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


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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. I ntrinsic 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. J ob 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).
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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
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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
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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.
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motivation, pp.9-19.
Vroom, V.H. (1964). Work and motivation. New York: Wiley.
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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. I ntroduction
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

References

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Bogdan, R. C., & Biklen, S. K. (1998). Qualitative research in education. An introduction to
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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.
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Robson, C. (2011). Real world research: a resource for users of social research methods in
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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.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 30 55.6 55.6 55.6
Agree 24 44.4 44.4 100.0
Total 54 100.0 100.0






Analysis:
Its interesting to see that all the employees agree that monetary incentive is vital to induce
motivation among employees.





5. I experience effective promotional chances leading to increased levels of motivation.

4.9 I experience effective promotional chances leading to increased levels of
motivation.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 5 9.3 9.3 9.3
Agree 25 46.3 46.3 55.6
Neutral 12 22.2 22.2 77.8
Disagree 12 22.2 22.2 100.0
Total 54 100.0 100.0




Analysis:
A majority of employees feel that the promotional chances they get are a source of motivation.
The rest of the employees might not be getting enough chances to prove their worth which can
de-motivate them. In any case this is proving to be a good source of employee motivation.



6. Performance appraisal is one of the healthy activates in order to motivate employees.

4.10 Performance appraisal is one of the healthy activates in order to motivate
employees.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 29 53.7 53.7 53.7
Agree 16 29.6 29.6 83.3
Neutral 4 7.4 7.4 90.7
Disagree 5 9.3 9.3 100.0
Total 54 100.0 100.0




Analysis:
This statement makes a connection with statement 3. In this statement the employees are
overwhelmingly in favour of using performace appraisal system as a tool to motivate employees.



7. Promotion develops higher level of motivation in an employee.

4.11 Promotion develops higher level of motivation in an employee.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 33 61.1 61.1 61.1
Agree 21 38.9 38.9 100.0
Total 54 100.0 100.0




Analysis:
The numbers speak of themselves here. Not even a single employee is reluctant to agree that
promotion does play a very important role in motivating employees. The bank needs to focus on
developing a structured and transparent appraisal and promotion system.


8. Support and help from the other staff members and management are helpful in keeping employees
motivated.

4.12 Support and help from the other staff members and management are helpful
in keeping employees motivated.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 42 77.8 77.8 77.8
Agree 12 22.2 22.2 100.0
Total 54 100.0 100.0





Analysis:
There is absolutely no doubt that the support and teamwork among the employees is one of the
major factors in employee motivation. Employees working together creates a sense of belonging
among the staff which establishes a friendly community within the organization.







9. My bank strongly identifies and appreciates my effort and work.


4.13 My bank strongly identifies and appreciates my effort and work.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 28 51.9 51.9 51.9
Neutral 12 22.2 22.2 74.1
Disagree 4 7.4 7.4 81.5
Strongly Disagree 10 18.5 18.5 100.0
Total 54 100.0 100.0




Analysis:
This result is slightly alarming for the bank. Although a lot of employees seem to be getting
enough appreciation for their work. But it seems that some employees are being totally ignored
during their day-today activities. They are feeling neglected and unappreciated. This can be
deadly for employee motivation and hamper the effectiveness of all other motivation measures.

10. In my opinion, Incentives have a strong influence on motivating employees.

4.14 In my opinion, Incentives have a strong influence on motivating employees.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 30 55.6 55.6 55.6
Agree 20 37.0 37.0 92.6
Neutral 4 7.4 7.4 100.0
Total 54 100.0 100.0




Analysis:
Once again all the employees agree with the statement apart from 4 respondents. Those 4
employees are neutral about this. The reason behind this is uncertain but it can be postulated that
they feel that other factors like team-work and appreciation are more important than incentive. It
is noteworthy that statement 4 was inferring a similar idea but we did not see this result there.



