Assessing the Role of Motivation on

Employee Performance

By

Shaheryar Khalid

Project paper submitted in partial

fulfillment of the requirements

for the degree of

Master of Business Administration

[name of university]

[year]

1

Table of contents

CHAPTER 01: INTRODUCTION .............................................................................................. 2

1.1. Background of the Study .................................................................................................. 2

1.2. Problem Statement ........................................................................................................... 4

1.3. Study Purpose ................................................................................................................... 4

1.4. Study Significance............................................................................................................ 5

1.5. Research Questions .......................................................................................................... 5

1.6. Scope of the Study............................................................................................................ 5

1.7. Brief Description of Research Methodology ................................................................... 6

1.8. Limitation of the Study .................................................................................................... 6

1.9. Research Structure............................................................................................................ 6

1.10. Time scale ........................................................................................................................ 7

References ...................................................................................................................................... 9

2

CHAPTER 01: INTRODUCTION

1.1. Background of the Study

In this modern era, the business and organizational operations all around the globe are

very tough and challenging, since they are evolving at a very rapid rate. The internal and external

factors are continuously evolving and varying, which is challenging the development of the

organizations and businesses in terms of revenue growth. For maintaining a reputable image in

the global or local market, the organizations have to maintain the rate of their growth and for this

they have to bring in all the resources (Cadwallader, Jarvis, Bitner, & Ostrom, 2010, pp.219-

239). Human, financial and physical resources are the three areas where every organization

should excel for ensuring a sustainable growth in the market. The management of the working

staff of organization is the main quest for the modern managers. The effective management of

employees require skillful handling of the thoughts, approach and sentiments, so that the highest

productivity levels can be achieved successfully by the effective utilization of the total work

force of the organization. For achieving full and profitable concentration of the employees, the

motivation factors are very important since the motivation of an employee towards its work can

bring the best results for any organization. The motivated staff of any organization is a precious

asset which is of immense value for the organization (O'Neil, & Drillings, 2012).

Motivation is referred to a desire of any individual for achieving something fruitful, by

putting in efforts. Motivation, according to many scholars, is one of the most vital elements of

performance. The individuals having the passion of becoming the high performers have the

desire and the energy combined in the form of high level of motivation through which they are

able to attain the objectives and goals they set for themselves (Sara, et al. 2004, pp. 381394).

Thus, employee motivation can be defined as a reflection of the level of energy, pledge, and

originality that the workers of an organization bring into account during their jobs. The levels of

motivation affect the behaviors of the employees in a great deal and thus the motivation level can

be directly related with the different levels of employee performance within any organization.

The major issue, as highlighted by many scholars is that most of the managements fail to

communicate the employees about what is expected of them (Cadwallader, Jarvis, Bitner, &

Ostrom, 2010, pp.219-239), which results in low levels of performance. In other cases, the

organizations fail to deliver their employees what they promise, which ultimately results in

3

decreased levels of motivation among the employees. Therefore, it is the core responsibility of

the management to keep the motivation levels elevated among their employees (Gilbert,

Halliday, Heavey, & Murphy, 2011).

The fact that every individual has a different role in any organization makes this subject

more interesting. Thus means that there are several factors, over a wide range, which can affect

the motivation levels of employees within a certain working environment. For some,

acknowledgment and appreciation is all it takes to motivate them. For others, a material reward

is more important rather than just the exchange of appreciating words. Having a quality human

resource is very important for organizations in order to have a competitive advantage over the

others in the market (Phil, 2007 pp.109-111). A lack of motivation among the employees can

lead to devastating effects for an organization in terms of low output, less interest in the

organizational operations and intentional faulty work. All these factors prove to harm the

productivity of the organization and are detrimental to the success of the organization (Gilbert,

Halliday, Heavey, & Murphy, 2011).

The topic of employee motivation and its relation with the performance of the employees

themselves and the organization has been studied and researched quite comprehensively.

Halfway the twentieth century the initial motivational theories started to develop and the most

prominent of them were Maslows hierarchy of needs (1943), Herzbergs two-factor theory

(1959) and Vrooms expectancy theory (1964). These theories were related to the motivation of

an individual and the motivation of employees in specific. In the literature, motivation has been

defined many times and Herzberg (1959) defined employee motivation as the will to perform any

work. The scholars and theorists have agreed that the employee motivation can be classified into

two types: intrinsic and extrinsic (Bedeian, 1993). Staw states that Herzbergs Two-Factor

Theory (1959) helped in making this classification of the employee motivation. However, the

relatively recent years have focuses on the intrinsic and extrinsic motivation.

The most important point here is that how these two types of employee motivation can

contribute in raising the levels of employees performance (Antoncic, & Antoncic, 2011, pp.589-

607). It is a fact that the relation between employee motivation and job performance has been

studied in the past, but adequate correlations have not been established. However, recent studies

have concluded about the positive correlation between these two (Oldham, Nottenburg, Kassner,

Ferris, Fedor, & Masters, 1982, pp.84-111). This relationship, between the employee motivation

4

n and the performance of employee is studied in this thesis and the factors which increase the

motivation of the employees are also acutely discussed (Cruz, Prez, & Cantero, 2009, pp.478-

490).

1.2. Problem Statement

Effective employee management results in a competitive advantage by having a

motivated and enthusiastic workforce. The major problem in this context is to find out the factors

which are responsible for increasing and decreasing the motivation level of employees within an

organization, and that how these factors influence the performance of the employees within that

organization?

1.3. Study Purpose

The main reason behind choosing this topic is curiosity to know how an organization

motivates its employees. In todays recessionary period, organizations are reducing cost by

reducing number of employees. Employees who survive downsizing have burden of work load

on them. There must be some factors that motivate them in achieving the goals of the company

as they perform the job of two people.

There are some organizations that do not use motivational factors to motivate their staff.

They undermine the importance of involving employees and practicing good retention strategies.

Absence of motivational factors cause high turnover of employees and it also de-motivates and

reduces productivity of the employees. Understanding the concept of motivation and its

implication in an organization is very important. This research paper can be used as the guide to

understand the concept of motivation and to explore its different facets. Understanding

motivation and its different facets is imperative because it is this concept of motivation that helps

managers to drive their employees towards optimal performance. To create the quest of optimal

performance among employees a manger must know each and every detail about motivation,

when to provide motivational factors to employees and how to motivate employees. A clear

picture of these different facets of motivation would enable the managers to apply the concept of

motivation in their organization.

5

1.4. Study Significance

The significance of this study lies in the research questions which will be addressed. The

major problem in todays working environment is to gain the focus of the market. Organizations

have always strived for gaining a competitive position in the market where they operate. For

gaining the success and for achieving the required goals and objectives, it is very important that

the goals and objectives of the workforce of that organization are aligned with those of the

organization. Thus, this study will help the organizations and the managements to highlight their

motivational procedures, so that the workforce can be motivated for achieving higher interest in

the work and thus better and effective results.

1.5. Research Questions

The research will be addressing the following questions:

1. What is employee motivation a must for organizations in order to ensure growth and

success?

2. What are the factors which contribute to increased levels of motivation of the employees

within a certain working environment?

3. What is the impact of motivation on the performance of an organization?

4. How do different types of motivation influence the performance of the employees?

1.6. Scope of the Study

The topic of employee motivation and its link with the employee performance has been

studied quite acutely in the past. This study aims to find the positive correlation between both the

terms and thus the scope of this study will be a very wide one. This study will be helpful for the

managements of different organization for knowing the importance of increasing the employee

motivation. It is a fact that in his busy era, the organizations and business do not focus much on

the motivation of their employees, which proves to b harmful. This study will help the

organizations in finding the importance of motivation and its positive link with increased

employee performance. The factors which lead to increased motivation will help in determining

the layout of the employee behavior and thus appropriate motivation modeling can be done by

the employers for attaining the attention of their workforce.

