motivating techniques

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DELIVERABLE

-2

April 1

20131- COMPLETE ANALYSIS WITH STATISTICAL/ANALYTICAL WORKING AND

ELABORATION OF EACH RESEARCH QUESTION HAS BEEN ANSWERD

WITH THE HELP OF GRAPHS AND RESULTS ARE CLEARLY

HIGHLIGHTED AND MANAGEMENT REPORT DESCRIBING THE

SIGNIFICANCE OF STUDY

WRITE UP


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COMPLETE ANALYSIS WITH STATISTICAL /ANALYTICAL WORKING,

ELABORATION OF EACH QUESTION USING GRAPHS AND CLEARLY

HIGHLIGHTING THE KEY RESULTS

1- ELABORATION OF RESEARCH QUESTIONS USING GRAPHS:

INTERPRETATION:

The respondents who are requested to fill the questionnaire were from two multinational

Pharmaceutical companiesGSK and ABBOT and the genders were selected with equal ratio

that is 50 % of both male and female so that we can analyze justly which factor salary or

designation is more motivating among middle aged employees in their job Irrespective of

gender difference.


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INTERPRETATION:

65% of the respondents were between 31 to 37 yrs. and 25%of the respondents were between

24 to 30 years as shown in the graph.


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INTERPRETATION:

69% of the respondents had completed their masters in different areas and field of study, 13

%of them had done diploma courses that belong to the operational level of management and

11% completed their bachelors


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INTERPRETATION:

Out of 90 respondents of both the pharmaceutical companies 53(62%) of them were married

and had to look after their families. 25(29%) of them were single and on interview they tell us

that they are also doing their jobs to support their families at this time of economic crunch in

which one member of the family cannot support the whole family


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INTERPRETATION:

37%of the respondents were earning a salary between 25000-35000 and 33% of the employees

were earning a monthly income of 35000-45000. This shows that most of the employees

earning a good salary package as per their nature of jobs and designations


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INTERPRETATION:

92%of the respondents belong to the middle level of management as can be seen from the graph


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INTERPRETATION:

According to the respondents of both the pharmaceutical companies 62%of them were having the view

that the motivation practices followed by their organization is salary increment, 18%of them were saying

that they get bonus if they accomplish companies targets and take the companies on the verge of

success.


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INTERPRETATION:

According to the respondents who were also the employees were of the view that extrinsic

(monetary benefits) motivates them the most which is vivid clear from the graph that 92%of

the respondents choose extrinsic factors.


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INTERPRETATION:

When the respondents were asked the question that what type of extrinsic benefits that

motivates them the most, 52%of the respondents vote in favors of salary increment and 14%in

favor of promotions


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INTERPRETATION:

26%of the respondents were of the view that they get demotivated from work and they think

to switch the job when they are taken for granted and they are not given any recognitions and

rewards.22% of the respondents get demotivated on failure to achieve the goals.


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INTERPRETATION:

98% of the respondents were satisfied with the job because they were of the view that they

getting a good salary package with other fringes and benefits. Moreover they also get

recognition and conducive working environment


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INTERPRETATION:

According to the respondents employees thinks to switch the job and search for another job

when his/her accomplishments are not recognized and no monetary rewards are given to him.


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INTERPRETATION:

If we compare both the graphs we come to the conclusion that designation is important but

good wage is the most important motivator for the employees and they will never compromise

on salary in this era of inflation and economic crunch.


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It is clear from the graph that 59% and 34% of the respondents strongly agree and agree with

the fact that good wage is the most important motivator for employees. However 48%agree

and 25% shows neutral response to the designation as a most important motivator

INTERPRETATION:

47%of the respondents agree with the fact that motivational factors influence the organizational

commitment and effectiveness. When employees get the rewards on completion of task and achieving

of success that builds the sense of commitment and motivates the employees to work effectively and

efficiently more over 34% strongly agrees with this fact.


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INTERPRETATION:

61% of the respondents agrees that they are usually happy when they back to home after 9 to 5 work .


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INTERPRETATION:

30% of the employees disagrees with the fact that they are always sad when home.

