“EMPLOYEE MOTIVATION AND PERFORMANCE”

A PROJECT SUBMITED TO

UNIVERSITY OF MUMBAI FOR PARTIAL COMPLETION OF THE DEGREE

BACHELOR OF MANAGEMENT STUDIES(HUMAN RESOURCES)

UNDER THE FACULTY OF COMMERCE

BY

SAKSHI SHAILESH UDYAWAR

ROLL NO:24

UNDER GUIDANCE OF PROFESSOR

DR.SWATI PARAB

SMT.K.G.MITTAL INSTITUTE OF ARTS AND COMMERCE NAHAR NAGAR RD,

MALAD,LIBERTY GARDEN,MALAD WEST MUMBAI 400064.

MARCH 2023

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 DECLARATION
I HEREBY DECLARE THAT THI PROJECT REPORT ENTITLED “EMPLOYEE MOTIVATION AND
PERFORMANCE”WHICH IS BEING SUBMITED IN PARTIAL FULFILLMENT OF THE
REQUIRMENT OF THE PROJECT WORK AS PART OF THIRD YEAR SEMESTER 6 OF THE
“BACHELOR OF MANAGEMENT STUDIES(HUMAN RESOURCES)PROGRAM” IN THE YEAR 2022-
2023 BY THE UNIVERSITY OF MUMBAI IS THE RESULT OF THE WORK CARRIED OUT BY ME
UNDER GUIDANCE AND SUPERVISION OF PROF. SWATI PARAB.

THIS IS ENTIRELY MY OWN WORK

CERTIFIED BY

SIGNATURE
NAME AND SIGNATURE OF GUIDING TEACHER

DR.SWATI PARAB SAKSHI SHAILESH UDYAWAR

ROLL NO:24

SMT.K.G.MITTAL INSTITUTE OF ARTS AND COMMERCE NAHAR NAGAR RD, MALAD, LIBERTY
GARDEN,MALAD WEST,MUMBAI 400064.

Date:31/3/23

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 CERTIFICATE

IT IS CERTIFIED THAT THIS PROJECT ON “EMPLOYEE MOTIVATION AND

PERFORMANCE”HAS BEEN PREPARED AND SUBMITED BY SAKSHI SHAILESH UDYAWAR
ROLL NO:24 UNDER MY GUIDANCE DURING THE ACADEMIC YEAR 2022-2023.WHICH IS BEING
SUBMITED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE PROJECT WORK AS
PART OF THIRD YEAR SEMESTER 6 OF”BACHELOR OF MANAGEMENT
STUDIES(HUMANRESOURCES)PROGRAM”BY THE UNIVERSITY OF MUMBAI

COORDINATOR ROJECT GUIDE PRINCIPAL

DATE:

PLACE:MUMBAI

INTERNAL EXAMINER EXTERNAL EXAMINER

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 ACKNOWLEDGEMENT

THERE IS ALWAYS A SENSE OF GRATITUDE ONE EXPRESSES TO OTHERS FOR THE HELPFUL
AND NEEDY SERVICE THEY RENDER DURING ALL PHASES OF LIFE.I AM DOING THIS
RESEARCH WITH THE HELP OF DIFFERENT PERSONALITIES.I WISH TO EXPRESS MY
GRATITUDE TOWARDS ALL OF THEM.

IT GIVES ME IMMENSE PLEASURE TO EXPRESS MY DEEP REGARDS AND SINCERE SENSE OF

GRATITUDE TO ALL MY RESPECTED FACULTY FOR THE GUIDANCE THROUGHOUT THE
RESEARCH I DID. I WOULD ESPECIALLY LIKE TO THANK PROF.SWATI PARAB WHO HAS
ALWAYS BEEN AVAILABLE TO HELP ME OUT IN ANY DIFFICULTIES.I FACED DURING MY
RESEARCH AND ALSO DURING MY ACADEMIC ENDEAVORS.SHE HAS BEEN ONE OF THE
BIGGEST SOURCE OF INSPIRATION TO ME TO UNDERTAKE AND COMPLETE THIS PROJECT
SUCESSFULLY AND WITOUT HER,IT WOULD NOT HAVE BEEN POSSIBLE FOR ME TO
UNDERTAKE THIS PROJECT WORK .

I WOULD ALSO LIKE TO THANKS ALL MY PORFESSORS FOR STEERING MY CONFIDENCE AND
CAPABILITY FOR GIVING ME EXPOSURE TO THE ARENA OF COMPETITIVE AND REAL
WORLD.

LASTLY I WOULD ALSO LIKE TO THANKS MY PARENTS AND FRIENDS FOR THE CONSTANT
SUPPORT DURING THE RESEARCH.

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 ABSTRACT

The subject matter of this research; employee motivation and performance seeks to look at how best
employees can be motivated in order to achieve high performance within a company or organization.
Managers and entrepreneurs must ensure that companies or organizations have a competent personnel that is
capable to handle this task. This takes us to the problem question of this research “why is not a sufficient
motivation for high performance?” This therefore establishes the fact that money is for high performance but
there is need to look at other aspects of motivation which is not necessarily money. Four theories were taken
into consideration to give an explanation to the question raised in the
problem formulation.

These theories include: Maslow’s hierarchy of needs, Herzberg two factor theory, John Adair fifty-fifty theory
and Vroom’s expectancy theory. Furthermore, the performance management process as a tool to measure
employee performance and company performance. This research equally looked at the various reward systems
which could be used by a company. In addition to the above, culture and organizational culture and it
influence on employee behaviour within a company was also examined. Finally, a comparison of findings
with theories, a discussion which raises critical issues on motivation/performance and conclusion constitute
the last part of the research

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SR.NO CONTENTS PAGE NO
1. INTRODUCTION 1
1.1 CONTEXT 7-26
1.2 NATURE OF HUMAN RESOURCES MANAGMENT 38
1.3 ROLE OF HUMAN RESOURCES MANAGEMENT 38-39
1.4 THEORY OF WORK MOTIVATION 40
1.5 MASLOWS HIERACHY THEORY 41
1.6 HERZBERGS TWO FACTOR THEORY 42
1.7 FIFTY- FIFTY THEORY 42
1.8 VROOMS EXPECTANCY THEORY 43
1.9 PERFORMANCE MANAGEMENT 44
1.10 PERFORMANCE PARAMETERS 45-47
2. REASERCH METHODOLOGY 27
2.1 OBJECTIVES 28-31
2.2 HYPOTHESE 32
2.3 SCOPE OF STUDY 33-34
2.4 LIMITATION OF THE STUDY 35-37
2.5 SIGNIFICANCE OF STUDY 38
3. REVIEW OF LITERATURE 48-67
4. DATA ANALYSIS 68-77

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 INTRODUCTION

Managers within companies or organizations are primarily responsible to ensure the

tasks or job is done through employees in the right way. To achieve this, these managers must ensure that they
have a competent personnel department for the recruitment of the best employees that are capable to do the
job. For the company to optimize employee’s performance there is need for the employees to be sufficiently
motivated.
Therefore, motivation in theory and practice becomes a difficult subject touching on
several disciplines. Although a lot of scholarly research has been written on motivation, this subject is not
clearly understood and more often than not poorly practiced. On this score, to best understand how motivation
can impact on employee ́s performance one must understand human nature.

In as much as motivation impacts on employee performance, there is need to blend the appropriate
motivational tools with effective management and leadership to achieve
this goal. Not withstanding the fact that motivation is very important to determine employee’s
ability so do other factors such as the resources given to an employee to do his or her job. Therefore,
successful work performance can arise from a variety of motives. For instance, two people doing similar jobs
may both be successful for different reasons, one salesperson may be motivated by the commission earned on
sales, while the other may be more concerned about meeting sales targets. This creates a nuance in the subject
matter because motivation to enhance performance varies from person to person and from company to
company. These are the challenges managers are confronted with in designing appropriate motivation tools
that will be able to meet with the expected performance within the company. This therefore arouses more
critical academic thinking within the subject area.

In this light a lot of academic literatures from scholars and practicing managers have ensured to resolve this
intriguing academic domain on how motivation can enhance performance. Motivation has been extensively
researched. In the mid twentieth century the foremost significant motivational theories came up, namely Maslow’s
hierarchy of needs (1943), Herzberg’s two-factor theory (1959) and Vroom’s expectancy theory (1964). Those
researches centered on motivation in general and employee motivation more particularly. In the preceding years
different definitions of motivation were defined, eg. Herzberg (1959) defined employee motivation as performing a
work related action because you want to. Normally it is agreed that employee motivation can be distinguished in
intrinsic and extrinsic motiva- tion (Staw 1976, 49-52). Staw indicates that one of the first efforts to make that
distinction was in Her- zberg’s Two-Factor Theory. Nevertheless, the discourse on intrinsic and extrinsic motivation is
more from latter years (e.g. Amabile, 1993 and Deci & Ryan 2000). The discourse on how intrinsic and extrinsic
motivation can enhance employee performance (Ramlall 2008, 128).

The relationship among employee motivation and job performance has been studied in the past (Vroom, 1964). But
high statistical relationship between the two were not instituted. Notwithstanding, later on research resolved that
employee motivation and job performance are indeed mutually related. This correlation is studied in this thesis and
the objective is to render useful information to managers on how employees’ performance can be increased by
intrinsically or extrinsically motivating them. Diversity at workplace has provided managers with substantial magnitude
of problems, the big differ- ence between employees in every organization means that there is no best way to deal
with such prob- lem. What motivates some employee to perform very well may be discouraging to other employee,
therefore it poses a big challenge to present day managers. In this thesis, culture in human resource management is
discussed as well as performance management and different type of reward system.

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 Global business environment is fast changing and the organisation which are adaptable to the change are the one
going to survive. Organizations need to frame strategies in order to endure the challenging competition Electronic
copy available manner that they are aligned to the organization strategies and also understand the employee
expectations. These strategies are not just directed towards the retention and attraction but also overcome other
adverse effects of demotivation and dissatisfaction such as absenteeism, low performance, lower morale, low
contribution to the team, less coordination, less orientation towards organizational objective these could affect the
organization capacity to compete in the highly competitive business environment. This makes it important to study
and understand the factors which motivate and create job satisfaction among employees. As a part of such a
competitive business environment every organization has to plan and strategize as per the prevailing business
situation.

Today the organizations are highly focused on customer preferences so as to maximize the returns of business. The
organizations have also realized the importance of building internal competency and capacity so as to survive and
compete in this dynamic business environment. Ensuring employee commitment towards organizational objective has
been a critical issue faced by majority of the organization. Organizations are doing their best in understanding various
factors which could motivate the employees and make sure of the required commitment towards organizational
objective. The organizations failing to development such framework of organizational practices will result in to high
turnover of employees which will burden organization with extra cost of hiring and training new employees as well as
non execution of organization plans and strategies in the desired manner and low productivity and performance. The
four most important indicators are factors that are somewhat amenable to change.

For example, increasing training opportunities, improving the physical working conditions and environment through
improved physical structures, equipment, and materials, may help improve these important working conditions. Other
highly discordant factors (greater than 4 discordance) included opportunity to advance, good employment benefits,
time for family life, good income, and being based in a good location (Peters et al, 2010). These factors of job
satisfaction are very dynamic in nature and every factor has a varying effect on the employee motivation. Hence it is
important for the organization to maintain the stock and composition of factors influencing employee motivation and
job satisfaction so as to take rightful measures in time to enable to face competition. This has brought high level of
responsibility on HR of the organization to update themselves with current level of satisfaction and motivation among
to ensure the required level of commitment. Employee Motivation is an integral part Human Resource Management
and it plays a crucial role in the long-term growth of an organization. Motivation can be defined as the inherent
enthusiasm and driving force to accomplish a task. It can be used in directing employees’ behavior and actions for a
constructive vision or goal. Proper motivation turns an employee into a loyal asset and helps in maintaining the
retention rate. According to Webster's New Collegiate Dictionary, a motive is "something (a need or desire) that
causes a person to act." Motivate, in turn, means "to provide with a motive," and motivation is defined as "the act or
process of motivating. Thus, motivation is the act or process of providing a motive that causes a person to take some
action. In most cases motivation comes from some need that leads to behavior that results in some type of reward
when the need is fulfilled. This definition raises a couple of basic questions.

The performance that employers look for in individuals rests on ability, motivation, and the support individuals
receive; however, motivation is often the missing variable. Motivation is the desire within a person causing that
person to act. People usually act for one reason: to reach a goal. Thus, motivation is a goal directed drive, and it
seldom occurs in a void. The words need, want, desire, and drive are all similar to motive, from which the word
motivation is derived. Understanding motivation is important because performance, reaction to compensation, and
After employees are hired and trained, it is important to motivate them to get the desired efforts from them, to
achieve organizational objectives. While designing their compensation package, we try to meet their expectations at
the outset, suitably identifying their extrinsic and intrinsic needs, within the given policies and procedures of the
organization. However, this is restricted only in those cases, where, we can afford to become flexible, to attract and
retain talents in key positions, without contributing to the general dissatisfaction of other employees. But major

8
problems on employee motivation become evident when employees of an organization start perceiving that there is a
wide mismatch between their expectations and organizational commitments. At times, such perceived expectations of
the employees far exceed the organizational commitments, resulting in a significant drop in their perception.

Motivation is a dynamic organizational-behaviour issue and there cannot be any organization-specific motivation tool.
The subject of motivation, per­haps, received the highest attention from management thinkers’ worldwide. other HR
concerns are related to motivation. The success or failure of a company is dependent on the enthusiasm and
dedication of its employees to their jobs. Motivation plays a key role in enhancing employee effectiveness and
efficiency. Employee motivation is directly linked to employee engagement, profitability and productivity. An
organization should know that their workers are their great employees and need training. The staffs are encouraged to
do their jobs effectively and efficiently. Some staff have passion and benefits. Organizations should be mindful of their
employees' needs. The purpose of this research is to examine the importance of motivation for the management of
the workplace, without systems and without inspiring employees, no organization fulfills its mission.

Motivated employees mean staff retention and dedication that will provide short-term business growth. Background
of the study Every business and every organization want to be competitive and to grow continually. Modern times are
highly competitive and organizations are faced with challenges in terms of employee retention regardless of size,
technology and market emphasis. To tackle these constraints, it should be formed a strong and productive partnership
and relationship between employees and their organizations. Influenced and convinced to execute tasks must be the
most important factor for a company's human resources or personnel (Olusadum & Anulika, 2018). In order to achieve
prosperity, companies build many competitive strategies and increase the
productivity of their organizations. Very few companies agree that every company's employees and staff are the main
assets which can support or, if not, minimize performance. Unless and until they are satisfied with this, no workers of
any company shall be motivated and encouraged to accomplish tasks and goa Employee motivation is the level of
energy, commitment, and creativity that a company's workers bring to their jobs. Whether the economy is growing or
shrinking, finding ways to motivate employees is always a management concern. Competing theories stress either
incentives or employee involvement (empowerment).

Employee motivation can sometimes be particularly problematic for small businesses. The owner has often spent
years building a company hands-on and therefore finds it difficult to delegate meaningful responsibilities to others.
But entrepreneurs should be mindful of such pitfalls: the effects of low employee motivation on small businesses can
be harmful. Such problems include complacency, disinterest, even widespread discouragement. Such attitudes can
cumulate into crises. motivation as a meaningful construct is a central pillar at the workplace. Thus, motivating
employees adequately is a challenge as it has what it takes to define employee satisfaction at the workplace. Quite a
number of studies have been devoted to the link between motivation and its constituent factors and employee
performance in different organizations . Our study draws inspiration from the self-determination theory (SDT)
advanced by Deci et al. as a framework that can be applied to teachers motivation and performance in basic schools
in Ghana. It is worth noting that SDT differentiates between controlled motivation and autonomous motivation. The
latter is evident when individuals are faced with pressure and control.

The former on the other hand emphasizes on the volitional nature of the behavior of individuals. The SDT provides
evidence that suggests that motivation fuels performance In Ghana, the subject of motivation has always been at the
apex of national agenda and is evident in the number of strike actions in the public service. In the early part of the
2000s, teachers were part of the public servants whose agitation for improved condition of service did not go
unnoticed. Forson and Opoku had stated that teachers’ emolument accounted for less than 35% of the public service
wage bill although teachers were perceived to be in the majority in terms of numbers. This phenomenon did spark a
wave of attrition of trained teachers to other sectors of the Ghanaian economy. The teaching profession as a matter of
fact became a launched pad for the youth.

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 It should be said that the nature of the school setting is basically a function of internal management and leadership.
The head teacher or director of education as the Chief Executive needs to appreciate and recognize that results can be
obtained through people. In today’s world, organizations are concerned with what should be done to achieve
sustained high level of performance through people who are innovative thinkers. These include paying more attention
to how individuals can best be motivated and provision of an atmosphere that helps individuals to deliver on their
mandates in accordance with the expectations of management. This means that an educational manager or an
individual engaged as a teacher cannot do this job without knowing what motivates people. The building of motivating
factors into organizational roles and the entire process of leading people should be contingent on knowledge of
motivation.

Koontz and Weinrich agree that the educational managers’ job is not to manipulate people but rather to recognize
what motivates people. A national debate ensued on the significant role played by teachers in nation building and the
need to address the shortfall in the condition of service of teachers to motivate them to perform. Wider consultative
meetings were held with stakeholders in the teaching fraternity and the outcome and the panacea was the
introduction of a uniform pay structure based on qualification. The legislative arm of government passed Act 737 in
2007 that saw the birth of the Fair Wages Salary Commission (FWSC). The mandate of the commission was to ensure a
fair and systematic implementation of government pay policy. Although this has stabilized the teaching profession in
terms of the level of attrition, concerns on how this inducement translate into teacher’s performance seem to
dominate national discourse especially in the face of fallen standard of education in Ghana. Such concerns have raised
questions such as the following: (1) Does pay rise correlate with performance? (2) Are there other factors that ought
to be considered in the nexus between motivation and performance? (3) Are there any significant differences in the
level of performance among various age cohorts (4) Do educational background motivate teachers to perform better?
These and other questions are addressed in this study.

The objective of this paper is to examine the link between job motivation factors and performance among basic school
teachers in Ghana. This is against the backdrop that teachers have for some time now complained about condition of
service and with the passage of FWSC bill, one would have thought that would have impacted on performance of
teachers as it has been proven that motivation leads to satisfaction and ultimately to high performance. The standard
of education continues to be a major concern in the educational setup of Ghana. We organize the paper as follows:
section one is the introduction that sets the tone for the paper. The problem is defined in this section, and the
necessary questions that warrant redress are asked. We continue with a brief literature review on the concept of
motivation, leading to the development of a conceptual framework and hypothesis based on the self-determination
theory (SDT). Section two focuses on the method deployed, with emphasis on the aim, design and setting of the study.
The theoretical equation for the multiple regression is brought to the fore here. Section three is the results and
discussion, and section four concludes with policy implications. aslow is credited for being part of the early
contributors of human motivation concept.

Maslow classifies human needs that motivate them into two: (1) homeostasis and (2) finding that appetites
(preferential choices among foods). The former refers to the body’s automatic efforts to maintain a constant, normal
state of the blood stream. The latter concept, on the other hand, is of the view that if the body lacks some chemical,
the individual will tend (in an imperfect way) to develop a specific appetite or partial hunger for that missing food
element. Thus, Maslow was of the view that any of the physiological needs and the consummatory behavior involved
with them serve as channels for all sorts of other needs. Relating this assertion to teachers and the need for a salary
pay rise, it should be pointed out that a person who thinks he is hungry may actually be seeking more for comfort, or
dependence and managers in the educational sector ought to know this. Contemporary researches have expanded on
the theory of motivation as advanced by Maslow . For an organization to thrive and be efficient, certain conditions
ought to be available in order for managers to get the best out of its human resources (workers/employees).
Employees of an organization are the greatest asset in a dynamic and competitive environment. In the words of
Martin , if an organization wants to be effective and aims to sustain the success for a longer period of time, it is

10
important for it to have a motivated workforce made up of employees ready to learn. The last three decades have
witnessed an avalanche of studies that emphasizes on the point that employee motivation is essential for the success
of a business In exploring further on this connection, Mifflin delved into the fundamental meaning of the word
“motivation” and pointed out that it is a Latin word which means to move. Therefore, it is near impossible to move
peoples’ behavior in an organization unless such move is triggered by certain incentives. Robins and Coulter explained
the term motivation as the desire and willingness to exert high level of inspiration to reach organizational goals,
conditioned by the efforts ability to satisfy some individual need. In this study, we define motivation simply as the act
of moving people triggered by the provision of some incentives to achieve a desired goal. In the words of Deci and Ryal
, the SDT focuses on human beings inherent desire to bring change and progress as they advance to their fullest
potential. Several studies have applied the SDT in various research areas that includes education, medicine and other
organizational context. The SDT is of the view that individuals are by nature active entities who will do everything
possible to be integrated into the wider social environment in an attempt to be responsive to the behavior consistent
with existing self.

The theory according to Trépanier et al. defines social context as the workplace which facilitate or frustrate ones
striving toward self-determination. The SDT theory has two major forms of motivation which may be differentiated on
the basis of its nature and quality according to Howard et al. When employees engage in interesting activities or in
pursuance of their needs, such a form of motivation is ascribed as autonomous motivation. Such a form of motivation
facilitates employees’ vitality and energy including satisfaction and well-being When employees engage in activities
out of pressure as a result of external factors such as attaining rewards including threat of being punished, or even
endogenous sources of such pressure as maintaining self-esteem, want of approval, image management or avoiding
guilt, such a form of motivation can be ascribed as controlled motivation. Gillet et al. explain that people with
controlled motivational behavior do so out of reason as long as these contingencies exist and thus it predicts
maladaptive work outcomes (e.g., exhaustion of personal energy) and turnover intentions. Motivation is the
psychological process that gets employees going, keeps them going, and determines the direction and strength of the
effort they apply. It’s what causes them to stop and apply their energies elsewhere. Substantially, employees are
motivated by the jobs they do and the context of these jobs. If there's motivation, performance is possible. Motivation
and performance lead to personal outcomes for each employee. When aggregated, employee outcomes lead to
organisational outcomes like turnover and profit. Timeless Time consultants have trained thousands of managers in
how to motivate their staff. And each has managed the motivation and performance of hundreds of subordinates
Without any doubt education is the motor of development of each country and economy.

The efficiency of any country’s workforce drives the economic development of that country while workforce
productivity depends on its educational system. Subsequently, all countries offer colossal importance to educate their
citizens guaranteeing as many citizens as possible to have access to secondary education as a route to the higher
education. The effect of education on society turns out to be better as the number of people increases having access
to secondary education (Craig C. Pinder, 2008) It is because secondary education is a phase where students are
prepared to contribute their shares to social and economic development of their society. The motivation of employees
among few elements affecting secondary education stands tall. It is inappropriate and not enough if we merely rely on
the number of people engaged in providing service. Their ability and experience are also countable. The best positive
result can be extracted out of an employee if she/he is properly motivated. The force which energises sustains and
directs person’s effort in achieving a goal is motivation. (Bateman & Snell, 1996). A highly motivated person having an
adequate understanding of the job will work hard towards achieving the organisational goal. Motivation is considered
as one of the most imperative matters in all the organisations, no matters whether it is private or public sector
(Baldoni, 2005b). “Motive” means wants, desire, and needs of an individual. Therefore, the employee motivation
refers to a procedure where organisations inspire their employees with the shape of bonus, rewards, increment, etc.
to achieve organisational goals. This research study (Creswell, J. 2012) concerning the impact of motivation on the
performance of employees helps to understand motivation that affects employee performance in the organisation and
motivational tools used by the organisation so as to motivate employees for the best performance (Aung, 2008).
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Further, this research will make clear in what manner motivation creates an impact on the performance of employees.
The study of similar literature shall assist towards understanding different variables applied in the research work
(Creswell, J.W. 2015). Various experimental studies have found that exposures and trainings to research work are
considered as crucial factors to enhance the performance of the employees in a secondary school. In this manner,
motivation is the real driver of the employee performance in any organisation (Amabile, T.M. 1997). The employee
performance is positively correlated to motivation. This implies if employees are motivated; it certainly helps to raise
their performance. The positive correlation between motivation and performance is moderated via level of education;
training and prior research experience (Baldoni, 2005b). This factor will probably make an impact on performance and
its association with motivation in this respect.