6

1.7. Brief Description of Research Methodology

The core aim of this study is to find what the role of employee motivation on

performance is. Alongside, this study aims to find highlight the factors which contribute to

increased levels of motivation among the employees of an organization. For adhering to the

research questions and problem statement quite comprehensively and effectively, both primary

and secondary data will be used in this study i.e. both qualitative and quantitative methods will

be used. Mixed methodology will help in increasing the credibility of the research. The primary

data will be extracted from the most relevant and up to date literature that exists on this topic.

The secondary data will comprise of the findings of the questionnaire survey which will be taken

at both employee and management levels. The survey will be taken from both managers and

employees, for having a descriptive resolution of the research problem. The interviews will be

focused and random sampling will be done. The data attained from the questionnaire surveys

will be analyzed with the help if statistical tools.

1.8. Limitation of the Study

The natural explanation to which the study has been limited by the researcher can be

considered as one of the limitations of this study. The study limits to the existing theories and

models. Lack of enthusiasm of the participants, biasness from the participants, possible faulty

answers from the managements interviewed, and the different condition of different

organizations are among the other limitations of this study.

1.9. Research Structure

Chapter 02: Literature Review: This chapter will explain the concept of motivation the

help of existing literature. Then the literature review will explain the factors which increase eth

motivation levels of the employees and then the positive correlation between the employee

motivation and employee performance will be explained. Different models and motivation

theories will be used for the support of the arguments which will be made in this chapter. This

will include the data from the publication like articles, books and journal and magazines.

Chapter 03: Research Methodology: This chapter will explain the research strategy which

will be used for this study. This chapter will comprise of the method which will be used and the

sampling, and analyzing techniques to be used will be explained.

7

Chapter 04: Results & Findings: This chapter will focus on the findings of the research.

The data analysis will be done in this part and the research questions will be answered with the

help of both the findings of the qualitative and quantitative data.

Chapter 05: Summary, Conclusion and Recommendations: This chapter will summarize

the whole findings of the study and the research questions will be explained. The conclusions of

the analysis will be made and the correlation between the employee performance and the

employee performance will be explained, and in the end, a set of recommendations s will be

provided for the organizations to improve the levels of motivation within their setup, for

achieving high levels of employee performance.

1.10. Time scale

Time is an important factor when considering project work. A considerable amount of time

will be required to complete this research, as it will require the gathering of primary and secondary

data. Moreover, the research will make progress according to the university rules and on full time

basis so as to collect extensive data for the research study to make it an effective one. The time

adjustment of daily hours will be accumulated according to the submission date given by the

instructor. Furthermore, the final submission date of the dissertation may get negotiable with the

instructor keeping in view the current scenario of the research work at that moment of time. One

needs time to allow adequate problem diagnosis before decisions are made about appropriate

strategies and means of implementation, however, this must remain flexible to allow for

unforeseen factors.

The researcher has spent adequate time in order to identify the problem and to relate to the

actual area of the study. Therefore the researcher has taken a strategic decision in order to conduct the

research. Therefore the researcher has adopted a timeframe that is achievable as well as flexible. The

researcher has planned the following timeframe in order to conduct this research in an appropriate

manner.

Gantt chart

TASKS WEEKS

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

Construct research proposal

Draw up questionnaires

8

Submit proposal

Timetable interviews

Begin interviews and hand out

questionnaires

Analysis and redefine problem

Implement findings

Prepare draft report

Begin full data analysis

Type dissertation

9

References

Antoncic, J. A., & Antoncic, B. (2011). Employee satisfaction, intrapreneurship and firm growth:

a model. Industrial Management & Data Systems, 111(4), pp.589-607.

Bedeian, A. G. (1993). Management (3rd ed.). New York: Dryden Press

Cadwallader, S., Jarvis, C. B., Bitner, M. J., & Ostrom, A. L. (2010). Frontline employee

motivation to participate in service innovation implementation. Journal of the Academy

of Marketing Science, 38(2), pp.219-239.

Cruz, N. M., Prez, V. M., & Cantero, C. T. (2009). The influence of employee motivation on

knowledge transfer. Journal of Knowledge Management, 13(6), pp.478-490.

Gilbert, D., Halliday, S., Heavey, C., & Murphy, E. (2011). Enhancing performance: Bringing

trust commitment and motivation together in organizations. Journal of General

Management.

Liljeholm, M., & ODoherty, J. P. (2012). Contributions of the striatum to learning, motivation,

and performance: an associative account. Trends in cognitive sciences.

Oldham, G. R., Nottenburg, G., Kassner, M. W., Ferris, G. R., Fedor, D., and Masters, M.

(1982), The selection and consequences of job comparisons, Organizational Behavior and

Human Performance, vol. 29: pp.84-111

O'Neil, H. F., & Drillings, M. (Eds.). (2012). Motivation: Theory and research. Routledge.

Phil, D. (2007). State of the Unions: How Labor Can Strengthen the Middle Class, Improve Our

Economy, and Regain Political Influence. McGraw-Hill Professional, pp.109-111

Sara, L. et al. (2004) The importance of pay in employee motivation: Discrepancies between

what people say and what they do. The Contributions of Psychological Research to

Human Resource Management. Vol 43: pp.381394

Assessing the Role of Motivation on

Employee Performance

By

Shaheryar Khalid

Project paper submitted in partial

Fulfillment of the requirements

For the degree of

Master of Business Administration

[Name of university]

[Year]

2

Table of contents

CHAPTER 02: LITERATURE REVIEW ................................................................................. 3

2.1. What is motivation? ......................................................................................................... 3

2.2. Motivation Theory............................................................................................................ 4

2.3. McGregor Theory X and Theory Y (1970) ...................................................................... 5

2.4. Abraham Harold Maslows Theory of Need (2001) ........................................................ 6

2.5. Frederick Herzbergs Hygiene and Motivational Factors Theory (1970) ........................ 7

2.6. Intrinsic and extrinsic motivation ..................................................................................... 8

2.7. The relationship between intrinsic and extrinsic motivation ........................................... 9

2.8. Performance in organizations ........................................................................................... 9

2.9. Job performance ............................................................................................................. 10

2.10. Measuring job performance ........................................................................................ 11

2.11. The link between employee motivation and job performance ................................... 12

References .................................................................................................................................... 15

3

CHAPTER 02: LITERATURE REVIEW

2.1. What is motivation?

Greenberg and Baron (2000, p.190) state that motivation can be classified into three main

segments. The first segment refers to the arousal of the sense of motivation which drives the

individual to the goals and objectives. The energy of the employee is also referred to the first

part. The second segment refers to the different and varying choices that people make for

directing their tasks and ultimately their behaviors. The last segment of motivation shows the

level of maintenance of the motivation in an individual, that how long he or she can be motivated

for achieving the desired goals. According to Linder (1998, p.3), motivation can be defined as

the psychological process which generates a purpose in an individual in terms of behavior and

direction. In other words, motivation is a predisposition for behaving purposefully for achieving

particular unmet needs, an unsatisfied need, and the will to achieve, respectively. As per the

explanation of Young (2000, p.1), motivation can be defined in several ways, depending upon

the person asked. This clearly means that motivation has different meaning to different people.

Thus Young (2000, p.1) mentioned that motivation is a sort of force within an individual which

reflects the amount, direction and perseverance of endeavor exhausted at work.