11. My bank vision is motivating in order to achieve its aims and objectives.

4.15 My bank vision is motivating in order to achieve its aims and objectives.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Agree 24 44.4 44.4 44.4
Neutral 25 46.3 46.3 90.7
Strongly Disagree 5 9.3 9.3 100.0
Total 54 100.0 100.0




Analysis:
The strategic policies of the bank are not playing an effective role in employee motivation. It is
possible that the policies are not effectively communicated throughout the employees or the
employees might not be properly involved in making the strategic decisions.






12. Public recognition develops higher level of motivation in an employee.

4.16 Public recognition develops higher level of motivation in an employee.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 34 63.0 63.0 63.0
Agree 13 24.1 24.1 87.0
Neutral 7 13.0 13.0 100.0
Total 54 100.0 100.0





Analysis:
It seems that a lot of employees crave public recognition. Monetary incentives and management
level appreciation is fine but publicly recognizing the efforts of an employee does seem to be
playing a major role in employee motivation.






13. Top Management considers the employees opinion in decision making processes related to your
department.

4.17 Top Management considers the employees opinion in decision making
processes related to your department.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 5 9.3 9.3 9.3
Agree 21 38.9 38.9 48.1
Neutral 11 20.4 20.4 68.5
Disagree 7 13.0 13.0 81.5
Strongly Disagree 10 18.5 18.5 100.0
Total 54 100.0 100.0



Analysis:
A good mixture of responses was collected for this question as is evident in the table above. We
know that it can be a source of motivation for the employees if the management involves them in
decision making so the bank should pay attention to this.



14. I am satisfied with the incentives that are being offered in my bank.

4.18 I am satisfied with the incentives that are being offered in my bank.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 9 16.7 16.7 16.7
Agree 7 13.0 13.0 29.6
Neutral 21 38.9 38.9 68.5
Disagree 12 22.2 22.2 90.7
Strongly Disagree 5 9.3 9.3 100.0
Total 54 100.0 100.0





Analysis:
It seems that a lot of employees are not fully satisfied with the incentives they are getting.
Although combining the results on statement 1 with these results produces a slight diversion in
responses. The employees feel that the salary increments are fine but the current incentives are
not enough.




15. Appreciation letters develops higher level of motivation in an employee.

4.19 Appreciation letters develops higher level of motivation in an employee.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 29 53.7 53.7 53.7
Agree 25 46.3 46.3 100.0
Total 54 100.0 100.0






Analysis:
It is not evident that every way and medium of appreciation is highly motivating for the
employees. When appreciative, even such a mundane thing as a letter can prove to be sublime
and induce motivation in the employee.







16. I am satisfied with respect to the work environment/culture in my bank.

4.20 I am satisfied with respect to the work environment/culture in my bank.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 11 20.4 20.4 20.4
Agree 33 61.1 61.1 81.5
Disagree 5 9.3 9.3 90.7
Strongly Disagree 5 9.3 9.3 100.0
Total 54 100.0 100.0




Analysis:
A huge majority of the employees are satisfied and motivated with the work environment within
the organization. This proves that the management has effectively created a good working
relationship among the various departments.





17. Top management makes all possible efforts for the employee motivation.

4.21 Top management makes all possible efforts for the employee motivation.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 5 9.3 9.3 9.3
Agree 16 29.6 29.6 38.9
Neutral 19 35.2 35.2 74.1
Disagree 9 16.7 16.7 90.7
Strongly Disagree 5 9.3 9.3 100.0
Total 54 100.0 100.0




Analysis:
Each response should be carefully studied here. Although a large number of employees are
satisfied with the management but the unsatisfied employees are also a part of the work force.
Even a minority of unsatisfied and de-motivated employees can spread negativity throughout the
organization. This should be addressed properly and responsibly.




18. Salary Increase develops higher level of motivation in an employee.

4.22 Salary Increase develops higher level of motivation in an employee.

Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Agree 37 68.5 68.5 68.5
Agree 17 31.5 31.5 100.0
Total 54 100.0 100.0




Analysis:
This statement again makes a connection to the previous statements regarding monetary
incentives. As with the previous statements, there seems to be no disagreement over the fact that
salary increments is vital to produce motivation among the employees.