Ramchandrapur High School (R.R.K.H.S, 2016) in Comilla, Bangladesh has been chosen as an organisation
for this case study within the research work. It’s a secondary school with different categories of employees.
Academic staff, employees-in-training, faculty members, student assistants, school staff are the employee
categories under this research study. The research will highlight the motivation along with its impact on the
performance of the employees in case of Ramchandrapur High School (R.R.K.H.S, 2016). The level of
motivation has direct as well as the positive relationship with the performance of employees along with the
organisational commitments (Vansteenkiste et al., 2006). The absence of motivation (Bateman, T.S. & Snell,
S. 1996) within the organisation tends to disrupt productivity of an organisation, and at the end, the results
cannot be generated up to the mark. Thus, the different aspects of impact on motivational cases along with
employee performance situation (Becker, S., Bryman, A. & Ferguson, H. 2012) within Ramchandrapur High
School (R.R.K.H.S, 2016) will be given emphasis throughout the research study. For many years, motivation
has been a key indicator of productive employee performance within an organisation, so it has been an area of
major concern for the organisation and human resource managers. There are wide ranges of factors that are
related to management, employees, organisation and the workplace which makes it complex and challenging
job to motivate employees in an organisation. Therefore, different strategies and method should be used by the
organisation and human resource manager to motivate employees. There are different needs and expectation
for an employee to join any organisation. Monetary and non-monetary factors are used by human resource
managers to achieve different employee and organisation related objectives. The present research works look
to know the impact of motivation on the performance of employees in Ramchandrapur High School.
Descriptive method and questionnaires embedded with Likert scale was used as main instruments for
collecting necessary data to carry out this research work. Data is collected from the sample size of 50 among
which included faculty member, employee assistants, office helper, and employee in training and security
personnel. The critical re-view of the literature and the quantitative analysis of the survey data pointed that
both extrinsic and intrinsic motivation factor play an important role in motivating employees. The study
revealed that salary is the greatest motivation factor among various extrinsic and intrinsic motivation factor
like job security, advancement in career, the good relationship among co-worker, achievement sense, training
and development and sense of recognition. The study further reveals that level of motivation among the
employee of the Ramchandrapur High School is low as com-pared to the expectation of employees. Although
both extrinsic and intrinsic factor is responsible for motivating employees in an organisation this study
revealed that employee of Ramchandrapur High School is motivated more by an extrinsic factor than an
intrinsic one. Management of school should focus more towards satisfying the extrinsic need of employees to
hold the employee for long which subsequently helps to increase the quality of output produced by it.

Providing the employees with the right blend of direction, guidance, techniques, assets and compensation
based on the goal of motivating them and making them quick to work through the way the manager wants
them to do is the major aim of the motivation. Above all, the employees are the most important resource for
any organisation. The growth of any employment depends on how motivated the employees are and how long
they stay with the organisation (Vroom, 1985). Furthermore, the cost of recruitment and maintenance of
employees are significantly reduced, and it can also help in the expansion of vocation if the system can hold
the motivated employees for long in the organisation (Nyameh et al., 2013). The motivation of employees is
the most challenging and standout characteristics a manager (Bryman, A. 2015a) should possess. There is a
growing number of cases that any organisation may face a tough time retaining employees because of the
aggressive labour market of today and the restricted opportunities available. And there is no sign of improving
12
either. The loss of employees is marked as a great loss of information, experience and aptitudes which lead to
a significant financial effect and cost to an organisation including the impact on the need of the customers
(Hackman & Oldham, 1976). Managers having strong motivational technique assist the organisation by
enhancing employee retention.

This study will investigate the relationship between the promotions and rewards on the motivation of
employees with the effects from the performance of employees, more specifically in the educational sector. It
also will describe in what manner motivation impacts on the performance of employees along with the good
strategies of motivation for achieving organisational success Motivation and performance are two significant
factors regarding organisational success and achievement (Bryman, A. 2015b). In a dynamic environment, it
is important for an organisation to embrace that change since it might propel to pick up an upper hand. For
this, the primary concern they require is the competent and skilled representatives. Motivation plays an
imperative part in any organisation since it augments the productivity of employees and the objectives can be
accomplished in a proficient way. The behaviour of employees can be altered through motivation in any
organisation. From circumstances to circum-stances the level of motivation contrasts within an individual
(Robbins; Judge & Sanghi, 2009). Motivation takes part in an imperative role for teachers because it
accomplishes the objectives in a productive and efficient way. The motivation of employees is imperative
since it enhances the abilities and learning of teachers and it specifically impacts the students’
accomplishment (Wahyuni et al., 2014). If the teachers in schools don't have sufficient motivation, they are
less able to meet the objectives which straightforwardly impact the students and the educational sys-tem. Not
many investigations had been directed in Bangladesh on employees in a secondary school. This research
fundamentally emphasised on the performance of employees (Becker, L.M. 2014) of Ramchandrapur High
School (R.R.K.H.S 2016) in the context of Bangladesh. The rationale of this research is that it might help to
characterise and individualise the significance of motivation that has a solid effect on the profitability and
performance of employees of Ramchandrapur High School (R.R.K.H.S 2016). This study may help to
enhance the performance of the employees by motivational elements to improve the overall educational
standard of the schools in secondary levels. While t alking about different factors enhancing employee
motivation, money is considered as the strongest one as employees need to earn a respectable salary to live a
quality and respectable life (Mumford, E. 1970). Financial rewards drive the individuals, who wish to fulfil
their necessities to maintain a decent life and motivate themselves towards higher performance especially in
the business related to the educational sector. But in the long run, good salary cannot help to increase
productivity and money alone can’t enhance efficiency (Aung, 2008). Focusing only on the satisfaction of
monetary needs by organisational head might wane the employer’s mentality in the long run as they seek only
financial gain. So, it is important to think of another non-monetary component in the long run like rewards,
performance feedbacks, praise, social acknowledgement and so on (Furnham & Argyle, 1998). Several types
of research have proved that rewards positively influence the employee performance leading to a job
satisfaction. Among various tools used to motivate employees or group behaviour to improve organisational
performance, motivation stands out the best. As a tool to motivate employees and their performance most
organisations today use to pay pro-motion, bonus, reward and another type of reward (Wahyuni et al., 2014).
Salary is a great motivator, but if it is meant to be used as a motivator, the organisation or institution at first
needs to develop a salary structure based on the significance, essentiality and productivity of the job,
individual performance and special allowance.

Leadership can be used as another significant tool to motivate an employee, as leadership is about finishing the thing
in a correct and progressive way. It is important to gain the trust of employees and make them follow their manager or
instructor to meet the objectives. Moreover, if a leader wants to build his trust around the organisation and make the
employees do their work appropriately, they need to be motivated (Baldoni, 2005b). There should be a reciprocal
cooperation for each other between a leader and the employees to attain higher motivation and morality. Trust is
nothing but a perception of an individual about other individuals and his/her eagerness to coordinate based on a
speech or to have firm belief with a decision. So, to succeed as an organization trust is another important factor as it
helps to improve employees’ motivation (Shanks, 2008). No matter how technology has progressed in recent years,
effectiveness of the staff is the key component to attain a high level of success. In this manner, development and
implementation of employee training program is an essential strategy to motivate employees. Also, a great
13
correspondence between the workforce and the manager can invigorate motivation as the number of uncertainty
decreases (Graves et al., 2013). Motivation occupies an important place and position in the whole management
process. This technique can be used fruitfully for encouraging workers to make positive contribution for achieving
organizational objectives. Motivation is necessary as human nature needs some sort of inducement, encouragement
or incentive in order to get better performance. This suggests the importance of motivating employees. Motivation
acts as a technique for improving the performance of employees working at different levels. Motivation of employees
is one function which every manager has to perform along with other managerial functions. A manager has to function
as a friend and motivator of his subordinates. Motivation is useful in all aspects of life and even our family life. The
same is the case with business. This dearly suggests that motivation is extremely important. It is an integral part of
management process itself. Motivation is a helpful instrument in the hands of management in exciting the workforce.
Motivation increases the willingness of the workers to work, thus increasing effectiveness of the organization.
Motivate is a “Latin word” meaning “to move” human motives are internalised goals within individuals. We can define
motive as a factor that makes a person act a particular way. It is an inner impulse causing man to action. Motive is
defined as an inner state of our mind that energizes, activates or moves and directs or channelises our behavior
towards goals.

A motive is the mainspring of human action. A motive is the active form of a desire, craving or need, a motive works
towards a cherished goal. It is goal-directed, it in itself is invisible. Motivation is the process which influences people to
act. The process involves need drives and goals. Motivation is always internal. It is externalised through behaviour.
Motivation-behaviour-goal is called the cycle of Motivation. The cycle continues till the goal is achieved. It can be
defined as the willingness to exert towards accomplishment of some goal. It focuses inner drives that activate or move
an individual to action. The force of motivation lies within the mind. It is a dynamic force setting a person into motion
and action. A man is motivated or set into action either by extrinsic rewards and punishments or by intrinsic
incentives. Motivation is, thus, an art of stimulating people to take desired course of action.

Some people may be motivated by the rewards while others are self-motivated. Thus motivation is a process to
Employee Motivation &Production - machine, materials & men, – should be managed in a impressive way. High
productivity is a long-term benefits of Employee motivation. Motivated employee is a valuable asset which delivers
huge value to the Organization in maintaining and strengthening its business and revenue growth .Motivation is the
word derived from the word ‘motive’ which means needs, desires, wants or drives within the persons. It is the process
of inspiring people to actions to achieve the goals. In the work goal background, the psychological factors motivating
the people’s behavior can be need for Money, Respect, Job-Satisfaction, Achievement, etc. Motivation occupies an
important place and position in the whole management process. This technique can be used fruitfully for encouraging
workers to make positive contribution for achieving organizational objectives.

Motivation is necessary as human nature needs some sort of inducement, encouragement or incentive in order to get
better performance.et the needs of the people realised with a view to induce them to work. Motivation of employees
is one function which every manager has to perform along with other managerial functions. A manager has to function
as a friend and motivator of his subordinates. It is an integral part of management process itself. Factors that
encourage Employee’s motivation employee performance is defined as how well a person executes their job duties
and responsibilities. Many companies assess their employees’ performance on an annual or quarterly basis to define
certain areas that need improvement and to encourage further success in areas that are meeting or exceeding
expectations. Performance is a critical factor in organizational success, helping to also improve overall productivity,
profitability, and employee morale. By assessing employee performance regularly, companies can identify areas that
need improvement ,provide support and training to employees, and ensure that everyone is working towards the
same goals .Assessment of employee performance can vary across industries, roles, and businesses, but a few general
Key Performance Indicators (KPIs) include: he employee is a very vital asset in an organisation and the most important
in performing the organisational process and achieving organisational goals. However, the challenge of every
organisation is how to optimize employee performance. Employee performance is defined as “the level of success of

14
employees in carrying out their duties and responsibilities” (Rachmaliya & Effendy, 2017:42). Employee performance is
key in determining the achievement of organizational goals; therefore organisations look for ways to motivate their
employees to give their best performance on the job. Although the topic of employee performance has been
comprehensively explored in the western context, there has been very little research on task performance of
employees in the Nigerian context. Available management literature shows that research on the prediction of
employee task performance focuses more on the direct effects of various types of single variables deliver excellent
service, thus the encumbrance of work on employee personal life is usually enormous (Uzoechi & Babatunde, 2012).
Therefore, achieving work-life balance in this era of fast pace globalization and competitiveness as well as creating a
balance between professional and personal life is a challenge for most individuals in the workplace (Sivatte, Gordon,
Rojo, & Olmos, 2015).

In the Nigerian context, the encumbrance of work roles on employee family roles is further heightened by
demographic changes, an increase in the number of women in the workforce, dual career couples, a rise in the
number of single parents, and employees’ growing reluctance to accept long hours of work culture (Ogechi & Nwaeke,
2019). Nigerian employees are thus faced with the challenge of prioritizing between work and non-work roles
(Mmakwe & Ojiabo, 2018), which results in work-family imbalance. Consequently, there is increased level of stress in
employees, rising rate of drug abuse, decreased productivity, increased rate of turnover and absenteeism, decreased
level of job satisfaction, etc. which influence employee performance (e.g. AlHazemi & Ali, 2016). Also, high attrition
rates and increasing demand for work-life balance have forced organizations to look beyond run of the mill Human
Resources interventions (Mmakwe & Ojiabo, 2018). In lieu of the foregoing, this paper examines the relationship
between work-life balance and employee performance in the Nigerian workplace. Work life balance has received a lot
of attention in the West but far less attention has been devoted to it in Nigeria (Ojo, Falola and Mordi, 2014). This
paper will focus on employees’ consideration of the importance of their personal situations and organization welfare
policies towards effective performance management on balancing their work- life. It seeks to review literature in
assessing work life balance in Nigeria and suggest suitable solutions for overcoming the problem of work life
imbalance and reduce stress which leads to encouraging the employee’s optimal performance to enhance
organizational output Employee performance management has moved beyond annual appraisals. It is continuously
evolving

. One study performed by McKinsey put forward an argument in favor of a shift from an individual-oriented
performance management model to one based on team performance. It seems that organizations are taking the think
tank's advice.To understand why managing employee performance plays such an important role in your business's
bottom line, we need to get into its benefits, how to approach it effectively, and how it impacts employee
productivity. Let us dive right in. In some ways, performance appraisals and evaluations have just become something
that we either look forward to or dread, usually once a year. They have long been accepted as something that is done
in business, but many people have no idea why. The importance of performance management goes beyond
evaluations, raises, and promotions. It has the propensity to make or break an organization. Both performance
management and rewards systems are key levers that can be used to motivate and drive individual and group
performance ... which leads to overall organizational performance, productivity, and growth. Performance and
rewards systems are also “cultural” in that they provide a glimpse into the way a company manages the performance
(or nonperformance) of its employees, and to what extent they are willing to differentiate and reward for that
performance. There has been a great deal of discussion over the years to identify best practices in the ways we
differentiate and reward employees, which will also drive employee performance and motivation.Before we can talk
about best practices and findings in rewards and motivation systems, we must first define the terms. Rewards systems
are the framework that an organization (generally via human resources) creates and manages to ensure that
employee performance is reciprocated with some sort of reward (e.g., monetary or other extrinsic) that will drive and
motivate the employee to continue to perform for the organization. Rewards programs consist primarily of
compensation programs and policies, but can also include employee benefits and other extrinsic rewards that fulfill

15
employee needs.Within human resource management, the primary focus of a rewards program in an organization is to
successfully implement a compensation system.

Most organizations strive to implement a pay-for-performance compensation program that offers competitive pay in
the marketplace and allows differentiation of compensation based on employee performance. Pay for performance
begins with a philosophy that an organization adopts that states that they seek to reward the best-performing
employees to enhance business performance and take care of those who can have the greatest impact. The study also
showed that the drivers differed depending on whether the company was high performing or lower performing.
6Almost half of high-performing organizations indicated that recognizing and rewarding top performers was the main

driver of their pay-for-performance strategy, making it number one on the list of primary drivers. Lower-performing
organizations did not appear to be as sure about the drivers behind their strategy. The number one driver among this
group was achieving corporate goals. It appears that those top-performing organizations that implement a pay-for-
performance strategy truly believe in the idea of differentiating among different levels of performance.

According to the 2015 World at Work “Compensation Programs and Practices Report,” pay for performance continues
to thrive with better than 7 in 10 (72%) companies saying that they directly tie pay increases to job performance, and
two-thirds (67%) indicating increases for top performers are at least 1.5 times the increase for average performers. In
addition, the results of the survey seem to indicate that employees’ understanding of the organization’s compensation
philosophy improves when there is higher differentiation in increases between average and top performers. The
greater differentiation of increases is more visible and drives home the point that the company is serious about pay for
performance.7A pay-for-performance program may have many components, and the human resources organization
has the challenge of designing, analyzing, communicating, and managing the different components to ensure that the
philosophy and the practices themselves are being carried out appropriately and legally.

Human resource management’s role in establishing pay for performance is that HR must engage business leadership to
establish the following elements of the framework Human resource management is responsible for defining and
driving the various elements of an organization’s total rewards strategy and ensuring that it is engaging enough to
attract and retain good employees. It is easy to see that there are many different types of rewards that can motivate
individuals for many different reasons. In the HBR article “Employee Motivation: A Powerful New Model” (Nohria,
Groysberg, Lee), August 2008, the authors describe four different drives that underlie motivation. They assert that
these are hardwired into our brains and directly affect our emotions and behaviors. These include the drives to
acquire, bond, comprehend, and defend. illustrates each of these drives, the primary levers found in an organization
to address those drives, and the actions that should be taken to support the primary levers. 8 The drive to acquire
describes the notion that we are all driven to acquire scarce goods that bolster our sense of well-being. This drive also
seems to be relative (we compare ourselves to others in what we have) and insatiable (we always want more). Within
an organization, the primary lever to address this drive is the reward system, and the actions are to differentiate levels
of performance, link performance to rewards, and pay competitively. The drive to bond describes the idea that
humans extend connections beyond just individuals, to organizations, associations, and nations. In organizations, this
drive is fulfilled when employees feel proud to be a part of the company and enjoy being a member of their team.
Within an organization, the primary lever to address this drive is culture, and the actions are to foster mutual reliance
and friendships, to value collaboration and teamwork, and to encourage best practice sharing. The drive to
comprehend is the concept of all of us wanting to make sense of the world around us and producing different theories
and accounts to explain things. People are motivated by the idea of figuring out challenges and making a contribution.
In organizations, the primary lever to address this drive is job design, and the actions are to design jobs that have
distinct and important roles in the organization, as well as jobs that are meaningful and foster a sense of contribution.
The drive to defend is our instinct to defend ourselves, our families, and our friends, and it describes our
defensiveness against external threats.

This drive also tells us a lot about our level of resistance to change, and why some employees have especially guarded
or emotional reactions. In organizations, the primary levers that address this drive are performance management and
16
resource-allocation processes, and the actions are to increase process transparency and fairness, and to build trust by
being just in granting rewards, assignments, and other recognition. Within human resource management, the area of
compensation and reward systems is exceedingly complicated. In organizations, we think primarily of compensation
rewards, which are very important drivers and motivators for most people. We need to also remember the other
aspects of the total rewards strategy, as well as the drives and levers we can utilize to motivate employees.

Employee performance management is a dynamic and strategic approach to sustain a high-performance culture
within an organization. Its goal is to bring out the best in every employee and align it with the organization’s long-term
vision and mission. It’s important to note that there are no fixed performance appraisal criteria. They can differ from
one company to another based on their organizational guidelines and culture. However, certain attributes remain
common and are followed by every firm. Some examples are behavioral traits, skill & competency level, efficiency,
willingness to learn, etc.Furthermore, a company can set different sets of performance appraisal criteria for different
hierarchical levels. For instance, the performance appraisal criteria for an SEO executive can be different from those
for a digital marketing head.

The management team also can have entirely different performance management criteria. Managers within
companies or organizations are primarily responsible to ensure the tasks or job is done through employees in the right
way. To achieve this, these managers must ensure that they have a competent personnel department for the
recruitment of the best employees that are capable to do the job. For the company to optimize employee’s
performance there is need for the employees to be sufficiently motivated. Therefore, motivation in theory and
practice becomes a difficult subject touching on several disciplines. Although a lot of scholarly research has been
written on motivation, this subject is not clearly understood and more often than not poorly practiced. On this score,
to best understand how motivation can impact on employee´s performance one must understand human nature. In as
much as motivation impacts on employee performance, there is need to blend the appropriate motivational tools with
effective management and leadership to achieve this goal.Not withstanding the fact that motivation is very important
to determine employee’s ability so do other factors such as the resources given to an employee to do his or her job.
Therefore ,successful work performance can arise from a variety of motives. For instance, two people doing similar
jobs may both be successful for different reasons, one salesperson may be motivated by the commission earned on
sales, while the othermay be more concerned about meeting sales targets.

This creates a nuance in the subject matter because motivation to enhance performance varies from person to person
and from company to company. These are the challenges managers are confronted with in designing appropriate
motivation tools that will be able to meet with the expected performance within the company. This therefore arouses
more critical academic thinking within the subject area. In this light a lot of academic literatures from scholars and
practicing managers have ensured to resolve this intriguing academic domain onhow motivation can enhance
performance. Increasingly, organizations are understanding that their management systems must be brought into the
21st century if they are going to be competitive in the current market. Research shows that previous systems, such as
yearly appraisals, are outdated and can even serve to decrease employee engagement and motivation. In light of this,
more companies are turning to performance management than ever before. This dynamic and strategic approach to
developing improved performance in employees is gaining ground in companies large and small, including many
Fortune 500 and industry-leading organizations.

Managing employee performance is one of the key drivers for organizational success in the present context of firms
trying to adopt a resource centered view of the organizational. We have seen elsewhere that integrating HRM
practices with those of organizational goals and strategy increases the competitive advantages for the firm. Similarly,
managing employee performance within the larger framework of organizational goals is critical for organizations that
count people among their key assets. As we have been mentioning throughout, firms in the service sector that lay a lot
of emphasis on people need to ensure that employee performance is managed in a holistic manner. Motivated
employees are loyal to their organization and find value and social status in their work. Thus, they are driven to

17
discover their best selves for the organization. Whenever employees are giving their best in the workplace, the whole
workflow becomes more efficient. Thus, organizations’ capacity to produce high-quality work increases.

With time employees can take on more responsibilities without compromising the quality of their work. As a result,
the organization can increase both quality and productivity effectively with the help of their motivated workers. With
this result, companies can give their employees appropriate recognition and incentives while acquiring fresh talents to
increase overall productivity significantly. Each organization needs to make a sustainable profit margin to keep itself
afloat. This profit depends on the quantity and quality of a company’s work. Organizations can take several initiatives
to keep their employees motivated. With motivated employees, organizations can increase the quality and quantity of
the work they produce. Therefore, the profit margin can be increased accordingly. An increase in profit allows
organization leaders to give better salaries, incentives, rewards, and benefits to make employees’ lives easier. Thus,
employees stay loyal and engaged with the organization and keep evolving with it. Employee turnover costs
organizations a reasonable sum of budget. Each organization allocates substantial time and resources to train
employees to develop skills and maintain wellbeing. So, when employee turnover occurs, all this time and resources
become unavailable for the organization.

This is why motivation is important in an organization. Organizations that keep their employees motivated can reduce
turnover significantly. By taking the right motivation approach, organizations can bring out the best in their employees
and keep them engaged with their culture. Thus, employees tend to change their jobs less frequently. Thus,
organizations can effectively reduce the turnover cost along with the cost of training new employees. It allows
organizations to keep a steady production with seamless growth. Most employees nowadays are more interested in
having a good work-lives balance. This tendency has been seen in millennial workers, who make a prominent number
in recent workplaces. Organizations that keep their employees motivated can offer their employees a good work-life
balance. This gives the employees opportunities to separate their personal life from work life and treat each life with
the necessary importance. With this opportunity, employees can have the ability to deal with any issues of their
personal life in their own time and will be able to give the best input in their work. Therefore, workplace productivity
increases and excellent office culture is established.

Employee motivation drives the quality of work and boosts performance in an organization. When organizations keep
their employees motivated, production can be done without interruption. Therefore, organizations achieve great
harmony in the whole workflow, influencing productivity positively. With the harmony in workflow, there comes a
decreased error margin. Therefore, the product quality has increased significantly. Also, the job performance of
motivated employees is significantly higher than unmotivated employees. With better motivation, the aptitudes and
skills of employees increase significantly. Thus, they become more involved in the production process and deliver top-
notch product quality. These products increase the market value of the organization and can make the organization a
household name.

For any organization, customer satisfaction is a must. It helps the organization build loyal audiences and transform the
business into a well-known brand. When an organization has enough motivated employees, they give their best to
increase product quality. Also, they put their best efforts into solving any problem concerning the product or services
their organization markets. Employees who directly interact with the customers can influence customer satisfaction
significantly. When employees are properly motivated, they will utilize their best efforts to make the customer
satisfied with the product or service. When consumers are satisfied with a product or service, the organization gets
recognition, and reputation increases .

