ACKNOWLEDGEMENT
IN THE NAME OF ALLAH, THE MOST BENEFICIAL, THE MOST MERCIFUL
First we would like to thank The Almighty Allah through whom all things became possible .We would like to thank my course instructor Mr. Ghulam Muhammad, for giving us the opportunity to learn by practice and We are sure this will benefit us in times to come. Through this report we have realized that theoretical studies have no meaning until applied to the practical work, and this report gave us a clear view that how important it is.
We owe to express our gratitude to all those who gave us the possibility to complete this analysis. We have furthermore to especially thank our colleague Mr. Alam Zaib in helping us to complete this work. And special thank to Mr. Amjad Amjad Khan who gave us important time to discussion related to our project.
13
ABSTRACT otivation in simple terms may be understood as the set of forces that cause people to behave in certain ways. A motivated emplo mploy yee
gene eneral rally
is
more more
qua quality lity
orie riente nted.
Highly
worker er are are more motivated work more produc productiv tivee than apathetic worker one reason why motivation is a difficult task is that the
workfo workforce rce is changi changing. ng. Employ Employees ees join join organi organizat zation ionss with with diffe differen rentt need needss and and expe expect ctat atio ions ns.. Thei Their r values, beliefs, background,
lifestyles,
perceptions
and
attitudes
are
different. Not many organizations have understood these and not many HR experts are clear about the ways of motivating such
diverse
workforce.
By the survey of company we come to know that the high percentage of employee get highly motivated by things like financial incentive, involvement of employees in the deci decisi sion on maki making ng,, job job secu securi rity ty with with what what exte extent nt,, adju adjust stab able le co-w co-work orker erss effec effecti tive ve performance appraisal system their health and safety majors adapted by the company, last and fore most at what extent company is recognizing and acknowledging their work.
.
13
INTRODUCTION
he term “ Human Resource” refers to the people in an organization. When mana manage gers rs enga engage ge in huma human n reso resour urce ce acti activi viti ties es as part part of thei theirr jobs jobs,, they they seek seek to faci facili lita tate te the the cont contri ribu buti tion on peop people le make make to achi achiev evee an organi organizat zation ionss strate strategie giess and plans. plans. The import importanc ancee of HR effo effort rtss come comess from from the the real realiz izat atio ion’ n’ss that that peop people le are the the commo common n elem elemen entt in ever every y orga organi niza zati tion on;; they they creat createe the the strategies and innovations for which organizations are noted. Alth lthough ough huma human n
reso resour urcce
acti activi viti ties es con contri tribut bute
to an
organization’s success in a variety of ways, ultimately they must support the Institute’s strategies. HR action actionss contri contribut butee to improv improvee produc productiv tivity ity direct directly ly by findin finding g bette betterr and more more efficient ways to meet objectives and indirectly by improving the Quality of Work Life for employees. The success of any business depends largely on the motivation of the employees. Human resources are essential to the prosperity, productivity and performance of any company. Motivation is the key to creating an environment where optimal performance is possible. So how do you ensure that individual motivation is at its peak within your workplace? In the modern workplace human resources are valued above all others. Motivated employees are productive, happy and committed. The spin off of this includes reduced empl employ oyee ee turn turnov over, er, resul results ts driv driven en emplo employe yees es,, comp compan any y loya loyalt lty y and and work work plac placee harmony. Every person has their own set of motivations and personal incentives to work hard or not as the case may be. Some are motivated by recognition whilst others are moti motiva vate ted d by cash cash ince incent ntiv ives es.. What Whatev ever er the the empl employ oyee ee’s ’s moti motiva vati tion on,, the the key key to promoting that motivation as an employer is understanding and incentive.
13
PURPOSE OF STUDY field of study in human resource management (HR) is concerned with the behavior of people within organizations. The purpose of this study is to describe the importance of certain factors in motivating employees at the Afroze Textile PVT (Ltd.) . Specifically, the study sought to describe the ranked importance of the following
ten motivating factors: job security,
Incentives & Allowances
Involving in Decision Making
Salary Increment
Good Relationship / Friendly Environment
Recognizing and acknowledging work.
Effective proposal appraisal system.
Effective promotional opportunities in the organization.
Health and Safety assurance.
