employee Motivation

Workers in any organization need something to keep them working. Most times the salary of the

employee is enough to keep him or her working for an organization. However, sometimes just

working for salary is not enough for employees to stay at an organization. An employee must be

motivated to work for a company or organization. If no motivation is present in an employee,

then that employees quality of work or all work in general will deteriorate.

Motivation at Workplace:

In simple terms, motivation is the process of boosting the morale of employees to encourage

them to willingly give their best in accomplishing assigned tasks.

Employee motivation is the key to achieving extraordinary results.

Motivating means encouraging people to take more initiative and interest in the work assigned. It

is an art of getting things done willingly from others.


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JOB PACKAGE:

Incentives which are related to money or cash are included in Job Package.

PURPOSE

The purpose of job package is to reward associates for excellent job performance through money

by giving them special bonuses and profit sharing on their exceptional performance.

TYPES OF JOB PACKAGE:

1. Attractive Salary

Salary is a fixed amount of money or compensation paid to an employee by an employerin return for work performed. high salary is more attractive.

2. Paid leaves

Paid vacation days are time off work in an organization, voluntarily provides employees

as a benefit. The number of paid vacation days is generally accrued by employees based

on years of service to the organization and the level of their position

3. Paid overtime

Employee overtime can be compensated in various ways and it generally varies fromorganization to organization. There are different ways to compensate for the overtime

done by an employee. Organization can pay a cash amount according to the hoursworked.


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JOB SATISFACTION

Job Satisfaction refers to tangible and intangible means of motivating and rewarding employees.

The incentives which cannot be measured in terms of money are under the category of Non-

monetary incentives.

PURPOSE

The purpose of job satisfaction is to reward associates for excellent job performance throughopportunities. Job satisfaction includes flexible work hours, training, pleasant work environment,

and sabbaticals (rest from work).

TYPES OFJOBSATISFACTION

1. Fair behavior of managers

Managers who gain a better understanding of how individuals fit into the organizational

culture are better able to maximize productivity. Managers should be the one who looks

for the interest of the others. Managers focus on the ultimate objective.

2. Professional Development

It is vital for every business and professional organization to increase the knowledge and

skills of their employees. Professional development is necessary to increase knowledge

and skill, through certified and consistent education in the profession. A professional

development program boosts the individual's career, through travel, research, workshopsand seminars and by working with professionals who are experienced.

3. Relation with Co-Workers

The goal in dealing with co workers is to reduce stress and conflict at work and to build

alliances so you can effectively get your work done. Having a good working relationshipwith co workers can greatly enhance your work life and provide support when needed.


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4. Official RecognitionIt could be a social recognition or informal recognition. But it would add to the self-

esteem of the employee and improve his job satisfaction.

5. Job SecurityJob Security is an employee's assurance or confidence that they will keep their current

job. Employees with a high level of job security have a low probability of losing their job

in the near future. An employee with a high level of job security will often perform and

concentrate better than an employee who is in constant fear of losing a job. A lack of job

security can be a source of distraction and result in excess stress and low morale that

hinders an employee's overall performance.

6. Involvement in Decision MakingIf Decision making is not restricted to the higher management and the employees areallowed to give their ideas and thoughts, this brings new ideas and overcome the

problems of the employees.

7. Challenging AssignmentA Challenging assignment would assure an employee of the management's confidence in

his abilities. This would improve his self-confidence and boost his morale, motivating

him to greater heights of performance.

8. Special treat

A Special treat from the organization for the employee and/or his family members in theform of a lunch or dinner, weekend resorts, etc.

9. Health and SafetyPaying Special attention to the health & safety needs of the employees.

10.Additional ResponsibilitiesSometimes giving Additional responsibility to an employee acts in much the same way as

a challenging assignment and motivates the employee.

11.Free Vacations

Rewarding an employee for his performance through free vacations can boostmorale. The vacation can also provide him with a much needed break after a challenging

assignment.

12.Special MembershipsAn employee could also be given Special memberships to certain exclusive clubs,gymkhanas, recreation centers, etc.