CHAPTER FIVE: Conclusion and
Recommendations
The aim of this research project was to identify the factors of motivation and relate those factors
to employee performance. Intrinsic and extrinsic motivation factors were taken into account for
making the questionnaire. It was understood that everyone is different; therefore the source of
motivation is different for different employees. Some employees might feel more valued if the
management practices intrinsic motivation techniques. While some other employees might like
actions that motivate them extrinsically. Different motivation techniques were included in the
questionnaire to judge the respondents preference.
The survey was designed in such a way that could involve the employees of the Bahrain Banking
industry so the researcher could have a clear picture of the employees opinions about the
motivation techniques currently being used by the management. In the course of this research,
the researcher had to study all the aspects of employee motivation and the management
processed currently being practiced in various companies. This allowed the researcher to gather
vital data and professional knowhow about the field. The researcher also analyzed the apparent
divergence of the academic knowledge and its practical application in the field. It was found that
companies fail to practice the motivation techniques properly, hence reducing the effectiveness
of those techniques. By carefully considering the results of the research and analyzing the
responses in the survey, the researcher has made some suggestions and reflections. Some
recommendations are relevant for the strategic level decision makers while some can be
applicable at the lower levels as well. These recommendations are especially useful for
companies that are looking for ways to improve overall employee motivation levels.
Recommendations
The management of every company needs to ensure that the employees at all levels are equally
valued. The company policy for managing human resources needs to have a well structured and
well defined incentive system for employees in every department. It is common practice in many
companies that the strategic level managers take the credit for any achievement and they are the
ones most noted for their achievements. It was found in the survey that a lot of employees are not
happy with the organizations performance appraisal system. To tackle this problem, the
organization should make some changes in the current appraisal system.
1) The managers should develop a set of Key Performance Indicators for every department.
Those KPIs would be used to judge the performance of the department.
2) There should be an inter-departmental performance appraisal system. This should not be
based on the level of economic activity but rather on the KPIs.
3) A performance points system should be introduced in each department. The points
system should be clean of any subjectivity so the manager would not be accused of
making a false judgment call. The manager would only oversee the points system. For
example, the sales department can have an appraisal system that awards points to
employees based on number of leads generated, sales finalized and account sizes.
A mixture of incentives should be given to employees that perform better than others. It is also
important that the managers listen to the opinions of their staff and value their ideas. This would
instill a feeling of participation among the employees.

It is obvious that employee motivation is vital for performance efficiency and therefore, one of
the most important tasks of a manager is to motivate the workforce. Motivation is something that
can be instilled in a person. Although the effectiveness of the factors of motivation can vary from
person to person, but it doesnt mean that motivation cannot be inculcated.
There is a strong inter-dependent almost cyclical relationship between performance, overall
satisfaction and motivation. This means that the seed of motivation is good performance. When
an employee performs as expected from them, the resulting appraisal develops an internal
satisfaction and self confidence. The confidence provides the motivation that is needed to
continue the work. Hence, the key is to allow the employee to show their full set of capabilities
and give them an appreciative working environment.
It is noteworthy that the levels of motivation can wear off with time. Accomplishments and
achievements, when repeated again and again, would lose the ability to motivate employees. So
it is important that the employees continue to face new challenges and a variety of tasks.
Monotony of the professional life can result in decreased levels of motivation among the
employees.


