motivation final version

7/30/2019 Motivation Final Version

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Topic of Term Paper

MOTIVATION

A Term Paper

By

Omer Iltaf 241641

Umair Ali 241091

___________ , _______________________

Date, Accepted by the Supervisor

Prof. Dr. Barbara Winckler-Ru


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AACCKKNNOOWWLLEEDDGGEEMMEENNTT

This study could not have been accomplished without the guidance and supervision ofProf.

Dr. Barbara Winckler-Ru who provide the timely assistance almost all the time during the

undertaking of our term paper. We are equally thankful to the HFU Library for providing the

relevant material and data to prepare the term paper in right manner. We are thankful to our

friends without their support and guidance; we would have been in great difficulty.

Moreover, we sincerely hope that this study which is though more objective but would

contribute in determining the motivational factors among the employees.


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TTAABBLLEE OOFF CCOONNTTEENNTTSS

Abstract ................................................................................................................... 2

Chapter 1: Introduction .......................................................................................... 3Chapter 2: Motivational Theories .......................................................................... 5

2.1 Maslows Hierarchy of Needs ............................................................... 5

2.2 Theory X & Theory Y ........................................................................... 6

2.3 Two Factor Theory ............................................................................... 7

2.4 ERG Theory of Motivation ................................................................... 8

2.5 Reinforcement Theory .......................................................................... 9

2.6 Equity Theory ....................................................................................... 9

2.7 Expectancy Theory ............................................................................. 10

2.8 McClelland's Theory of Needs ............................................................ 10

2.9 Goal Theory ........................................................................................ 11

2.10 Explanation of intrinsic and extrinsic factors ..................................... 12

Chapter 3: Survey/Questionnaire ......................................................................... 14

3.1 Significance of Research ..................................................................... 14

3.2 Research Objectives ............................................................................ 14

3.3 Variables............................................................................................. 14

3.3.1 Dependent variable .................................................................. 14

3.3.1 Independent variable ............................................................... 15

3.4 Data need and sources ......................................................................... 15

3.5 Research Methodology ....................................................................... 15

3.6 Field Survey ....................................................................................... 15

3.7 Sample Design and Population ............................................................ 16

3.8 Sample Size ........................................................................................ 16

Chapter4: Results .................................................................................................. 164.1 Results of Intrinsic Factors .................................................................. 16

4.2 Results of Extrinsic Factors ........................................................... ...... 17

4.3 Limitation ........................................................................................... 18

Conclusion .. 19

References ............................................................................................................. 20

Annex-A: Questionnaire


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Abstract

The aim of the paper is to identify the different motivational theories and how they are further

divided into extrinsic and extrinsic factors of motivation. After understanding these factors it

has been tried to analyze the factors that can motivate the young students to choose a specific

company of their choice. Intrinsic and extrinsic factors of motivation were analyzed via a

questionnaire technique and trigger out the factors which are being given importance among

the young students to get motivated in a company.


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CCHHAAPPTTEERR 11

Introduction to Motivation

We are driven. We are motivated. People are creatures who search, explore and inquire.

They dont spend much of their time just sitting on their duffs. They undertake andimplement an astonishing variety of tasks and projects. Everywhere in the world and since it

all began, human beings have been movers and shakers, driven sometimes by hunger, thirst,

greed, and lust and sometimes by love and affection!1

So motivation is the process of inspiring people to actions in order to accomplish the goals.

The psychological factors stimulating the peoples behavior in accomplishing their goals can

be -

desire for money success recognition job-satisfaction team work, etc

Therefore, we can say that motivation is a psychological phenomenon which means needs

and wants of the individuals have to be tackled by framing an incentive plan.

One of the most important functions of management is to create willingness amongst the

employees to perform in the best of their abilities. It has been noticed that the most frequent

questions asked by the mangers from the psychologist are how do I motivate my

people/employees? what shall I do if someone has lost motivation? And many more

questions like that. Managers are rightly so finding the answers of such questions because

they know by doing so they would achieve:

i. Increase in employees job satisfactionii. Leads to achievement of organizational goals

iii.

Builds friendly relationshipiv. Everyone knows their role and importancev. Result oriented tasks

vi. Improves level of efficiency of employees1 Readings in managerial psychology, by Harold J. Leavitt, Louis R. Pondy, David M. Boje page 1-15


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vii. Reducing cost of operationsviii. Improving overall efficiency

ix. Increase in productivityx. Puts human resources into action

xi. Leads to stability of workforceSo we can say that motivation plays a very fundamental and crucial role both to an individual

and to a business, depending on the individuals needs different strategies can be introduced

to meet and satisfy these needs in order to achieve overall organizational goals in turn. More

motivated employees yield to empowerment of team and the organization gains more profit

and success in the business. Several needs and motivation theories have been discussed in the

study to clarify what might bring the motivation among the people working in different

organizations.