According to Halepota (2005, p.16), motivation is an individuals active response and

participation within any working setup for achieving the prescribed results. He further mentions

motivation as abstract since it has different results in different circumstances, and that there is no

single or specific strategy for achieving the favorable results. Antomioni (1999, p.29) mentions

that the level of effort which people throw in their work at job depends upon their satisfaction

and motivation levels. Individuals feel and get de-motivated when they feel that something or

someone is topping them from achieving their results.

The above mentioned definitions regarding the core concept of motivation show that it is

related solely to the factors which moves and drives the actions of individuals, which helps them

in achieving their prescribed goals and thus contributing to their organizations. The definitions

suggest that motivation is an invisible force which pushes people to do something in return for

their respective organizations. The role of the management is very important to consider here in

the context o motivation, since the environment of an organization is the element which either

4

motivated or de motivated the individuals working within. The factors associated with the

environment are several and the most important of them are culture of the organization, structure

of the organization, recognition system of the organization and the transparency between the

different hierarchies of the organization. It is fact that maintain a highly motivate staff is an

immense challenge for the modern organizations these days. This is because of the fact that

motivation is not a fixed attribute, and it can change with the changes in the situation or with the

changes ion the organization. Financial and social factors of an organization also play a vital role

in the context of having a motivated staff.

2.2. Motivation Theory

Having a motivated and a qualified working staff is vital for increasing the productivity

and the quality of the operations which are carried within an organization, and they are crucial

for achieving the prescribed goals and objectives of the organization. The major challenge in this

modern world is to fin possible and effective methods which can help in the development of a

motivated and efficient staff (Dieleman and Toonen, 2006:1). It is a fact that there are many

theories on the theme of motivation; however the application of these theories effectively within

an organizational setting to achieve the favorable results is the main quest for the modern

organizations. The role of managers is very important here since they are the driving factors and

the role models within any organizational setting (Dieleman and Toonen 2006:1).

Motivation is a very crucial element for any organization since the people, having the

best of the skills and the widest of the knowledge will perform poorly if they are not motivated

(Harris in Milapo, 2001: 29). Every individual, as a part of a working staff, has his own needs

which should be provided by the workplace so that the de-motivation of the employees can be

avoided. Having a lack of motivation in the working staff results in frequent absenteeism, anti-

work attitudes, intentional irresponsibility, late coming, failures in deadline meeting, open

display of aggravation. All of these factors are very harmful for any organization since they are

directly associated with the poor performance of the employees, and ultimately the poor

performance of the organization on the whole. The credibility of an organization is directly

dependant on the levels of motivated which members are there among the staff. Thus, to avoid

all of these factors, an organization must ensure that all the efforts are put in for motivating the

5

staff, such as intrinsic motivators, extrinsic motivators and an attractive performance

management system, for retaining the satisfaction and the loyalty of the employees.

2.3. McGregor Theory X and Theory Y (1970)

McGregor developed two discrete fixed insights of how an individual observes human

performance at employment and executive life. He found that the organizations usually adopt

one of the two contrasting approaches, and thus called these opposing approaches as theory X

and theory Y. he mentions that in theory X, organizing the productive elements of an

organization is the responsibility of the management of that organization. These productive

elements include the financials, resources and the employees. The economic trend should be met

through this. He mentioned that the employees have an innate disliking for their work in

organizations.

Thus the attitudes of the employees within an organization should be driven through the

element of motivation, so that every individual can fit to the needs of the organization and the

goal of the organization becomes the goal of every individual. Job security is the factors which

counts the most in this context. McGregor focuses on the fact that humans have a lazy nature

towards their own initiative and thus within any organizational setting they should be persuaded,

pushed, rewarded, controlled and directed by the management. The managements role is to

force and manage its employees. Lack of vigorous intervention in the management results in

resistance to the needs of the organization from the employees, and thus the productivity of the

organization are affected very badly.

On the other hand theory Y instructs that management is charged with the accountability

to systematize the elements of fruitful venture such as wealth, resources, apparatus and

employees, having the objective to meet the economic trends. Work is a usual and natural thing

for people and that they are not inert or opposed to the needs of the organization, and are always

ready to initiate self direction, when dedicated to the aims. This happens because people are

naturally not lazy in their attitudes. In contrast to the Theory X, this theory reflects that the

employees are always ready to accept their responsibilities all the time. However, providing the

employees with the suitable conditions and methods of operation is crucial for keeping the

6

employees committed to their tasks. This helps them in achieving their prescribed goals and

objectives, via the direction of their toil to meet the organizational aims and objectives.

Based on the assumptions of the theory Y, the role of the management is to develop and

maintain the potential of the employees, for helping them in releasing that latent towards the

accomplishment of the uniform goals. For managing the tasks, management utilizes the

assumptions as guidelines for leading to a diversity of potential that lies between two extremes.

In one of these extreme cases, the management can be hard and rigid and in the second extreme,

the management can be polite and soft. Theory X is considered as the standpoint that is adopted

by a usual management, while many organizations are now focusing on adopting the Theory Y.

2.4. Abraham Harold Maslows Theory of Need (2001)

The most famous classification of the needs of an organization is developed by Maslow,

in which he developed five core layers. These layers have been listed in order of importance by

Maslow, namely physiological needs; safety needs social needs, esteem needs and self

fulfillment needs. Maslow was of the belief that these needs are usually and often felt by the

people. Self completion is the uppermost tip of Maslows theory of motivation, and he mentions

that at this tip, the desire of achieving the full competency and skills is induced within by the

individuals. He added that this needs is never completely satisfied as others can be satisfied. This

he focused because as employees develop and grow expressively, the opportunities to grow also

evolve.

After achieving the sense of belonging successfully, an employee develops the will to

have a particular degree of importance within the workplace. This is associated with the desire of

having a strong and stable assessment of all the individuals. Maslow called this classification the

esteem need. Once the physiological needs are accomplished an achieved successfully, the

attention of an employee then moves towards the security and safety for overcoming the danger

of corporeal and poignant complexities. This theory mentions that if an employee feels

threatened, then the wish to gratify that needs will increase, and then all the other needs will not

be desired, until and unless this need is met.

An individual requires Physiological needs for satisfying the core basics of life, e.g. air,

water, food etc. thus the needs of lower level must be satisfied for pursuing the needs of higher

7

level. The argument for this whole theory is based on the fact that the self fulfillment can never

be satisfies. The reason behind this is that the human is always wanting more and thus this need

can never be fulfilled and can never be satisfies. However, this is the only need which can

motivate the behaviors of the employees. In this case, the leading need is the one which compels

one to act in order to fulfill it. The lower levels of needs are temporary at times and lead the

motivation of individuals. Thus the managers and leaders of organizations should understand the

active needs which help in creating employee motivation.

2.5. Frederick Herzbergs Hygiene and Motivational Factors Theory (1970)

Herzberg in his theory has focused on two underlined sets of motivational needs namely

men need as a creature to shun pain and as a human the need for psychological development.

Herzberg highlighted several factors in his theory which are similar to those of Maslows

hierarchy of needs. However, Herzbergs theory is more disposed to the working surroundings

and environment. Herzberg classified these elements into two major types, hygiene factors

(dissatisfies) and motivators (satisfiers). Hygiene factors, as mentioned by him, include the

conditions, policies of the organization, and the managerial practices, financials and

compensation benefits, administration, position, job safety, co-workers and individual life, while

gratitude, accomplishment, progression, development, accountability and job confront are

included in the motivators.

Creating an effective inspiration is the core ability of the motivators within any

organizational setting. The motivation is created for the individuals for enabling them to perform

and deliver significant effort. On the other hand, dissatisfaction leads to an environment where

the individuals within an organization are compelled to show anti-work behaviors due to lack of

satisfaction of their needs. Hygiene factors create the dissatisfied environment since they are the

factors which just allow the employees to adjust, while motivators are the elements which

facilitate the employees for achieving their desired growth levels. Herzberg mentions that the

identification of hygiene factors before the implementation of motivating factors is very crucial

since its guides the right path to implement the motivational factors effectively. This means that

the hygiene factors must be fulfilled first and then the motivational factors.