Timestamp Gender Age (Years)
Total years in
banking sector
(Years)
1. My job provides
reasonable
periodical increase
in salary leading to
increased rates of
motivation.
2/12/2014 15:45:25 Male More than 35 10 - 15 Strongly Agree
2/12/2014 15:59:06 Male More than 35 10 - 15 Strongly Agree
2/19/2014 10:25:44 Male 31 - 35 10 - 15 Disagree
2/23/2014 16:18:26 Male More than 35 10 - 15 Agree
2/25/2014 13:13:02 Male 26 - 30 5 - 10 Agree
2/25/2014 13:59:29 Female 26 - 30 0 - 5 Agree
2/25/2014 14:22:20 Female 21 - 25 0 - 5 Neutral
2/25/2014 15:03:48 Male 26 - 30 5 - 10 Strongly Agree
2/26/2014 13:00:10 Male 26 - 30 5 - 10 Agree
2/26/2014 15:45:25 Male More than 35 10 - 15 Strongly Agree
2/26/2014 15:59:06 Male More than 35 10 - 15 Strongly Agree
2/26/2014 16:15:44 Female 31 - 35 10 - 15 Disagree
2/26/2014 16:18:26 Male More than 35 10 - 15 Agree
2/26/2014 16:55:02 Male 26 - 30 5 - 10 Agree
2/26/2014 19:22:20 Female 21 - 25 0 - 5 Neutral
3/5/2014 10:25:44 Male 31 - 35 10 - 15 Disagree
3/5/2014 16:18:26 Male More than 35 10 - 15 Agree
3/5/2014 17:15:26 Male 26 - 30 5 - 10 Agree
3/5/2014 17:45:11 Female 26 - 30 0 - 5 Agree
3/5/2014 19:18:20 Female 21 - 25 0 - 5 Neutral
3/5/2014 21:02:11 Male 26 - 30 5 - 10 Strongly Agree
3/5/2014 21:18:25 Male 26 - 30 5 - 10 Agree
3/6/2014 15:23:25 Male More than 35 10 - 15 Strongly Agree
3/7/2014 13:59:06 Male More than 35 10 - 15 Strongly Agree
3/7/2014 14:25:44 Female 31 - 35 10 - 15 Disagree
3/7/2014 16:18:26 Male More than 35 10 - 15 Agree
3/7/2014 18:13:02 Male 26 - 30 5 - 10 Agree
3/7/2014 18:22:20 Female 21 - 25 0 - 5 Neutral
3/8/2014 15:03:48 Male 26 - 30 5 - 10 Strongly Agree
3/8/2014 16:00:10 Male 26 - 30 5 - 10 Agree
3/8/2014 16:25:44 Male 31 - 35 10 - 15 Disagree
3/8/2014 16:56:26 Male More than 35 10 - 15 Agree
3/8/2014 17:15:26 Male 26 - 30 5 - 10 Agree
3/8/2014 17:45:11 Female 26 - 30 0 - 5 Agree
3/8/2014 19:18:20 Female 21 - 25 0 - 5 Neutral
3/8/2014 20:45:25 Male More than 35 10 - 15 Strongly Agree
3/9/2014 10:14:06 Male More than 35 10 - 15 Strongly Agree
3/9/2014 10:25:44 Male 31 - 35 10 - 15 Disagree
3/9/2014 16:18:26 Male More than 35 10 - 15 Agree
3/9/2014 17:33:11 Male 26 - 30 5 - 10 Strongly Agree
3/9/2014 19:18:22 Male 26 - 30 5 - 10 Agree
3/9/2014 19:30:25 Male More than 35 10 - 15 Strongly Agree
3/9/2014 20:11:06 Male More than 35 10 - 15 Strongly Agree
3/9/2014 20:25:13 Female 31 - 35 10 - 15 Disagree
3/10/2014 11:13:22 Male More than 35 10 - 15 Agree
3/10/2014 16:18:26 Male More than 35 10 - 15 Agree
3/10/2014 16:44:02 Male 26 - 30 5 - 10 Agree
3/10/2014 17:22:20 Female 21 - 25 0 - 5 Neutral
3/11/2014 10:03:48 Male 26 - 30 5 - 10 Strongly Agree
3/11/2014 10:23:44 Male 31 - 35 10 - 15 Disagree
3/11/2014 16:18:26 Male More than 35 10 - 15 Agree
3/11/2014 17:15:26 Male 26 - 30 5 - 10 Agree
3/11/2014 17:45:11 Female 26 - 30 0 - 5 Agree
3/11/2014 19:18:20 Female 21 - 25 0 - 5 Neutral
2. Job Security is
one of the factors
that motivates me
in my work.
3. My bank
provides efficient
and effective
performance
appraisal system.
4. Incentive
Awards (monetary)
develops higher
level of motivation
in an employee.
5. I experience
effective
promotional
chances leading to
increased levels of
motivation.
6. Performance
appraisal is one of
the healthy
activates in order
to motivate
employees.
Strongly Agree Agree Strongly Agree Disagree Strongly Agree
Neutral Agree Agree Agree Agree