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CCHHAAPPTTEERR 22

Motivational Theories

The study of motivation explores how human beings are energized i.e. how they get energy

and a specific direction of behavior. Psychological theories are motivational theories onlyinsofar as they address these two aspects of behavior.

- Energization- Direction of behavior

Energy is enhancing the motivational level of an employee is the matter of needs. Therefore

theory of motivation must consider both needs that are natural to human being. Firstly that

must be satisfied for a person to remain healthy and secondly those needs that the person got

through his experience with the environment.

On the other hand direction in motivation theory concerns the processes and structures of the

human being that give meaning to internal and external stimuli. In simple words the field of

motivation explores all the aspects of a persons needs and the process and structures that

relate to those needs to behavior. Motivational theories organize the findings of those

explorations.

Study of motivation is an inquiry into the why of behavior. In the upcoming pages of this

chapter some of the motivational theories will be discussed that will attempt to define what

makes people perform well. These theories also help the manager since he is in close contactwith the employees and can understand the needs, wants and desires of the employees and he

can put these concepts as the driving force in achieving the overall goal of an organization.2

2.1Maslows Hierarchy of Needs3The Hierarchy of Needs is developed by Abraham Maslow in 1940-50s (USA), and the

theory remains valid today for understanding personal development, human motivation and

management training.

It has been hypothesized by Maslow that with in every human being there exist a hierarchy of

five needs.

2Intrinsic Motivation and Self-Determination in Human Behavior, by Edward L. Deci, Richard M. Ryan, page 33

Organizational Behavior, by Stephen P. Robbins; Timothy A. Judge; Seema Sanghi, page 193 to 225, 13th Edn.


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I. Self actualizationSelf actualization comes at top of Maslows hierarchy and refers to the desire of

self fulfillment. If all the needs of a person have been satisfied, he will probably

want to achieve his/her full potential.

II. Self esteemThese needs relate to the self respect recognition, and respect from others.

III. Social needs/loveThese needs emerge from society. Man is a social animal. These needs become

important. For example love, affection, belongingness, friendship, conversation

etc.

IV. SafetyThese needs are also important for human beings. Everybody wants job security,

protection against danger, safety of property, security through insurance policies,trade union subscription and so on.

V. PhysiologicalThese are the basic needs of an individual which includes food, clothing, shelter,

air, water etc. These needs relate to the survival and maintenance of human life.

2.2Theory X and Y4Douglas McGregor is an American social psychologist, who proposed famous X-Y theory in

1960 in his book 'The Human Side of Enterprise'. Theory x and theory y are still referred tocommonly in the field of management and motivation. Douglas McGregor proposed two

distinct views of human beings: one basically negative, labeled THEORY X and the other

basically positive, labeled THEORY Y.

Theory X includes the following attributes among the employees:

The average person dislikes work and will avoid it he/she can. People must be forced with the threat of punishment to work towards

organizational objectives.

The average person prefers to be directed; to avoid responsibility; is relativelyunambitious, and wants security above all else.

The assumptions also includes that employees dislike work, are lazy, dislike responsibility,

and must be coerced to perform.

4Organizational Behaviour and design, by Barry Cushway, Derek Lodge, page 148


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Theory Y has the following assumption about the employees:

Employees like work, they are creative, seek responsibility, and can exercise self direction

effort in work is as natural as work and play.

People will apply self-control and self-direction in the chase of organizationalobjectives, with no external control or the threat of punishment.

Commitment to objectives is a function of rewards associated with theirachievement.

The McGregor's X-Y theory is a helpful and simple reminder of the natural rules for

managing people, which is forgotten these days under work pressures in many companies.

2.3TWO FACTORE THEORYIn 1959, Frederick Herzberg, a behavioral scientist proposed a two-factor theory or it is

known as motivator-hygiene theory. According to Herzberg, there are some job factors that

result in satisfaction while there are other job factors that prevent dissatisfaction.

a) Hygiene Factors:According to Herzberg, the opposite of Satisfaction is No satisfaction and the opposite of

Dissatisfaction is No Dissatisfaction. According to Hertberg Extrinsic factors are

Hygiene factors. These factors are extrinsic to work and symbolized as the physiological

needs which the individuals wanted and expected to be fulfilled. Hygiene factors include:

Appropriate Pay

Flexible Company Policies and administrative policies

Fringe benefits- .