2- STATISTICAL ANALYSIS

1- DESCRIPTIVE STATISTICS ( MEAN AND STANDARD DEVIATION)

2- CORRELATIONS

3- CROSSTABULATIONS

INTERPRETATION:

Descriptive Statistics

Mean Std. Deviation N

GENDER 1.20 .402 90

MOTIVATIONEMPLOYEES 4.00 .636 90

DEMOTIVATIONFACTORS 5.00 1.272 90

Correlations

GENDER

MOTIVATION

FACTORS

DEMOTIVATIO

NFACTORS

GENDER Pearson Correlation 1 .000 .395**

Sig. (2-tailed) 1.000 .000

N 90 90 90

MOTIVATIONEMPLOYEES Pearson Correlation .000 1 .750**

Sig. (2-tailed) 1.000 .000

N 90 90 90

DEMOTIVATIONFACTORS Pearson Correlation .395**

.750**

1

Sig. (2-tailed) .000 .000

N 90 90 90

**. Correlation is significant at the 0.01 level (2-tailed).


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The Pearson r of motivation factors of employees is one which shows that there is the strong

relationship between the variables





AGE 2.40 .493 90

Correlations

MOTIVATIONE

MPLOYEES

DEMOTIVATION

FACTORS AGE

MOTIVATIONEMPLOYEES Pearson Correlation 1 .750**

.645**

Sig. (2-tailed) .000 .000

N 90 90 90

DEMOTIVATIONFACTORS Pearson Correlation .750**

1 .000

Sig. (2-tailed) .000 1.000

N 90 90 90

AGE Pearson Correlation .645**

.000 1

Sig. (2-tailed) .000 1.000

N 90 90 90


INTERPRETATION:

The Pearson r of age with the other factors is one which shows the strong relationship which

means that age had a drastic impact on motivation and demotivation of employees


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MARITIALSTATUS 1.40 .493 90



Correlations

MARITIALSTAT

US

MOTIVATIONE

MPLOYEES

DEMOTIVATION

FACTORS

MARITIALSTATUS Pearson Correlation 1 .645

**

.000

Sig. (2-tailed) .000 1.000

N 90 90 90

MOTIVATIONEMPLOYEES Pearson Correlation .645**

1 .750**

Sig. (2-tailed) .000 .000

N 90 90 90

DEMOTIVATIONFACTORS Pearson Correlation .000 .750**

1

Sig. (2-tailed) 1.000 .000

N 90 90 90


INTERPRETATION:


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The Pearson r of age with the other factors is one which shows the strong relationship which

means that age had a drastic impact on motivation and demotivation of employees

CROSS

TABULATIO

N

INTERPRETATION:

72 of the total respondents were in favour of extrinsic awards

AGE * FACTOR MOTIVATESYOU Cross tabulation

Count

FACTOR MOTIVATES YOU

Totalintrinsic extrinsic

AGE 24-30 18 36 54

31-37 0 36 36

Total 18 72 90


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GENDER * FACTORMOTIVATESYOU Cross tabulation

Count

FACTORMOTIVATESYOU


GENDER male 0 72 72

female 18 0 18

Total 18 72 90

INTERPRETATION:

According to the cross tabulation between gender and factors that motivates we found out that out of

90 respondents 72 were in favor of extrinsic(monetary) factors. However if we further analyze we

found out that male are interested in extrinsic however female are more in favor of intrinsic rewards

MARITIALSTATUS * FACTORMOTIVATESYOU Cross tabulation

Count

FACTORMOTIVATESYOU


MARITIALSTATUS single 18 36 54

married 0 36 36

Total 18 72 90

INTERPRETATION:


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According to the cross tabulation between marital status and factors of motivation we found out

that both single and married was equally in favor of extrinsic factors like salary increment for

motivation

KEY FINDINGS AND RESULTS

Through this exploratory research we found out that both genders male or female of middle

aged employees who had completed their masters were in favor of extrinsic awards especially

salary and bonus . Moreover they were of the view that designation is necessary but not on the

cost of salary. Salary is the basic and the most preferable motivators by all the respondents. Not

only this they were of the view that they salary motivates them and also increase motivation

and organization commitment and effectiveness

However respondents were of the view that the factor that demotivates them is that when

organization takes them for granted.

MANAGEMNT REPORT

This study can provide a platform for decision making that which factor can motivate a middle-

aged man in their job. It can give a comparison of the motivators practicing in the organization

with the motivators that are most important to motivate employees of middle aged men. This

research study will further help the organizations after performance appraisal when they have


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to reward and reprimand the employees on their jobs as through this research we found out

what salary and extrinsic benefits motivates employees, boost performance and organizational

commitment and effectiveness.

motivating techniques

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