8

2.6. Intrinsic and extrinsic motivation

Scholars have divided motivation in two major types, intrinsic and extrinsic. Amabile

(1993) explains this as:

Intrinsic motivation is there in an organization when the individuals have the factors of

enjoyment, attention, approval of inquisitiveness, self-expression or personal challenge at

work.

Extrinsic motivation is there in an organization when the individuals are engaged in the

work for gaining their prescribed goals and objectives, which are apart from the work

itself.

Extrinsic motivation has been defined by Deci (1972) as, financial and verbal support,

arbitrated exterior of the person, while intrinsic motivation is arbitrated within the individual. A

person is provided intrinsic motivation for performing when there is no apparent or physical

reward except the activity itself. Amabile (1993) in his study has mentioned that the employees

can be either intrinsically motivated or extrinsically motivated, or both. Scholars have mentioned

that intrinsic and extrinsic motivating factors are applied differently to different individuals and

there are many factors which come into play.

Vroom (1964) has argued that some employees valued intrinsic motivation, while others

extrinsic motivating factors, depending upon their personality. Story et al. (2009), mentioned that

the individuals highly leaning towards intrinsic motivation are often in a state of challenging the

cognitive tasks and have the ability to self regulate their respective behaviors. Thus, offering

prizes and rewards, setting external objectives, meeting deadlines mean little to people leaning

towards intrinsic motivation. For such employees, the major focus and emphasis is on the

engaging nature of the job and support of self prescribed objectives (Story et al., 2009).

Hackman and Oldham (1976) have focused on the fact that different people behave

differently under similar orts of conditions, and this is based on the ups and downs in the growth

need strength. People having the ups of growth need strength are usually motivated by the tasks

which require high and complex skills, job identity, and importance of task, independence and

feedback. On the other hand, people having low growth need strength are usually insensitive for

these factors. Furnham et al. (1998) support this statement by mentioning that introverts are more

9

motivated extrinsically and extraverts are motivated more intrinsically. However, apart from this,

there is also a link between intrinsic and extrinsic motivation and effect each other.

2.7. The relationship between intrinsic and extrinsic motivation

The difference between intrinsic and extrinsic motivation is obvious. However, many

scholars in their studies have argued that both of these types of motivation have a strong link

with each other and that both affect each other significantly. Deci (1972), claims that extrinsic

motivators can result in a decrease of intrinsic motivators and this happens under some specific

circumstances. He mentions that if the financials are administered contingently, then there is a

decrease in the intrinsic motivation. However, this will not happen if the financials are non-

contingently distributed.

Amabile (1993) adds in his context that while extrinsic and extrinsic motivations are

opposing to each other, they can also have a strengthening effect. This means that once the

scaffolding of extrinsic motivating factors is taken into account, intrinsic motivation is taken

automatically to higher levels of employee satisfaction and performance. Amabile also mentions

in her study that both intrinsic and extrinsic factors can motivate the employees for performing

their work effectively; however, both of these types of motivations have different effects on

different employees.

2.8. Performance in organizations

Performance in an organization can be classified into organizational performance and job

performance (Otley, 1999). Otley mentions that the organizations performance on the whole is

deeply dependent on the performance of the employees, i.e. job performance. Other important

factors including environment, culture and structure of the organization also play a vital role in

this context. The difference between organizational performance and job performance is evident.

An organization that is performing well is always achieving its objectives successfully. This

means that a successful organization implements effective strategies which help in the

achievement of its goals. Job performance is a result of an employees work, whether it is positive

or negative (Hunter, 1986).

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2.9. Job performance

Effective employee performance is a must for all the organizations in this modern era.

This is necessary since the success of an organization depends upon the creativity and the output

generate by its employees (Ramlall, 2008). Better performance of employees and productivity

growth are also vital for stabilizing the economy of an organization, by improving the standards

of living, raising the wages of the employees, increase in the facilities, etc (Griffin et al., 1981).

They also argued that the focus on individual employee performance is very crucial for the

society and for all the organizations, especially in this modern era. The production of employees

and the performance of the employees are interlinked with each other. The measure of

performance of an employee can be the number of goods and the amount of facilities which are

availed by him. However, generally, output is usually linked with the production-oriented terms.

These terms include profit and turnover, and the effort is related with the efficiency or terms

which are decision-making ratings and objective achievements (Pincus, 1986).

Hunter and Hunter (1984) mentions that the ability of the employee is a crucial element

in any organizational setting for measuring the employee and job performances. The employee

should have the ability to deliver the best outcomes for the organization by showing high and

effective productivity. They also argue that this is an element that the management of

organizations knows at their forehands. Thus they can hire the employees who have the required

abilities. The use of employee profit sharing plans as an employee compensation scheme has

increased significantly in the workplace. In the U.S., for example, about one in every four

companies offers some type of profit/gain sharing plan. Also, several studies have found profit

sharing as an effective compensation scheme (e.g. Kruse, 1993; Cheadle, 1989). Employee profit

sharing has been gaining popularity as a means of employee compensation because it links

employee payments to the company's financial performance. Profit sharing payments are affected

by changes in the firm's earnings and affect both the income and cash flow statements.

Additionally, the decision to select profit sharing among available compensation schemes

requires a careful analysis of the company's earnings potential and affect on income.

However, accounting literature, including accounting textbooks, have little discussion of

the effect that employee profit sharing has on the accounting system and financial statements.

The need for such a discussion is even more necessary for international accounting professionals

11

and upper management since multinational companies are faced with different social and legal

standards that may affect employees' opinions about profit sharing plans and their effectiveness

on productivity. This paper brings this gap closer by discussing the motives for profit sharing

adoption in North America (U.S. and Canada) and the U.K. and the reasons for the differences

among them. These countries were selected since they are among the largest economies in the

world and where many multinational firms have operations. Further, these countries are similar

socially and culturally, such similarities minimizing the affect of various non-economical factors

on the selection process. This is an important issue since different motives for profit sharing, and

the sources of those differences, could affect the outcome of financial analysis.

2.10. Measuring job performance

According to the data that was published by Kostiuk and Follmann (1989), the best

method to measure the performance of the employees is through the supervisory ratings but on

the other hand he has argued that the data can be used properly since it is not subjective for the

identified purpose. Bishop (1989) has further explained that maximum jobs do not highlight

object matter of the productivity of the employees. While investigating the performance system

Bisop (1989) concluded that that the employees can perform more consistently when the

conditions in the work place are stable. He also counter-investigated the statement identifying

that working condition are never consistent or stable. It also then subjected to the performance of

the employees explaining that it is not easier to measure performances objectively. According to

Perry and Porter (1982) it is easier to find and calculate the performance of the employees and

therefore should be measured in a traditional way in spite there is an absence of general criteria

of measurement.

Perry and Porter (1982) and Bishop (1989) bout h have investigated in their researches

that there is a need to find the solution for objective measuring. Further it has been explained by

Bishop (1989) that the most of the employers have explained that there is a method to rate the

employees performance and productivity, and that it is done in an inefficient manner. Bishop

(1989) further explained that the system to measure the performance is not impossible but on the

other hand, it is expensive enough to collect all the information related to the performance and

the productivity of the employees. In the past researcher it has been found that the personality of

12

a person also impact on the performance of the employees (Barrick & Mount, 1991).on the other

hand it is difficult to assess the impact of characteristics and education on the performance of the

employees because these factor can be measure of calculated precisely and the past research

models explaining it has been rejected since they tend to be invalid (Kostiuk & Follmann, 1989).