Physical Working conditions-

Status

Job Security

b) Motivational factors:According to Herzberg, the hygiene factors cannot be regarded as motivators. The

motivational factors yield positive satisfaction. These factors are inherent to work and

motivate the employee to give high performance in work. These factors are also called

satisfiers and employees find these factors intrinsically rewarding. Motivational factors

include:

Recognition


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Sense of achievement

Growth and promotional opportunities

Responsibility.

Meaningfulness of the work

2.4ERG Theory of Motivation5The ERG Theory of Clayton P. Alderfer is a model that appeared in 1969 in a Psychological

Review article entitled Am Empirical Test of a New Theory of Human Need. Alderfer

addresses some of the limitations of Maslows hierarchy of motivation and proposed the ERG

theory, which like Maslos theory, describes needs as a hierarchy. The letters ERG stand for

three levels of need: Existence, Relatedness, and Growth.

Existence Needs: physiological and safety needs (such as hunger, thirst, and sex) (Maslows

first two levels)

- Relatedness Needs: social and external esteem (involvement with family, friends, co-workers and employers)(Maslows third and fourth levels)

- Growth needs: internal esteem and self actualization (desire to be creative,productive and to complete meaningful tasks) (Maslows fourth and fifth levels)

The ERG theory differs from Maslows hierarchy of needs in the following number of ways.

- Unlike Maslows hierarchy, the ERG theory allows for different levels of needs to bepursued simultaneously.

- The ERG theory allows the order of the needs be different for different people.- The ERG theory acknowledges that if a higher level need remains unfulfilled, the

person may regress to lower level needs that appear easier to satisfy. This is known as

the frustration-regression principle.

According to this theory managers must recognize that an employee has multiple needs to

satisfy simultaneously. Furthermore, if growth opportunities are not provided to employee,

they may regress to relatedness need such as socializing needs. If the manager is able to

5http://www.valuebasedmanagement.net/methods_alderfer_erg_theory.html


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recognize this situation, then steps can be taken to concentrate on relatedness needs until the

subordinate is able to pursue growth again.

Equity Theory, Expectancy Theory and Reinforcement perspective theory focus primarily on

extrinsic rewards and punishment, are discussed in the following lines.

2.5Reinforcement Theory6Reinforcement theory of motivation was proposed by BF Skinner and his associates proposed

Reinforcement theory. It states that individuals behavior is a function of its consequences.

This theory has two aspects:

Positive Reinforcement- By positive reinforcement it means that if an employee has

performed any task with full accuracy then he should be immediately praised. This will

increase the probability that in future the same employee will again perform certain task

effectively. It is to be noted here more spontaneous is the giving of reward, the greater

reinforcement value it has.

Negative Reinforcement- This implies that if an employee is performing at his full capacity

but still the desired results are not obtained then it is the duty of the employer to notice this

and make his task simpler so that employee can achieve it. This will act as boosting impact in

employees motivation level. This will make him to again put his full efforts and repeat his

behavior in future.

2.6Equity TheoryThe core of the equity theory is the principle of balance or equity. One of the key principles

underlying Equity Theory is that of the felt fair principle defined by Elliot Jacques (1961).

According to this theory of motivation, an individuals motivation level is correlated to his

perception of equity, fairness and justice practiced by the management. Higher is individuals

perception of fairness, greater is the motivation level and vice versa. While evaluating

fairness, employee compares the job input (in terms of contribution) to outcome (in terms of

compensation). Typical inputs include efforts, loyalty, hard work, commitment, skill,

enthusiasm, personal sacrifice. And the typical outputs include financial rewards, recognition,

reputation, praise, responsibility, job security.7

6The leadership experience by Richard L. Daft, Patricia G. Lane, page 2347

Organizational behaviour and design, by Barry Cushway, Derek Lodge, page 150


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However, its obvious that many of these points can't be quantified and perfectly compared,

but it should be managers duty to find a fair balance between the inputs that an employee

gives, and the outputs received.