With quality products and customer service, the consumers stay satisfied as they get the best products for their
money. Thus, customer satisfaction increases significantly. From the discussion above, it is clear that employee
motivation is one of the key factors for organizational success. Better salary, incentives, working conditions are some
of the important factors to motivate employees. However, research has shown that employee recognition can drive
motivation significantly. Organizations that constantly recognize the achievements and efforts of employees are
18
achieving high productivity due to the boost in motivation .Recognition gives employees a sense of accomplishment. It
makes them feel valued and gives them confidence and willingness to accept new challenges. Thus, with a good
recognition program, the company can boost employee engagement and loyalty and increase employee retention.
Organizations need to recognize employees for their appropriate behavior and accomplishment. Also, without timely
recognition, the whole recognition process fails. Online recognition platforms can be very effective in this
manner.These platforms track all the necessary performance data of an organization. From these data, the platform
can analyze what an organization needs to motivate employees. With those metrics, the platform helps organization
leaders to create a custom recognition program for motivating employees effectively.Whenever an employee fulfills
any of those required metrics, the platform acknowledges and sends company-wide notifications to celebrate the
accomplishment. Thus, organizations can keep track of the achievements of their employees to motivate and
celebrate them properly.While recognizing employees is possible even without online recognition platforms, they are
often difficult and time-consuming. Also, manual recognition has a sizable human-error margin that can cause disputes
between employees.On the other hand, online platforms are quite accurate and can immediately recognize employees
for their efforts.

These efforts can keep employees engaged with the organization and motivate them exceptionally.Despite the size of
the organization, leaders should invest in a good online recognition platform for the best results for the organization.
Employee motivation is crucial for any organization. It allows organizations to prosper and use their employees’ talents
strategically. Every organization needs to give its best efforts to keep its employees motivated and engaged.Employee
recognition is one of the most effective ways to motivate employees. With appropriate recognition efforts, employees
feel more connected and motivated.Online recognition platforms can help organizations recognize their employees
most effectively. These platforms recognize employees accurately and immediately, which is crucial for motivating
employees efficiently. the present globalized era, business entities bulls eye on to earn massive revenue in each
financial year. In that prospects those organizations set different kinds of agendas to get the competitive advantage in
the fierce market competition. Business organizations establish a good corporate governance to reach on their every
financial and nonfinancial goal. In order to reach to that target those companies are now take the initiative to keep
motivated their skillful employees. Employee motivation brings success to any types of business enterprise, whether
that is midsize organization or a multinational company. In order to run the functional process in smooth manner the
companies are preparing some outstanding strategies to maintain the corporate governance and get the competitive
advantage in certain way.

Any type of company has consisted with various department, such as the finance department, administrative
department, public relation department, sells department and human resource department. The human resource
department is responsible to manage the employees and to extracts Excellencies from the skillful employees; based on
the employee performance report Authorities take the decision to promote or demote the employees. Presently the
human resource department has a major impact to bring large scale productivity for any organization by managing the
employees. According to various researchers of this specific title that is the impact of the motivation of employees on
work performance they have been stated that if the employees of any companies need to be motivated then their
psychological factors need to be assessed by the authority of an organization. In other words some scholars said that
employees can not engage with their assigned task until and unless they are pursuing the positive mentality.
Interpersonal communication intended purpose only can be fulfilled if the intrapersonal communication goes in
systematic and satisfied manner. In the subject of communication interpersonal communication is such a factor which
help person to communicate with themselves. If they are able to understand their needs transparently they can plan
in systematic manner in their professional field this paper highlight over the different factors associated with the
employee motivation process. In many companies there have been assigned some trainers and personality developer
to motivate the employees but all those factors are willing to enhance the capacity of the employees not to motivate
the employees from their inner perspective indeed.

19
 If worker do understand about the importance of the work and the professionalism then they automatically will be
involved to their assigned work. The aim of this paper is to find out the effectiveness of the motivated employees for
any business organization Motivation is the most essential part of the work life of an employee. It inspires
individuals for putting in their efforts towards the attainment of the organizational goals. The motivational
tools should be formulated by taking into consideration the fact that individuals join the organization because
they feel that their personal goals would be satisfied by getting associated with the organization. Motivation is
required in every sphere of organizational life, as it helps in building the zeal and interest among the
employees to pursue organizational goals. It also increases the efficiency of the employees.

Motivate is a “Latin word” meaning “to move” human motives are internalised goals within individuals. We can define
motive as a factor that makes a person act a particular way. It is an inner impulse causing man to action. Motive is
defined as an inner state of our mind that energizes, activates or moves and directs or channelises our behavior
towards goals. A motive is the mainspring of human action. A motive is the active form of a desire, craving or need, a
motive works towards a cherished goal. It is goal-directed, it in itself is invisible. Motivation is the process which
influences people to act. The process involves need drives and goals. Motivation is always internal. It is
externalised through behaviour. Motivation-behaviour-goal is called the cycle of Motivation. The cycle
continues till the goal is achieved. It can be defined as the willingness to exert towards accomplishment of
some goal. It focuses inner drives that activate or move an individual to action. The force of motivation lies
within the mind. It is a dynamic force setting a person into motion and action. A man is motivated or set into
action either by extrinsic rewards and punishments or by intrinsic incentives. Motivation is, thus, an art of
stimulating people to take desired course of action. Some people may be motivated by the rewards while
others are self-motivated.

Thus motivation is a process to get the needs of the people realised with a view to induce them to work.
Indeed, motivation is nothing but an action of inducement. The skill of motivating the people is the life blood of an
organisation. Hence it is important to understand people and the way to handle this dynamic human resource, so that
people work to the utmost ability that too with interest. Psychologists define motivation as that which arouses
behaviour, sustains it and channelises the behaviour into a specific course. Motivation is the process of creating
organisational conditions which will impel emphasis to strive to attain organisational goals. Psychologists
generally agree that all behaviour, sustains it and channelises the behaviour into a specific course. Motivation
is the process of creating organisational conditions which will impel emphasis to strive to attain organisational
goals. Psychologists generally agree that all behaviours are motivated and that people have reasons for doing
the things they do or for behaving in the manner that they do. In other words, all human behaviour is designed
to achieve certain goals and objectives. Such goal directed behaviour revolves around the desire for need
satisfaction. We may define motivation as, “a willingness to expend energy to achieve as goal or reward. It is
a force that activates dormant energies and sets in motion the action of the people. It is a function that kindles
a burning passion for action among the human beings of an organisation”.

Thus motivation consists of the three interacting and interdependent elements of needs, drives and goals. Needs are
the deficiencies and are created whenever there is a physiological or psychological imbalance. Drives or Motives are
set to alleviate needs. These are action oriented and provided an energizing thrust towards goal accomplishment. They
are the very heart of motivational process. Goals are anything which will alleviate a need and reduce a drive.
There are some facts about motivation need, such as – (i) Motivation is a hypothetical concept which is
defined in terms of antecedent conditions and consequent behaviour, (ii) Motivation is an intervening variable
for it cannot be seen, heard or felt and can only be inferred from behaviour. For instance, motives such as
hunger, sex, power and achievement cannot be seen. Restlessness, walking, running, eating or talking or
winning a new friend can be observed. Motivation refers to a feeling within individuals. It is an inner state that
energizes, activates or moves and directs or channelises behaviour towards goals. All human behaviour is designed to

20
achieve certain goals and objectives. Such a goal directed behaviour revolves around the desire for need satisfaction.
The need setup drives to accomplish goals. Motivation consists of the three interacting and interdependent elements
of needs, drives and goals .

It is not possible that a part of a man is motivated but whole man is motivated. A person’s basic needs
determine to a great extent, what he will try to do at any given time. Needs are the deficiencies and are created
whenever there is a physiological or psychological imbalance. Motivation represents an unsatisfied need which
creates a state of tension or dis-equilibrium, causing individual to move in a goal directed pattern towards
restoring a state of equilibrium by satisfying the need. Motivation implies any emotion or desire which so
conditions ones will that the individual is properly led into action In the directing process, motivation is one of
the important elements. By motivating people, the manager guides people’s actions in the desired direction so as to
enable him to achieve the organisational objectives. For performing any job, two important things are necessary, viz.,
will to work and ability to work. The importance of motivation lies in converting this ability to work into the will to
work.

For performing any job, there is a need for both, viz., the ability and willingness to work. Without willingness,
ability to work is of no use. Hence, there is a need for motivating a person to do his job. Performance depends
on ability and willingness and in turn, willingness depends on motivation. It can be expressed in a formula –
Performance = Ability x Motivation. employee motivation is a crucial aspect of any successful organization. It’s the
driving force that propels employees towards achieving their goals, which in turn contributes to the organization’s
overall success. In this guide, we will discuss employee motivation, provide you with practical and effective
strategies to enhance it, and help you achieve your team’s full potentt the heart of employee performance lies
motivation – the level of enthusiasm, energy, commitment, and creativity that an employee brings to their role daily.
The origin of the word “motivation” comes from the Latin word “movere,” meaning “to move.” Motivation is
inherently linked to behavior, and to achieve desired goals and results, this behavior must be harnessed and
channeled effectively. Motivation is a crucial driver of success in the workplace, and understanding how to
cultivate and maintain it is key to achieving optimal performance. n organization needs to understand for a fact
that not employees are clones. They are individuals with different traits. Thus, effectively motivating your employees
will need to acquire a deeper understanding of the different types and ways of motivation.

Therefore, you will be able to categorize your employees better and apply the right type of motivation to
increase the level of employee engagement and employee satisfaction. Some employees respond better to
intrinsic motivation, while others may respond better to extrinsic motivation. Employee motivation is all about
how engaged an employee feels in tandem with the organization’s goals and how empowered he/she
feelsEmployee motivation is the level of energy, commitment, and creativity that a company's workers bring to their
jobs. Whether the economy is growing or shrinking, finding ways to motivate employees is always a management
concern. Competing theories stress either incentives or employee involvement (empowerment). Employee motivation
can sometimes be particularly problematic for small businesses. The owner has often spent years building a company
hands-on and therefore finds it difficult to delegate meaningful responsibilities to others. But entrepreneurs should be
mindful of such pitfalls: the effects of low employee motivation on small businesses can be harmful.

Such problems include complacency, disinterest, even widespread discouragement. Such attitudes can cumulate into
crises. But the small business can also provide an ideal atmosphere for employee motivation: employees see
the results of their contributions directly; feedback is swift and visible. A smoothly working and motivated
work force also frees the owner from day-to-day chores for thinking of long-term development. Furthermore,
tangible and emotional reward can mean retention of desirable employees. People thrive in creative work
environments and want to make a difference. Ideally the work result itself will give them a feeling of
accomplishment—but well-structured reward and recognition programs can underline this consequenceOne

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approach to employee motivation has been to view "add-ins" to an individual's job as the primary factors in improving
performance.

Endless mixes of employee benefits—such as health care, life insurance, profit sharing, employee stock ownership
plans, exercise facilities, subsidized meal plans, child care availability, company cars, and more—have been used by
companies in their efforts to maintain happy employees in the belief that happy employees are motivated employees.
Many modern theorists, however, propose that the motivation an employee feels toward his or her job has less
to do with material rewards than with the design of the job itself. Studies as far back as 1950 have shown that
highly segmented and simplified jobs resulted in lower employee morale and output. Other consequences of
low employee motivation include absenteeism and high turnover, both of which are very costly for any
company. As a result, "job enlargement" initiatives began to crop up in major companies in the 1950s. While
terminology changes, the tenets of employee motivation remain relatively unchanged from findings over half
a century ago. Today's buzzwords include "empowerment," "quality circles," and "teamwork." Empowerment
gives autonomy and allows an employee to have ownership of ideas and accomplishments, whether acting
alone or in teams. Quality circles and the increasing occurrence of teams in today's work environments give
employees opportunities to reinforce the importance of the work accomplished by members as well as receive
feedback on the efficacy of that work. In small businesses, which may lack the resources to enact formal
employee motivation programs, managers can nonetheless accomplish the same basic principles. In order to
help employees feel that their jobs are meaningful and that their contributions are valuable to the company,
the small business owner needs to communicate the company's purpose to employees. This communication
should take the form of words as well as actions.

In addition, the small business owner should set high standards for employees, but also remain supportive of
their efforts when goals cannot be reached. It may also be helpful to allow employees as much autonomy and
flexibility as possible in how their jobs are performed. Creativity will be encouraged if honest mistakes are
corrected but not punished. Finally, the small business owner should take steps to incorporate the vision of
employees for the company with his or her own vision. This will motivate employees to contribute to the
small business's goals, as well as help prevent stagnation in its direction and purpose. There are as many
different methods of motivating employees today as there are companies operating in the global business
environment. Still, some strategies are prevalent across all organizations striving to improve employee motivation. The
best employee motivation efforts will focus on what the employees deem to be important. It may be that employees
within the same department of the same organization will have different motivators.

Many organizations today find that flexibility in job design and reward systems has resulted in employees' increased
longevity with the company, improved productivity, and better morale. Giving employees more responsibility and
decision-making authority increases their realm of control over the tasks for which they are held responsible and
better equips them to carry out those tasks. As a result, feelings of frustration arising from being held accountable for
something one does not have the resources to carry out are diminished. Energy is diverted from self-preservation to
improved task accomplishment. At many companies, employees with creative ideas do not express them to
management for fear that their input will be ignored or ridiculed. Company approval and toeing the company line have
become so ingrained in some working environments that both the employee and the organization suffer. When the
power to create in the organization is pushed down from the top to line personnel, employees who know a job,
product, or service best are given the opportunity to use their ideas to improve it.

The power to create motivates employees and benefits the organization in having a more flexible work force, using
more wisely the experience of its employees, and increasing the exchange of ideas and information among employees
and departments. These improvements also create an openness to change that can give a company the ability to
respond quickly to market changes and sustain a first mover advantage in the marketplace. If employees are given the
tools and the opportunities to accomplish more, most will take on the challenge. Companies can motivate employees

22
to achieve more by committing to perpetual enhancement of employee skills. Accreditation and licensing programs for
employees are an increasingly popular and effective way to bring about growth in employee knowledge and
motivation. Often, these programs improve employees' attitudes toward the client and the company, while bolstering
self-confidence. Supporting this assertion, an analysis of factors which influence motivation-to-learn found that it is
directly related to the extent to which training participants believe that such participation will affect their job or career
utility. In other words, if the body of knowledge gained can be applied to the work to be accomplished, then the
acquisition of that knowledge will be a worthwhile event for the employee and employer. The number of hours
worked each week by American workers is on the rise, and many families have two adults working those increased
hours.

Under these circumstances, many workers are left wondering how to meet the demands of their lives beyond the
workplace. Often, this concern occurs while at work and may reduce an employee's productivity and morale.
Companies that have instituted flexible employee arrangements have gained motivated employees whose productivity
has increased. Programs incorporating flex-time, condensed workweeks, or job sharing, for example, have been
successful in focusing overwhelmed employees toward the work to be done and away from the demands of their
private lives. For all the championing of alternative motivators, money still occupies a major place in the mix of
motivators. The sharing of a company's profits gives incentive to employees to produce a quality product, perform a
quality service, or improve the quality of a process within the company. What benefits the company directly benefits
the employee. Monetary and other rewards are being given to employees for generating cost-savings or process-
improving ideas, to boost productivity and reduce absenteeism. Money is effective when it is directly tied to an
employee's ideas or accomplishments. Nevertheless, if not coupled with other, non-monetary motivators, its
motivating effects are short-lived. Further, monetary incentives can prove counterproductive if not made available to
all members of the organizationStudy after study has found that the most effective motivators of workers are non-
monetary.

Monetary systems are insufficient motivators, in part because expectations often exceed results and because
disparity between salaried individuals may divide rather than unite employees. Proven non-monetary positive
motivators foster team spirit and include recognition, responsibility, and advancement. Managers who recognize the
"small wins" of employees, promote participatory environments, and treat employees with fairness and respect will
find their employees to be more highly motivated. One company's managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement. The most effective rewards, such as letters of
commendation and time off from work, enhanced personal fulfillment and self-respect. Over the longer term, sincere
praise and personal gestures are far more effective and more economical than awards of money alone. In the end, a
program that combines monetary reward systems and satisfies intrinsic, self-actualizing needs may be the most potent
employee motivator. Employee Motivation is crucial to your organization. It is the root from which stems both the
progress and the downfall of your company.

Employee Motivation can be defined as the attitude employees have towards their work. It is the desire and
energy that makes people continually interested and committed to a job. It is what drives them, pushes them,
or "motivates" them to achieve or even show up at work every day. Employee motivation is essential to your
company. Motivated employees are dedicated, work harder, and, therefore, produce more. In other words, employee
motivation improves the quality of work. No company, small or large, can win over the long run without
energized employees who believe in the mission and understand how to achieve it. – Jack Welch Without a
motivated workplace, a company can face significant losses. An employee who does not feel motivated won't be
able to perform well. He won't want to give his best and work hard to achieve his goals. Motivated employees
help achieve business goals. They also improve the overall productivity of the organization. In some ways,
employee motivation affects employee engagement. An engaged employee is emotionally committed to the company.
This commitment tends to influence his behavior towards the organization. And this attitude impacts his Motivation to
work Employee motivation can serve as a major driver of organizational success. But keeping team members
23
motivated still proves elusive for many organizations today, and not without reason. Every employee responds to
different motivators, and investing in the wrong ones only depletes your company’s budget without effect.
Preferences also shift over time, so what engages your workforce right now is almost certain to evolve in the coming
years.

How can your organization stay on top of employee motivation and engage team members over the long haul?
It’s not as difficult as you might think, as long as you understand what employee motivation really is, the
types of incentives today’s workers respond to, and how to keep your finger on the pulse of employee
sentiment at your company Employee motivation is the level of commitment, drive, and creativity that your team
brings with them to work every day. It has a major impact on almost every part of your company, whether positive or
negative. Motivated employees do everything they can to get the job done, improving productivity and serving as
examples for the rest of the workforce. Unmotivated employees do only what’s necessary to get by, and they’re more
likely to start looking for positions elsewhere. Thankfully, employee motivation is something that your enterprise
can cultivate.

Beyond the obvious levers available to any company, like raises and promotions, organizations can turn to
unique incentives tailored to their workforce. Offering flexibility in work arrangements, professional
development opportunities, and establishing recognition initiatives are just a few of the methods organizations
can explore to keep employees motivated. There are many confidence-enhancing and team-building activities for
employees, and employee motivation is one of them. It is a critical element for a successful and self-motivated
workplace as it energises, inspires, and pushes employees to their full potential. It depicts how dedicated an employee
is in their daily activities, how drawn they feel towards achieving the goals and objectives of an organisation, and how
they push their boundaries to accomplish their personal goals, among other things Employee Motivation means the
drive or inspiration that an individual has to perform at work. It's what makes a person want to get up in the morning
and be excited to go to work. When employees are motivated, they're more likely to be productive, creative, and
engaged in their job. Employee Motivation is influenced by a variety of factors. These include recognition, growth
opportunities and a positive work environment. By understanding and promoting such factors, a better workplace
culture is created.

This, in turn, improves overall job satisfaction for employees. employee Motivation in Human Resource Management
(HRM) is a vital part of efficient workplace administration. It is crucial for organisations because it directly impacts the
performance and productivity of employees. When employees are motivated, they are more likely to be engaged and
put in their best effort towards their work. This, in turn, may lead to better results for the company and a more
positive work environment for everyone. Additionally, motivated employees are more likely to stay with the company
for longer. An organization consists of a large or small group of individuals which is working under the direction of a
management and a system for the accomplishment of certain common objectives. The individuals forming the group
are the employees of the organization who contribute their efforts towards the achievement of the organizational
objectives. Employees are very vital and an integral part of the organization.

They are important for the organization for its functioning. The employees are to display positive attitude towards
work so that the organization can function well. The organization is considered to be performing if it is achieving
its objectives. The objectives for the determination of the organizational performance are normally directed
towards achieving improved profits, productivity, sales, innovativeness, market share, and shareholder wealth.
The organizational performance is normally considered successful if it accomplishes its goals (effectiveness)
using a minimum of resources (efficiency). The performing organization ensures that its objectives are
consistently being met in an effective and efficient manner. Management of such an organization focuses on
the effective and enhanced performance of the organizational resources (materials, plant and equipment, and
financial capital), processes and systems, and employees (human resource) towards meeting the strategic
objectives and the priorities of the organization. Hence, the performance of the organization is decided by the
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processes which are implemented for improving both the effectiveness of the organization as well as the well-
being of the employees through planned interventions. performance is a function of ability, the perception of the
task required, and the efforts put in. Performance accomplishment, in turn, is related to the rewards and the
satisfaction. In the present day environment, an organization is highly dependent on the work motivation level of its
employees for its performance. It is now universally recognized that the employees’ motivation play a dominant role in
the performance of the organization. When there is a low level of employees’ motivation, then it leads to low
employees’ morale, lack of employees’ commitment and low productivity of the employees which gets reflected in the
organizational performance.

Employees are one of the vital organs of the organization. For leading the organization to success, they are to
function in a manner so that the other vital organs of the organization also functions well and when all the
organs of the organization functions well, it leads to the improvement in the organizational performance.
Motivated employees are essential for the organization which desires to improve its performance. In this context,
motivation means the willingness of the employees to make efforts and take action towards organizational objectives.
The challenge for the organizational management is to see that not only the employees are motivated but the
employees’ motivation is also sustained. Motivation helps in the goal directed behaviour of the employees. There
are several definitions for the employees’ motivation which have evolved over the time. The common thing in
these definitions of the motivation is that the motivation provides the employees the stimuli, push, and drive
among others which propel them to act in a specific and particular way. It creates a desire in the employees to
achieve beyond expectations. It provides the employees an inner force which drives their level of effort,
determination and energy in the face of the obstacles and the impediments to accomplish the objectives.
Motivation increases the trust of the employees in the organization. The employees feel appreciated and work
with enhanced enthusiasm which leads to their better productivity and loyalty. It is often said that a motivated
employee is a productive employee. Hence, special attention is required from the organizational management
to see that the employees of the organization remains continuously motivated. The management which
achieves success in this ensures a good performance of the organization. Employees’ motivation is not a
simple concept. It relates to various drives, desires, needs, wishes and other forces. For the sake of the
organizational performance, the management is to provide an environment in the organization which
motivates the employees. Motivation in the employees induces the required drives and desires towards their
performance. The drive to acquire is met when the management discriminates between good, average and poor
performers by tying to reward clearly and transparently the performance of the good employees and providing them
opportunities for advancement.

The drive to bond is fulfilled when a culture promotes teamwork, collaboration, openness and friendship.
Management encourages care about the employees, and the employees encourage care for each other to bring the
behaviour of the belongingness in the employees. The drive to comprehend is supported when the job design involves
creating and specifying jobs which are meaningful, interesting and challenging. Employees are also challenged to think
more creatively and broadly about how they can contribute to make a difference to the organization, customers, and
investors. The drive to defend is met when there is increased transparency, fairness and equity over all the processes.
To emphasize these characteristics, performance management and resource allocation processes are used. These
processes make evaluation and decision taking processes transparent, fair and clear. Employees can also get
motivated themselves by seeking work where their individual goals, needs and wants are achieved. Both the intrinsic
factors and the extrinsic factors influence the employees’ motivation. Intrinsic motivation is the motivation which
comes from inside of the employee.

The motivation is generated through satisfaction and pleasure that the employee gets in completing or working on a
task. Factors which influence intrinsic motivation include responsibility, freedom to act, scope to use and develop skills
and abilities, interesting work, and opportunities for advancement. These motivating factors, which are concerned
with the quality of life, tend to have a long term effect since they are inherent in individual and not imposed from
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outside. On the other hand, the extrinsic motivation is something which is done to or for employees to motivate them.
It arises from factors outside the employees, such as pay, position and punishments (criticism). These are rewards
which provide the employees the satisfaction and pleasure which the task itself might not provide. The extrinsically
motivated employees can work on a task even when they have little interest in it. This type of motivation usually has
an immediate and powerful effect, however it does not tend to last for a long time.

Employees’ motivation leads to healthy and safe practices at the work place. Employees concentrate more on
the job, put their best efforts on the job, and do not waste their time in the non productive activities. They are
more committed to their jobs. They enjoy their job and get a feeling of happiness and satisfaction while
working on the job. This results into higher attention of the employees towards their work which in turn leads
to improvement not only in the volume of their output but also towards the quality of the work as well as the
output quality otivated employees perform work better than those employees who lack motivation. They are more
innovative as they are always looking for better ways to complete a task. They are self-directed and goal-oriented.
They can produce high-quality work with more or maximized efficiency and productivity which also leads to the
improvement in the performance of the organization. Motivated employees are crucial for the success of the
organization. The organization can reach some level of success without highly motivated employees but it
rarely achieves its full potential. Employees being human need to be rewarded and encouraged for their
efforts. Motivation and reward has a strong link.