Moreover, they also explained that there personality of an individual play a central in order to

identify the performance of the person. Therefore it can be summarized that the job performance

contains a measure problem when the factor of personality. It has been found that the job

performance is measured through the supervisory ratings but on the other hand these rating are

not identified as objective. Moreover, it is further assumed that there is a possibility to find he

alternatives for measuring job performance.

2.11. The link between employee motivation and job performance

The human relations theory proposes the significance of the correlation between

motivation and individual performance (Filley et al., 1976). The relation between employee

motivation and the consequent performance has been focused a lot by many scholars in the past

studies. However, a direct cum positive correlation between the two has not been considerably

explained in any of the studies (Vroom, 1964). Yet, it is obvious that motivation and job

performance are the factors which affect each other. Petty et al. (1984) reviewed the 15 studies

which were used in the research by Vroom (1964), and they added more studies to it, for drawing

out an obvious conclusion. The conclusion was that the employee motivation and performance at

work are indeed correlated. The results of their study showed that there is a strong relation

between individual performance, overall job performance and motivation levels.

Hackman and Oldham (1976) mentioned that employee motivation has a circular

relationship with the job performance and job satisfaction (Filley et al., 1976). Scholars have

clearly mentioned that when there are intrinsic motivational factors present in any working

environment, then attaining the motivation of the employees is possible, because satisfaction

achievement is quite easy und such environment. Amabile (1993) mentions that the performance

of an individual solely depends upon the level of motivation, and that the levels of motivation are

based upon wither intrinsic or extrinsic factors. It is also mentioned that some of the

13

characteristics of job are very important in developing a relation between employee motivation

and job performance.

Brass (1981) in his study has mentioned that the availability or the presence of certain

characteristics of job in an organization makes the ready availability of motivation, and

consequently an increase in the performance of the employees is noticeable. The characteristics

of job here mean some particular attributes and dimensions which are used for defining different

types of tasks (Griffin et al., 1981). Five job characteristics have been mentioned and explained

by Hackman and Oldham (1976), based on the Two-Factor Theory from Herzberg (1959). These

five characteristics are: ability diversity, job identity, task meaning, independence and reaction.

The results of the study of Hackman and Oldham (1976) showed clearly that the employees who

scored high in all of these five characteristics had higher levels of motivation in them and

consequently were putting in more efforts in their work. This increased the performance of the

employees which shows a direct correlation between the motivation of an employee and the

performance of an employee after perceiving motivation. The design of the work can motivate

the employees within any sort of organizational setting.

The five job characteristics as mentioned above can result in an employees three critical

psychological states. These states are knowledgeable meaningfulness of the job, experienced

sense of responsibility for the results of the job and the knowledge of the actual job and work

related activities (Hackman & Oldham, 1976). These states always lead an employee to high

levels of motivation, job satisfaction and job performance. They also argue that the need of

growth of an employee has a very strong relationship with the job performance. They mentioned

that an employee having high levels of growth need will put in more efforts in his job and will

perform better than an employee having relatively lower levels of desire of growth and

development.

The growth need force has a reasonable effect on the motivation levels. This has also

been argued by Furnham et al. (1998) as they mention that personality varies in extent o how an

individual reacts to both intrinsic and extrinsic values. Their research concluded that extrinsic

factors were of more importance for the introverts and that extraverts were more motivated

through intrinsic factors. This means that introverts are less satisfied than extraverts. This

mentioned that there is a significant connection between an individuals personality and job

14

performance, since the ways of getting motivated are different for different sorts of personalities

(Gray, 1975). The exact relation between satisfaction, motivation and performance has not been

clearly depicted, however, Petty et al. (1984) mention that the relationship between the three is a

circular one and its starts from a high performance which ultimately brings the satisfaction. They

concluded that when an employee performance well on job, the satisfaction will be there.

The internal satisfaction of an employee motivates him to perform well in the

organization, and making his efforts count for his organization in return. This motivation is

brought in an effective way through an effective reward and recognition system, having a sound

and transparent performance management system, and marinating a suitable environment where

the employee feels has the autonomy. Hackman and Oldham (1976) mention that the result is a

self-reinforcing cycle of motivation at work, which is powered by self generated recompenses,

which will continue until one of the three psychological stages is no longer present in the

individual. The theory of Hackman and Oldhams (1976) is effectively based upon the intrinsic

motivational factors since they believe that increasing extrinsic factors does not increase the

motivation in the employees. However, other studies have shown that self-reinforcing circle also

works for extrinsic factors. Thus, the conclusion can be drawn out in a way that the relationship

between the employee motivation and employee performance at work is circular and that it starts

by a high level of performance resulting in the satisfaction of employees. This satisfaction helps

in developing motivation among the employees. This circular link between the motivation and

job performance is developed by performing high on the scale of the mentioned five job

characteristics. Some other studies have also shown that motivation can b achieved by

implementing certain extrinsic factors.

15

References

Amabile, T. M. (1993). Motivational synergy: toward new conceptualizations of intrinsic and

extrinsic motivation in the workplace. Human Resource Management Review, 3 (3),

pp.185-201

Antomioni, D. (1999). What motivates middle managers? Industrial Management, Nov,Dec,

Vol. 41, No 6, pp. 27-30.

Barrick, M. R. & Mount, M. K. (1991). The big five personality dimensions and job

performance: a meta-analysis. Personnel Psychology, 44.

Bishop, J. H. (1989). The recognition and reward of employee performance.

Brass, D. J. (1981). Relationships, Job Characteristics, and Worker Satisfaction and

Performance. Administrative Science Quarterly, 26 (3), pp.331-348.

Deci, E. L. & Ryan, R. M. (2008). Facilitating optimal motivation and psychological well-being

across lifes domains. Canadian Psychology, 49, pp.1423.

Deci, E. L. (1972). The effects of contingent and non-contingent rewards and controls on

intrinsic motivation. Organizational Behavior and Human Performance, 8, pp.217-229.

Dieleman, M. et.al (2006).The Match between Motivation and Performance Management on

Health Sectors in Mali, retrieved from: http://www.humanresources-

health.com/content/4/1/2

Filley, A. C., House, R. J., & Kerr, S. (1976). Managerial process and organizational behavior.

Glenview, Ill.: Scott, Foresman.

Furnham, A. (1994). Personality at work. London: Routledge.

Furnham, A., Forde, L. & Ferrari, K. (1998). Personality and work motivation. Personality and

individual differences, 26, pp.1035-1043.

Gray, J. (1975). Elements of a two-process theory of learning. London: Academic Press.

Greenberg J &Baron A.R (2003). Behaviour in Organisations, Prentice Hall, Vol. 8, pp. 188-

215

Griffin, R. W., Welsh, A. & Moorhead, G. (1981). Perceived Task Characteristics and Employee

Performance: A Literature Review. Academy of Management Review, 6 (4), pp.655-664.

Hackman, J. R. & Oldham, G. R. (1976). Motivating through the design of work. Organizational

Behavior and Human Performance, 16, pp.250-279.

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Helepota, H.A. (2005). Motivational Theories and their application in construction, Cost

Engineering, Vol. 47, No. 3, pp.14-35.

Herzberg, F. (1966). Work and the Nature of Man, Cleveland: World Publishing Company.

Herzberg, F. (1966). Work and the Nature of Man. Cleveland, OH: World

Hunter, J. E. (1986). Cognitive Ability, Cognitive Aptitudes, Job Knowledge, and Job

Performance. Journal of Vocational Behavior, 29, pp.340-362.

Hunter, J.E. & Hunter, R.F. (1984). Validity and Utility of Alternative Predictors of Job

Performance. Psychological Bulletin, 96 (1), pp.72-98.