2.7Expectancy TheoryThe expectancy theory was proposed by Victor Vroom of Yale School of Management in

1964. Vroom stresses and focuses on outcomes, and not on needs unlike Maslow and

Herzberg. The theory states that the intensity of a tendency to perform in a particular manner

is dependent on the intensity of an expectation that the performance will be followed by a

definite outcome and on the appeal of the outcome to the individual. For example people who

want promotion will perform well if they consider that high performance will be recognize

and rewarded by promotion. It refers to the strength of a person that certain activities will

lead to certain result. The link between reward and effort should be made very clear by the

managers and should meet individual employees need. There could arise problems because

of different human interests, some people may be motivated by financial rewards, other may

be interested in promotion and self development8.

2.8McClelland's Theory of Needs9This theory was developed by David McClelland and his associate. This theory focuses on

the following three needs.

I. Need for Achievement (nAch)The desire to accomplish something difficult, attain a high standard of success,master complex complex tasks, and surpass others.

II. Need for Power (nPow)The desire to influence or control others, be responsible for others, and authority

over others.

III. Need for Affiliation (nAff)The desire for friendly and close interpersonal relationships.

McClelland and associates focused most of their work on Need for achievement (nAch),

according to them high achievers perform well when they perceive their probability ofsuccess as 0.5. The individuals with high achievement needs are highly motivated by

competing and challenging work. They look for promotional opportunities in job. They have

a strong urge for feedback on their achievement.

8Organizational behavior and Design by Barry Cushway Derek Lodge 142-156

9Organisational behaviour: global and Southern African perspectives by Stephen P. Robbins Page 148


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The individuals who are motivated by power have a strong urge to be influential and

controlling. They want that their views and ideas should dominate and thus, they want to

lead. Such individuals are motivated by the need for reputation and self-esteem. Need for

power should not always be taken negatively. It can be viewed as the need to have a positive

effect on the organization and to support the organization in achieving its goals.

The individuals who are motivated by affiliation have an urge for a friendly and supportive

environment. Such individuals are effective performers in a team. These people want to be

liked by others. Individuals having high affiliation needs prefer working in an environment

providing greater personal interaction.

2.9Goal Theory10The Goal Theory was developed by Gary Latham and Edwin Locke in 1968, and is based on

the belief that peoples goal will determine how they behave at work and the amount of effort

that they put in.

The theory states that goal setting is essentially linked to task performance. It states that

specific and challenging goals along with appropriate feedback contribute to higher and better

task performance. In simple words, goals indicate and give direction to an employee about

what needs to be done and how much efforts are required to be put in.

Goal setting theory is a technique used to raise incentives for employees to complete work

quickly and effectively. It leads to better performance by increasing motivation and efforts,

but also through increasing and improving the feedback quality. The goal theory process

works like this

Goals must be set collaboratively, so that everyone feels ownership. The goals needs to be stretch, yet achievable, goals that are too easy or too difficult

actually de-motivate people.

The goals must be specific, and numeric if possible, to remove any ambiguity. A process tracking mechanism must be established that makes visible to everyone

feedback on the progress.

10Scrappy General Management: Common Sense Practices to Avoid Calamities by Michael Horton, page 66


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2.10 Explanation of Intrinsic and extrinsic factors11

In order to stay motivated there is a need to understand what will drive people to take

appropriate action. Good managers are those who first understand that what is important for

them to stay motivated. Then they use this knowledge to create motivating system in the

work place. After going through the motivational theories, we can summarize our discussion

on factors that are directly linked to the performance of an employee of an employee, which

are Intrinsic and Extrinsic factors. We have studied many theories which identifies that

how an employee can be stayed motivated in an organization. Hence we may summarize the

intrinsic factors that keep an employee in an organization, which are:

i. Good Working Environmentii. Recognition

iii. Friendly Colleaguesiv. Job Securityv. Interesting WorkSimilarly the factors that motivate and push the employee motivational level with the help of

extrinsic motivational factors are:

i. Good Wagesii. Career Advancement Work

iii. Extra Perksiv. Loan Facilitiesv. Medical FacilitiesA research thesis supervised by Drs. N. L Van den Elst indicates that many research has been

carried out to examine that either the intrinsic factors have more value for an employee

motivational level or motivation is directly proportional to extrinsic factors like increase in

salary, home loan etc. In this regard another research has been carried out by Holtem in

which he tried to analyze the importance of intrinsic and extrinsic factors in private and

public sector. Private sector was a call center and for a public sector he took nursing. The

results of the two industry comparison indicate that call center employees give more value to

extrinsic factors while the nurses prefer the intrinsic value. This is due to the type of job

11Motivational Design for Learning and Performance: The ARCS Model Approach by John M. Keller page 17-19


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securities in both sectors, private employees faces competitive environment and they know

their job is not permanent so they are more focused on extrinsic factors like to get high

salaries while public jobs are more secured so people working there are more interested in

intrinsic factors for example they want to have flexible timings, enjoy holidays, etc.