It is therefore necessary for the organization to find out what motivates its employees so that it can suitably
plan a reward system and gain better results. The right combination of material and immaterial rewards can
boost up the work motivation of the employees and enhanced their commitment to the organization.
Organizational management is required to consider the employees’ motivation as one of the organizational
policies to increase effectively the performance of the employees at the workplace. It is an accepted fact that
the motivation causes changes in the employees’ behaviour which makes them work intelligently, harder and
smarter. Management is to positively reinforce those employee behaviours which lead to positive outcomes
and negatively reinforce those employee behaviours which lead to negative outcomes.

This improves their quality of work as well as improves their productivity and performance which in turn
improves the performance of the it is the level of energy, commitment, and creativity that a company's
workers bring to their jobs. Your motivated employees are the ones who roll out of bed almost every morning
feeling excited to go to work and take on new challenges. They look forward to learning new skills,
stretching their capabilities, and taking on new responsibilities. And they’re not just full of energy and
enthusiasm - they’re also very beneficial for your business. They’re more productive, leave your company less
often, and bring positive energy to the whole team. That’s why so many businesses have spent time trying to
figure out the best ways to motivate employees. What motivates your employees to perform at their best every day?
Many people think the main motivator is just money. And while it’s true - we do all work for money - there’s so much
more to employee motivation than compensation. Knowing what truly motivates your employees can seem like a bit
of a mystery. What really makes a difference, and what is just nice to have? When you know what works, you can
make improvements and see a difference in employee motivation levels and your workforce's strength. the key to an
organisation’s success, it’s also the level of commitment, drive and energy that a company’s workers bring to the role
every day. Without it, companies experience reduced productivity, lower levels of output and it’s likely that the
company will fall short of reaching important goals too. Employee motivation is the level of commitment, energy and
innovation that a company's staff hold during the working day. It's as important as it is difficult to track; maintaining
and improving motivation in the workplace can be a problem for many companies, as not every task will be
interesting. Therefore businesses must find ways to keep their employees engaged, with motivation monitored and
nurtured too. Motivation is defined as a psychosomatic process that directs a person to behave and react in a way that
helps them to satiate certain unfulfilled needs (Latham G., 2011). Motivation is what provides the stimuli and direction

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 Research methodology

There was adopted quantitative study in order to fulfill the research purpose. It is purely an empirical study
which relies on primary data through questionnaire as source of data. The first recorded participants‟ personal
information (age, gender, level of education, degree of familiarity with using computer and internet). The
second recorded the subjects‟ perception of each variable in the model using a five point Linkert-type scale,
where 1 indicated strongly agree, 2 showed disagreement, 3 was for neutral, 4 disagree, and 5 indicated strong
disagreement. The questionnaire consisted of 16 items measuring 9 variables, such as interesting work, job
appreciation, satisfaction and stress, job security, good wages, promotion & growth, and recognition and
performance. Altogether, 100 questionnaires were collected from employees of VTB Bank of Russia. Later
on, SPSS (Statistical Package for Social Sciences) was used to run the required test of descriptive statistics,
reliability analysis, bivariate correlation, ANOVA test and multiple regression analysis. The descriptive
statistics such as frequencies, percentages and graphs was used to make the analysis of the research questions
while the hypotheses were tested by Pearson Product Moment Correlation Coefficient. SPSS (Statistical
Package for Social Sciences) computer software also was used to run the analysis. Research Design: This is
essentially a correlation research that applies quantitative approach and uses the survey method This research
was based on the primary data which is collected from the employees through structured questionnaire

Research design

This is essentially a correlation research that applies quantitative approach and uses the survey method to
collect data. It was used self-designed questionnaire to collect the data from the respondents. This method was
chosen to make references to phenomena as they occur in real life and it is moreeconomical in terms of time
and resources. The research strategy was selected by matching research philosophies, methodology and
research problem. The nature of our research question is to test the existing theory (deductive) rather than
developing new theories. We also selected positivism stance of epistemology and objectivism stance of
ontology; which match with quantitative research strategy. Since we make a research on a relationship
between work motivation and employee performance by collecting quantifiable data through questionnaires
and analyzing it by using statistical tool i.e. SPSS, therefore, it is appropriate to follow quantitative research
strategy

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 Objective of employee motivation and performance

This study will help Ultimate Companion Limited to realize more appropriate ways of motivating its
workforce to induce high performance, as well as forming policies or decision schemes to motivate
employees in order to have increased performance within the company. Company’s profit, growth and
high performance are the main goals for Ultimate Companion limited which could achieve through
appropriate motivation. Therefore employee motivation will be a condition necessary to achieve these
goals. This work will equally assist in facilitating further studies by other researchers who are interested to
know much on the link between motivation and performance. Furthermore, it will also assist practicing
managers at Ultimate Companion Limited as well as students to obtain a broader knowledge on motivation
at work. This research intends to break new grounds on the link between motivation and performance
within Ultimate companion and how this knowledge can be useful within other companies or
organizations. The main objective of this research is to analyze how well some motivation can help
enhance employee performance and to know the factors which actually trigger high performance at
Ultimate companion Ltd.

Also, to understand the different ways in which Ultimate Companion can motivate its workers.
Furthermore, to establish the various aspects that could be further developed and improved in order to
increase employee’s performance. In understanding that the dream of most managers today is to have a
greater market share when they are in business, better performance within their company would be very
necessary to achieve this goal. Main basic objective of motivation is to create conditions in which people
are willing to work with zeal, initiative, interest and enthusiasm with a high moral satisfaction personal as
well as group. Motivation, as well creates feeling or responsibility and loyalty. This ultimately results
indiscipline. Motivation is a complex process- As the individuals are heterogeneous in their expectations,
perceptions and reactions, any type of motivation may not uniform effect for all the members. Employee
Motivation – 6 Main Objectives: To Create Conditions, Stimulate Employee Growth,

Achieve Organisational Goals, For Job Satisfaction and a Few OthersFollowing are some important
objectives of motivation:1. To Create Conditions: Main basic objective of motivation is to create
conditions in which people are willing to work with zeal, initiative, interest and enthusiasm with a high
moral satisfaction personal as well as group. Motivation, as well creates feeling or responsibility and
loyalty. This ultimately results indiscipline. Naturally the workers feel pride and confident towards
achievement of organisational goals effectively. 2. To Stimulate Employee Growth: Motivational
techniques are utilised to stimulate employee growth. Clarence Francis rightly said that “You can buy a
man’s time, you can buy a man’s physical presence at a given place, you can even buy a measured number
of skilled muscular motions per hour or day, but you cannot buy enthusiasm, you cannot buy initiative, you
cannot buy loyalty, you cannot buy devotion of hearts, minds and souls. You have to earn these things.”
Motivation helps management in winning those that cannot be bought Managers believe that motivation is
one of the most important factors in managing human resources today. 3. To Achieve Organisational
Goals: Predetermined objectives and goals of any organisation can be achieved by willful as well as
efficient work by the work force. Motivation only, can make the workforce to stand to expected standards
and efficiency. It, therefore, is a basic duty of every manager to motivate his subordinates for the
attainment of predetermined organisational goals and objectives. 4. For Better Utilisation of Human and
Non-Human Resources: It is the duty of every manager to utilise both human and non-human resources in
the best possible way. If managers motivate the employees continuously, they will automatically ensure
best utilisation of human resources. If human resources are timely and properly motivated, they, in turn
utilise the non-human resources properly. Through motivation there will be better utilisation of resources
and worker’s abilities and capabilities. 5. For Job Satisfaction: Higher motivation leads to job satisfaction
of workers which can reduce absenteeism, turnover and labour unrest. 6. For Better Industrial Relations: If
management is successful in understanding the motives or needs of the workers and provides an
environment in which appropriate incentives are available for their need satisfaction, it leads to better
industrial relations between management and workers. It also will increase efficiency and effectiveness of
the organisation. Motivation will also foster team spirit among the workers and increase their loyalty to the
organisation.
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The purpose of motivation is to create condition in which people are willing to work with zeal, initiative.
Interest, and enthusiasm, with a high personal and group moral satisfaction with a sense of responsibility.
To increase loyalty against company. For improve discipline and with pride and confidence in cohesive
manner so that the goal of an organization are achieved effectively. Motivation techniques utilized to
stimulate employee growth. For the motivation you can buy man’s time. Physical presence at a given place.
You can even buy a measured number of skilled muscular motions per hour or day. Performance results
from the interaction of physical, financial and human resource. For the achieve a desire rate of production.
The first thought that crossed my mind while I was planning to write this blog is an experience I had with a
technology company. This experience made me a loyal customer and helped me understand why they
became huge and so successful in their domain. I was planning to buy a smartphone from the company's e-
commerce site. My budget was tight, and luckily, the product was available at a reasonable price. I checked
in after a few days, but to my surprise, the price was hiked to a point where I could not afford it anymore.

I was disappointed. I immediately called their customer support and expressed my concern. They amicably
listened to me and explained their protocols and why they can’t lower the price. To compensate, they
offered me a gift card. I was overwhelmed not because of their sweet gesture but the way they care about
their customer’s happiness. Now when I look back, It helps me gather the following insights on employee
engagement. The employees working in the company are engaged, which reflects in their actions. Since
employees are happy, they try to give the same experience to their customers. Employees are more engaged
because they consistently empower, motivate, and engage their workforce and align them with their goals
and objectives. Take care of your employees, and they will take care of your business. The first thought
that crossed my mind while I was planning to write this blog is an experience I had with a technology
company. This experience made me a loyal customer and helped me understand why they became huge
and so successful in their domain.I was planning to buy a smartphone from the company's e-commerce site.
My budget was tight, and luckily, the product was available at a reasonable price. I checked in after a few
days, but to my surprise, the price was hiked to a point where I could not afford it anymore. I was
disappointed. immediately called their customer support and expressed my concern. They amicably
listened to me and explained their protocols and why they can’t lower the price. To compensate, they
offered me a gift card. I was overwhelmed not because of their sweet gesture but the way they care about
their customer’s happiness. Now when I look back, It helps me gather the following insights on employee
engagement. The employees working in the company are engaged, which reflects in their actions. Since
employees are happy, they try to give the same experience to their customers. Employees are more engaged
because they consistently empower, motivate, and engage their workforce and align them with their goals
and objectives. Take care of your employees, and they will take care of your business.

This experience helped me realize that the company is doing something right when it comes to employee
engagement. The benefits of having an engaged workforce became quite apparent. And Ashish Banka,
Head - People Evangelist at Cradlewise, has highlighted one of the important factors that influence
employee engagement. Employee engagement is a critical aspect of human resources and a continuous
journey that allows employees to commit to their responsibilities. However, one of the most important
factors influencing employee engagement is the level of appreciation shown to employees. I learned this
through my 16-year journey and the experience I've gained. It is preferable to connect with your employees
physically, mentally, and emotionally. And, as the world changes, the emphasis has shifted to how mental
and physical health affects employee engagement. But to engage the employees, it is vital to master the art
of employee engagement. And you cannot do plan engagement activities without understanding the
objectives of employee engagement first. And so, this is the topic I am going to discuss today: the
objectives of employee engagement. The sense of well-being is psychological. And people experience a
good sense of well-being when they have better relationships, freedom, personal growth, and a sense of
purpose and meaning in life. Employees with a good sense of well-being are engaged and satisfied in their
jobs and empower others with their positivity and enthusiasm.

Support your employees and always help them in need. Actively listen to them, communicate more to
understand their state of mind, and try knowing anything is bothering them or diminishing their well-being.
The purpose of motivation is to create condition in which people are willing to work with zeal, initiative.
29
Interest, and enthusiasm, with a high personal and group moral satisfaction with a sense of
responsibility.To increase loyalty against company.For improve discipline and with pride and confidence in
cohesive manner so that the goal of an organization are achieved effectively.Motivation techniques utilized
to stimulate employee growth .For the motivation you can buy man’s time.

Physical presence at a given place. You can even buy a measured number of skilled muscular motions per
hour or day Performance results from the interaction of physical, financial and human resource .For the
achieve a desire rate of production. Main Objectives of Employee Motivation are as follows : The purpose of
motivation is to create condition in which people are willing to work with zeal, initiative. Interest, and enthusiasm,
with a high personal and group moral satisfaction with a sense of responsibility. To increase loyalty against
company. he first objective of giving Rewards and Recognition is to support and encourage the employees to give
ultimate performance. Rewards and Recognition are one of the motivating factors in Human Resources. Rewards
and Recognition are provided to make employees to achieve desired goals. Motivation is the most essential part of
the work life of an employee. It inspires individuals for putting in their efforts towards the attainment of the
organizational goals. The motivational tools should be formulated by taking into consideration the fact that
individuals join the organization because they feel that their personal goals would be satisfied by getting associated
with the organization. Motivation is required in every sphere of organizational life, as it helps in building the zeal
and interest among the employees to pursue organizational goals. It also increases the efficiency of the employees.
The purpose of motivation is to create condition in which people are willing to work with zeal, initiative. Interest,
and enthusiasm, with a high personal and group moral satisfaction with a sense of responsibility To increase loyalty
against company. For improve discipline and with pride and confidence in cohesive manner so that the goal of an
organization are achieved effectively. Motivation techniques utilized to stimulate employee growth For the
motivation you can buy man’s time. Physical presence at a given place.

You can even buy a measured number of skilled muscular motions per hour or day. Performance results from the
interaction of physical, financial and human resource. For the achieve a desire rate of production. the first thought
that crossed my mind while I was planning to write this blog is an experience I had with a technology company. This
experience made me a loyal customer and helped me understand why they became huge and so successful in their
domain. I was planning to buy a smartphone from the company's e-commerce site. My budget was tight, and
luckily, the product was available at a reasonable price. I checked in after a few days, but to my surprise, the price
was hiked to a point where I could not afford it anymore. I was disappointed. I immediately called their customer
support and expressed my concern. They amicably listened to me and explained their protocols and why they can’t
lower the price. To compensate, they offered me a gift card. I was overwhelmed not because of their sweet gesture
but the way they care about their customer’s happiness. Now when I look back, It helps me gather the following
insights on employee engagement.

The employees working in the company are engaged, which reflects in their actions. Since employees are happy,
they try to give the same experience to their customers. Employees are more engaged because they consistently
empower, motivate, and engage their workforce and align them with their goals and objectives. Take care of your
employees, and they will take care of your business. This experience helped me realize that the company is doing
something right when it comes to employee engagement. The benefits of having an engaged workforce became
quite apparent. And Ashish Banka, Head - People Evangelist at Cradlewise, has highlighted one of the important
factors that influence employee engagement. But to engage the employees, it is vital to master the art of employee
engagement. And you cannot do plan engagement activities without understanding the objectives of employee
engagement first. And so, this is the topic I am going to discuss today: the objectives of employee engagement An
organization consists of a large or small group of individuals which is working under the direction of a management
and a system for the accomplishment of certain common objectives. The individuals forming the group are the
employees of the organization who contribute their efforts towards the achievement of the organizational
objectives. Employees are very vital and an integral part of the organization. They are important for the
organization for its functioning.

The employees are to display positive attitude towards work so that the organization can function well. The
organization is considered to be performing if it is achieving its objectives. The objectives for the determination of
the organizational performance are normally directed towards achieving improved profits, productivity, sales,
innovativeness, market share, and shareholder wealth. The organizational performance is normally considered
30
successful if it accomplishes its goals (effectiveness) using a minimum of resources (efficiency). The performing
organization ensures that its objectives are consistently being met in an effective and efficient manner.
Management of such an organization focuses on the effective and enhanced performance of the organizational
resources (materials, plant and equipment, and financial capital), processes and systems, and employees (human
resource) towards meeting the strategic objectives and the priorities of the organization. Hence, the performance
of the organization is decided by the processes which are implemented for improving both the effectiveness of the
organization as well as the well-being of the employees through planned interventions.

31
 Hypothesis

We summarized motivational theories and made a parallels among Popular Theories of Motivation The
similarities among Maslow‟s need theory, Alderfer ERG theory and Herzberg‟s two factor theory (Bloisi et al
(2007)) focuses on their needs that are at the top of the model leads towards approach behaviors, while the
needs that are at the bottom leads toward avoidance behavior and needs in the middle of model i.e. (Maslow‟s
and Alderfer) are unstable and can lead behavior either to approach behavior or avoidance behavior
depending on the situation. According to Yoo (2012) employees have different kinds of motivation i.e.
intrinsic and extrinsicmotivation (p. 944). Forthemore, the link between intrinsic & extrinsic motivation is
interconnected and employee suppose them most important factors during their job performance. After the
deep analyze of the Popular Motivational theories we allocated common factors of Intrinsic/Extrinsic
motivation rom these similarities we conclude that, Self-actualization need in Maslow‟s need theory, growth
need
in Alderfer ERG theory, motivators in Herzberg‟s two factor theory represent intrinsic motivational factors.
All these needs are intrinsic in nature like interesting work, appreciation, satisfaction, stress, achievement and
so on. Swinton (2006) and Bloisi et al (2007) also found relationship between motivational theories and
associated these needs with intrinsic motivational factors (Swinton, 2006, pp.1-2; Bloisi et al., 2007, pp.199-
205).
Christain, Ghaza and Slaughter (2011), Kahn (1990) and May, Gilson and Harter (2004) linked motivation
and employee performance. Many studies found indirect relationship between motivation and employee
performance. Motivation and employee performance increases a firm productivity; most scholars have linked
motivation and performance to increase profit and employee performance. There was presumed the
relationship between work motivation (intrinsic & extrinsic) and employee performance.
From the above literature review hypothesis were established Ho 1: Adoption of extrinsic rewards does not
have significant relationship on the employee„s performance. Ho 2: Adoption of intrinsic reward does not
have significant relationship on the employee„s performance hese hypotheses will be tested to validate any
positive or negative or neutral or no relationship between work motivation (intrinsic & extrinsic) and
employee performance, which will further lead to development of theory. The acceptance or rejection of these
hypotheses would be shown by significant or insignificant relationship between dependent and independent
variables presented in the theory.The collecteddata will be analyze through statistical tool SPSS. A Study on
the relationship between employee motivation and work performance These hypotheses will be tested to
validate any positive or negative or neutral or no relationship between work motivation (intrinsic & extrinsic)
and employee performance, which will further lead to development of theory. The acceptance or rejection of
these hypotheses would be shown by significant or
insignificant relationship between dependent and independent variables presented in the theory. The collected
data will be analyze through statistical tool SPSS.: Conceptual frame work for the study The independent
variables of this study we define intrinsic (interesting work, satisfaction, stress and appreciation factors) and
extrinsic motivation (job security, promotion & growth, rewards, recognition factors) and dependent variable
we define Employee Performance.

32
SCOPE OF STUDIES ON EMPLOYEE MOTIVATION AND PERFORMANCE

All scientific research has boundaries, whether or not the authors clearly explain them. Your study's scope and
delimitations are the sections where you define the broader parameters and boundaries of your research. The
scope details what your study will explore, such as the target population, extent, or study duration.
Delimitations are factors and variables not included in the study. Scope and delimitations are not
methodological shortcomings; they're always under your control. Discussing these is essential because doing
so shows that your project is manageable and scientifically sound. Simply put, the scope is the domain of your
research. It describes the extent to which the research question will be explored in your study. Articulating
your study's scope early on helps you make your research question focused and realistic. It also helps decide
what data you need to collect (and, therefore, what data collection tools you need to design). Getting this right
is vital for both academic articles and funding applications. he study in confined and relevant only to Hero
MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.)applicable to any organization. • The study covers
recruitment training and development in Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) it
solutions at various levels of employees. The study assists the management in determining the decision
regarding the performance of the employee he rapid advances in a number of areas including industrial
technologies, Artificial Intelligence (AI), autonomous systems etc. has led to a new generation of increasingly
sophisticated and autonomous systems that are increasingly fueled by AI. Such systems are utilized not only
within controlled industrial environments but also in consumer applications, and interact with people and
systems on a daily basis. The prevalence of such systems in tangible (e.g., self-driving cars, intelligent robots)
or intangible form (e.g., AI decision and profiling algorithms) impact society at multiple levels and have an
ethical dimension. The IEEE IES TC on Technology Ethics and Society (TC-TES) is motivated by these rapid
advances and aims to address the intersection of key interdisciplinary areas between technology, ethics and
society as also visualized below. TC-TES was created in June 2020.

33
Scope of Motivation Helps in Evaluate yourself In order to motivate, encourage and control your staff's
behavior, it is essential to understand, encourage and control your own behavior as a manager. he study and its
findings will very much useful to the company itself. Because company could know about their strength and
weakness regarding their motivational activities.  The study will help to highlight the impact of motivators
on productivity  This study will be useful to the government. Because government is the prime authority to
ensure the welfare measures to all employees within the region.  It helps to make policy implementation in
Organization. The study will give some help to research scholars
to refer close motivational methods and its influence on employee’s productivity

34
 LIMITATION OF STUDIES

vailability of time is a limitation to persuade more into their various problem areas constituting their opinion.
 A minor fraction of the employees were hesitated to reveal the actual data. The survey was restricted to a
sample size of 100 The significance of a study is its importance. It refers to the contribution(s) to and impact
of the study on a research field. The significance also signals who benefits from the research findings and
how.. study’s significance should spark the interest of the reader. Researchers will be able to appreciate your
work better when they understand the relevance and its (potential) impact. Peer reviewers also assess the
significance of the work, which will Influence the decision made (acceptance/rejection) on the manuscript .In
the Introduction of your paper, the significance appears where you talk about the potential importance and
impact of the study. It should flow naturally from the problem, aims and objectives, and rationale. The effects
of Miyawaki forests on local biodiversity in urban housing complexes remain poorly understood. No formal
studies on negative impacts on insect activity, populations or diversity have been undertaken thus far. In this
study, we compared the effects that Miyawaki forests in urban dwellings have on local pollinator activity The
significance of your study depends on the topic that you are researching

If you are researching a controversial topic, then your study will likely be more significant than if you are
researching a more mundane topic. However, all studies have some degree of significance. Your study could
be significant in terms of its findings. For example, if you were studying the effects of a new drug, and your
findings showed that the drug was effective, this would be significant. Or, if you were studying a new
teaching method, and your findings showed that students who used the new method learned more than those
who did not, this would also be significant. Your study could also be significant in terms of its implications.
Implications are what could happen as a result of your findings. For example, if your findings showed that a
new drug was effective, the implications could be that more people would start using the drug and that fewer
people would suffer from the disease or condition that the drug treats.

The significance of the study must explain the importance of the work and its potential benefits. Among what
makes the significance of the study plausible is that the researcher will discuss the value of the research
regarding the study of research in general, the particular discipline or field of study, relevant stakeholders as
applicable and most importantly the researcher’s argument must be substantiated through references to
relevant and recent literature. There are some misconceptions about limiting the significance of the study to
how it helps the stakeholders, whereas, the significance of the study must be able to answer some pertinent
questions such as; will the research make any contribution to national and international debates? Will it
contribute, in terms, of theory- especially the theory that underpins the study? Not only that, a good
significance of the study must have an impact on disciplinary and interdisciplinary context. It must have a
contribution that stimulates further research. The goal of any significance of the study is to highlight how a
study or research will be of immense benefit to the development of science and society in general. Among the
features of the significance of the study is stating how a research will contribute to the broader problem in a
specific field and gradually narrow it down to demonstrate the specific group that will benefit from a study. In
this chapter, the learning outcomes are: the reader will be able to understand what the significance of the study
is; enumerate the goals of the significance of the study; explain the components of the significance of a study.
We provide a case study in the form of conversation on the misconceptions about the significance of the
study.

We also explicate the scope and components of the significance of the study before giving practical examples.
Research process consists of a series of steps or actions required for effectively conducting research while formulating

35
the research problem, extensive literature survey, developing hypothesis, preparing the research design, determining
sample design, collecting data, execution of the project, analysis of data, hypothesis testing, generalization and
interpretation, and preparation of the report or presentation of the results. Research encourages scientific and
inductive thinking, besides promoting the development of logical habits of thinking and organisation. According to
Clifford woody, research comprises defining and redefining problems, formulating hypothesis or suggested solutions
collecting, organising and evaluating data, making deductions and reaching conclusions; to determine whether they fit
the formulating hypothesis. Research process consists of a series of steps or actions required for effectively
conducting research while formulating the research problem, extensive literature survey, developing
hypothesis, preparing the research design, determining sample design, collecting data, execution of the
project, analysis of data, hypothesis testing, generalization and interpretation, and preparation of the report or
presentation of the results. Research encourages scientific and inductive thinking, besides promoting the
development of logical habits of thinking and organisation. According to Clifford woody, research comprises
defining and redefining problems, formulating hypothesis or suggested solutions collecting, organising and
evaluating data, making deductions and reaching conclusions; to determine whether they fit the formulating
hypothesis. hypothesis may be defined as a proposition or a set of propositions set forth as an explanation for
the occurrence of some specified group of phenomena either asserted merely as a provisional conjecture to
guide some investigation in the light of established facts” (Kothari, 1988).