A secondary purpose of the study was to compare the results of this study with the study results from other populations. This Field also provides exploratory evidence for the linkage among human resource management (HRM) practices, business strategy, and performance effectiveness. It proposes that high performing firms will have similar HRM practices, and that those firms whose HRM practices closely match its business strategy will have higher performance.
13
LITERATURE REVIEW here is a large body of literature, including research litera literatur ture, e, on reward rewardss and recogni recognitio tion n progra programmes mmes.. Many of the studies focus on the effects of rewards on task task intere interest st and performan performance ce and are found found in the literature concerned with motivation: both intrinsic and extrinsic motivation. In intrinsically motivated behavior there is no reward except with the task itself. Reward and recognition programmes come within the discussion on extrinsically motivated behavior that occurs when an activity is rewarded by incentives not inherent in the task (Deci, 1971). Many contemporary authors have also defined the concept concept of motivation motivation.. Motivatio Motivation n has been defined as: the psychological psychological process that gives behavior purpose and direction (Kreitner, 1995); a tendency to behave in a purposive method to achieve specific, unmet desires (Buford, Bedeian, & Lindner, 1995); an inner force to gratify an unsatisfied need (Higgins, 1994); and the will to
accomplish (Bedeian, 1993). For this paper, paper, motivation motivation is operationa operationally lly defined as the inner inner force force that that drives drives indivi individua duals ls to achiev achievee person personal al and organi organizat zation ional al goals. goals. Understanding what motivates employees is one of the key challenges for managers. Although it is not possible directly to motivate others, it is nonetheless important to know how to influence what others are motivated to do, with the overall aim of having empl employ oyee eess iden identi tify fy thei theirr own own welfa welfare re with with that that of the the orga organi niza zati tion on (Br (Bruce uce and and Pepitone, 1999). In general terms rewards programmes come within the overall concept
of compensation strategies which are defined as the “deliberate utilization of the pay system as an essential integrating mechanism through which the efforts of various subunits or individuals are directed towards the achievement of an organization’s strategic (Gome omez-M z-Meji ejia a and Balkin Balkin,, 1992) 1992). They objectives” (G They are are mana manage geme ment nt tool toolss that that
hopefu hopefully lly contri contribut butee to a firm's firm's effecti effectiven veness ess by influen influencin cing g indivi individua duall or group group behavior (Lawler and Cohen, 1992) . All businesses use pay, promotion, bonuses or 13
other types of rewards to encourage high levels of performance (Cameron and Pierce, 1977). At a minimum, employees expect the organization to provide fair pay, safe
workin working g condit condition ions, s, and fair fair treatm treatment ent.. Like Like manage managemen ment, t, employ employees ees often often expect expect more, more, depend depending ing on the streng strength th of their their needs needs for securi security, ty, status status,, involv involveme ement, nt, challenge, power, and responsibility. Just how ambitious the expectations of each party are are vary vary from from orga organi niza zati tion on to organ organiz izat atio ion. n. For For orga organi niza zati tion onss to addr addres esss thes thesee expectations an understanding of employee motivation is required (Beer et al., 1984). Carnegie (1975) emphasizes the human aspects of management. They postulate that as
it is people who make a business succeed – or fail – it is the organization’s chief responsibility to motivate their people so that they will assure success. The authors believe believe that each human being has the potential potential for creativity creativity and for achieving goals. The infinite question question is how organizations organizations reach this potential potential and how they stimulate stimulate creativity and foster in their people the desire to succeed and to achieve self-fulfillment through their work. The common theme of the above authors is the belief that people need need to be resp respec ecte ted d and and treat treated ed as prec precio ious us huma human n capi capita tal, l, more more esse essent ntia iall to an organi organizat zation ion’s ’s effecti effectiven veness ess than than its Financ Financial ial capita capital. l. People People are now seen seen as the primary source of a company’s competitive advantage. Therefore, the way people are treated increasingly determines whether an organization will prosper or even survive (Lawler, 2003). Organizations are under constant pressure to enhance and improve
their performance and are realizing that an interdependent relationship exists between organizational performance and employee performance. In the following section the focus will be on the motivational theories and the impact that these theories have on enhancing employee performance. Flexible time is intended to ensure that the work of the organization is accomplished and, at the same time, to permit library staff and their supervisors to establish work schedules that recognize individual and family needs. Research indicates that flexible scheduling can be motivational in that job satisfaction is improv improved ed and absent absenteei eeism sm reduce reduced d (Pierce, The abil abilit ity y to acco accommo mmoda date te (Pierce, 1989). The employee needs is a healthy and positive approach to motivation. m otivation.