According to Deci (1975), intrinsically motivated activities are ones for which thereis no apparent reward except the activity itself (p.23). i.e. individual with intrinsic

motivation engage in task for the pleasure that comes from them. On the other hand,

extrinsically motivated individuals engage in tasks for the rewards that follow from

completing them, not for the pleasure coming from them. Extrinsically motivated activities

are under taken because they have instrumental value; that is, they are necessary steps

towards accomplishing goals that are valued. Thus, intrinsically motivated activities can be

viewed as ends in themselves, while extrinsically motivated goals are means to ends. For

example a person working in a super store may not able to earn reasonable to enjoy luxuries

of life, to enjoy such luxuries he may start MBA so that after completion of degree he may

get a good job and earn some handsome amount to enjoy those facilities or luxuries which he

could not enjoyed when he was working in a store. Here we can say that doing MBA was his

extrinsic motivation to achieve intrinsic satisfaction or motivation of luxuries life in future.12

12Intrinsic and Extrinsic Motivation: The Search for Optimal Motivation and performance by Carol Sansone


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CCHHAAPPTTEERR 33

Survey/Questionnaire (Method of research)

Various motivational theories have been reviewed which leaves a question that what could be

the motivational factors in fresh graduates who are excited to work in companies? To answerthis question we have tried to carry out a little research that what kind of environment or

motivating factors may be provided by the company to these fresh employees which will

make them motivated to work hard? In this aspect we have designed a questionnaire (attached

in the end) to get the idea of it.

3.1 Significance of Research:

By significance of research we mean that what role our research will play. This research will

lend a hand in identifying those factors, which are considered important by the students in

choosing a working company. Moreover, findings of this study may help out the CEOs of

the companies in knowing the factors that may attract fresh graduates to join their companies.

3.2Research Objectives

Objectives of the research summarize what is to be achieved by the study. Following are the

two objectives of our research:

1. To study the perceived mind of the students in choosing an organization.2. To enhance our research skills as a consultant

3.3 Variables

Variables are elements that can move the directions of the research in any way. So it is very

important to choose the right variables for a research. There is no limit to the number of

variables that can be measured; however it would be more complex statistical analysis if we

use more variables in a research. There are two types of variables that are mentioned below:

3.3.1 Dependent variable

A dependent variable is the factor which is observed and measured to determine the effect of

the independent variable. The dependent variable is the participants response. We can alsosay that the dependent variable is the outcome of experiment. In our research the dependent

variable is:

Selection of a Company


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3.3.2 Independent variablesAn independent variable is the variable that the researchers systematically manipulate in the

experiment. Usually an independent variable is measured, manipulated, or selected by the

experimenter to determine its relationship to an observed phenomenon. For researchers it is

the variable on which they have a control to manipulate the research. Like a treatment In

short we can say in a study where one variable causes the other, the independent variable is

the main cause. In our research following are the independent variables:

i. Good Working Environmentii. Recognition

iii. Friendly Colleaguesiv. Job Securityv. Interesting Work

vi. Good Wagesvii. Career Advancement Work

viii. Extra Perksix. Loan Facilitiesx. Medical Facilities3.4 Data need and sources

We intended to reveal motivational factors that influence the selection of a company by the

students. So we gathered our primary data from students through face-to-face interviews and

questionnaires. This is our primary data however; secondary data was collected from digital

resources.

3.5 Research Methodology

Research was conducted by applying both qualitative and quantitative research tools which

helped us to identify, what fresh students or little experienced students want from companies

to work with great motivation. The data collected with the help of questionnaire is the

qualitative data while when we have applied a research tool on it which can be measure in

numbers it is our quantitative data.

3.6 Field Survey

We got our questionnaires filled from respondents through face to face interviews and

through questionnaire survey. Under this approach, we went to the respondents handed them


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the questionnaire and got them filled. Mail surveys were not conducted as response rate in

this type of research is very low.

3.7 Sample Design and Population

We used Random Sampling Technique to select students belonged to different educational

backgrounds. Our target population included the students of the Hochshule Furtwangen

University.

3.8 Sample Size

Research included sample size of 43 students. We distributed our questionnaires among

respondents after selecting a cluster from each study program through random sampling. We

received 30 responses, which are used for further research.