A research hypothesis is quite often a predictive statement, which is capable of being tested using scientific
methods that involve an independent and some dependent variables. For instance, the following statements
may be considered: i. “Students who take tuitions perform better than the others who do not receive tuitions”
or, ii. “The female students perform as well as the male students These two statements are hypotheses that can
be objectively verified and tested. Thus, they indicate that a hypothesis states what one is looking for. Besides,
it is a proposition that can be put to test in order to examine its validity. A hypothesis should have the
following characteristic features: - i. A hypothesis must be precise and clear. If it is not precise and clear, then
the inferences drawn on its basis would not be reliable. ii. A hypothesis must be capable of being put to test.
Quite often, the research programmes fail owing to its incapability of being subject to testing for validity.
Therefore, some prior study may be conducted by the researcher in order to make a hypothesis testable. A
hypothesis “is tested if other deductions can be made from it, which in turn can be confirmed or disproved by
observation” iii. A hypothesis must state relationship between two variables, in the case of relational
hypotheses. iv. A hypothesis must be specific and limited in scope. This is because a simpler hypothesis

generally would be easier to test for the researcher. And therefore, he/she must formulate such hypotheses. v.
As far as possible, a hypothesis must be stated in the simplest language, so as to make it understood by all
concerned. However, it should be noted that simplicity of a hypothesis is not related to its significance. A
hypothesis must be consistent and derived from the most known facts. In other words, it should be consistent
with a substantial body of established facts. That is, it must be in the form of a statement which is most likely
to occur. vii. A hypothesis must be amenable to testing within a stipulated or reasonable period of time. No
matter how excellent a hypothesis, a researcher should not use it if it cannot be tested within a given period of
time, as no one can afford to spend a life-time on collecting data to test it. esting a hypothesis refers to
verifying whether the hypothesis is valid or not. Hypothesis testing attempts to check whether to accept or not
to accept the null hypothesis. The procedure of hypothesis testing includes all the steps that a researcher
undertakes for making a choice between the two alternative actions of rejecting or accepting a null hypothesis.

The various steps involved in hypothesis testing are as follows: 1. Making a Formal Statement: This step
involves making a formal statement of the null hypothesis (H0) and the alternative hypothesis (Ha). This
implies that the hypotheses should be clearly stated within the purview of the research problem. For example,
suppose a school teacher wants to test the understanding capacity of the students which must be rated more

36
than 90 per cent in terms of marks, the hypotheses may be stated as follows: Null Hypothesis H0 : = 100
Alternative Hypothesis H1 : > 100 2. Selecting A Significance Level: The hypotheses should be tested on a
pre-determined level of for the purpose. The factors that determine the levels of significance are: (a) the
magnitude of difference between the sample means; (b) the sample size: (c) the variability of measurements
within samples; and (d) whether the hypothesis is directional or non-directional In sum, the level of
significance should be sufficient in the context of the nature and purpose of enquiry. 3. Deciding The
Distribution To Use: After making decision on the level of significance for hypothesis testing, the researcher
has to next determine the appropriate sampling distribution. The choice to be made generally relates to normal
distribution and the t-distribution. The rules governing the selection of the correct distribution are similar to
the ones already discussed with respect to estimation. 4. Selection Of A Random Sample And Computing An
Appropriate Value: Another step involved in hypothesis testing is the selection of a random sample and then
computing a suitable value from the sample data relating to test statistic by using the appropriate distribution.
In other words, it involves drawing a sample for furnishing empirical data.

37
 STRUCTURE
This report has seven chapters. The first chapter is the introduction which familiarizes
the reader with the research topic. This chapter also pinpoints the purpose and objectives of the study. It
presents how the development of the study area is and the relevance of the study. Theoretical framework
consist of two chapters: chapter two
Presents’ four theories on motivation as well as the role of human resource managers,
performance management and reward systems and chapter three presents culture in
human resource management: which includes the concept of culture, understanding of
cultural dimensions and managing cultural difference. Chapter four describes the target organization, choice
of method, research methods and procedure. And Chapter five
introduces the findings from interviews and findings from survey. Furthermore, chapter six presents a
comparison between the findings and existing theories, discussion of
the results, the reliability and validity of the study. Finally, chapter seven presents’
challenges face in the writing process.

NATURE OF HUMAN RESOURCES MANAGEMENT

Within current dispensation organizations are now realizing that their accomplishments are dependent on their
capabilities to create a centre of attention, develop and hold on to talented employees. The future of the
organization’s capabilities to create a centre of attention, develop, and hold on to a talented work force will be
a significant factor in developing a high-performance organization. Therefore, it is interesting to know that
the essential elements of any organizational success in the days, weeks, months and years to come is a
strategy where every employee is treated as a valuable resource. The key to sustained survival and
organizational success lies not only in the rational, quantitative approaches, but more to the commitment of
employee’s involvement and motivation to work. (Sims 2007, 4) Human resource management as a
consequence is more fundamental today for the success of any organization than ever before. The query that
arises at this point is what measures should organization take to power the human resource output? Workers
must no longer be considered as liabilities, rather as a vital resource which needs to be attributed greater
attention and constantly developed. As organizations are becoming more cognizant of the potentials of new
technologies, they must also realize the vital role that personnel play in managing the technology. (Pattanayak
2005, 13)

ROLE OF HUMAN RESOURSES MANAGEMENT

The main objective of HRM is to recruit employees, which are done essentially through; interviewing,
screening and selecting the most qualified candidates for the organization. This is a far more complex activity
than in previous times when HRM staff could rely on recommendations from current employees (Sims 2007,
9) Organization must decide who to select and who to reject amongst the many applicants for a job opening.
Therefore, organizations use their HRM departments to select and recruit individuals who are likely to
succeed on the job and this should be non-discriminatory (Thornton & Rupp 2006, 10). The HRM
management carries out training programs, well as creating management programs, and contracting with
outside training organizations. (Pell 2001, 8) The HRM is also responsible to develop visions and missions,
determining goals, short and long term plans as well as preparing tactics to implement the plans in order to
achieve the overall goals of the company. (Milligan et al. 1996, 5)Furthermore, the HRM also directs and
guide the workers or individuals within the organization. This requires the HRM to have variety of skills
38
which ensures that employees complete assigned task within the required time. (Milligan et al. 1996, 6) In
most organizations supervisors make available a performance appraisal on an annual basis to assess the job
proficiency of employees. Consequently HRM is involved in Instigating changes as well as acting as a steady
force in situations where change would be damaging.

The human resources function can help the organization develop the potential to weather the changes that will
keep on to be part of organizational landscape. (Armstrong 2006, 55) HRM makes adequate provisions for
compensation packages that is wages and salaries for the workers and employees serving the organization. It
includes job evaluation, wages and salary survey, determination of wage rate, determination of mode wage
payment, incentive payment plans, and bonuses. (Kubr & International Labor Office 2002, 390 - 391)
Employees are generally rewarded on the basis of the value of the job, their personal contributions and their
performance. Although making available rewards based on the level of performance can augment employee’s
motivation to perform; many rewards are more generally given on the basis of the value of the job the
employee is doing. However, rewards based exclusively on employee’s personal contributions as a result for
being a member of the organization is rapidly increasing. The appraiser for performance is not all that easy in
order for the organization to compensate their employees. Therefore, the company must ensure the effective
use of human resource tools to achieve these goals. Appraiser for performance must be done not only to get
employees to join the organization, to participate and to perform but also to determine possible training and
development needs. (Krishnamurthi 2006, 9 - 10)Giving an employee a new and higher level of responsibility
is a major decision for the company and for other personnel who will be under his or her supervision. Most
companies currently use the human resource management department to identify employees’ potentials for
success in managerial positions in what is called advanced management potential assessment programs.
Accordingly, promoting as well as layoffis not all that easy within an organizational setting. When a company
wants to reduce its workforce for economic reasons or because of changes in its structure, it is faced with the
difficulties to decide who to retain and who to relieve from the company. For such strategic reasons most
companies use the human resource management department to simulate their job requirements. (Thornton and
Rupp 2006, 12)

39
 THEORIES ON WORK MOTIVATION
Contrary to Maslow’s views, the short answer appears to be the fact that for the majority of people, money is
clearly significant and a motivator at work. But to what extent is money a significant motivator and how
important depends upon their individual circumstances and the other happiness they derive from work. The
bottom line is definitely the extent to which money motivates people to work to the top of their abilities. Even
though pay may still compose people tick, there are now a number of other significant influences on
motivation. For a lot of people, the feeling of being recognized and valued appears more important than
money in motivating them to keep on in a particular job. (Laurie 2007, 255)Therefore, motivation has been an
issue of concern in the past and has established itself as an integral part in current organizational settings.

Motivation is quite complex to comprehend thus placing awareness to the fact that several factors influence
employees performance in a particular organization. Reason being that, what motivates one worker will not
definitely motivate the other employee within the same company. McShane et al defines motivation as “...a
factor that exist in an individual which has the potential to affect the way, strength and eagerness of behaving
towards work”. (McShane & Von Glinow 2003, 132) The above definition of motivation has been supported
by Petri & Govern, “motivation is the thought that explains the propelling force in an individual that explains
differences in intensity of behavior”. (Petri & Govern 2004, 16) Motivated employees are willing to devote
time to certain level of commitment for a particular objective in an organization. Certain actions which
include changing jobs that employees perform, bringing down the levels of hierarchy and relegating many
employees in the motivation process are significant enough to damage the levels of trust and commitment
necessary for employees to perform above work requirements. Moreover, employee needs are changing as
younger generations of employees havedifferent expectations to their work than older workers. This is as a
result of globalization which has made workforce variations to the complex issue of motivation. (McShane &
Von Glinow 2003, 132) Many studies had been carried out on the issue of motivation. The theories of
motivation seek to justify why certain employees act or do things in a certain way rather than others. For the
purpose of this research I considered the following theories to be vital in this study: the Maslow’s hierarchy of
needs, Herzberg’s Motivation–hygiene theory, Fifty-Fifty theory and Vroom’s Expectancy theory.

40
 MASLOWS HIERACHY OF NEEDS

Different scholars have put forth different explanations on how motivation can be achieved within a company
or an organization. Prominent amongst them is Maslow with the theory of “Maslow’s Hierarchy of needs”.
Consequently, Maslow in 1943 reasoned that human beings have an internal need pushing them on towards
self actualization (fulfillment) and personal superiority. Maslow came up with the view that there are five
different levels of needs and once we happen to satisfy a need at one stage or level of the hierarchy it has an
influence on our behavior. At such level our behavior tends to diminish, we now put forth a more powerful
influence on our behavior for the need at the next level up the hierarchy.Firstly, individuals are motivated by
Psychological needs: By Maslow this psychological needs forms the basic need for survival and this may
include food, warmth, clothing and shelter. When people are hungry, don’t have shelter or clothing, there are
more motivated to fulfill these need because these needs become the major influence on their behavior. But on
the other hand when people don’t have a deficiency in those basic needs (psychological needs), their needs
tend to move to the second level where it is equally seen by Maslow as the higher order of needs. The second
level is seen as the security needs: Security tends to be the most essential need to people at this level. This is
expressed in safety in the employee’s health and family. The third level of needs by Maslow was the social
needs. When feeling secured and safe at work, employees will now place job relations as their focus that is
trying to build up a good friendship, love and intimacy. As we keep moving up the lader we will have
selfesteem needs: This fourth level of needs by Maslow presents the recognition to be accepted and valued by
others. The highest or last level of Maslow’s need is selfactualization needs: Self actualization was to develop
into more and more what one is to become all that one is competent of becoming. (Srivastava 2005, 69)
Figure 1 illustrates Maslow´s five hierarchy of needs Wahba and Bridgewell in their extensive review of
Maslow's theory found little evidence for the ranking of needs which Maslow described or even the existence
of a definite hierarchy. Maslow’s theory has been criticized for this apparent rigidity. It is questionable
whether needs can always be ranked in a simple hierarchical form. Maslow himself questions the validity of a
rigid ordering of needs, because individuals are likely to have different priorities. (Needham 1999, 272)

41
 HERZBERGS TWO FACTOR THEORY
Herzberg had the notion that those factors which cause job satisfaction are the opposite to those
that causes job dissatisfaction. Herzberg survey was carried from a group of accountants and engineers.
Herzberg in his studies came up with the conclusion that employees are influenced by two factors that are; the
motivators and hygiene factors.Motivators create job satisfactions which include achievement, recognition,
autonomy and other intrinsic aspects when there are fulfilled. On the other hand he came up the hygiene
factors which will enhance dissatisfaction when they are not fulfilled. Motivators are those factors which
provide feeling of job satisfaction at work. These factors influence the ways of work in a company; for
example giving responsibility to carry an enlarge task within an organization and providing the person with
the necessary conditions will lead to growth and advancement to higher level tasks. Motivators are those
factors which come from within an individual that is intrinsic. These factors could be achievements, interest in
the task, responsibility of enlarge task, growth and advancement to higher level. Herzberg hygiene factors
create a suitable work environment though not increase in satisfaction. For instance low pay can cause job
dissatisfaction which will affect employees’ performance. Hygiene factors are essential to make sure that the
work environment does not develop into a disgruntle situation. Typical hygiene factors are salary, working
condition, status, company policies and administration. (Saiyadain 2009, 158)

FIFTY –FIFTY THEORY

The fifty-fifty theory was developed by John Adair as a motivational factor that could influence company
performance. From his perception fifty percent of motivation comes from within a person and the remaining
fifty percent comes from the environment, mainly from people around us. This rule is not used to declare the
exact proportions, but it tries to explain that, fifty per cent of our motivation comes from within us and fifty
per cent from an external influence, that is, from our environment, particularly from the people around us.
These observations are indicative rather than mathematical and they may differ from person to person. Within
these important external factors the nature and quality of the leadership present is essentially important. Hence
the tough link between leadership and motivation becomes vital to determine employee’s motivation. The
Fifty-Fifty rule does have the benefit of reminding leaders that they have a key role to play for the success or
failure in the motivation of employees at work. Fortunately or unfortunately not all the cards are in their
hands, for they are dealing with people who are self motivating in various degree. These are the challenges
that confront the HRM to galvanize employee motivation with the work environment. (John 2007, 38-41).

42
 VROOMS EXPECTANCY THEORY
The concept of the expectancy theory was first develop by Victor Vroom and was published in 1964.Victor
Vroom offered an expectancy approach to the understanding of motivation. As a result, motivation is a
product of the anticipated value to a person in an action. He perceived probability that the person’s goals
would be accomplished as a product of the anticipated value in an action. Thus the Vroom’ model is built
around the concepts of value, expectancy and force. The concept of force is on the whole equivalent to
motivation and may be shown to be the algebraic sum of the products of valences and expectations Thus,
Motivation (force) = Valence x Expectancy Valence is the strength of an individual’s preference for an
outcome or goal. The strength may be negative (fear demotion or transfer to less important job) or positive
(prospect for promotion). Expectancy is the probability that a particular action will lead to a required outcome.
If the employee has a particular goal, some behavior has to be produced to accomplish that goal. The
employee has to weigh the likelihood of various behaviors that will accomplish the desired goals and select
the most successful behavior. Thus the employee’s motivation according to Vroom may be augmented by
changing the perception or by boosting the expectancy level through better communication and augmenting
the actual reward that will result. Vroom’s theory clarifies the relationship between the employee and the
organizational goals and recognizes the differences between employees in producing work motivation.
Furthermore, this theory is consistent with the idea that a manager’s job is to design an environment for
performance, necessarily taking into account the differences in various situations.

Thus Vroom’s theory is quite consistent with management by objectives. However, this theory is difficult to
research and is confronted with practical difficulties in its application. (Bose 2004, 152 - 153).Vroom tackles
three beliefs and brings out with some clarity and applicability. Each of the beliefs deals with what employees
think will happen if they put out effort to perform. The first (B1) comprises of the relationship between effort
and performance, that is, (B1) is the employee’s belief about the probability that effort will lead to
performance. Another definition is that, B1 is the expectation that effort will lead to success. (B1) can be seen
as the employee’s belief about whether or not what is expected can be done. The second (B2) comprises with
the relationship between performance and outcomes, that is, the employee’s belief about the probability that
performance will lead to outcomes. B2 can be stated in different ways, that is the employee’s belief about the
relationship between “what you do” and “what you get.” It is the belief about outcomes following
performance and the third (B3) looks at the relationship between outcomes and satisfaction. The third belief
(B3) is the employee’s belief about how satisfying or gratifying the outcomes will be. It is the belief about
how fulfilling or worthwhile they will be. It is the belief about how much value the outcomes will have in the
future when they are received, rather than what their value is now

43
 PERFORMANCE MANAGEMENT

Having an efficient performance management process and tools is essential for employeemotivation for high
performance. Yet this is not an adequate condition for effective performance management. The most vital
issue with any performance management system is how seriously it is taken and how devotedly it is used by
managers and employees. (Pulakos 2009, 103) Performance management is all about perfection,
synchronizing, upgrading to create value for and from customer with the result of economic value creation to
stockholders and owners. The extent of performance management is apparently very broad, which is why
performance management must be viewed within an enterprise as a tool to improve on employee motivation
for performance. (Cokins 2009, 9) The effective management of performance requires a solid understanding
of the performance domain. That is, understanding the duty areas and tasks that are part of the job description
within a company or organization. Once you have an adequate mastery of what the job requires, you have the
basis for assessing and improving performance. This is the foundation for assessing and improving
performance within a company. When this is lacking it results to a missing link in evaluating employee
performance and the possibility of improving on the employee performance within the company or
organization. Furthermore, there is also the missing link in assessing employee’s performance in relation to
other colleagues within the same job description. (Robert 2003, 7)

44
 PERFORMANCE PARAMETERS

Comparing performance measurement system to an instrument panel on a dashboard

provides significant insights about the mix of financial and nonfinancial measures needed in a management
control system. A single measure cannot control a complex system. (Anthony & Govindarajan. 2007, 462)
Performance measurement could be defined as “the regular measurement of the results (outcomes) and
efficiency of services or programs.” This entails the regular measurement of progress towards precise outcome
(it is a fundamental component of any effort at managing for results), a customer oriented procedure that
focuses on maximizing benefits and minimizing negative cost for customers of service and programs. When
performance is not measured or

is measured inaccurately, those using the information will be misled and bad judgments will be likely
followed. Therefore, the old saying “garbage in garbage out” provides more credence. (Hatry 2006, 14-16)
Performance measurement offers general

information that can be exploited for decision making purposes both for management

and for all levels of employees. In this aptitude, the performance measurement system

can become the instrument panel. This instrument panel is used for strategic maneuvering, day to day running
of the organization and planning, implementing improvements and changes. (Andersen & Fagerhaug 2002, 7 -
8)

Conventional measures of organizational performance were financial and accounting

based. Currently it has evolved into sophisticated systems which have several functions. Firstly, the financial
measures as tools were used to control the financial resources of companies in order to support organizational
objectives. Secondly, financial
performance measures acted as barometers to indicate achievements against majororganizational objectives.
Thirdly, they also serve as motivators for future achievements. Furthermore, by providing a window of the
past they were thought to be the influencing factors for future successes.

Not withstanding the merits of the financial and accounting measures in assessing performance, the fact that
they were cost based and back ward looking provided little motivation. (Manzoni & Islam 2009, 8)The
insufficiencies of traditional finance based measure of performance prompted the search for enhanced metrics
to measure performance. Financial specialists adopted measures such as; activity based cost, economic value
added, the balance scorecard that has been happily welcomed and has drawn so much interest in the world of
commerce as the most cited work in 1998, 2000 and 2002 at the performance measure association conference.
(Manzoni & Islam 2009, 9) Economic profit, often referred to as economic value added or EVA can be
described as the after tax operating profit remaining after deducting a charge for the capital employed in the
business. (Savarese 2001) EVA could also be defined as the profit that remains after deducting the cost of
capital invested to generate that profit. (Gey 2007, 15) Economic Value Added is a specific form of economic
profit that attempts to capture the true profit of an enterprise by removing some distortions from accounting
profit. Economic value added is net operating profit minus an appropriate charge for the opportunity cost of
all capital invested in the enterprise, that is; EVA= Net Operating Profit After Taxes (NOPAT) –(Capital
Employed X Weighted Average Cost of Capital), EVA is considered to be a good proxy for value creation
and with a positive EVA, the firm is view as creating value for shareholders; when negative, the firm is said to
be destroying shareholder values. (Spitzer 2007, 242 - 243).Activity based costing is a methodology for

45
understanding the activities, processes, services, and products of a business. The ABC highlights functional
work areas that managers with timely actions will most likely have the greatest impact on profits or costs.

Managers could attempt to reprise a product, which is raising prices for products that make heavy demands for
support resources and lower prices to more competitive levels for the high volume products and services that
have been subsidizing the lower volume products. They can search for ways to reduce overall resources
consumption by decreasing the number of times activities are performed to achieve the same output or
reducing the resources consumed to produce and service the existing mix of products and customers. This will
mean applying productivity and continuous improvement programs to enhance quality, reduce setup time and
improve factory layouts. When functional work area managers recognize that they have reached the point at
which they can obtain the same output with either fewer staff members or fewer machines, they can simply
reduce spending on those resources. (Forrest 1996, 306 - 311) The Activity Based Costing allows the
organization to determine the actual cost associated with each product and service produced by the
organization. Instead of using broad arbitrary percentages to allocate costs, ABC seeks to make out the cause
and effect relationship between costs and activities in order to assign costs more objectively. ABC can make
out areas of excessively high overhead costs per unit for specific products, services or customers. Identifying
costs that do not add values focuses attention on these activities so that hard work can be directed at reducing
specific cost particular customers or customer segment, so that unprofitable customers can be stopped from
draining resources. (Spitzer 2007, 240 - 241).However, the ABC is more costly to develop and maintain
compared to traditional costing system. For example, an ABC system with 25 cost pools applied to 100
different products. The ABC in practice is used to develop the full cost of products. Full cost includes
allocation of costs that are fixed (depreciation and supervisory salaries), the costs per unit generated by the
ABC system does not measure the incremental costs needed to produce items, incremental information is
required for decision making. (Khan & Jain 2009, 17)Investment is an initial pay of something we value in
swap for the expected benefit of getting back more than we put in.

The variation between what we put in and what we got back is the return. Therefore, companies invest in
order to have a return on their investment. For financial assets return includes both the gain companies receive
when they finally sell them to someone else or they mature, as well as the income earned between the
purchase and sale. Return is a reward for giving up the use of the capital in the interim that is ROI= (Gain
from investment- Cost of investment). For most investments at the outset we cannot be sure of the value of the
income and gains we will receive. The spectrum of instruments we could invest in provides a varying degree
of return uncertainty. (Feibel 2003, 1) The most convincing approach to HRM evaluation is to compare the
cost of HRM programs with the benefits derived from them. In most cases, the cost of HRM programs can be
developed or monitored. Although confusion sometimes exists concerning ways to allocate specific costs,
overall program costs can usually be pinpointed. (Phillips et al 2001, 8 - 11).However, if there is
underinvestment in ROI it can result in higher short-term gains but long-term decline, since ROI ignores
events beyond the current period. ROI can be influenced by previous investments that have not been fully
depreciated or amortized, thereby obscuring the impact of current period actions. Furthermore, ROI is not a
reliable estimate for the discounted cash flow rate of return, both at individual and complete collections of
company projects. (Carton & Hofer 2008, 89)drivers rather than cutting costs across the board. As well
identifying costs associated with particular customers or customer segment, so that unprofitable customers can
be stopped from draining resources. (Spitzer 2007, 240 - 241).However, the ABC is more costly to develop
and maintain compared to traditional costing system. For example, an ABC system with 25 cost pools applied
to 100 different products. The ABC in practice is used to develop the full cost of products. Full cost includes
allocation of costs that are fixed (depreciation and supervisory salaries), the costs per unit generated by the
ABC system does not measure the incremental costs needed to produce items, incremental information is
required for decision making. (Khan & Jain 2009, 17)Investment is an initial pay of something we value in
46
swap for the expected benefit of getting back more than we put in. The variation between what we put in and
what we got back is the return. Therefore, companies invest in order to have a return on their investment. For
financial assets return includes both the gain companies receive when they finally sell them to someone else or
they mature, as well as the income earned between the purchase and sale. Return is a reward for giving up the
use of the capital in the interim that is ROI= (Gain from investment- Cost of investment). For most
investments at the outset we cannot be sure of the value of the income and gains we will receive. The
spectrum of instruments we could invest in provides a varying degree of return uncertainty. (Feibel 2003, 1)
The most convincing approach to HRM evaluation is to compare the cost of HRM programs with the benefits
derived from them. In most cases, the cost of HRM programs can be developed or monitored. Although
confusion sometimes exists concerning ways to allocate specific costs, overall program costs can usually be
pinpointed. (Phillips et al 2001, 8 - 11).However, if there is underinvestment in ROI it can result in higher
short-term gains but long-term decline, since ROI ignores events beyond the current period. ROI can be
influenced by previous investments that have not been fully depreciated or amortized, thereby obscuring the
impact of current period actions. Furthermore, ROI is not a reliable estimate for the discounted cash flow rate
of return, both at individual and complete collections of company projects. (Carton & Hofer 2008, 89)

47
 LITERATURE REVIEW

Employee Performance. Employee production and employee job performance seems to be related but
performance is in some cases can be measured like the number and value of goods produced. However, in
general productivity is associated with production-oriented terms (e.g. turnover) and performance is linked to
efficiency or perception-oriented terms (e.g. supervisory ratings and goal accomplishments) (Pincus, 1986).
According to Hunter and Hunter (1984) crucial in job performance is the ability of the employee himself. The
employee must be able to deliver good results and have a high productivity.

