EMPLOYEE ENGAGEMENT AND MOTIVATION : A CASE STUDY

Monika Mohanan
MBA Senior Student, NITK
email: monikamohanan@gmail.com

Dr.A.H.Sequeira,
Professor,
Dept. of Humanities, Social sciences & Management
NITK, Surathkal .
email: aloysiushs@gmail.com

Mr. M.S Senthil Kumar,

HR Manager, Siemens Software Division, Chennai

ABSTRACT

Employees may be motivated on the job by many things, such as a sense of

achievement, recognition, enjoyment of the job, promotion opportunities,
responsibility, and the chance for personal growth. Employee motivation and
performance are tied directly to the style of management that is applied and to
principles of positive or negative reinforcement. Employee engagement is the level of
commitment and involvement an employee has towards their organization and its
values. An engaged employee is aware of business context, and works with colleagues
to improve performance within the job for the benefit of the organization. It is a
positive attitude held by the employees towards the organization and its values. The
paper focuses on how employee engagement is an antecedent of job involvement and
what should company do to make the employees engaged. The study is conducted to
analyze the existing employee engagement and motivation programs for junior and
middle level employees adopted in Delta One Software Division, Chennai.

Key words : Employee engagement , motivation .

Electronic copy available at: http://ssrn.com/abstract=2114214

1.0 Introduction

Each and every employee needs to be motivated constantly throughout his stay in the
organization. An employee needs to be encouraged to put his best for the
organization. He needs to be made comfortable to put all his efforts and achieve both
organizational and personal goal. Thus it has become very essential to implement
various HR policies which support every employee and make them feel valuable.
Improving employee engagement can increase productivity and profitability while
also reducing employee absenteeism and turnover.

Paper deals with the detail study of employee engagement programs and motivational
techniques adopted for junior middle level management in Delta One. Purpose of the
study is to find out how far the engagement activities and motivational techniques are
beneficial and how it has helped employees both personally and professionally. This
aims at finding out the best practices and flaws (if any) among the existing system. It
helps to find out positive and negative aspects of current system. It will also help to
find the amount of employee satisfaction and its direct impact on their performance.
Area covered would be Delta One Software Division (R&D) Chennai , branch-
Velachery.

1.1 Company profile : Delta One Ltd

Delta One is an integrated technology company with activities in the fields of
industry, energy and healthcare. Delta One has been synonymous with international
focus and its subsidiaries employ approximately 360,000 people across nearly 190
countries and reported global revenue of approx. 71 billion Euros for the year of 2011.
Delta One AG is listed on the Frankfurt Stock Exchange, and has been listed on the
New York Stock Exchange since March 12, 2001.
The Delta One Group in India has emerged as a leading inventor, innovator and
implementer of leading-edge technology enabled solutions operating in the core
business segments of Industry, Energy and Healthcare. The Group’s business is
represented by various companies that span across these various segments. Delta One
brings to India state-of-the-art technology that adds value to customers through a

Electronic copy available at: http://ssrn.com/abstract=2114214

combination of multiple high-end technologies for complete solutions. The Group has
the competence and capability to integrate all products, systems and services. It caters
to Industry needs across market segments by undertaking complete projects such as
Hospitals, Airports and Industrial units. The Delta One Group in India comprises of
17 companies, providing direct employment to over 18,000 persons. Currently, the
group has 21 manufacturing plants, a wide network up of Sales and Service offices
across the country as well as over 500 channel partners. Today, Delta One, with its
world-class solutions plays a key role in India’s quest for developing modern
infrastructure.
Delta One Software Division (R&D)
Delta One software division was started in the year 2009. It is a new division of Delta
One. R&D division of Delta One is located in 7 places across the world with 3
developing teams in Chennai. The main objective of this division is to support
systems product with software which are used to trigger devices. Hence this division
solely works only in the research and development area so that they can develop best
products is used to support their product.
It consists of 400 employees at present and there are multiple teams under them. Each
team is divided based on the application they work on. They work on different
platforms depending on the requirement for the product namely fusion, vantage,
netwatch etc. They also have a testing team which consists of manual testing,
automatic testing and load. Once the programs are developed, they are tested by the
testing team and then approved for final product use.
Delta One R&D divisions do not outsource software as they use only for their own
products.