Kostiuk, P. F. & Follmann, D. A. (1989). Learning Curves, Personal Characteristics, and Job

Performance. Journal of

Kraimer, M. L., Wayne, S. J., Liden, R. C. & Sparrowe, R. T. (2005). The role of job security in

understanding the relationship between employees perceptions of temporary workers

and employees performance. Journal of Applied Psychology, 90 (2), pp.389-398.

Labor Economics, 7 (2).

Lindner, J.R, (1998). Understanding employee Motivation, Journal of Extension, June, Vol.

No3, pp.1-8

Maslow, A. (1954) Motivation and personality. New York: Harper Row.

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50, pp.370-396.

McGregor, D. (1957). Proceedings of the Fifth Anniversary Convocation of the School of

Industrial Management, the Human Side of Enterprise. Massachusetts Institute of

Technology.

Otley, D. (1999). Performance management: a framework for management control systems

research. Management Accounting Research, 10, pp.363-382.

Perry, J. L. & Porter, L. W. (1982). Factors affecting the context for motivation in public

organizations. Academy of Management Review, 7 (1), pp.89-98.

Petty, M. M., McGee, G. W. & Cavender, J. W. (1984). A meta-analysis of the relationships

between individual job satisfaction and individual performance. Academy of Management

Review, 9 (4), pp.712-721.

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Communication Research, 12 (3), pp.395-419.

17

Story, P. A., Hart, J. W, Stasson, M. F. & Mahoney J. M. (2008). Using a two-factor theory of

achievement motivation to examine performance-based outcomes and self-regulatory

processes. Personality and Individual differences, 46, pp.391-395.

Vroom, V.H. & Deci, E.L. (1970). An overview of work motivation. Management and

motivation, pp.9-19.

Vroom, V.H. (1964). Work and motivation. New York: Wiley.

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Issue, Journal of Applied Psychology 49, pp.317-318.

Young, B.C. (2000), Methods of Motivating: Yesterday and Today, Available at:

http://acedemic.empria.edu.

Assessing the Role of Motivation on

Employee Performance

By

Shaheryar Khalid

Project paper submitted in partial

Fulfillment of the requirements

For the degree of

Master of Business Administration

Quaid-e-Azam university

[Year]

1

Table of contents

CHAPTER 3: METHODOLOGY .................................................................................................. 2

3.1. Introduction .......................................................................................................................... 2

3.2. Research Strategy................................................................................................................. 2

3.3. Research Design................................................................................................................... 3

3.4. Research Approach .............................................................................................................. 4

3.5. Research Method: Hybrid fact finding technique ................................................................ 4

3.6. Time frame And Gantt chart ................................................................................................ 4

3.7. Sampling and population ..................................................................................................... 5

3.8. Data Collection .................................................................................................................... 5

3.9. Data Analysis ....................................................................................................................... 6

3.10. Reliability and Validity ...................................................................................................... 7

3.11. Ethical Considerations ....................................................................................................... 8

3.1.2. Confidentiality of Participants .......................................................................................... 9

References ..................................................................................................................................... 10

2

CHAPTER 3: METHODOLOGY

3.1. Introduction

For carrying out a proper research, there is a need to adopt a research method that is

accredited, as well as efficient for the suggested method of research. This has proven to be

helpful for the researcher to develop a path for meeting aims and objective through a proper

channel. Therefore this chapter includes all the essential requirements that include research

procedures (Bogdan, & Biklen, 1998). This dissertation includes research strategy, procedure,

research design, and approach and also addresses the ethics of the research. Moreover, data

collection methods and procedure of data analysis are also explained in this chapter. For the

purpose of this research, the researcher has identified a method of random sampling through

focused group. The research method is through the hybrid fact findings, or mixed method in

nature, and therefore has used both the qualitative and quantitative data for the research. Further,

the research method helps in explaining understanding and developing a vision about the study

(Robson, 2011).

3.2. Research Strategy

Developing a research strategy is one of the important methods in order to focus on the

research plan, and thereby helps in developing a conceptual plan of the study. Saunders et al,

(2007) has explained that strategy of the research is important while developing the foundation

plan of the research. The methodology in this research has been carried out through the

triangulation of the research data with the incorporation of the both qualitative and quantitative

data. The triangulation of the research is carried out by developing and retrieving the data from

more than one resource or by using more than one type of data (Babbie, 1990).

Therefore, in this research, the researcher has used mixed methodology or hybrid

method. In short, the dissertation is based on mixed method of research by using the different

perspectives and approach for the results. This type of approach or research design is regarded as

one of the authentic method since it improves he integrity and credibility of the data collected

and therefore lead draw more authentic recommendation of the research (Bogdan, & Biklen,

1998).

3

The study is carried by identifying the focused group. The research starts with

exploratory method and therefore the research has used the literature review, in order to analyze

and collect the past data and research conducted on the same topic. This is the secondary data for

the research. The researcher has further used the primary data through qualitative data

(interviews) and quantitative data (questionnaire survey).

3.3. Research Design

This research method is defined as a rational and logical process that involves defining

research problems and addressing it. Basically, it includes stages of mixed method research

which are as follows:

Definition of the research problem.

Choice and operational approach to the study.

Defining the objectives

Choice of the study unit.

Selection, adaptation or construction of techniques and instruments.

Data collection

Data analysis

Preparation and discussion of results and drawing conclusions.

Preparation of the report end and conclusion.

Identifying future recommendations (Babbie, 1990)

In order to assess the role of motivation on employee performance the researcher has

followed the above mentioned research design in identified time frame. This has helped in

generating more authentic and credible results. In the second stage, the researcher has developed

the research aims and objective and the research questions, and therefore this approach leads to a

theoretical framework that has been taken as an origin to all stages of the research process and

design (Robson, 2011). The literature has been gathered from different sources and libraries. The

researcher has then identified a procedure or a methodology in order to carry out the research.

The results of the primary research have been further triangulated from the secondary data. The

researcher has successfully developed a modified pattern and flexible strategy for identify the

research objectives. The idea behind using the past researches for the purpose of the triangulation

4

lies in the fact that it has helped in identifying a methodology for the purpose of ensuring the

significant addition to the research title (Cohen, Manion, & Morrison, 2011).

3.4. Research Approach

For this research, the researcher has chosen the deductive approach. The research has

gathered information in order to test the theory. This research approach is helpful in applying

generalizations to the selected problem so that the researcher can gather insight information of a

topic.

3.5. Research Method: Hybrid fact finding technique

The researcher ha used mixed method or hybrid method of research that is based on the

qualitative data and the quantitative data. Using the mixed method is one of the important

methods since it helps in obtaining the results through the use of the validated information from

two different resources. The qualitative research is exploratory in nature (Cohen, Manion, &

Morrison, 2011).

The research is based on exploring the interviews and the questionnaire survey

distributed among the identified respondents from the focused group. Further the qualitative

research has been gathered in the form of interviews where as the quantitative research is based

on the format of the questionnaire survey. The research more specifically focuses on the primary

data. The result of these types of study focuses on facts drawn from industrial and factual

relation. The hybrid method of research draw results from two types of data and therefore can be

trusted more when it is being compared to using primary or secondary data alone. The researcher

has used two different methods in order to analysis these two different types of data (Saunders,

Saunders, Lewis, & Thornhill, 2011).

3.6. Time frame And Gantt chart

Time identified to carry out the research is an important factor to be considered specially

when focuses on develop data for more than one resources. It depends upon the skills of the

researcher to identify a method that effectively distributes the time to the identified task of the

research (Robson, 2011). It has also leaves impacts on the results, since the process of analysis

requires a proper time tenure or frame. Since the research is based on the method that concludes

5

the study, therefore the report has used the following time frame distribution for the purpose of

this research (Palinkas, Aarons, Horwitz, Chamberlain, Hurlburt, & Landsverk, 2011, pp.44-53).