13
HYPOTHESIS
Financial incentives are correlated with employee Motivation.
Not Not invo involv lvin ing g empl employ oyee eess in deci decisi sion on makin making g is nega negati tive ve corre correla late ted d with with
employee motivation.
Salary Increase is positively correlated with employee motivation.
Friendly environment is positively correlated with employee motivation.
Lack Lack of promot promotion ional al opport opportuni unitie tiess is negati negativel vely y correl correlate ated d with with employ employee ee motivation.
Health & Safety assurance is positively correlated with employee motivation.
Recognizing and acknowledging the work is positively correlated with employee motivation.
13
METHODOLOGY he sample study used tells the variability and reliability of the biographical data of the respondents. The procedure used to gather data is the hypothesis and the statistical techniques used to analyze the data.
Instrument: For For the the purp purpos osee of this this stud study y a quan quanti tita tati tive ve meth method odol olog ogy y was was foll follow owed ed and and a questionnaire was used as the measuring instrument. The data gathering techniques used included 20 question proport rtio ion n by biog biogra raph phic ical al ques questi tion onss and and the the Work Work questionnaire naire propo Satisfaction and Motivation questions.
Biographical Questionnaire: The biographical questionnaire was a self-developed questionnaire that incorporated the following personal information of the respondents consists of three questions, age, education, qualifications, and tenure.
13
Work Satisfaction And Motivation Questionnaire: The questionnaire consisted of 17 dimensions that impact employee Satisfaction and motivation.
RESULT AND DISCUSSIONS ccording to the result of the questionnaire we can
say
motivation
is
essential
factor
of
achievement of the organizational goals achieved by the employees. The The resu result lt conc conclu lude ded d that that from from Afroze Afroze Textile Textile indivi vidu dual al ques questi tion onna nair iree from from (PVT (PVT)) Lt Ltd. d. as indi individual employee. Bio-Graphical Data
The result concluded between Age group
40% 40% 35% 30% 25% Employee 20% 15%
18-22
25%
of employees 18 – 22 Years 15%, 23 – 27
23-27 15%
28-32
15%
33-37
5%
10%
Years 40%, 23 – 32 Years 25%, 33 – 37
38-42
Years 15% and 32 – 42 Years 5%.this is
5% 0% Age Group
a Bio-graphical Data of the employee. Bio-Graphical Dat
The educational result of the employees who joined to our questionnaire project. Matric
15%,
Inte Interm rmed ediiate ate
40%,
Grauation 30% and Master 15%.
40% 40% 35% 30% 25% Employee 20% 15% 10% 5% 0%
30% Matric 15%
15%
intermediate Graduation Master
Education
Bio-Graphical Data
45%
50% 40% 30%
01-03
25%
25%
04-06
Employee
07-09
20% 5%
10% 0% Experience
10 – 12
13
Experi Experienc enced ed employ employees ees who conduc conductt our projec projectt questi question. on. The experi experienc encee were were between 01 – 03 Years 25%, 04 – 06 Years 45%, 07 – 09 Years 25% and 10 – 12 Years 5%, The question that employees satisfied with Employee Motivation Progra
the the supp suppor ortt from from the the HR depa depart rtme ment nt..
60% 60%
Result is Satisfied 60%, Neutral 30% and Dissatisfied
10%.
So,
this
50% 40%
graph
30%
Neutral 10%
20%
represents
the
Majority
Satisfied
Employee 30%
employees
Dissatisfied
10% 0% Are you satisfied with the support from the HR department?
satisf satisfied ied with with HR depart departmen mentt and some some Neutral and 10 % employees dissatisfied with HR. Employee Motivation Progra
45% 50%
This graph represent the 45% employees
45%
40%
agree agree that that mana manage geme ment nt is inte intere rest sted ed in
Agree
30% Employee 20%
Neutral
10%
motiva motivatin ting. g. The employ employees ees.. 45% are
Disagree
10%
Neutral and 10% employees are disagree.