1.2 SWOT and Competitive analysis

SWOT analysis was conducted as part of the study to analyze the internal and external
environment of Delta One Ltd Software Division(R&D), Chennai.
Major competitors of Delta One Software division are Honeywell, SKF, CTS, TCS,
Bosch, IBM, Accenture, Persistent System which are into software development.
1.3 Employee engagement and motivation
Operational definition of variables are given below :
a)Employee Engagement : ‘Engagement represents the energy, effort, and initiative
employees bring to their jobs’. Engagement is about motivating employees to go the
extra mile in the workplace. It is about encouraging employees to have a passion for
their work, and identifying the organization as more than a place to earn money.
b)Motivation : Motivation is defined as the process that initiates, guides and
maintains goal-oriented behaviors. Motivation is what causes us to act. It involves
the biological, emotional, social and cognitive forces that activate behavior.

1.4 Objectives of the study:

1. To conduct an in-depth study of employee engagement and motivation in the
software division, Chennai
2. To analyze the existing employee engagement program for lower and middle
level management.
3. To discover new techniques and its implementation with suggestions taken
from employee feedback.

1.5 Basic assumptions

Following are the basic assumptions made during the study:
1. Every employee need to be motivated in every stage of their stay in the
organization.
2. Their mindset is assumed to directly affect the performance of the organization.

1.6 Limitations of the study

Following are the limitations in the study:
1. Effectiveness of each program may vary from time to time.
2. Activities are designed for the entire organization without any difference in gender
or age group which may sometime prove ineffective.
3. All these activities need to be constantly monitored to make it effective.
2.0 Literature Review

‘Engagement represents the energy, effort, and initiative employees bring to their
jobs’. It is high when employees consider the workplace more than a earning place.
The International Survey Research (ISR) defines employee engagement as, “a process
by which an organization increases commitment and continuation of its employees to
the achievement of superior results.” A distinct and unique construct that consists of
cognitive, emotional, and behavioral components associated with individual role
performance" (Saks, 2005).

A motive is a reason for doing something. Motivation is concerned with the factors
that influence people to behave in certain ways. The three components of motivation
as listed by Arnold et al (1991) are :direction – what a person is trying to do; effort –
how hard a person is trying; persistence – how long a person keeps on trying.
According to Gareth R. Jones and Jennifer M. George , "Contemporary
Management," motivation is defined as "psychological forces that determine the
direction of a person's behavior in an organization, a person's level of effort and a
person's level of persistence."

Approaches to motivation are underpinned by motivation theory. The most influential

theories are classified as follows: Instrumentality theory, which states that rewards or
punishments (carrots and sticks) serve as the means of ensuring that people behave or
act in desired ways . Content theory, which focuses on the content of motivation. It
states that motivation is essentially about taking action to satisfy needs, and identifies
the main needs that influence behaviour. Needs theory was originated by Maslow
(1954), and in their two-factor model, Herzberg et al (1957) listed needs which they
termed ‘satisfiers’. Process theory focuses on the psychological processes which
affect motivation, by reference to expectations (Vroom, 1964), goals (Latham and
Locke, 1979) and perceptions of equity (Adams, 1965).
The term ‘job satisfaction’ refers to the attitudes and feelings people have about their
work. Positive and favourable attitudes towards the job indicate job satisfaction.
Negative and unfavourable attitudes towards the job indicate job dissatisfaction.
Morale is often defined as being equivalent to job satisfaction. Thus Guion (1958)
defines morale as ‘the extent to which an individual’s needs are satisfied and the
extent to which the individual perceives that satisfaction as stemming from his (sic)
total work situation’. Other definitions stress the group aspects of morale. Gilmer
(1961) suggests that morale ‘is a feeling of being accepted by and belonging to a
group of employees through adherence to common goals’.

The level of job satisfaction is affected by intrinsic and extrinsic motivating factors,
the quality of supervision, social relationships with the work group and the degree to
which individuals succeed or fail in their work. Purcell et al (2003) believe that
discretionary behaviour which helps the firm to be successful is most likely to happen
when employees are well motivated and feel committed to the organization and when
the job gives them high levels of satisfaction. Their research found that the key factors
affecting job satisfaction were career opportunities, job influence, teamwork and job
challenge.

It is a commonly held and a seemingly not unreasonable belief that an increase in job
satisfaction will result in improved performance. But research has not established any
strongly positive connection between satisfaction and performance. A review of the
extensive literature on this subject by Brayfield and Crockett (1955) concluded that
there was little evidence of any simple or appreciable relationship between employee
attitudes and their performance. An updated review of their analysis by Vroom (1964)
covered 20 studies, in each of which one or more measures of job satisfaction or
employee attitudes was correlated with one or more criteria of performance. The
median correlation of all these studies was 0.14, which is not high enough to suggest a
marked relationship between satisfaction and performance.