TASKS WEEKS

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31

Construct research proposal

Draw up questionnaires

Submit proposal

Timetable interviews

Begin interviews, observations,

focus groups and hand out

questionnaires

Analysis and redefine problem(s)

Implement findings

Prepare draft report

Begin full data analysis

Write 12,000 word dissertation

3.7. Sampling and population

Random sampling has been used by the researcher in his dissertation. The researchers

focus has been on the private banking sector of Bahrain. Thus, a focused population of Bahrains

private banking sector has been targeted by the researcher for this study and the sample size is be

30 50. Random sampling has been opted because it saves costs and generates optimum results

for the major questions of the study.

3.8. Data Collection

For the process of data collection, mixed method of research has been used in this study,

under which both primary and secondary data have been gathered and then analyzed for

extracting the results. Primary data, in this study is the first hand knowledge that has been

collected by the researcher himself and the secondary data is collected from secondary resources

which include books, journal, articles and other relevant and up to date publications. For the

6

collection of secondary data internet databases and libraries have been accessed and used. As far

as the primary data is concerned, it is the most important part of the research study which

includes interviews and questionnaire surveys (Palinkas, Aarons, Horwitz, Chamberlain,

Hurlburt, & Landsverk, 2011, pp.44-53). The sample size has been selected and convenience

sampling is done for this research study. The questionnaire has been conducted from the source

of Google Services, which is an online medium. This medium has been opted because it saves

time and costs, and also helps the respondents to participate freely in the process of data

collection (Zachariadis, Scott, & Barrett, 2010). Interviews have been conducted from the

managers and staff of Bahrains private banks. Interviews and questionnaire provide more

credibility to research as compared to the observation methods. This helps in reducing the

biasness of the study. For secondary data collection process, different databases including

Proquest, Sage, Jstor etc. have been used.

3.9. Data Analysis

For the purpose of data analysis, the researcher has adopted different strategies. For the

purpose of the quantitative analysis, the researcher has distributed the questionnaire survey

among 100 respondents. The data has been analysed by using SPSS. The respondents have

provided the answers to the question provided to them. The answers are based on the scale of 0-

4, identifying their degree of agreement and disagreement. The results have been measured on

the Likerts sale according to their frequency distribution and therefore the results have been

quantified accordingly. The findings of the study are dependent on the results of the study

(Abowitz, & Toole, 2009, pp.108-116).

Moreover, for purpose of qualitative study, the researcher has used the process of content

analysis. The interviews are decoded and the results of the interviews are summarised. Different

themes are developed from the interviews. Then results are discussed and triangulated from the

results of the questionnaire survey and the literature review. Any sort of vagueness has been

eliminated by the researcher from the interviews and the clarification to the participants is

ensured. Further, the researcher also eliminates the all the mistake, errors, vagueness and

irrelevant data from the study. This has helped in making the research more credible and

authentic as well as more relevant to the title of the study.

7

3.10. Reliability and Validity

There are many different factors that address the reliability and the validity of the

research. This is also helpful in explaining the ability of the person to effectively address the

research objectives and questions. Moreover, it helps in finding the ability and capability of the

researcher to find the facts about a particular phenomenon. In order to explain the validity of

research, there is a need to address three different factors, that is, criterion-related validity,

construct validity and content validity (Abowitz, & Toole, 2009, pp.108-116). The samples and

different instruments have been used by the researcher in order to identify the validation of

research study. Moreover, accrediting the content of the subject explains that how the content

and the data used in the study has effectively explained the entire phenomenon and approach

towards and therefore explaining the complete details of the study. This helps in developing a set

of recommendation that can be practically implicated to industrial standards. For the purpose of

this research, the researcher has ensured that all the factors are effectively addressed in this

regard. Moreover, criterion validity can be explained in a manner of using varied methods for

analysis and results methods (Reimers, Johnston, Guo, Klein, Xie, & Li, 2013, pp.1-9). The

research is carried out in way that it addressees all the research standards and therefore is helpful

in utilizing all these factors. Further, construct validity develops a link between the chosen

methods of research to instrument in the study to complete the construct of the study (Smith,

Flowers, & Larkin, 2009).

Further the impact of the study and the assessment methods that explain its significance is

more specifically dependent on the validity of the study. In this research, the researcher has

ensured that the validity of the research is more specifically addressed by ensuring it through

different methods. In order to reduce the errors, and improve the validity of the research, it has

been ensured that fake opinions have been minimized and biased opinions have been removed.

In order to ensure the reliability and validity of the researcher the researcher has motivated

participants participate honestly in the interviews (Thanasegaran, 2009, pp.35-40), since the

validity of the research is suffered due to these errors. When the respondents in the study have

less information about the basic purpose of the research, they are generally hesitant for giving

honest responses. Therefore the researcher has ensured that all the respondents of the interviews

and the questionnaire survey are exactly aware of purpose of the research. The researcher also

ensured the respondents that the answer provided by them has been used for the purpose of the

8

mentioned purpose and does not harm them. This on the whole increases the reliability of the

data from the respondents and different other sources used by the researcher (Wilckens, 2010,

pp.991-996).

In order to carry out this research, the interviewees and the respondents of the survey are

aware of the fact that the research has been carried for the purpose of academic study. Informed

consent has also provided to the respondents of the questionnaire survey and the interviews.

According to the informed consent, the participation is solely dependent on their willingness and

therefore they are allowed to withdraw from the study if they feel any kind of insecurity. In order

to improve the results and the validity of the results from the primary data, the researcher has

further ensured it by cross-examination. This helped in improving the result errors in the study

and the both the data, that is primary and the secondary re supported by cross examination and

therefore reliability and the validity of the study has been increased (Thanasegaran, 2009, pp.35-

40).

3.11. Ethical Considerations

Ethics in research processes have been identified as the set of recommended guidelines,

processes and regulations with the help of which the research ethics are ensured and it is ensured

that the research that is being carried out is by all means a neutral one. The focus under the

umbrella of research ethics is primarily on the positive results of the study. These positive results

are meant to be brought for both the researcher and the society on the whole. The results and

outcomes of a study become more dynamic and are therefore more useful if the ethics are taken

into account seriously.

In this research, the identity, name and other important personal information has been

kept secret. The consent of all the participants has also been achieved by the researcher for

maintaining the data collection process. The authentic sources are the primary focus by the

researcher in this research study. This has ensured that the data collection process is

comprehensive, flawless and is properly referenced. This also brings the reliability to the results

that are achieved from this study. Another important aspect of the selection criteria is that the

relevance of the topic is focused and vague data has been cut off from the results (Wilckens,

2010, pp.991-996).

9

It is the core responsibility of the researcher to make sure that all the data sources are

relevant and up to date. In the same way, the carefulness and discretion of the interviewees has

also been ensured by the researcher. For this the researcher has developed an effective and

comfortable environment for carrying out the interviews. This has helped in increasing the

credibility and reliability of the outcomes of the interviews. The names of the participants of the

interviews, their job titles and other information related to the identity of the participants have

been kept confidential by the researcher. This has increased the ethical levels of this research

(Reimers, Johnston, Guo, Klein, Xie, & Li, 2013, pp.1-9).