0% Management is really interested in motivating the employees?
Employees
motivate
with
financial
Employee Motivation Progra
incentive 70% agreed with this and 30% thinks thinks that that the financ financial ial or non-fin non-financ ancial ial (Both) incentive motivate the employee.
70% 70% 60% 50% 40% Employee 30% 20% 10% 0%
30%
Financial Incentive Both
Which t ype of incentives motivates you more?
Employee Motivation Progra 100% 100%
100%
80% Employee
empl employ oyee eess
of Afroz frozee
text textil ilee
60% Influence
40%
unde unders rsta tand nd that that the the ince incent ntiv ivee and and othe other r
20% 0% Do you think that the incentives and other benefits will influence your performance?
benefits will influence their performance. 13
25%
Employee Motivation Program
Managemen ment
40% 40% 35% 30% 25% Employee 20% 15% 10% 5% 0%
empl employ oyee eess
35% 25%
decision
unde underst rstan and d
involves
making
them
which
the the in are
Yes No Occasionally
connected to their job related. 35% employee’s employee’s response response with NO and
Does the management involve you in decision making which are connected to?
40% response occasionally
Employee Motivation Progra
30% employees agreed that the company 55%
increase salary periodically. In the opinion
60%
of 55% Neutral. Neutral. And 15% employee’s
40%
50% 30%
Employee 30%
Agree 15%
20%
response disagrees to the question.
Neutral Disagree
10% 0% Reasonable periodical increase in s alary
Employee Motivation Progra
55% 45%
60% 50% 40%
Agree
Employee 30%
Neutral
20% 10%
45% employees understand by the job
security exist in the company and 55%
0% Job security exist in t he company
response Neutral.
Employee Motivation Progra
95% 100%
95% employ employees ees have have good good relati relations onship hip
80% Employee
Agree
60% 40%
Neutral
with with their their co-wor co-worke kers rs and 5% response
5%
Neutral.
20% 0% Good relationship with c o-workers
13
Employee Motivation Progra
10%
90% 100%
Employee
Agree Neutral
40%
with
perfo rforman mance
appr apprai aisa sall syst system em in the the organ organiz izat atio ion n
80% 60%
agreed
and 90% response Neutral.
10%
20% 0% Effective Effective performance appraisal s ystem
Employee Motivation Program
employ oyee eess are are neut neutra rall by the the 55% empl 55%
pro promo moti tion onal al
oppo pportu rtunit nities
in
the
45%
60% 50%
orga organi niza zati tion on
and and
45%
responses
40%
Neutral
Employee 30%
Disagree
20%
disagree.
10% 0% Effective Effective promotional opportunities in the organization
Employee Motivation Program 80% 80%
80% employees agree with safety
60% Employee 40%
20%
Agree Neutral
measures
20%
adopted
in
the
organization and 20% employee’s
0% Good safety measures adopted in the organization
response Neutral.
Employe e Motivation Motivation Prog 95 %
95% employees understand by the support
100%
from from the the co-w o-worke rkers is help elpful ful to get get motivated. And 5% response Neutral.
80 % Employe
60 %
Agree
40 %
Neutral
5%
20 % 0% Support from the co-worker is helpful to get motivated
13
5% employees strongly understand
Employee Motivation Program
the performance appraisal activities
90%
100%
are helpfu helpfull to get motiva motivated ted.. 90%
80% Employee
Strongly Agree
60%
agre agreed ed to the the ques questi tion on.. and and 5%
Agree
40% 5%
20%
5%
Neutral
employees response neutral.
0% Performance appraisal activities are helpful to get motivated
Employee Motivation Program
5%
agree
with
company
recognize
and
acknowledge their work. 75% response Neutral. 15% Disagree and 5% strongly disagree.
80% 70% 60% 50% Employee 40% 30% 20% 10% 0%
75%
Agree Neutral 5%
Disagree
15% 5%
Strongly Disagree
Company recognize and acknowledge your work.