Strongly Agree Neutral Agree Neutral Strongly Agree
Strongly Agree Neutral Strongly Agree Agree Strongly Agree
Agree Strongly Agree Strongly Agree Agree Strongly Agree
Agree Neutral Agree Agree Agree
Neutral Neutral Agree Disagree Agree
Agree Disagree Strongly Agree Strongly Agree Disagree
Agree Neutral Strongly Agree Neutral Neutral
Strongly Agree Agree Strongly Agree Disagree Strongly Agree
Neutral Agree Agree Agree Agree
Strongly Agree Neutral Agree Neutral Strongly Agree
Strongly Agree Neutral Strongly Agree Agree Strongly Agree
Agree Strongly Agree Strongly Agree Agree Strongly Agree
Neutral Neutral Agree Disagree Agree
Strongly Agree Neutral Agree Neutral Strongly Agree
Strongly Agree Neutral Strongly Agree Agree Strongly Agree
Agree Strongly Agree Strongly Agree Agree Strongly Agree
Agree Neutral Agree Agree Agree
Neutral Neutral Agree Disagree Agree
Agree Disagree Strongly Agree Strongly Agree Disagree
Agree Neutral Strongly Agree Neutral Neutral
Strongly Agree Agree Strongly Agree Disagree Strongly Agree
Neutral Agree Agree Agree Agree
Strongly Agree Neutral Agree Neutral Strongly Agree
Strongly Agree Neutral Strongly Agree Agree Strongly Agree
Agree Strongly Agree Strongly Agree Agree Strongly Agree
Neutral Neutral Agree Disagree Agree
Agree Disagree Strongly Agree Strongly Agree Disagree
Agree Neutral Strongly Agree Neutral Neutral
Strongly Agree Neutral Agree Neutral Strongly Agree
Strongly Agree Neutral Strongly Agree Agree Strongly Agree
Agree Strongly Agree Strongly Agree Agree Strongly Agree
Agree Neutral Agree Agree Agree
Neutral Neutral Agree Disagree Agree
Strongly Agree Agree Strongly Agree Disagree Strongly Agree
Neutral Agree Agree Agree Agree
Strongly Agree Neutral Agree Neutral Strongly Agree
Strongly Agree Neutral Strongly Agree Agree Strongly Agree
Agree Disagree Strongly Agree Strongly Agree Disagree
Agree Neutral Strongly Agree Neutral Neutral
Strongly Agree Agree Strongly Agree Disagree Strongly Agree
Neutral Agree Agree Agree Agree
Strongly Agree Neutral Agree Neutral Strongly Agree
Strongly Agree Neutral Strongly Agree Agree Strongly Agree
Strongly Agree Neutral Strongly Agree Agree Strongly Agree
Agree Strongly Agree Strongly Agree Agree Strongly Agree
Neutral Neutral Agree Disagree Agree
Agree Disagree Strongly Agree Strongly Agree Disagree
Strongly Agree Neutral Agree Neutral Strongly Agree
Strongly Agree Neutral Strongly Agree Agree Strongly Agree
Agree Strongly Agree Strongly Agree Agree Strongly Agree
Agree Neutral Agree Agree Agree
Neutral Neutral Agree Disagree Agree
7. Promotion
develops higher
level of motivation
in an employee.
8. Support and
help from the other
staff members and
management are
helpful in keeping
employees
motivated.
9. My bank
strongly identifies
and appreciates
my effort and
work.
10. In my opinion,
Incentives have a
strong influence
on motivating
employees.
11. My bank vision
is motivating in
order to achieve
its aims and
objectives.
Strongly Agree Strongly Agree Neutral Strongly Agree Neutral
Strongly Agree Strongly Agree Strongly Disagree Strongly Agree Neutral
Agree Strongly Agree Agree Agree Agree
Strongly Agree Strongly Agree Agree Strongly Agree Agree
Strongly Agree Strongly Agree Agree Strongly Agree Agree
Agree Strongly Agree Agree Neutral Neutral
Strongly Agree Agree Neutral Agree Neutral
Agree Agree Strongly Disagree Agree Strongly Disagree