According to Vroom (1964) an employee‟s performance is based on individual factors, namely: personality,
skills, knowledge, experience and abilities. Job performance refers to how well someone performs at his or her
work. Job performance has been defined as work performance in terms of quality and quality expected from
each employee (Khan et al., 2009).Oluseyi and Ayo (2009) argued that job performance is related to the
willingness and openness to try and achieve new aspects of the job which in turn will bring about an increase
in the individual‟s productivity. Job performance can be defined as “all the behaviors employees engage in
while at work”.

A good employee performance is necessary for the organization, since an organization‟s success is dependent
upon the employee‟s creativity, innovation and commitment (Kreisman, 2002).Chaudhary and Sharma (2012)
think that motivated employees are more productive than non-motivated employees. If employee is satisfied
and happy, then he/she will do his/her work in the best amazing manner. The result will be positive and will
motivate other employees in office. In order to increase work effectiveness and performance, it is important to
address a number of issues, including increasing motivation among employees, making them feel satisfied
with their job and increase their-job related wellbeing in general (Bogdanova & Naunivska, 2008). There are
the effective ways how to manage organizations, develop and stimulate their employees to let organizations
perform well (Patterson, M.G. et al (1998)). HR management has a significant impact on performance, so
employees work in a certain way or behave in a way that can lead to reach the organization goals. Employees
are performing different jobs in an organization according to the nature of the organization. Mostly employee
perform tasks like production, storage, manufacturing, transportation, marketing, purchasing, distribution,
promotion of business, finance and accounting, HR, research and public relations (Viswesvaran, C. and Ones,
D.S. (2000)). It‟s should be performed by the employees in the better after that they can give their best output
at the job. It will be a great impact on the total production, sales, profit, progress and market position of the
company in the market.Measuring job performance. According to Kostiuk and Follmann (1989) in most
organizations,performance is measured by supervisory ratings, but these data can‟t provide with right results
since they are highly subjective. Breaugh (1981) states in his research that there are four different performance
dimensions on which employees are measured, named: quality, quantity, dependability and job
knowledge.Employee motivation and performance. We already argued that managers need to motivate
employees to perform better in the firm, (Ramlall, 2008). However, it is only later research that succeeded in
establishing a positive correlation between employee motivation and job performance. In this study,
relationship between employee motivation and performance will be explained. After that, it will be described
how employees can be intrinsically/extrinsically motivated to perform well. Motivation. The word
„motivation‟ was first time used by P.T. Young‟s in his book “Motivation and Behavior” (Heckhausen &
Heckhausen, 2008, p.10). According to Robbins, motivation is “the willingness to exert high levels of effort
towards organizational goals, conditioned by the effort‟s ability to satisfy some individual need” (p.187).
“Motivation is inferred from a systematic analysis of how personal task and environmental characteristics

48
influence behavior and job performance” (Jenica, 2007, p.29). Motivation is used to engage employees in the
work.

Human behavior mostly complex; Sometimes their needs are driven by their unconscious motives some by
conscious. Maslow, whilst the more recent cognitive psychologists describe motivation as a product of
conscious decision (Williams & Burden, 1997, pp.17-20). After reviewing all therelated definitions we define
motivation asAccording to Dr. Kamaljit Birdi'(2006) human are just like an iceberg, as the tip of the ice berg
is visible (conscious), but the rest of the parts which is under the surface is not visible.These factors can be
investigated deeper by going deeper into different types of motivation, i.e. intrinsic & extrinsic motivation.
Both theories and empirical research contains a) need-based motivations are the most biggest factory that
engage people in various behaviors, b) such kind of motivation can be divided into two major types: extrinsic
and intrinsic (Jiming & Xinjian, 2013, p.156; Amabile, 1993, p.186). Motivational theorists identified and
tested different intrinsic and extrinsic motivators in work environment. Powell, Symbaluk and Honey, (2005)
find out some behaviors that could be motivated that are working for money, driving a car toward a
destination, and reading textbooks for an upcoming exam (P.38-40). Many behaviors are motivated
intrinsically f.e, arousal, excitement, enjoyment and flow (Holbrook et al,, 1984, p.137). There are different
opinion regarding intrinsic and extrinsic motivation, it is sure that, both of them play crucial role in motivating
employees.Employee motivation depends on many intrinsic and extrinsic factors like, interesting work, job
appreciation, satisfaction, stress, job security, promotion and growth, rewards, work environment, punishment
and recognition etcetera (Palaniammal, 2013, p.2). The main aim of these factors is to create an environment
where people ready to work with initiative, interest and enthusiasm, with a high personal and group
satisfaction, with the sense of responsibility and confidence to achieve their personal as well as organizational
goals (Palaniammal, 2013, p.1).Intrinsic and extrinsic motivation factors have been under discussion for long
time. According to Locke (1969), more than 3300 articles have been written on this subject.

A survey conducted from sales and banking employees showed that, monetary rewards (i.e. Good Wages)
were the preferred factor for motivation in banking and sales employment (Jenica, 2007, p.34). In 1980, 1986
1992, 2000 and 2015 studies were conducted on employee motivation. Employees ranked monetary reward at
first place, followed by job security and promotion and growth. A survey on American workers examined 16
aspects of worker motivation, respondents chose interesting work, and enjoying an opportunity to learn new
skills (Spector, 1997, p.7-10). Another study investigated the importance of job security in organization by
selecting a sample of 104 employees from the central personnel office of a large state agency. Job security
was found as an important factor related to both intrinsic as well as extrinsic motivation (Kuhnert & Palmer,
1991, p.178) and so on. Different researchers used different intrinsic and extrinsic factors to check employee
motivation in banking sector. After investigating different motivational factors, we came that four intrinsic
(such as: interesting work, job appreciation, job satisfaction, stress) and four extrinsic factors (job security,
promotion & growth, good wages, recognition) will be consider for this study. These factors are taken on the
basis of Maslow‟s Need theory, Alderfer ERG theory, Herzberg‟s two factor theory, Four-Drive Theory and
Expectancy theory.Intrinsic Motivation. Employees have intrinsic motivation, they search for the enjoyment,
interest, satisfaction of curiosity, self-expression, or personal challenge in the work (Amabile, 1993). Deci and
Ryan (1985) argue that the main focus of intrinsic motivation is on the performance of employee task process
only (P.113-140). Amabile (1993) disagree with this statement and suggested that “intrinsic motivation is
completely compatible with certain kinds of product focus” (p.189).

For this study we listed four intrinsic factors i.e.interesting work, job appreciation, satisfaction and
stress:Interesting work is a term that explains the experience of employees who are passionate about and
energized by their work, know the meaning and the purpose in their jobs, sure that they can express
themselves completely at job and feel connected to those with whom they work and elaborate. It has
49
physiological positive effect, since there is a belief that one‟s work makes a contribution, a sense of
connection to others and a common purpose, a sense of perfection and transcendence” (Saks, 2011, p.318).Job
Appreciation can be described as “acknowledge the value and meaning of an event, a person, a behavior, an
object and positive feeling that has connection to it” (Fagley, 2012, p.168).Job Satisfaction can be defined like
feeling that reflects whether employee needs are or not fulfill by the individual job. Organization should
organize, arrange and manage job to satisfy workers (Mahfood, 2012, p.311).Stress can be described like
“mentally or emotionally disruptive or there is upsetting condition occurring in response to adverse external
influences” (Rosas, 2011, p.554).Extrinsic Motivation.

Employees have extrinsic motivation when they engage in the work in order to obtain some goal that is apart
from the work itself (Amabile, 1993). This research is held by the help of four extrinsic motivational factors
i.e. job security, good wages, promotion & growth, and recognition:Job Security is described as “the
perceived powerlessness to maintain desired continuity in a threatened job situation” (Sora, et al., 2009,
p.126).Good Wages can be defined as “the monetary compensation to employee who gets for the offering his
or her services to a company” (Authors) In a complex and dynamic environment, leader of the organization
used to create the environment in which employee feel trusted and are empowered to take decisions in the
organization which leads to enhance motivation level of employee and ultimately organizational performance
are enhanced. Smith and Rupp (2003) stated that performance is a role of individual motivation;
organizational strategy, and structure and resistance to change, is an empirical role relating motivation in the
organization. Likewise, Luthans and Stajkovic (1999) concluded that advancement of human resources
through rewards, monetary incentives, and organizational behavior modification has generated a large volume
of debate in the human resource and sales performance field. According to Orpen (1997) better the
relationship between mentors and mentees in the formal mentoring program, the more mentees are motivated
to work hard and committed to their organization. Likewise, Malina and Selto (2001) conducted a case study
in one corporate setting by using balance score card (BSC) method and found out that organizational
outcomes would be greater if employees are provided with positive motivation.

The establishment of operations-based targets will help the provision of strategic feedback by allowing the
evaluation of actual performance against the operations-based targets. Goal-directed behavior and strategic
feedback are expected to enhance organizational performance (Chenhall 2005). Kunz and Pfaff (2002) stated
no substantive reason to fear an undermining effect of extrinsic rewards on intrinsic motivation. Decoene and
Bruggeman (2006) in their study developed and illustrated a model of the relationship between strategic
alignment, motivation and organizational performance in a BSC context and find that effective strategic
alignment empowers and motivates working executives. Leaders motivate people to follow a participative
design of work in which they are responsible and get it together, which make them responsible for their
performance. Aguinis et al. (2013) stated that monetary rewards can be a very powerful determinant of
employee motivation and achievement which, in turn, can advance to important returns in terms of firm-level
performance. Garg and Rastogi (2006) identified the key issues of job design research and practice to motivate
employees’ performance and concluded that a dynamic managerial learning framework is required to enhance
employees’ performance to meet global challenges. Vuori and Okkonen (2012) stated that motivation helps to
share knowledge through an intra-organizational social media platform which can help the organization to
reach its goals and objectives. Den and Verburg (2004) found the impact of high performing work systems,
also called human resource practices, on perceptual measures of firm performance.

Ashmos and Duchon (2000) recognizes that employees have both a mind and a spirit and seek to find meaning
and purpose in their work, and an aspiration to be part of a community, hence making their jobs worthwhile
and motivating them to do at a high level with a view to personal and social development. One of the most
important functions of managementis to create willingness amongst the employees toperform in the best of
50
their abilities. Thereforethe role of a leader is to arouse interest inperformance of employees in their jobs. In
acomplex and dynamic environment, leader of theorganization used to create the environment inwhich
employee feel trusted and are empowered totake decisions in the organization which leads to enhance
motivation level of employee and ultimately organizational performance are enhanced. Fredrick W Taylor
was one of the first theorists to attempt to understand employee motivation. His theory of scientific
management, also referred to as Taylorism, analyses the productivity of the workforce. Taylor's basic theory
of motivation is that workers are motivated by money. He viewed employees not as individuals, but as pieces
of a larger workforce; in doing so his theory stresses that giving employee's individual tasks, supplying them
with the best tools and paying them based on their productivity was the best way to motivate them. Taylor's
theory developed in the late 1890s and can still be seen today in industrial engineering and Mmanufacturing
industries. In the mid-1920s another theorist, Elton Mayo, began studying the workforce. His study of the
Hawthorne Works, lead him to hiS discovery of the Hawthorne effect. The Hawthorne effect is the idea that
people change their behaviour as a reaction to being observed. Mayo found that employee's productivity
increased when they knew they were being watched. He also found that employees were more motivated
when they were allowed to give input on their working conditions and that input was valued. Smith and Rupp
stated that performance is a role of individual motivation, organizational strategy, and structure and resistance
to change, is an empirical role relating motivation in the organization.

Likewise, advancement of human resources through rewards, monetary incentives, and organizational
behaviour modification has generated a large volume of debate in the human resource and sales performance
field. According to Orpen better the relationship between mentors and mentees in the formal mentoring
program, the more mentees are motivated to work hard and committed to their organization. Likewise, Malina
and Selto conducted a case study in one corporate setting by using balance score card (BSC) method and
found out that organizationaloutcomes would be greater if employees are provided with positive motivation
(2001). The establishment of operations-based targets will help the provision of strategic feedback by
allowing the evaluation of actual performance against the operations-based targets. Goal directed behaviour
and strategic feedback are expected to enhance organizational performance. Kunz and Pfaff stated no
substantive reason to fear an undermining effect of extrinsic rewards on intrinsic motivation (2002).Decoene
and Bruggeman in their study developed and illustrated a model of the relationship between strategic
alignment, motivation and organizational performance in a BSC context and find that effective strategic
alignment empowers and motivates working executives (2006). Leaders motivate people to follow a
participative design of work in which they are responsible and get it together, which make them responsible
for their performance. Monetary rewards can be a very powerful determinant of employee motivation and
achievement. Garg and Rastogi identified the key issues of job design research and practice to motivate
employees’ performance and concluded that a dynamic managerial learning framework is required to enhance
employees’ performance to meet global challenges. Vuori and Okkonen stated that motivation helps to share
knowledge through an intra-organizational social media platform which can help the organization to reach its
goals and objectives (2012)

. Den and Verburg found the impact of high performing work systems, also called human resource practices,
on perceptual measures of firm performance (2004). Ashmos and Duchon recognizes that employees have
both a mind and a spirit and seek to find meaning and purpose in their work, and an aspiration to be part of a
community, hence making High level with a view to personal and social development(2000) Motivated
behaviors are deliberate choices controlled by the individual employee. Organizational leaders are compelled
to create a favorable environment which the employee feels trusted and empowered to take decisions in the
organization which leads to enhanced motivational levels of employees and ultimately organizational
performance is enhanced (Shadare et al., 2009). A significant proportion of the theories discussed above have
been tested empirically by various scholars. One of the early empirical studies on Maslow’s hierarchy of
51
needs theory tested whether the list of needs derived from Maslow is applicable to other cultures (Bawa,
2017). The study found that managers found the needs to be essential. Nonetheless, even though the needs are
applicable universally, the importance attached to the satisfaction of different needs varies from culture to
culture (Haire, et. al., 1963 in Bawa (2017).According to Bawa (2017), a survey conducted by Velnampy
(2007) to examine Maslow’s hierarchy of needs theory and revealed that consciously or unconsciously lower
level employees in both public and private sector organizations of Sri Lanka attach more importance to lower
level needs and higher level employees emphasize higher level needs. Sajuyigbe, et al (2013) conducted an
empirical study in manufacturing companies in Ibadan, Nigeria, in testing the Herzberg’s motivation hygiene
theory, and came to a conclusion that pay, performance bonus, recognition and praise were highly related to
organizational performance.

In testing the equity theory, Summers and Hendrix (1991), as cited in Bawa (2017) found a
significant relationship between job satisfaction and intention to quit and Iverson and (Roy 1994, as cited in
Griffeth & Gaertner, 2001) who investigated the perception of various pay and benefits in relation to
coworkers and found a strong correlation between pay equity and job satisfaction. Staff training and
development is another indispensable motivator in the workplace. Aibievi (2014) collected data from 100
non-academic staff of University of Benin, Nigeria to test the impact of training and development on
employee motivation. The study found a significant positive correlation between training and motivation.
Trained staff was found to be more dedicated to duty compared to those who did not receive training and also
that training could lead to increased productivity. Decoene and Bruggeman (2006) in their study developed
and illustrated a model of the relationship between strategic alignment, motivation and organizational
performance in a BSC context and find that effective strategic alignment empowers and motivates working
executives. Likewise, Malina and Selto (2001) conducted a case study in one corporate setting by using
balance score card (BSC) method and found out that organizational outcomes would be greater if employees
are provided with positive motivation. According to Thomas (2009), pinpointing what motivates each
individual employee is regarded as the main challenge in the workplace taking into account each individual
difference. The management must be aware of what exactly encourages the employee to perform; monetary
rewards can be an essential determinant of employee motivation and achievement which, in turn, can lead to
important returns in terms of firm level performance (Bawa, 2017). Naldöken et al. (2011) examined the
financial incentive application on the motivations of employees at a state hospital in terms of their
performance. It was established in the study that the medical employees, who benefited from these financial
incentives were positively motivated by this application Mulema (2019) carried out a study in Information
Technology Support Service Companies in Kampala, Uganda. The study aimed to determine the impact of
employee motivation on organizational performance. The three selected IT support services companies were
Iwat Solutions, Mercury Group and Sky Hi Technology. The intention of the study was to evaluate the
relationship between employee motivation and organizational performance, to analyze the relationship
between employee motivation and employee commitment and to outline the key factors that increase
employee motivation. The study’s main findings indicated that there is a positive relationship between
motivation of employee and organizational performance Muze (2014) also carried a research on motivation
and its impact on employees’ performance in goal attainment. The intent was solely to investigate the
standards which are being used by organizations in motivating their employees; to evaluate the problems that
companies face in motivating their employees; and to examine the effect of motivation on employees’
performance. Muze’s study findings clearly indicated well the impact of employee motivation on
organizational efficiency, it failed to acknowledge several indicators of employee motivation such as
recognition and empowerment. Another study conducted by Ng, et al. (2010) as cited in Singh, et. al. (2012)
sought to study the expectations and priorities of young employees. They found that this category of workers
rated opportunities for career advancement as the most desirable work related attribute followed by

52
good people to relate to and opportunities for good training and development. According to these researchers,
surprisingly, pay, benefits and job security were ranked in the middle behind career advancement. According
to a survey carried out by the United States of America Career and Qualification Principles in 2005, it was
determined that the most important element motivating both the employees and employers were job
satisfaction and personal satisfaction for both groups. According to the results of the study, it was observed
that non-financial incentives are given much importance than financial incentives (Coşkun & Dulkadiroğlu
2009) Finally, Tausif (2012) as cited in Haider, et al (2015) conducted a survey in Pakistan among public
school teachers and found that non-financial rewards were essential in developing employees’ job satisfaction
and motivation. Likewise, Barton (2006) found that employee recognition is the most important factor among
non-financial rewards in enhancing job satisfaction and motivation. Furthermore, Yousaf et al (2014) argue
that the importance of a motivated workforce cannot be underestimated in boosting the organizational
motivation. Besides the financial rewards, the employee expects recognition and appreciation for his efforts
and contribu Motivation is how an individual performs or presents an attempt to win an achievement (Pinder,
2008, p. 9). Ed. Prince (1984) states that motivation comes from the word 'motivate,' which means force and
power to satisfy a wish (Prince, 1984, p. 4-2). Bartol and Martin (1998) define motivation as a force that
reinforces the behaviour, offers a path, and leads to a continuous trend (Islam as a force that reinforces the
behaviour, offers a path, and leads to a continuous trend (Islam & Ismail, 2008, p. 344). Above all explains
that people must be energetic and explicit about their destinations to achieve goals. Motivation is considered
an internal push by Tariq & Ding (2018) to meet the unmet need and do this (Tariq & Ding, 2018). Motivation
is a procedure that initiates a success aimed at a target via a physiological or psychological wish (Shalley et
al., 2009). It is the final result of an interface between personality and organization (Hardré & Reeve, 2009). It
symbolizes specific neurological procedures that are the basis for relaxation, guidance, and deliberative
behaviour (Graves et al., 2013). Motivation further advances and promotes goal-driven behaviour (Ismajli et
al., 2015). It is an intrinsic force that pushes people to attract personal and corporate objectives. Motivation is
a series of courses to improve efficiency and target those objectives (Kalimullah et al., 2010). Barron (1983)
says that it is an accumulation of different paths that exploit and articulate our behaviours to achieve those
ambitions (Rizwan et al., 2010). Porter and Miles (1974) have shown that motivation enhances expression and
efficiency (Güngör, 2011, p. 1511). A person's motivation encompasses all the reasons he/she chooses for his
action (Tziner & Tanami, 2013). The most prominent theories of motivation are perhaps the work of Maslow
(1954), Herzberg (1966), Alderfer (1972), and McClelland (1987), all of which deal with the basic
needs motivational model, referred to as material motivation theory (Dwivedula & Bredillet, 2010; Maslow,
1954; McClelland, 1987; Sachau, 2007). Some are core needs, such as food, sleep, and water requirements,
that interact with and are regarded as unlearned physical facets of behaviour. On the other hand, secondary
needs, such as the need for power, performance, and relationships, consist of internal states (Ryan & Deci,
2017). Subsequent needs are responsible for most of a manager's behaviour during a different situation and the
benefits that attract the most staff (Naile & Selesho, 2014). Kolk (2019) believes that people's motives are
innate and that they can be separated into liberty, control, and intention (Kolk et al., 2019).

Jeffries (2013) says several scholars focused on the findings of the Hawthorne study to explain what inspired
workers and how they were motivated. Lindner concluded that Maslow's hierarchy theory, Herzberg's theory
of two factors, Vroom's theory of expectation, Adam's theory of equity, and Skinner's theory of
strengthening, are five critical approaches contributing to our understanding of motivation (Jeffries,
2013). In turn, lack of motivation impacts efficiency (Cherian & Jacob, 2013). Moreover, some of the signs
may be indicating a lack of morality: decreased efficiency, higher absenteeism and fatigue rate, an increased
number of deficiencies, a higher frequency of injuries or waste and scrapes (Reizer et al., 2019). A motivated
employee is trustworthy and loyal means that the employee shares the company's decisions and goals
(Suliman & Al-Sabri, 2009; Walker et al., 1977). Motivation is often used to encourage individuals to carry

53
out organizational activities and take steps to meet a felt need (Igalens & Roussel, 1999). Also, Igalens &
Roussel (1999) states that workers are motivated to accomplish their corporate goals and objectives. This
demonstrates that organizations cannot achieve goals without workers as their foundation. Workers are
motivated by & eadership and by the opportunity to encourage subordinates to work for their aims by
promoting positive morals or a good working spirit amongst workers (Musinguzi et al., 2018). Only by the
actions of individuals will the aim of an organization be accomplished (Jalagat, 2016). People must also be
inspired to do their part in an understanding manner (Aziri, 2011). But one person might not be motivated by
what motivates another. Thus, for the best possible results, each manager must read more about and learn
more about each of their workers (Smith & Shields, 2013). Any manager must encourage different members
to make each team member or workgroup differently and inspire the team or group (Bonenberger et al., 2014).
It needs the creation of a thriving working atmosphere based on the confidence of managers and other staff

(Kjeldsen & Bruce and Pepitone (1999) propose an interesting viewpoint according to
which managers cannot motivate employees; managers can only influence what employees are motivated to
do.The role of facilitating quality subordinate-superior communication at various levels effectively employing
a wide range of communication channels has been praised by Shields (2007) in terms of its positive
contribution in boosting employee morale. Shields (2007) stresses two specific advantages of such a practice
that relate to offering employees a chance to raise their concerns and put across their points regarding various
aspects of their jobs, as well as, supplying them with the feeling of engagement and appreciation.According to
Lockley (2012) offering training and development programs that effectively contributes to personal and
professional growth of individuals is another effective employee motivation strategy.