3.1.2. Confidentiality of Participants

Another important aspect associated with the genuinely, dependability and the moral

consideration for this research is to make sure that the information of the participants is kept

purely confidential. Thus, it is the responsibility of the researcher himself to take all the

necessary steps for avoiding any disruption in the confidentiality of the research. The names and

identity of the respondents has not been mentioned in this research study, fulfilling the criterion

of an ethically sound research. Moreover, it is also ensured that the data provided by the

respondents is only used for specific informed research purpose (Reimers, Johnston, Guo, Klein,

Xie, & Li, 2013, pp.1-9).

10

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Bogdan, R. C., & Biklen, S. K. (1998). Qualitative research in education. An introduction to

theory and methods. Allyn & Bacon, A Viacom Company, 160 Gould St., Needham

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Cohen, L., Manion, L., & Morrison, K. (2011). Research methods in education. Routledge.

Palinkas, L. A., Aarons, G. A., Horwitz, S., Chamberlain, P., Hurlburt, M., & Landsverk, J.

(2011). Mixed method designs in implementation research. Administration and Policy in

Mental Health and Mental Health Services Research, 38(1), pp.44-53.

Reimers, K., Johnston, R. B., Guo, X., Klein, S., Xie, B., & Li, M. (2013). Novice-based data

collection methods for the study of IOIS: practice probes and learning communities.

Electronic Markets, pp.1-9.

Robson, C. (2011). Real world research: a resource for users of social research methods in

applied settings. Chichester: Wiley.

Saunders, M. N., Saunders, M., Lewis, P., & Thornhill, A. (2011). Research Methods For

Business Students, 5/e. Pearson Education India.

Smith, J. A., Flowers, P., & Larkin, M. (2009). Interpretative phenomenological analysis:

Theory, method and research. Sage.

Thanasegaran, G. (2009). Reliability and Validity Issues in Research. Integration &

Dissemination, 4, pp.35-40.

Wilckens, T. (2010). Securing reliability and validity in biomedical research: an essential task.

Drug discovery today, 15(23), pp.991-996.

Zachariadis, M., Scott, S. V., & Barrett, M. (2010). Designing mixed-method research inspired

by a critical realism philosophy: a tale from the field of IS innovation. Association for

Information Systems.

Chapter 4

The data collected from the questionnaire has been compiled and is presented below in tabular

forms and charts. A collection of simple tabulations and bar charts is used to represent the

frequencies each response to the statements. All the tables, charts and statistical analysis has

been done using the IBM SPSS software.

Gender

4.1 Gender

Frequency Percent Valid Percent

Cumulative

Percent

Valid Male 40 74.1 74.1 74.1

Female 14 25.9 25.9 100.0

Total 54 100.0 100.0

A large majority of the respondents were male as can been seen from the table above. This can

be a limitation while analyzing the data as we wont have a fair and equal representation of both

the genders.

Age

4.2 Age (Years)

Frequency Percent Valid Percent

Cumulative

Percent

Valid 21 - 25 7 13.0 13.0 13.0

26 - 30 20 37.0 37.0 50.0

31 - 35 8 14.8 14.8 64.8

More than 35 19 35.2 35.2 100.0

Total 54 100.0 100.0

In table 4.2 we can see that the respondents represent a nice mixture of age groups. This would

prove most helpful in getting meaningful results.

Total Years spent working for the Banking Sector

4.3 Total years in banking sector (Years)

Frequency Percent Valid Percent

Cumulative

Percent

Valid 0 - 5 11 20.4 20.4 20.4

5 - 10 16 29.6 29.6 50.0

10 - 15 27 50.0 50.0 100.0

Total 54 100.0 100.0

As shown in the table above we can see that a large number of people have more than 5 years

experience in the banking sector. Hence their responses would be more accurate and most

valuable.

Table 4.4 shows a list of descriptive statistics of all the variables including the information of

every respondent and their responses to the survey questions. Here we can notice a pattern that

there are very few people who have selected strongly disagree in response to the survey

questions. This shows an overall hesitation among the respondents to express absolute

disagreement or negate the premise of the questions.

4.4 Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

Gender 54 1 2 1.26 .442

Age (Years) 54 1 4 2.72 1.089

Total years in banking sector

(Years) 54 1 3 2.30 .792

1. My job provides

reasonable periodical

increase in salary leading to

increased rates of

motivation.

54 1 4 2.15 .998

2. Job Security is one of the

factors that motivates me in

my work.

54 1 3 1.81 .779

3. My bank provides efficient

and effective performance

appraisal system.

54 1 4 2.65 .828

4. Incentive Awards

(monetary) develops higher

level of motivation in an

employee.

54 1 2 1.44 .502

5. I experience effective

promotional chances leading

to increased levels of

motivation.

54 1 4 2.57 .944

6. Performance appraisal is

one of the healthy activates

in order to motivate

employees.

54 1 4 1.72 .960

7. Promotion develops higher

level of motivation in an

employee.

54 1 2 1.39 .492

8. Support and help from the

other staff members and

management are helpful in

keeping employees

motivated.

54 1 2 1.22 .420

9. My bank strongly identifies

and appreciates my effort

and work.

54 2 5 2.93 1.163

10. In my opinion, Incentives

have a strong influence on

motivating employees.

54 1 3 1.52 .637

11. My bank vision is

motivating in order to

achieve its aims and

objectives.

54 2 5 2.74 .873

12. Public recognition

develops higher level of

motivation in an employee.

54 1 3 1.50 .720

13. Top Management

considers the employees

opinion in decision making

processes related to your

department.

54 1 5 2.93 1.286

14. I am satisfied with the

incentives that are being

offered in my bank.

54 1 5 2.94 1.188

15. Appreciation letters

develops higher level of

motivation in an employee.

54 1 2 1.46 .503

16. I am satisfied with

respect to the work

environment/culture in my

bank.

54 1 5 2.26 1.169

17. Top management makes

all possible efforts for the

employee motivation.

54 1 5 2.87 1.100

18. Salary Increase develops

higher level of motivation in

an employee.

54 1 2 1.31 .469

Valid N (listwise) 54

Frequency Tables

Now we will analyse the response to each statement individually.

1. My job provides reasonable periodical increase in salary leading to increased rates of motivation.

4.5 My job provides reasonable periodical increase in salary leading to increased

rates of motivation.

Frequency Percent Valid Percent

Cumulative

Percent

Valid Strongly Agree 15 27.8 27.8 27.8

Agree 24 44.4 44.4 72.2

Neutral 7 13.0 13.0 85.2

Disagree 8 14.8 14.8 100.0

Total 54 100.0 100.0

Analysis:

A majority of respondents seem to be satisfied with the salary increments that they get. Only

14.5 % of the employees disagree with the notion that their salary is a source of motivation..

2. Job Security is one of the factors that motivates me in my work.

4.6 Job Security is one of the factors that motivates me in my work.

Frequency Percent Valid Percent

Cumulative

Percent

Valid Strongly Agree 22 40.7 40.7 40.7

Agree 20 37.0 37.0 77.8

Neutral 12 22.2 22.2 100.0

Total 54 100.0 100.0

Analysis:

With no employee disagreeing with this statement, it seems that the job security is considered a

major player in employee motivation.

3. My bank provides efficient and effective performance appraisal system.

4.7 My bank provides efficient and effective performance appraisal system.

Frequency Percent Valid Percent

Cumulative

Percent

Valid Strongly Agree 7 13.0 13.0 13.0

Agree 10 18.5 18.5 31.5

Neutral 32 59.3 59.3 90.7

Disagree 5 9.3 9.3 100.0

Total 54 100.0 100.0

Analysis:

The respondents seem unsatisfied with the appraisal system currently in practice within the

organization. It is not clear whether this leads to a lower level of de-motivation or would it affect

them at all.

4. Incentive Awards (monetary) develops higher level of motivation in an employee.

4.8 Incentive Awards (monetary) develops higher level of motivation in an

employee.

Frequ