Acco Accord rdin ing g to the the ques questi tion onna nair iree that that we have have conducted conducted most of employees employees come under under the age between between 23 – 27 years and most of them have their academic qualification of intermediate. The major experience level is 04 – 06 years. 60% of employees out of 20 questionnaires are satisfied with the
support of HR department which is a very good sign for the management m anagement side. Approximately Half percent of employees really think that management motivates their employees. the incentive which most employees wanted to have are financial incentive that means financial incentives motivate the employees most in the company. Major parts of the employees are involved in decision making for the company is occasionally. This is look like flaw to us because involvements of related employees are more essential for the management. Around 95% agreed with the good relationship with the co-workers shows that the social environment in the organization. The major parts of the employees are not sured with the recognization and acknowledgment of their work by the organization that’s creating a very negative impact to the employee’s motivation because after incentive the most motivate the employees is this part.
13
CONCLUSION his task focused on the presentation of res results achieved in this study. Huma Human n Reso Resour urce cess Mana Manage geme ment nt and and Empl Employ oyee ee corr correl elat atio ion n was was used used to indicate relationships and differences in the dimensions of work motivation and satisfaction based on the sample used in the the stud study y and and more more spec specif ific ical ally ly to indi indica cate te diffe differe renc nces es in rewa rewards rds and and recognition (as components within the work satisfaction and motivation questionnaire). The results in reflect that there is a statistically significant relationship between reward and recognition respectively, and motivation and satisfaction. The study revealed that if rewards or recognition offered to
Employees were to be altered, and then there would be a corresponding change in work motivation and satisfaction. The results of this study also indicated that employees were more motivated by rewards and recognition than some of the other dimensions of the Work Satisfaction and Motivation Questionnaire.
13
RECOMMENDATION n our opinion businesses today have entered a new era in the relationship between the companies themselves and their employees. The companies can no longer see their employ employees ees as either either their their loyal loyal family family members members or as easily easily replac replaceab eable le compan company y resources. In this new era, employees need to be respected and like to be treated as valuable human capital, as even more important than the company’s financial capital. Employees are now becoming the main source of a company’s competitive advantage.
•
As we have come to know that employees employees get highly highly motivated by the financial financial incentives so company should give them cash incentive.
•
Company should seriously recognize and acknowledge their work because this motivates employees a lot.
•
Major part of employees involved in decision making occasionally. Company should involved concerned person in every decision.
•
55% are not sured and 45% of employees are disagreed with the effective
promotional opportunity in the organization. So company should provide their employees promotional opportunity in order to retain productive employees.
Now, at last in a short way of organizations want to prevail the employee’s sympathy so must do motivate the employee through best way to the solving problem, provide necessary benefits and check them employees activities during the working he is happy or not by organization’s Management.
13
REFRENCES 1. Deci, E. (1971). Effects of externally mediated rewards on intrinsic motivation.
Journal of Personality and Social Psychology, 18, 105-115 2.
Lindner, J. R. (1998). Understanding employee motivation. Journal of Extension
36 (3):1-8. Available: 3.
Buford, J. A., Bedeian, A.G., & Lindner, L indner, J. R. (1995). Management in extension. 3rd ed. Columbus, Columbus, Ohio: Ohio: Ohio State State University University Extension. Extension.
4.
Higgins, J. M. (1994). The management challenge. 2nd ed. New York: Macmillan.
5.
Bedeian, A. G. (1993). Management. 3rd ed. New York: Dryden Press.
6.
Bruce and James S. Pepitone McGraw-Hill, 1999 , 176 pages
7.
Gomez-Mejia, L. and Balkin, D. 1992. "The Determinants of Faculty Pay: An Agency Theory Perspective," Academy of Management Journal, 35, 921-955.
8. Lawler, Lawler, E. E. and Cohen, Cohen, S. G. (1992). (1992). Design Designing ing pay system systemss for teams. ACA ACA Journal, 1(1), 6-19. 9.
Cameron, J., & Pierce, W. D. (1977-1978). Reinforcement, reward, and intrinsic motivation: A meta-analysis. Review of Educational Research, 64, 363–423.
10.(Beer et al., 1984) Carnegie (1975) Harvard Analytical Framework for Human Resource Management 11.
Lawler, E. E. (2003). Reward practices and performance management system effe effect ctiv iven enes ess. s.
12. Pierce,
Orga Organi niza zati tion onal al Dyna Dynami mics cs,, 32(4 32(4), ), 396396-40 404. 4.
J. L. (1989). Alternative work schedules . Neutham Height, MA: Allyn and
Bacon.
13
APPENDIX
13