Agree Strongly Agree Disagree Strongly Agree Neutral
Strongly Agree Strongly Agree Neutral Strongly Agree Neutral
Strongly Agree Strongly Agree Strongly Disagree Strongly Agree Neutral
Agree Strongly Agree Agree Agree Agree
Strongly Agree Strongly Agree Agree Strongly Agree Agree
Strongly Agree Strongly Agree Agree Strongly Agree Agree
Strongly Agree Agree Neutral Agree Neutral
Agree Strongly Agree Agree Agree Agree
Strongly Agree Strongly Agree Agree Strongly Agree Agree
Strongly Agree Strongly Agree Agree Strongly Agree Agree
Agree Strongly Agree Agree Neutral Neutral
Strongly Agree Agree Neutral Agree Neutral
Agree Agree Strongly Disagree Agree Strongly Disagree
Agree Strongly Agree Disagree Strongly Agree Neutral
Strongly Agree Strongly Agree Neutral Strongly Agree Neutral
Strongly Agree Strongly Agree Strongly Disagree Strongly Agree Neutral
Agree Strongly Agree Agree Agree Agree
Strongly Agree Strongly Agree Agree Strongly Agree Agree
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12. Public
recognition
develops higher
level of motivation
in an employee.
13. Top
Management
considers the
employees opinion
in decision making
processes related
to your
department.
14. I am satisfied
with the incentives
that are being
offered in my
bank.
15. Appreciation
letters develops
higher level of
motivation in an
employee.
16. I am satisfied
with respect to the
work
environment/cultur
e in my bank.
Strongly Agree Strongly Disagree Disagree Agree Agree
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Neutral Disagree Disagree Agree Strongly Agree
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Neutral Disagree Disagree Agree Strongly Agree
Strongly Agree Strongly Disagree Strongly Disagree Strongly Agree Strongly Disagree
Agree Agree Strongly Agree Strongly Agree Strongly Agree
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Agree Strongly Agree Strongly Agree Strongly Agree Disagree
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Strongly Agree Neutral Agree Strongly Agree Agree
Neutral Disagree Disagree Agree Strongly Agree
Strongly Agree Strongly Disagree Strongly Disagree Strongly Agree Strongly Disagree
Agree Agree Strongly Agree Strongly Agree Strongly Agree
Strongly Agree Agree Neutral Strongly Agree Agree
Strongly Agree Agree Neutral Agree Agree
Strongly Agree Neutral Agree Strongly Agree Agree
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Neutral Disagree Disagree Agree Strongly Agree
17. Top
management
makes all possible
efforts for the
employee
motivation.
18. Salary Increase
develops higher
level of motivation
in an employee.
Disagree Strongly Agree
Strongly Agree Agree
Neutral Agree
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Neutral Agree
Neutral Strongly Agree
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Neutral Agree
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Neutral Agree
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Neutral Agree
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Neutral Agree
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Neutral Agree
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Agree Strongly Agree
Agree Strongly Agree
Neutral Strongly Agree
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Neutral Agree
Agree Strongly Agree
Agree Strongly Agree
Neutral Agree
Neutral Strongly Agree