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13.AwardsAwards, as a form of incentive, for exceptional performance and valuable contribution

will further add to the social esteem of an employee. This could be in the form ofcertificates, letters of appreciation, quality award, best performer or best employee award,

etc.

MOTIVATIONAL THEORY:HERZBERGS TWO FACTORTHEORY

The two-factor theory states that there are certain factors in the workplace that cause job

satisfaction, while a separate set of factors cause dissatisfaction

Herzberg believed that all factors fell into one of these categories and therefore had separateconsequences. His research concluded that some factors fell into both categories although theyheld a stronger position in one of them. See the diagram below for examples of the factors that

he determined for each category.


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By looking at the diagram, it shows that a sense for achievement, recognition of their effort, thenature of the work itself, and the desire for responsibility are all strong factors for motivation. At

the bottom of the diagram, the way the business is run, how they are supervised, the workconditions and their pay, are all factors that can lead to job dissatisfaction if not met to the

standards of the employee.

JOB PACKAGE AND EMPLOYEE MOTIVATION

Money has been recognized as a chief source of satisfying the needs of people. Money is also

helpful to satisfy the social needs by possessing various material items. Therefore, money notonly satisfies psychological needs but also the security and social needs. Therefore, in many

factories, various wage plans and bonus schemes are introduced to motivate and stimulate the

people to work.


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Factors of job package are extremely attractive to employees (particularly those working at lower

levels) as they get the benefit quickly and in concrete terms. Factors of job satisfaction are more

important than factors of job package.

F

or all the championing of alternative motivators, money still occupies a major place in the mixof motivators. The sharing of a company's profits gives incentive to employees to produce a

quality product, perform a quality service, or improve the quality of a process within thecompany. What benefits the company directly benefits the employee.

Money is effective when it is directly tied to an employee's ideas or accomplishments.

Its really that simple. If you want someone to work harder, offer them more money. People

work to make money, and most of them would like to make more money if they could. Byoffering bonuses, commissions, overtime or other monetary incentives to your employees youll

be motivating them with the one thing that means more to them than any pizza party orEmployee of the Month award.

PROBLEMS:

Money is effective when it is directly tied to an employee's ideas or accomplishments.

Nevertheless, if not coupled with other, non-financial motivators, its motivating effects are

short-lived. Further, financial incentives can prove counterproductive if not made available

to all members of the organization.

Financial systems are insufficient motivators, in part because expectations often exceed

results and because disparity between salaried individuals may divide rather than uniteemployees.

Financial motivational factors are not long term motivators.


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If industry provides more cash to the workers to create more interest in the work, it may be

possible that instead of increasing or adding to his efficiency, it may be misused for vices likegambling or drinking.

NON-MONETARY INCENTIVES AND EMPLOYEE MOTIVATION

When you ask employees what they'd rather have, cash or a gift, many times they will say, Oh,

just gives me the money." However, this is not always the case.

The economic downturn has put a great deal of pressure on employers to find creative ways tomotivate employees. Gone are the days of quarterly bonuses, performance-based pay raises, and

other financial incentives that once kept noses to the grindstone. Motivating without money is achallenging task, but it can be done with the right combination of leadership and management

skills.

While money is one of the proven ways to motivate employees, there are also other ways toencourage your team to put their best foot forward.

Non-financial rewards should form one important part of a complete employee recognition

program along with financial rewards. Each motivates employees differently.

Research shows that some employees are primarily motivated by financial rewards, and willdramatically improve their performance to achieve such rewards. On the other hand, some otheremployees may see motivating others with money as vulgar, and are disincented by such offers.

This second group of employees is more likely to be motivated to improve their performance

through the use of non-financial rewards such as being thanked publicly at a departmentalfunction, having lunch with the head of the organization, or receiving an extra day off.


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The desired outcome of rewards and recognition programs is to improve performance.Non-financial recognition can be very motivating, helping to build feelings of confidence and

satisfaction.

Non-Financial motivators are long term motivators.

PROBLEMS:

Almost like everything else, non-monetary rewards do have their advantages and disadvantages.Apart from recognition, it motivates employees to perform better; however if the processes are

not transparent, it may be de-motivating. The cost to the company is limited; however, anorganization may even go overboard with a barrage of non-monetary incentives leading to

unrealistic expectations and costs. It builds a sense of commitment to the organization andfosters a culture of togetherness; it could also result in unhealthy competition amongst the

employees. It helps to attract and retain talent, but awards and promotions are for selective and

can cause de-motivation to others.