CCHHAAPPTTEERR 44

Results

In this section we will analyze the results that have been obtained after our research. It has

been noted that motivation level of students depends on a mixture of both Intrinsic factors

and Extrinsic factors. However the preference in ranking the Extrinsic factors and Intrinsic

factors varies. So we designed our questionnaire in two sections. First sections represent all

Extrinsic factors, for example in which a single student gives importance according to his/her

preference level of any extrinsic variable. Similarly the second section is designed in a way

that the same student again selects his/her preference in selecting intrinsic factors.

4.1 Results of Intrinsic Factors

If we look at the intrinsic factors results we noticed that students motivation level is high to

join those companies which are offering a good working environment. Most of the students

ranked this intrinsic factor as a most important element in motivating them to join a company.

The other important result in this research is that students ranked intrinsic factor of job

security at the bottom. This is may be due to the fact that most of the students in our research

were at an age of 22-32 years so for them job security is not a big problem as in this age

bracket mostly people are risk takers.


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Table 4.1

Fig4.1

4.2 Results of Extrinsic Factors

Results of the extrinsic factors are quite normal as most of the students ranked good wages at

highly excepted motivating factor in joining a company. Carrer advancment is also ranked

high, its because of the reson that young students want to excel in their carreers and they are

likely to stay motivated in an organization which has a complete growth path. Our selected

population was less interested in motivational factors like taking medical facilties and other

types of loan facilities. The students were quite young and may already have such personal

health insurances with them so they took this variable not as impotant as good wages.

Intrinsic Factors of

Motivation

Strongly

AgreeAgree Neutral Disagree Strongly Disagree

Good Working

Environment 13 11 1 5 0

Interesting work 12 15 3 _ 0

Recognition 10 11 5 4 0

Friendly Colleagues 7 12 9 2 0

Job Security 5 15 7 2 1


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Table 4.2:

Extrinsic Factors of

Motivation

Strongly

AgreeAgree Neutral Disagree

Strongly

Disagree

Good Wages 12 12 3 3 0

Career Growth 11 14 3 _ 0

Extra Perks 10 11 5 4 0

Medical Facilities 7 12 9 2 0

Loan Facilities 5 15 7 2 1

Fig4.2

4.3 Limitation

After conducting a survey we want to share some of the limitations that we have considered

in our research which may make the results biased. Following are the limitations:

i. Sample population is small due to the non availability of the of final year students in thecampus.

ii. Research faced a Time constraint factor.iii. As we cannot claim ourselves a researcher therefore research may contain biased

facts/results.

iv. The results may would have come different if some other statistical tools used.


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Conclusion

Motivation is crucial in any organization and it can be different for each employee,

depending on the needs different strategies, considering both intrinsic and extrinsic

influencing factors, can be introduced to meet and satisfy the different needs of employees.

Managers should motivate their employees in such a manner that things should be done

without asking them to do so. Each manager or CEO in an organization should work with its

staff to find out their individual needs and put them to the organizational needs accordingly.

In this way manager can explore the need of the staff and start with it to motivate them in

order to get better performance from them. A motivated staff is always volunteers to do more

and more than what is expected and produce always more better results that affect the

organization performance in a positive manner. After reviewing the different motivational

theories and conducting a little research we have found that among the extrinsic factors, most

of the students have given importance to wage rates and given minimum points to loan

facilities. However, from the Intrinsic factors young students or fresh graduates are highly

motivated to work in those companies which are providing good working environment while

they are less interested in job security issues and loan facilities.


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References

Readings in managerial psychology by Harold J. Leavitt, Louis R. Pondy, David

M. Boje page 1-15

Organizational Behavior, by Stephen P. Robbins; Timothy A. Judge; Seema

Sanghi, page 193 to 225, Chapter 6, 13th Edition.

Organizational Behaviour and design, by Barry Cushway, Derek Lodge, page

142-156

The leadership experience by Richard L. Daft, Patricia G. Lane, page 234

Organisational behaviour: global and Southern African perspectives by Stephen

P. Robbins Page 148

Scrappy General Management: Common Sense Practices to Avoid Calamities, By

Michael Horton, page 66

Motivational Design for Learning and Performance: The ARCS Model Approach

by John M. Keller page 17-19

http://www.valuebasedmanagement.net/methods_alderfer_erg_theory.htm

Intrinsic Motivation and Self-Determination in Human Behavior, By Edward L.

Deci, Richard M. Ryan page 3

Intrinsic and Extrinsic Motivation: The Search for Optimal Motivation and

performance by Carol Sansone

motivation final version

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