At the same time, Lockley (2012) warns that in order for motivational aspects of training and development
initiatives to be increased ideally they need to be devised and implemented by a third party with relevant
competency and experience Alternative working patterns such as job-rotating, job-sharing, and flexible
working have been branded as effective motivational tools by Llopis (2012). Moreover, Llopis (2012) argues
that motivational aspects of alternative working patterns along with its other benefits are being appreciated by
increasing numbers of organisations, however, at the same time; many organisations are left behind from
benefiting from such opportunities.An interesting viewpoint regarding the issue has been proposed by Wylie
(2004), according to which members of management primarily should be able to maintain the level of their
own motivation at high levels in order to engage in effective motivation of their subordinates.

Accordingly, Wylie (2004) recommends managers to adopt a proactive approach in terms of engaging in self-
motivation practices.Furthermore, Wylie (2004) recommends concentrating on specific variations of
intangible motivational tools such as celebrations of birthdays and other important dates with the participation
of whole teamAccording to Thomas (2009) the main challenge of motivation in workplaces is identifying
what motivates each individual employee taking into account his or her individual differences. In other words,
individual differences have been specified by Thomas (2009) as the major obstruction for management in
engaging in employee motivation in an effective manner.Lockley (2012), on the other hand, addresses the
same issue focusing on cross-cultural differences between employees in particular. Namely, culture can be
explained as knowledge, pattern of behaviour, values, norms and traditions shared by members of a specific

54
group (Kreitner and Cassidy, 2012), and accordingly, cross-cultural differences is perceived to be a major
obstruction in the way of successful employee motivation.This point has been explained by Lockley (2012) by
insisting that certain practices such as engaging in constructive arguments and dialogues in workplace can
prove to be highly motivational for the representatives of Western culture, whereas the same set of practices
can prove to be counter-productive for employees from Asian countries due to vast cross-cultural
differences.Llopis (2012) draws attention to the increasing relevance of the work-life balance problem for
modern employees and stresses its negative impact on the level of employee motivation. Specifically, Llopis
(2012) reasons that unless employees achieve an adequate level of work-life balance in personal level,
management investment on the level of employee motivation can be wasted.This viewpoint is based on
Hierarchy of Needs theoretical framework proposed by Abraham Maslow (1943), according to which there is
a certain hierarchy for individual needs, and more basic human needs need to be satisfied in order for the next
level needs to serve as motivators. Ferris, Hochwarter, and Wright’s (2019) article defined motivation as “a
set of energetic forces that are originated both within, as well as beyond an individual’s being, to initiate
work-related behavior and to determine its form, direction, intensity, and duration” (Ferris, Hochwarter, &
Wright, 2019, p. 9).

In alignment with this viewpoint, Mulyani, Sari, and Sari (2019) defined employee motivation as the trigger
that pushes employees to accomplish a set of activities that in return leads to the achievement of specific
goals. Additionally, “motivation is a stimulant desire and willingness to work in one's locomotion; it affects
the arousal, direction, and maintenance of behaviors relevant to the work setting” (Sari, Mulyani, & Sari,
2019, p. 5). Employee motivation is a remarkable aspect that directly affects the “willingness to work” for
employees and their satisfaction at work; an aspect that organizations should extensively pay attention to.
Such viewpoints focus mainly on what triggers a person to achieve a specific task when it comes to
motivation, which is also referred to as motives.On the other hand, several previous studies defined work
motivation by linking it to organizational goals. For example, Okoth and Florah (2019) tried to define
employee motivation in several ways. Mainly, they claimed in their research that “employee motivation
supports companies by creating a competitive advantage over the competitors by motivating workers to work
towards a specific goal” (Okoth & Florah, 2019, p. 2). According to previous researches, they defined it as the
“attribute that moves us to do or not to do something; a drive that defines behavior, purpose, and direction”
(Okoth & Florah, 2019, p. 2).

Added to that, employee motivation is also explained as the tendency to react in a specific way to attain
specific goals. It can also push employees to exert extra effort for the wellbeing of the organization if they are
given the motivators to work better according to their needs (Okoth & Florah, 2019). Furthermore, employee
motivation can also be interpreted as a “psychological process that energizes and maintains human activity in
relation to work, task or project” (HITKA, RÓZSA, POTKÁNY, & LIŽBETINOVÁ, 2019, p. 3). According
to their paper published in 2018, Michelle De Sousa Sabbagh, Ophillia Ledimo, and Nico Martins explain
employee motivation as the effort exerted by employees to reach organizational objectives; it’s the efforts they
are willing to put given the fact that their needs are satisfied at the same time (Sabbagha, Ledimo, & Martins,
2018). “It is the feeling, effort, energy, and driving force an employee uses to accomplish individual and/or
organizational goals” (Sabbagha, Ledimo, & Martins, 2018, p. 1). Workers will be pushed forward to exert
extra effort at work if their own needs, interests, and goals are acknowledged. The science of organizational
behavior describes motivation as the forces that are within employees that define to what extent they are able
to work, and at the same time, their persistence for accomplishing organizational tasks (Sari, Mulyani, & Sari,
2019). Hence, the above-mentioned viewpoints link work motivation to organizational goals and companies’
competitive advantage.Hence, in this manner, we have two mains polls: motivation is mainly about the inner
triggers that employees have to accomplish a specific goal, and on the other hand, goals or mainly

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organizational goals stand primarily behind the motivation that is found in individuals. Given these two main
extremes, a significant theoretical gap can be distinguished, and a remarkable question would arise:

Does the motivation found in employees exist just because of the triggers that they have inside them, or the
end goals that the employees are aiming to seek are the main reason behind their motivation? In other words,
what is the link between the motives and the end goals? Employees’ efforts are characterized by three
parameters: the direction of efforts (choosing between several alternatives in order to attain goals), the efforts’
strength (the degree of commitment which employees pursue the preferred alternative) and the persistency of
efforts (preserving behavior) (Sabbagha, Ledimo, & Martins, 2018). When discussing employee motivation,
the most important two aspects of this term are the intrinsic and extrinsic factors that impact employee
motivation.

Intrinsic or internal factors that influence employees’ motivation are defined as the internal influences that
employees have within them which pushes them forward to accomplish a task perfectly (Sabbagha, Ledimo,
& Martins, 2018). Whereas extrinsic motivation is defined as “employees who are externally motivated by a
materialistic reward (usually financially) such as pay, promotion, praise, or avoidance of any negative
consequences” (Sabbagha, Ledimo, & Martins, 2018, p. 1). Internal motivators are found within the
employees, while extrinsic motivators are provided by external parties (such as employers). In their study,
Okoth and Florah (2019) examined several variables for employee motivation that might be the key for
triggering employees to work harder, such as “salaries and benefits, employee recognition, job satisfaction and
job security, and training and development” (Okoth & Florah, 2019). “Employee motivation differs from
person to another and is affected by various motivational factors” (HITKA, RÓZSA, POTKÁNY, &
LIŽBETINOVÁ, 2019, p. 3). This is due to the fact that every employee has a unique character and
personality; every employee comes from a different cultural background and generation gaps do exist between
employees in the same organization.

Hence, it is crucial for employers to be able to allow their employees from different backgrounds and
characteristics to work harder at work. Those employees who are gratified at work are well motivated and
committed to their organizations and have a passion for contributing positively to the performance of their
organizations. Employee performance is influenced by numerous aspects; mainly technological advancement
and globalization which is giving credits to intellectual skills on the account of physical work. Companies
strive to find ways in order to motivate their employees. Many studies have been done in this manner in order
to find what might motivate employees to work harder. Yet, many companies use rewards as a means to
motivate their employees. Organizational rewards were set by companies in order to push forward their staff
to work harder and attain further organizational strategic targets. Two kinds of rewards exist, monetary and
non-monetary rewards; remarkably “previous psychology research papers claim that nonmonetary rewards
exert greater outcomes on employee motivation” (Sureephong, Dahlan, Chernbumroong, & Tongpaeng, 2019,
p. 3). In addition to that, non-monetary rewards help in decreasing the level of stress that employees may have
at work, and at the same time, such rewards may elevate the employees’ self-confidence which could have
direct results on the profitability and competitiveness of the companies where they are working. Yet on the
other hand, “monetary rewards usually decrease teamwork performance as employees focus primarily on
individual cash gains” (Sureephong, Dahlan, Chernbumroong, & Tongpaeng, 2019, p. 3). Nevertheless, in
their research paper, Sureephong, Dahlan, Chernbumroong, and Tongpaeng (2019) claim that previous
researches proved that not all kinds of money-related rewards may have a good influence on employee
motivation. Remarkably, a specific non-monetary reward may be able to motivate an employee while it might
fail to motivate the other; even if these two employees work in the same company.

56
This is due to the fact that every employee has a preferable kind of motivator. For example, some employees
might have greater self-esteem if they get promoted or are handled extra tasks at work (due to their positive
performance in the past); while other employees might get demotivated and feel burned out since a promotion
would mean more responsibilities and more accountability.So, we have discussed several drivers for
employee motivation. Yet, many researchers have failed to examine the effect of providing a mix of cash and
non-cash perks on employees. In other words, would employees get motivated if they get promoted to a
higher-level position and at the same time being given a one-week paid vacation? Most researchers discussed
the importance of monetary rewards on one side, and the importance of non-monetary rewards on the other
side. Yet, a great added value could be given to the field of human resources if researchers dig deep in finding
the effect of providing a mix of monetary and a nonmonetary reward to employees Marijana Aleksić Glišović,
Gorica Jerotijević, and Zoran Jerotijević (2019) tried to examine the modern motivational theories in the
business field given the fact that employees are the most valuable capital in any company. Employees who
have the ultimate willingness to work and achieve personal, as well as organizational goals, are indeed
considered to be a true virtue to their organizations. In other words, they are considered the companies’ main
competitive advantage (Glišović, Jerotijević, & Jerotijević, 2019). It is very critical to adhere the importance
of employee motivation and what could allow employees to exert extra effort at work, and how employers
could “create a workplace that enables employees to do the best they can” (Glišović, Jerotijević, & Jerotijević,
2019, p. 3).Recent researches defined four main motivational theories (also known as process theories) that
can give an overview of the advancement of the performance of employees. First, the “Theory of
Expectations” (and equity), which claims that employees want to be treated equally at work. This theory relies
mainly on the perception of employees on how they are treated in comparison with their colleagues at work.
Second, the “Theory of Reinforcement”, which was established by Skinner, which claims that employees
would be motivated when it is clearly shown that achievements lead to rewards while accent on punishment
yields negative results. Thirdly, the “Goal Setting Theory”, developed by Edwin Locke, claims that the bases
for employee motivation are the goals themselves. Last but not least, the “Victor Vroom’s Expectancy
Theory”, that was revealed in 1964 and considered to be one of the most prominent ones, probes that the
possibility that employees behave in a specific manner at work depends on the level of employees’ confidence
that this act will yield a specific result that they themselves value. Employees usually choose a specific act
relying on how they evaluate the results of this behavior and how would it help them to accomplish
organizational goals. Hence, employees always strive to find ways to satisfy their needs and keep them on the
safe shore. In fact, they would choose the most efficient and effective way in order to reach their
goals.Managers should understand what might increase the level of motivation of their fellow employees and
what might motivate them furtherly to work harder. Definitely, a high level of employee motivation among
employees would positively affect their performance and increase their productivity.

It is not a secret that when companies invest in their employees, they are definitely indirectly boosting their
organizational performance. Employees working in the same industry, field, or department may have different
motivators; the key here in this manner is “finding an ultimate combination of flexibility, job design, and
rewarding systems” (Glišović, Jerotijević, & Jerotijević, 2019, p. 7). The methods are plenty; employers
would choose what might best suites their employees and their organizations. First, employers may “choose to
increase the number and variety of tasks performed by the employees” (Glišović, Jerotijević, & Jerotijević,
2019, p. 7). This is also referred to as work extension; which aims to boost the employees’ satisfaction at work
by horizontally diversifying their tasks at work. Second, employers may consider what is called “job
enrichment”; which is vertically diversifying the jobs of employees at work. It mainly involves giving
employees greater independence, accountability, and decision-making authorities.

Third, some employers would choose a method called “changing jobs” or “job rotation”, which is moving
employees from one job position or department to another. This method aims to develop the knowledge that
57
employees have and prevent them from any aspect that causes them to become demotivated in a specific job.
Fourth, the “work planning options”, which allow employees to have self-control on the way they function at
work or the way they execute their work. This woul allow employees to “focus on the job they need to do,
without compromising the quality of their private lives, which certainly leads to greater motivation for work”
(Glišović, Jerotijević, & Jerotijević, 2019, p. 8). Last but not least, the concept of “job sharing”, which is
sharing job responsibilities (on different levels) between two employees or more. Companies tend to employ a
combination of the above-mentioned methods depending on the situation and nature of their organizations.
Some of these methods may have significant drawbacks, yet “their benefits far beyond outweigh the
problems, and this is supported by the fact that the number of organizations offering more flexible work
opportunities has a growth trend” (Glišović, Jerotijević, & Jerotijević, 2019, p. 8). Companies should generate
a variety of unique incentives that could target an extensive series of employee needs which could leverage
the level of employee motivation at work. This could be possible by acknowledging (formally or informally)
the most outstanding employee or group of employees at work. In addition to that, companies could provide a
variety of financial incentives; this includes a “pay per pay” system, profit sharing, wage sharing,
bonuses…etc. Moreover, employees could create a learning environment in their companies. This is possible
by providing employees with proper training to expand their skills and knowledge. In that way, employees
would have greater self-confidence that could be reflected in their motivation at work and their performance
among their colleagues. When “using some of the above-mentioned motivation methods and tools, in
accordance with the requirements of a specific situation, managers can redesign existing jobs to increase the
motivation of their employees” (Glišović, Jerotijević, & Jerotijević, 2019, p. 10). Those employees who have
abundant work passion and perseverance have developed this passion through building personal motivational
efforts, goals, and successive achievements. Past researches focused primarily on one of the most prominent
work motivation theories, which is referred to as the “Theory of Goal Setting”.

The goal-setting theory states that the essence of employees’ motivation is conscious goals, in other words,
what employees are trying to achieve. The hierarchy of employees’ goals is formulated according to their own
motivational aim.In their article, Tsvangirai and Chinyamurindi (2019) tried to link workplace surveillance
with the level of employee motivation. As previous researches concluded, when the management invests in
their employees’ motivation, it will be reflected directly and positively on the organization's performance. On
the other hand, “the use of workplace surveillance without proper management can negatively affect employee
motivation and engagement” (Tsvangirai & Chinyamurindi, 2019, p. 4). Moreover, Tsvangirai and
Chinyamurindi (2019), in fact, claimed that there is an inverse relationship between employee motivation and
workplace surveillance, where employees tried to avoid the influence of workplace surveillance. The more
they felt that there was a direct control over them, the less they felt motivated to work and at the same time,
their moral gets affected. In addition to the above, in her article published in 2010, Kirstie Ball presented
several arguments that highlight the negative consequences of excess workplace surveillance. The wellbeing
of employees shall be the priority of managers. “Excessive monitoring, however, can be detrimental to
employees for a number of reasons” (Ball, 2010, p. 93). First, personal information and the privacy of
employees might be at risk when organizations are engaged in workplace surveillance. Second, creativity and
positive behavior could be hindered if employees realize they are consistently being surveilled.

And finally, “surveillance sends a strong message to employees about the kind of behaviors their employers
expect or value” (Ball, 2010, p. 93). Even if “employee monitoring might limit cost and risk, protect value,
and maintain quality at work” (Ball, 2010, p. 93), companies should realize that nothing should stand against
the wellbeing of their employees since this could affect the employees’ level of motivation, which in return
could be negatively reflected on organizational performance.In the above mentioned two paragraphs, two
main points have been discussed: how goals help in leveraging employee motivation and how “work
surveillance” could hinder this motivation. Yet, if employees have clear goals and are fully motivated to work,
58
will they still be motivated if they feel that they are being monitored in every step they take at work? At the
same time, are companies able to monitor the work of their employees without allowing the later to
notice?Hence, in this manner, more intensive studies should be put on examining how to monitor the work of
employees without affecting their performance; especially those who are well motivated at work and have
clear goals to achieve Once the research problem is identified and defined, the next step is to review the
existing research. The researcher must learn more about the topic under investigation. To do this, the
researcher must review the literature related to the research problem. This step provides foundational
knowledge about the problem area.

The review of literature also educates the researcher about what studies have been conducted in the
past, how these studies were conducted, and the conclusions in the problem area.. In Ruth Kanfer (2016)
,this article mainly talk about the motivation in organizational behavior reviewed early the history of
motivation and advances as well as prospects ,.What is the motivation during the process of choosing and
establishing goal, based on this question the article choose the most impactful articles and and summarize
research progress in order to better understand this question and also referred the macro-level trends in
motivation research ,including the core theories of work motivation, examine key micro-regulatory processes
involved in goal decisions and goal pursuit and look forward to concluding with discussion of promising
future research directions .Jim Naylor and George Briggs(1996),introduced the purpose of organizational
behavior and human performance as a journal aimed at publishing significant research that contributes to our
basic knowledge of human performance. Over the past 50 years, the journal has published seminal papers on
the determinants ,mechanisms, and outcomes of motivation related to decision-making and performance in
work and achievement settings.

Another theory including Ajzen’s Theory of Planned Behavior (1991), Deci’s Cognitive Evaluation Theory
(1972), Hackman and Oldham’s Job Characteristics Model (1976), and Locke’s Goal Model (1968). Other
articles provide incisive reviews and critiques. As the 20th century drew to close ,the motivation research
promote a broad reorganization of findings, motivation as an umbrella term that encompasses both the
purpose and reasons underlying decision processes and goal selection. According to M.ZAKERI*(1997), this
article mainly review science through conclude basic principles of motivation, described OBHP review
progress by organizing theory and research around four principal questions that have long-driven scientific
efforts in motivational psychology; finally discuss the representation theory and research for the journal.
Modern views typically portray motivation as a time-linked set of recursive and reciprocal affective,
behavioral, and cognitive processes and actions that are organized around an individual’s goals. The result
network structure of goals contributes to both the stability and heterogeneity observed in motivated action.
Over the past half-century there have been numerous accounts of work motivation, the most prominent
theories of work motivation address the proximal, internal individual psychological forces, mechanisms, and
processes that determine goal choice and action. About the describe of motivation may be traced back to early
20th century work on the identification of universal human motives and tendencies. Beginning in the 1950s
riveted research attention on the ‘‘how” question, including for example the cognitive processes by which
expectancy and outcomes are integrated, and how best to conceptualize and assess affect. By the mid-1960s,
however, motivational theorists began to question basic tenets of expectancy-value models and their
applicability for predicting performance on new, difficult, prolonged, or ill-defined career and task goals.
During the 1970s, social- cognitive theories and theories of action regulation emerged that addressed the gap
between an individual’s goals and performance. As ‘‘what” approaches gained traction during the late 20th
century, motivation and decision-making researchers focused on increasingly different topics and questions.

Motivational scientists within the broader organizational behavior domain focused on the processes by which
goal attributes and the individual’s construal of the goal influenced planning and self-regulatory processes
59
during goal pursuit and performance accomplishments .About the “why” question of motivation is typically
studied from a person-centric perspective ,more focuses on the needs ,motives wants and likes of individuals
.During the mid-20th century, Maslow theory solve the two questions about how to describe human’s hard
through organize the numerous motives and what bring different needs as the driving force for behavior.
According to the different time and various theory described when start to propose the concept of motivation
and how to better establish motivation system as well as some critical theory ,which make me better know the
history of motivation and have a critical analyse. About motivation and performance in high education this
article mainly described people don’t have better performance until motivation mechanisms exist.

Stefania Zlatea (2015) in this article talk about the manager of high education should achievement their
management goal In a complex and dynamic environment, the organization's leader used to create the
environment in which employees feel trustworthy and are empowered to take decisions within the
organization that lead to an increase in employee motivation and ultimately enhance organizational
performance. Smith and Rupp (2003) stated that performance is a role of individual motivation; organizational
strategy, and structure and resistance to change is an empirical role in the organization that relates motivation
[5]. Likewise, Luthans and Stajkovic (1999) concluded that the advancement of human resources through
rewards, monetary incentives, and modification of organizational behavior has generated a considerable
amount of debate in the field of human resources and sales performance. Better the partnership between
mentors and mentees in the structured mentoring program, according to Orpen (1997), the more mentees
become motivated to work hard and dedicated to their organization.

Likewise, by using the Balance Score Card (BSC) method, Malina and Selto (2001) conducted a case study in
one corporate setting and found that organizational outcomes would be greater if employees were provided
with positive motivation. Setting operations-based targets will help provide strategic feedback by allowing the
assessment of actual performance against operation-based targets. Goal- directed actions and strategic
guidance are expected to improve the efficiency of a company (Chenhall 2005) [6]. Kunz and Pfaff (2002)
stated no substantive reason to fear an undermining effect of extrinsic rewards on intrinsic motivation. In their
study, Decoene and Bruggeman (2006) developed and illustrated a model of the relationship between strategic
alignment, motivation and organizational performance in the context of the BSC, and found that effective
strategic alignment empowers and motivates employees. Leaders motivate individuals to follow a
participatory work design in which they are responsible and bring it together, which makes them responsible
for their performance. Aguinis et al. (2013) stated that monetary rewards can be a very powerful determinant
of employee motivation and accomplishment which, in turn, can advance to significant performance returns at
firm level. Shmos and Duchon (2000) understand that workers both have a mind and a heart and pursue
meaning and purpose in their work, as well as a desire to be part of a community, thereby rendering their
employment worthwhile and inspiring them to do things at a high level with a view to personal and social
growth Knowledge sharing is vital for gaining a competitive advantage as a unique, valuable, and critical
resource15.

Since the essential measure to improve the effectiveness of knowledge sharing lies in the design of effective
knowledge-sharing incentives, motivation is the basis for the design of incentives. Therefore, knowledge-
sharing motivation has attracted widespread academic interest increasingly. The current study findings lack
systematicity, which is not conducive to grasping knowledge-sharing motivation issues at a holistic level and
restricts the ability of organizations to manage employees’ knowledge-sharing behavior. This study attempts
to clarify the theoretical framework of knowledge-sharing motivation by comprehensively reviewing the
literature of scholars and abroad to provide helpful guidance and inspiration for subsequent studies.Academic
research on knowledge sharing motivation mainly covers three aspects: first, the general role of knowledge
sharing motivation, which mainly discusses the significance of motivation on the occurrence and development
60
of knowledge sharing at the overall level; second, the components and theoretical basis of knowledge sharing
motivation, which mainly discusses what the specific motivations of individuals to engage in knowledge
sharing behavior, the theoretical basis behind each motivational factor, and the role relationship between
various motivational factors and complex knowledge sharing behavior are; and third, the influencing factors
of knowledge sharing motivation, which mainly discusses what factors influence individuals’ knowledge
sharing motivation and what kind of influence they have. A few native scholars have explored the knowledge-
sharing motivation of native employees, but these studies lack integration with local cultural elements.

Therefore, expanding the theoretical system of knowledge-sharing motivation in native culture is necessary
Knowledge sharing (K.S.) is a core element of knowledge management and plays a significant role in
improving technological innovation and enhancing enterprises’ core competitive capabilities16.Davenport17
considered knowledge sharing as knowledge dissemination and reception. The sharer and the receiver are vital
players in the process. Knowledge sharing provides information and expertise to assist or work together to
solve problems,18 propose new ideas, and implement policies or procedures19. Two or more participants
communicate knowledge flows during the conversion processes involving knowledge acquisition and
sharing20. Hansen21considers knowledge sharing as a way of acquiring and providing information,
experience, learning about products and technologies, etc. Knowledge sharing influences other knowledge
activities such as knowledge integration. McAdam22 considered knowledge sharing as an activity in which
individuals, groups, or organizations exchange knowledge. Xie Xuemei23 defined knowledge sharing as
individuals’ willingness to pass on their learnings and experience to others. It can also improve each other’s
knowledge capabilities and demonstration of teamwork through knowledge sharing. Knowledge sharing is a
process in which knowledge can be exchanged and moved among different subjects. It has a strong positive
impact on enhancing organizational competitiveness and performance,24 and companies can rely on
knowledge sharing to build a competitive advantage25. Therefore, knowledge sharing is an intangible asset
that maintains, enhances, and creates a competitive advantage for enterprises. Knowledge sharing allows
subsequent knowledge integration, creation, and even intellectual capital, the core competitive resource for
enterprise development. Knowledge sharing consists of an activity in which participants exchange explicit and
tacit knowledge[Jao‐Hong Cheng26]27. By transforming personal knowledge into group knowledge through
sharing, the participants can benefit from it, and the enterprise organization can also gain valuable knowledge
from it28.Cao Keyan29 also defined knowledge sharing as an individual or organization transferring expertise
to others.