Motivating Employees from Other Cultures:

Differences in cultural values require extra skill when attempting to motivate changes in

behavior. Managers need to accurately interpret the situation and design a strategy that fits

an individual's values and needs. This process is fairly straightforward when working with

people of similar backgrounds, but is much more difficult when attempting to understand


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and motivate employees whose values and backgrounds may be different from your own.

The three steps listed below will help you design motivation strategies that are culturally

aware and, therefore, useful in your efforts to maintain a harmonious and productive

multicultural workplace.

Interpretations:

Effective behavior change begins with accurately interpreting why an individual is involved

in undesired behavior. Understanding why a person behaves in a particular way makes it

easier to modify that behavior. For example, it is common for managers to misinterpret the

speaking of a foreign language in the workplace as a sign of laziness, rudeness and

disrespect. In fact, most often, using another language is an effort to communicate a job-

related message accurately, a sign of extreme stress or fatigue or an effort to speed up the

communication process.

You might be wondering, "How can I possibly know enough about cultural differences to

accurately interpret all the different behaviors I may encounter?" The answer is simple:Ask. Ask the employee why he is late for work or why he failed to get the job done on time.

If you do so with respect, you gather valuable and accurate information that will help you

motivate the change you desire.

Expectations:

Explain your expectations in a way that can be understood by someone who was not raisedin your culture. You would be surprised how often employers and managers fail to explain

what they want and why they want it. Immigrant workers are rarely formally instructed in

the values of your culture and even less often in the desires of your management.

Explaining what we want from others is not easy. Often, the most familiar procedures,

policies and expectations are the most difficult to articulate. One example is the need for

team members to voice their problems and complaints. A non complaining staff could be ahindrance, because you do not have the information you need to solve problems.

Many immigrants have a great deal of respect for their managers and feel it is

inappropriate or a sign of disloyalty to complain. Your employees will never know what isexpected of them until you take the time to spell out that you need to know about problemsto do your job well and that a good employee brings difficulties to the manager's attention.

Positive Reinforcement:


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Reinforce desired behavior. Most of the time, this is simple. Notice that workers are doing

what you want and praise them for it. When it comes to motivation across culturalboundaries, however, this step becomes a bit tricky.

Behaviors such as expressing problems or admitting lack of understanding can be difficult

to reinforce because there is the temptation to shoot the messenger. It is understandablydifficult for managers to praise the worker who arrives bearing news of a missed deadlineor a broken piece of equipment.Even though it isn't easy, try to distance yourself from the

problem long enough to praise the staff member for keeping you informed and to

encourage him to continue to do so.

Another problem with reinforcement is the danger of taking certain behaviors for granted.

US managers, for example, may not realize how difficult it is for non-English speakers to

consistently speakEnglish in the workplace and will, therefore, fail to compliment them on

that effort. Try to be aware of behaviors that are easy for you but may be difficult for

others. People are different, but they all respond to kind words and thoughtful praise.

Incentives:

Incentives must take into account the workers for whom they were created. A balance between

monetary and non-monetary incentives should be used to satisfy the diverse needs and interestsof associates.

Creating a balance sheet is a simple exercise that can be used for evaluating incentive programs.

On one side of the balance sheet list all the incentive programs (both monetary and non-monetary) of your organization. On the other side list all the outcomes (whether desired or not)

that can be attributed to these incentives. Areas of improvement would be those outcomesidentified as undesirable.

When considering ways to motivate employees keep in mind that each individual is different and

therefore everyone is motivated by different things. While one employee may be motivated bymoney another may be motivated by working with supportive coworkers. One way to find out

what motivates your employees is to discover their wants and needs. One way to do this is byperforming surveys or questionnaires.

For you to motivate your employees, you have to identify which approach to take: do you

offer a financial or non-financial incentive? This will depend on what factors motivate the

staff member but it may also be restricted by your company budget which cannot

compensate for any wage increases or bonuses and therefore non-financial incentives have

to be introduced. Poor pay may lead to staff being dissatisfied at work and therefore any

non-financial incentives will not be effective for motivation. It is therefore important that

you find the right balance between the two.


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Methodology:

Sampling and Population:

We took our sample from employees of different organizations:

PTCL

Warid

Ufone

Standard Chartered Bank

Soneri Bank Limited


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AL-Baraka Bank

United Bank Limited

Other small Organizations

The sample taken comprised of 25 employees.


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Psychological Tool:

The psychological tool we used is the questionnaire method.

The questionnaire consisted of close ended questions.

We asked questions to know whether the employees were

motivated by non-monetary incentives or monetary incentives.

Questionnaire


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Questionnaire:

1.Do

you

like your

job?

y Yesy No

2. Which motivates you more towards your job?

y Job Securityy Paid Overtime

96%

4%

Positive

Negative

88%

12%

Positive

Negative


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3. Which motivates you more towards your job?

y Gifty Cash Bonus

4. You

tend

to

wor

k hard

if,

y You are satisfied from your job salary

y You are satisfied from your job environment

28%

72%

Positive

Negative

80%

20%

Positive

Negative


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5. To give quality service Recognitionof goodwork is important.

y Agreey Disagree

6. To give quality service High salary is important.

y Agreey Disagree

92%

8%

Positive

Negative

28%

72%

Positive

Negative


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7. Absenteeism canreduce if you like yourwork.

y Agreey Disagree

8. Absenteeism canreduce if your salary is high.

y Agreey Disagree

84%

16%

Positive

Negative

60%

40% Positive

Negative


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9. You feel enthusiastic about your jobwhen you are recognized for your goodwork.

y Agreey Disagree

10.You feel enthusiastic about your jobwhen you get a cash bonus.

y Agree

y Disagree

80%

20%

Positive

Negative

40%

60%

Positive

Negative


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11. Which is more important?

y Nature of Work

y High Salary

12.Which is more satisfying, from your management?

y HelpfulAttitudey High rate ofbonus

80%

20%

Positive

Negative

76%

24%Positive

Negative


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13. You are more likelyto switch your job if,

y You are less paidy Youdont like yourwork

14. Competition among employees canbe developedby:

y Financial incentivey Non-Financial incentive

60%

40% Positive

Negative

20%

80%

Positive

Negative


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Results:

Questions Agree/1st

option

Disagree/2nd

option

Positive% Negative%

1 24 1 96% 4%

2 22 3 88% 12%

3 18 7 28% 72%

4 20 5 80% 20%

5 23 2 92% 8%

6 7 18 28% 72%

7 21 4 84% 16%

8 10 15 60% 40%

9 20 5 80% 20%

10 15 10 40% 60%

11 20 5 80% 20%

12 19 6 76% 24%13 10 15 60% 40%

14 20 5 20% 80%


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Conclusion:

The results prove our NULL Hypothesis

Job Satisfaction is more important in motivating

the employees than Job Package.

63%

37%

Hypothesis

NULL

Alternative


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Limitations:

Burden of 5 courses

Difficult topic to make questionnaire

Respondents were not cooperative

DSA mid-term on same day


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Summary:

Without motivation in the workplace, your business will suffer from the lack of efficiency

that your employees may fail to apply. This is because they have no incentive to performtasks to a high standard or complete them on time. It is therefore important that you give

them something to work for as a reward for their high level of performance, all being

essential to the success of your business.

Everyone is motivated by different things and a majority of these factors are not money

orientated: instead they react more effectively to incentives that offer personal recognition

and achievement. In which case, you should determine what motivates individual people

and further determine whether a financial or non-financial incentive is the solution.

There is a fine line between factors that motivate people and factors that prevent job

dissatisfaction. In other words, some things do increase the level of efficiency in employees by

reducing job dissatisfaction but are not motivators themselves. This is because your staff need to

eliminate unhappiness in their job before they can begin to be motivated and this usually, and

some say must, begin with an *acceptable* wage that they can live on.


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Bibliography:

www.wikipedia.coma lot.

Other random websites from Google.

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