This knowledge contains both implicit and explicit knowledge connotations. The knowledge is reproduced in
an existing or new form by sharing it.In addition to being an exchange activity in which individual knowledge
is transformed into group knowledge, knowledge sharing can also be defined as a culture of social interaction
that involves exchanging employee knowledge, experience, and skills through an entire department or
organization.30 Knowledge sharing occurs when individuals are willing to learn actively and help others
acquire new knowledge and competencies31.32 Knowledge-sharing behavior can also be considered a form of
organizational citizenship behavior, which emerges from individual spontaneous decisions and is therefore
influenced by individual states or characteristics33.34 An open and caring organizational climate encourages
and enhances interaction among corporate members, which leads to collaborative learning and knowledge
exchange35. Knowledge sharing is members’ contribution to the organization’s knowledge,36 which can
expand the organization’s knowledge base. Companies that can strategically collect, analyze, integrate, and
share knowledge are more likely to achieve creativity37.Tsai38 argued that knowledge sharing is a
prerequisite for knowledge creation. Although knowledge sharing helps create value, it only makes value
when individuals recognize, absorb, transform, and effectively apply it39.

61
Knowledge sharing is a good way for enterprises and individuals to enhance their ability to acquire
knowledge. It can rapidly improve the enterprises’ creative capability and competitivene Knowledge sharing
(K.S.) is a core element of knowledge management and plays a significant role in improving technological
innovation and enhancing enterprises’ core competitive capabilities16 Davenport17 considered knowledge
sharing as knowledge dissemination and reception. The sharer and the receiver are vital players in the process.
Knowledge sharing provides information and expertise to assist or work together to solve problems,18
propose new ideas, and implement policies or procedures19. Two or more participants communicate
knowledge flows during the conversion processes involving knowledge acquisition and sharing20.
Hansen21considers knowledge sharing as a way of acquiring and providing information, experience, learning
about products and technologies, etc. Knowledge sharing influences other knowledge activities such as
knowledge integration. McAdam22 considered knowledge sharing as an activity in which individuals, groups,
or organizations exchange knowledge. Xie Xuemei23 defined knowledge sharing as individuals’ willingness
to pass on their learnings and experience to others. It can also improve each other’s knowledge capabilities
and demonstration of teamwork through knowledge sharing. Knowledge sharing is a process in which
knowledge can be exchanged and moved among different subjects.

It has a strong positive impact on enhancing organizational competitiveness and performance,24 and
companies can rely on knowledge sharing to build a competitive advantage25. Therefore, knowledge sharing
is an intangible asset that maintains, enhances, and creates a competitive advantage for enterprises.
Knowledge sharing allows subsequent knowledge integration, creation, and even intellectual capital, the core
competitive resource for enterprise development. Knowledge sharing consists of an activity in which
participants exchange explicit and tacit knowledge[Jao‐Hong Cheng26]27. By transforming personal
knowledge into group knowledge through sharing, the participants can benefit from it, and the enterprise
organization can also gain valuable knowledge from it28.Cao Keyan29 also defined knowledge sharing as an
individual or organization transferring expertise to others. This knowledge contains both implicit and explicit
knowledge connotations. The knowledge is reproduced in an existing or new form by sharing it.In addition to
being an exchange activity in which individual knowledge is transformed into group knowledge, knowledge
sharing can also be defined as a culture of social interaction that involves exchanging employee knowledge,
experience, and skills through an entire department or organization.30 Knowledge sharing occurs when
individuals are willing to learn actively and help others acquire new knowledge and competencies31.32
Knowledge-sharing behavior can also be considered a form of organizational citizenship behavior, which
emerges from individual spontaneous decisions and is therefore influenced by individual states or
characteristics33.34 An open and caring organizational climate encourages and enhances interaction among
corporate members, which leads to collaborative learning and knowledge exchange35. Knowledge sharing is
members’ contribution to the organization’s knowledge,36 which can expand the organization’s knowledge
base. Companies that can strategically collect, analyze, integrate, and share knowledge are more likely to
achieve creativity37.

Tsai38 argued that knowledge sharing is a prerequisite for knowledge creation. Although knowledge sharing
helps create value, it only makes value when individuals recognize, absorb, transform, and effectively apply
it39. Knowledge sharing is a good way for enterprises and individuals to enhance their ability to acquire
knowledge. It can rapidly improve the enterprises’ creative capability and competitivenessss Human
motivation is a complex and well studied field that has broad roots in a diverse collection of academic
disciplines including psychology, sociology, education, political science, and economics. In simplified terms,
motivation can be defined as, “what causes people to behave as they do” (Denhardt et al., 2008, p. 146).
Unfortunately, this simple definition hides the dynamic intricacies of the motivation literature.There tends to
be a general consensus as to the definition of motivation which reflects that: (1) motivation is goal directed
(Lawler, 1994), (2) motivation outlines the achievement and pursuit of goals (Denhardt et al., 2008) and (3)
62
motivation is environmentally dependent (Pettinger, 1996). Campbell and Pritchard (1976) define motivation
as being the set of psychological processes that cause the initiation, direction, intensity, and persistence of
behavior. Because motivation is so difficult to define, it may help in determining what motivation is not.

Denhardt, Denhardt and Aristigueta (2008 outline four examples. Motivation is not: (1) directly observable,
(2) the same as satisfaction, (3) always conscious, and (4) directly controllable.Motivation is not directly
observable. “Motivation is an internal state that causes people to behave in a particular way to accomplish
particular goals and purposes. It is possible to observe the outward manifestations of motivation but not
motivation itself” (Denhardt et al., 2008, p. 147). For instance, the acquisition of money may be an extrinsic
motivator, but it is simply the manifestation of the internal drive to meet intrinsic needs like purchasing food,
paying rent for shelter, or acquiring high social status.Motivation is not the same as satisfaction. “Put simply,
satisfaction is past oriented, whereas motivation is future oriented” (Denhardt et al., 2008, p. 147). While a
worker may be very satisfied by the compensation of their job, there are countless instances where these
workers are not entirely motivated to continue doing what they (Igalens & Roussel, 1999).Motivation is not
always conscious. Unconscious motivation is quite central to Sigmund Freud’s theories of human behavior.
Freud posits that most human behavior is the result of unconscious repressed memories, impulses, and desires
that influence and drive many human behaviors (Freud, 1976). A manifestation of this idea is the “Freudian
slip” where an accidental word slip actually betrays true internal feelings and intentions.Motivation is not
directly controllable. “Motivation is not something that people do to others. Motivation occurs within people’s
minds and hearts. Managers can influence the motivational process, but they cannot control it” (Denhardt et
al., 2008, p. 147).

The purpose of this paper is to give a detailed review of the literature of motivation in a thematic and quasi-
chronological fashion. This will permit the reader to gain a thorough understanding of the many facets of
motivation theories in modern literature. A cursory view of the literature will show that there are two central
categories of motivation theories: content and process theories.Content theories are centered around the
assumption that individuals all share a similar set of human needs and that we are all motivated to satisfy
those needs (e.g., Maslow, 1946; McGregor, 1957; Herzberg, 1968; Alderfer, 1969; McClelland, 1988).
Process theories are centered around the rational cognitive process and say that while most people may have
similar needs, the importance and placement of those needs is different for everyone; that it is something
highly subjective (e.g., Skinner, 1935; Festinger, 1957; Adams, 1963; Vroom, 1967; Porter & Lawler, 1968;
Kahler, 1975; Locke et al., 1990). Modern theories of motivation are considered to have grown out of the
Elton Mayo-led study of worker output at the Western Electric Company’s Hawthorn plant near Chicago.
Famously referred to as the Hawthorn studies, Mayo and a previous team of researchers studied the
productivity of workers under changing conditions in temperature, humidity, and illumination (Pennock,
1930). Conventional wisdom at the time was that external working conditions were directly responsible for
worker productivity (Taylor, 2008). This principle, known as scientific management, was championed by
Fredrick Taylor in 1911 and is still a powerful reference for modern managers.Mayo’s team, consisting of
Fritz Roethlisberger, George Homans, and T.N Whitehead, found that contrary to scientific management
principles, “interactional variables make the difference in motivating people - things like attention paid to
workers as individuals, workers’ control over their own work, differences between individuals’ needs, the
willingness of managers to listen, group norms, and direct feedback” (Ott et al., 2007, pp. 132-133).

The Mayo team’s findings directly challenged the principles of scientific management, suggesting that
perhaps people could not be so easily fit to organizations (Roethlisberger, 1965). Rather, considering and
understanding the personal and social needs of workers was just as influential, if not more so, than external
working conditions. This opened the door to a flood of new ideas regarding motivation, organization theory,
and human psychology. By looking deeper into the multiple theories of motivation, one will find that there
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are two basic types of motivation: intrinsic and extrinsic motivation. Intrinsically motivated behaviors are
seen when there is no other apparent reward except the activity itself (Deci, 1975). Malone and Lepper (1987)
have defined it as “what people will do without external inducement.” Examples of intrinsic motivation are
hunger, a sense of duty, altruism, and a desire to feel appreciated. Extrinsically motivated behaviors are those
where the controlling mechanism is easily seen (Deci, 1975). Examples of extrinsic motivation are money,
rules and laws, and the physical environment.Deci and Ryan (1985) state that intrinsically motivated
behaviors are innate and can result in creativity, flexibility, and spontaneity while extrinsically motivated
behaviors are generally done as a consequence of pressure and result in low self-esteem and anxiety.
However, even the mere identification of intrinsic/extrinsic behaviors has been a topic of debate (Scott, 1975;
Guzzo, 1979).

Despite this, the distinction between intrinsic and extrinsic motivation is an important one given their impact
upon each other.There has been much research into the effects that intrinsic and extrinsic motivation have
upon each other, especially in the field of education. It has been found that many students do not find studying
to be intrinsically rewarding (Csikszentmihalyi & Larson, 1984) and that extrinsic motivation has the exact
opposite effect on student achievement than is desired (Lepper & Hodell, 1989). In fact, Cameron and Pierce
(1994) have shown that when individuals are asked to complete a task, mere verbal praise after successfully
completing the task increases intrinsic motivation. Contrary to popular belief, the use of expected extrinsic
rewards for completing the task actually produces a negative motivational effect for future task completion
once the reward is removed. However, Cameron and Pierce also found that reinforcement, unlike reward, does
not harm intrinsic motivation (Cameron & Pierce, 1994).Taking these findings into the realm of motivation in
organizations, we must now be cognizant of the fact that by simply applying extrinsic motivation methods
without also addressing intrinsic factors, managers could be doing more harm than good. Also, managers must
understand that by simply rewarding workers through extrinsic means, they are actually perpetuating a
destructive cycle of continual reward and decreased intrinsic motivation. It is important to keep this in mind as
we cover the myriad of theories and needs outlined below. Shortly after Fritz Roethlisberger published his
1941 book Management and Morale, outlining in detail the Hawthorn studies, Abraham Maslow published “A
Theory of Human Motivation” in 1943. Maslow is considered the father of needs based motivation theory and
his theory is “one of the best-known and most widely cited works on motivation” (Denhardt et al., 2008, p.
148).Maslow (Maslow, 1946) proposed a five level hierarchy of needs which he outlined as necessary for the
achievement of a completely satisfied individual; or in his terms, a self-actualized being. Those needs are:
physiological, safety, love, esteem, and self-actualization.Physiological needs can be described as the most
basic of human needs; those needed for human survival. These include breathing, water, food, and shelter.
Safety needs are those needs which create stability and predictability in our lives: personal and financial
security, health and well-being, and employment and access to resources.

Love/belonging needs are centered around social interactions and interpersonal relationships: friendship,
family, and intimacy. Esteem needs reflect our desires for respect, self-esteem and the need to belong.Finally,
self-actualization is the state which the individual achieves when all other needs have been meet. Maslow
identifies fifteen attributes that self-actualized individuals experience, and thus the exact definition of being
“self-actualized” is difficult to summarize. Some of the characteristics include: the acceptance of self, others
and nature; spontaneity; autonomy independent of culture and environment; and the mystic
experience:Feelings of limitless horizons opening up to the vision, the feeling of being simultaneously more
powerful and also more helpless than one ever was before, the feeling of ecstasy and wonder and awe, the loss
of placement in time and space with, finally, the conviction that something extremely important and valuable
had happened, so that the subject was to some extent transformed and strengthened even in his daily life by
such experiences.Each need, or level, is fulfilled in sequence and serves as motivation until all the needs of the
individual are meet in self-actualization. While Maslow emphasized that individuals will generally be
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motivated to seek each need in the order described, he also stated that the order of his hierarchy is “not nearly
as rigid as we may have implied” (p. 386) and that in some individuals will seek needs in different order.It is
important to remember that Maslow himself realized that his hierarchy of needs was more theoretical than
normative:

The present theory then must be considered to be a suggested program or framework for future research and
must stand or fall, not so much on facts available or evidence presented, as upon researches yet to be done,
researches suggested perhaps, by the questions raised in this paper (p. 371). As such, a number of authors
have expanded upon Maslow’s work.Douglas McGregor (1957) is perhaps the most well known scholar to
evolve Maslow’s needs hierarchy into a “cogent articulation of the basic assumptions of the organizational
behavior perspective” (Ott et al., 2007, p. 133). McGregor outlined two theories of how managers view and
hence treat employees. Each theory is a managerial assumption regarding employees. McGregor main point
seem to be that depending on the accepted assumption, those beliefs tend to be a self-fulfilling
prophesy.Theory X holds that workers are viewed as lazy, self-interested, gullible, and thus predicating the
assumption that they need to be guided and controlled. Managers who have these assumptions believe that it is
their job to structure their subordinates work. These assumptions can lead to mistrust and eventually cause
diseconomies of scale. This theory is well aligned with the works of Taylor (1911) and Simon (1997) as they
focus on organizations as purely rational systems (Scott & Davis, 2007)Theory Y holds that employees are
capable, self-controlled, and self-directed. They accept and desire responsibility and are receptive to change
and organizational and self-improvement. Managers under the Theory Y assumption believe that good work
itself is motivating. Managers are also more likely to develop positive interpersonal relationships with their
workers (McGregor, 1957). Hersberg (1968), influenced by both Maslow and McGregor, posited his own
theory of motivation called the motivation-hygiene theory. In this, he describes two dimensions of conditions:
motivators and hygiene factors. Motivators, akin to Maslow’s higher-level needs, are what lead to job
satisfaction and are associated with the nature of the work itself: achievement, recognition, responsibility and
growth. Motivators are intrinsic factors which lead to job satisfaction. On the other hand, hygiene factors,
associated with Maslow’s lower-level needs, do not lead necessarily to motivation or satisfaction, but rather
are extrinsic and simply reduce job dissatisfaction.

Examples of hygiene factor include: company policy and administration, supervision, relationships with
supervisors, and work conditions.So for instance, a worker can have a high salary (extrinsic hygiene factor)
and great work conditions, leaving her not dissatisfied. However, if her work is not rewarding and she does
not feel challenged in the tasks she does, then she may not be very satisfied and thus not motivation in her
work.Clayton Alderfer (1972), influenced by Gordon Allport (1960, 1964) was an American psychologist
who simplified Maslow’s hierarch of needs into three categories: existence, which included Maslow’s
physiological and safety needs; relatedness, which included love and esteem; and growth, which included self-
actualization. Abbreviated simply as ERG, Alderfer saw his three categories more as a continuum rather than
a strict hierarchy (Alderfer, 1969). The ERG theory allows for different people to pursue their needs in a
subjective order and possibly simultaneously.Another important principle of Alderfer’s ERG theory is the
notion that if a higher-level need goes unsatisfied, due to the difficulty in achieving it, then the individual may
regress into a lower-level need that is easier to satisfy.

This is known as the frustration-regression principle and can be seen in organizations where a worker meets
frustration in growth opportunities, they may then regress towards meeting a lower level need like
socialization with coworkers.Contrary to theorists who believe that individuals have identical innate needs,
David McClelland (1988) argues that certain needs differ from individual to individual and that they are often
learned needs; with some people having higher levels of one need than others. McClelland proposes that
individuals are motivated based on three needs: achievement (NAch), power (NPower), and affiliation (NAff).
65
Each person has a certain level of each need and in combination they describe what types of motivation
influences would suite them best.A worker with high achievement needs seeks to excel in their work and
appreciates recognition of their efforts. They tend to avoid situations where there is only a small gain while
also avoiding high risk situations where failure is a possibility. High affiliation need workers are more
concerned about social relationships. They would rather fit in than stand out. Finally, high power need
individuals desire to control others for the achievement of goals. They are less concerned with recognition or
approval from others.Despite the great number of need based theories, the determination of exactly what
constitutes a human need is far from settled. There have been a number of scholars that have tried to identify
the many different types of human needs and while many theories share similar needs, there seem to be
simply too many for absolute consensus. In addition to the needs (and associated theories) I have outlined
above, there are many others.Ryan and Deci (2000) outlined three : autonomy, competence and relatedness.
Nohria, Lawrence, and Wilson (2002) have borrowed from sociobiological theory and outlined four basic
needs: (1) acquire objects and experiences, (2) long-term bonding with others, (3) learning and understanding
of the world, and (4) defense from harm. Psychologist Steven Reiss (2004) has even outlined a model of
motivation that includes 16 motivating desires: power, independence, curiosity, acceptance, order, saving,
honor, idealism, social contact, family, status, vengeance, romance, eating, physical exercise, and tranquility.
While content theories focused on the needs that all individuals share, process theories focus on the cognitive
differences between individuals.While not exactly a direct motivation theory in the contexts of work or
organizations, Festinger’s (1957) theory of cognitive dissonance says that a person feels discomfort holding
two contradictory ideas, beliefs, or feelings simultaneously. This motivates the individual to, “try to reduce
the dissonance and achieve consonance”while also trying to, “actively avoid situations and information which
would likely increase the dissonance” (Festinger, 1957, p. 3).The theory of cognitive dissonance can be used
as a powerful motivating force and has frequently been used in politics and public opinion (Whittaker, 1964;
Regan & Kilduff, 1988) and has been likened to other human need states (Festinger, 1964).Shortly after
Festinger, Victor Vroom (1964) wrote about what has become known as expectancy theory.

According to Vroom, individuals are constantly trying predict the future. We create probable futures for
ourselves about events and strive to meet them. Yet before acting, we internally calculate the value of the
reward and the probability of achieving it.Vroom’s theory of cognitive decision making and behavior outlines
three attributes of motivation: valence, instrumentality, and expectancy. Valence is simply the strength of
desire for the perceived outcome; the want of the reward, if you will. Instrumentality is the belief that by
completing certain steps, the desired outcome will be achieved. Expectancy is the belief that you can actually
achieve the desired outcomes. Taking all three measures into account leads to the level of motivation a person
may experience.To put it more simply:...expectancy theory claims that people are motivated by calculating
how much they want something, how much of it then think they will get, how likely it is that their actions will
cause them to get it, and how much others in similar circumstances have received (Ott et al., 2007, p.
135).Social equity theory was introduced by John S. Adams (1963) and is an extension of Festinger’s
cognitive dissonance theory and also appears to rely on the concept of the looking-glass self (Cooley, 1983).
Equity theory is based on the notion that people are most satisfied in relationships, both personal and
professional (Mowday, 1991), when the “give and take” are equal. In terms of work, this can mean that a
person judges equity by measuring their input to outcome ratio against that of other workers. Adams
suggested that we gain our sense of equity through the process of socialization. Thus under equity theory,
perceived inequity creates tension which is proportionate to the inequity, and this tension is what serves to
motivate individuals to change.Adams outlines six methods to reduce the tension of inequity: (1) altering
effort, (2) altering outcomes, (3) changing how people think about effort or outcomes, (4) “leave the field” (p.
428), (5) try to change the outcomes for others, and (6) change the comparison standards.

66
 However, Adams cautions that, “Not all means of reducing inequity that have been listed will be equally
satisfactory, and the adoption of some may result in very unsteady states” (p. 429).In 1968, Edwin Lock
proposed that the mere setting of goals can serve as a form of motivation (Wofford et al., 1992) and tested
Atkinson’s (1958) notion that performance and task difficulty were related in a curvilinear, inverse function
(Locke & Latham, 2002). Lock’s idea, a seemingly natural outgrowth of Aristotle’s telos (Barker, 1958), have
been supported in a number of studies (Latham & Baldes, 1975; Rothkopf & Billington, 1979; Locke et al.,
1990).Lock’s core principle in his goal-setting theory states that by setting moderately difficult, self-assigned,
and specific goals, individuals are challenged to increase performance towards those goals. Setting goals also
allows workers to judge their own performance against that needed to reach the goal. Goal setting is also an
important attribute for teams. Specific and measurable performance goals in teams can solidify cohesion,
increase performance, and reaffirm purpose (Katzenbach & Smith, 2003).In 1975, Taibi Kahler identified five
common motivational drivers which have the potential to cause dysfunctional behaviors.

These “transactional drivers” are the need to: (1) be perfect, (2) be strong, (3) hurry up, (4) please others, and
(5) try hard. Kahler suggest that we are all guided to be socially functional adults through these drivers.
However, when individuals focus too much on any or all of these drivers, dysfunction can set in, causing
stress (Kahler, 1975).Kahler’s drivers, in the context of work, seem to be situationally dependent. Managers
may be able to capitalize on the intrinsic drivers of their workers to suite the organizations needs but they
could also be used in assisting stressed workers identify the sources of their stress.

67
 DATA ANALYYSIS AND INTERPRETATION

1) ARE U SATISFIED WITH THE SUPPORT FROM THE HR DEPARTMENT?

68
2) DO SENIORS AND COLLEAGUES APPRECIATE YOU FOR YOUR WORK?

69
3) DO YOU THINK YOUR CURRENT ROLE LETS YOU GROW AND DEVELOP NEW
SKILLS?

70
4) DO YOU THINK THAT THE INCENTIVES AND BENEFITS WILL INFLUENCE YOUR
PERFORMANCE?

71
5) DO YOU THINK THAT THE LEADERSHIP SUFFICIENTLY MOTIVATES YOU ?

72
6) HAVE YOU BEEN NOMINATED FOR TRAINING DEVELOPMENT PROGRAMS FOR
THE PREVIOUS 6 MONTHS?

73
7) ARE U ENCOURAGED TO COME UP WITH NEW AND BETTER WAYS OF DOING
THINGS?

74
8) RATE YOUR LEVEL OF SATISFACTION WITH THE WORKING CULTURE OF THE
ORGANISATION?

75
9) ARE U MOTIVATED WITH THE CURRENT WORK PLACE/INSTITUTE?

76
10) OVERALL SATISFIED WITH COMPANY/INSTITUTE?

77
 INTERPRETATION

The impact of this research on other parts of the world is one area for further research. Another
limitation is the cultural barrier and the working styles exhibited by different markets as they are different
for different countries. To gain a high reliability in this study, it is important that the questionnaireis
very clear. The participants must understand every single question and the
questionnaire should not have ambiguous questions. Since the questionnaire was sent via email there
might be possibilities of confusion for certain questions. The research design used is a cross
sectional design and the data received from the project managers only explain the competencies of
project managers at one point in time. The questionnaire is handed to the project managers to
do a self-assessment and hence there might be some bias in the responses. The number of participants
in this study were very less as this was done only in the markets of India and China. There is more
data in order to conduct more statistical analysis like factor analysis.

78
 CONCLUSIONS

This thesis was a design to understand employee’s motivation from the human resource management
perspective. It would be unrealistic to say this project never hadchallenges in the course of writing. This topic
of study became an area of interest after the completion of the course on human resource management. With
the development of interest when in this course when I did human resource management, I started to collect
relevant literature on this subject area interest. It wasn’t all that easy to have the relevant theories that will be
applicable to this research area. Since I gave myself enough time from the moment I develop an interest in this
area study, I went to the library to read extensively on this subject area. With such extensive reading I was
ableto have the relevant theories and material to begin this research.The research process was easy initial
phase. When the final write up phase began it was more complex from what I had in mind. But with the
assistance from the supervisor, it was much easier to know what each stage of the writing entails. Having
progress plan is not enough to enable the writer to meet up with appropriate timing with the thesis. Doing the
right things alongside the progress planner will enable the writer meet up with each date limit. However, the
entire research was an interesting processing with much concentration from the researcher and basically a
coordinating orientation from the supervisor

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