Brayfield and Crockett concluded that: Money, in the form of pay or some other sort
of remuneration, is the most obvious extrinsic reward. Money provides the carrot that
most people want. Doubts have been cast by Herzberg et al (1957) on the
effectiveness of money because, they claimed, while the lack of it can cause
dissatisfaction, its provision does not result in lasting satisfaction. As noted by
Goldthorpe et al (1968) from their research into the ‘affluent worker’, pay is the
dominant factor in the choice of employer and considerations of pay seem most
powerful in binding people to their present job.
2.1 Conceptual framework
Based on the literature review and the data collected from the company ,
independent and non independent variables are identified (Figure )

INPUTS OUTCOMES

Independent Variables

Supervisor relations
Benefits
Employee pay
Work environment
Corporate
communications

Employee Enhanced
Engagement productivity &
and Motivation Profitability

Dependent Variables

Overall satisfaction
Attitude of the
employee
Employee
commitment
Employee loyalty
Productivity

Figure : Conceptual framework for Employee Engagement & Motivation

2.2 Existing employee engagement and motivation programs in Delta One
Software Division, Chennai
a)Team outing
Every team plans for a outing which aims mainly at improving bonding among team
members. Certain funds are allocated to each team and the team has the right to use
the fund in a fruitful manner. This mainly encourages active participation in various
activities of the organization. Team members get to know one another better and are
comfortable working in a team. This has positively impacted in team performance
b)One- to -one help.net
It is an online help center where employees can attend counseling sessions regarding
work or personal life when they are in need. Experts help employees overcome
problems affecting them and suggest feasible solutions. This has helped many
employees to open up when they have an issue and has made them realize somebody
is interested in solving your problems. This boosts up employees morale when they
require a helping hand and doesn’t hamper employee performance.
c)International Conferences
International conferences are held in different branches of Delta One. Employees are
selected based on their performance in the organization during a specific tenure.
Delegates all over the world take part. This has resulted deserving employees being
elated with the opportunity given where they get to meet a bunch of colleagues from
different part of the world. This has motivated many people to perform better.
d)Part Time Education Policy
When the professional courses is in alignment with business needs , Delta One
provide this benefit of part time education policy. It needs to be of duration ranging
from six months up to four years.Company will reimburse 75% of the total course fee
or maximum of Rs 300,000, whichever is lower. The course fee will include :
Registration / Admission fees ,Tuition fees , Examination fees

2.3 Research Hypothesis

Following are the two research hypothesis framed for the study:
Hypothesis 1: Employees from both junior and middle level employees are equally
satisfied with the existing motivation programs.
Hypothesis 2: Both male and female employees feel Delta One has helped them to
balance work life.

3.0 Research Methodology

Mixed approach of Descriptive and Exploratory approach is used. Descriptive

approach is used to study in detail and analyze about the existing programs adopted in
Delta One. Exploratory approach is used to come up with innovative techniques
which are feasible to be adopted to improve employee engagement in the software
division of Delta One, Chennai.
The first stage deals with detail understanding of the activities adopted in Delta One,
Chennai. The next part deals with analyzing its effectiveness by finding out employee
opinion about these programs. This is done with the help of questionnaire. Each
program is analyzed based on its feedback received from employees and the outcome
for each program is measured with respect to individual’s performance.
Then feasibility of new program suggested by employee is considered and any scope
for improvement will be entertained. Thus information collected from both primary
and secondary data is combined and thorough analysis is made about existing and
potential employee engagement and motivational activities.
Primary data was collected from distributing questionnaires and secondary data was
collected from the management of Delta One Ltd and the official website of Delta
One.
Secondary data was used in framing the questionnaires. The data which was
predominantly used was primary data as this was used in analyzing the existing
programs of Delta One Ltd.
Probability sampling was used out for the study. Stratified sampling shall be applied
to ensure that there is no biasing done while choosing the sample. Strata is identified
from Junior level and middle level employees divided into groups based on their
gender thus involving both the genders equally while taking up the survey. This
ensures there is no bias when the results are analyzed and point of view of both the
category can be acquired.
Sample size is 40 Employees as 10 percent of the population is taken. There are a
total of 400 employees working in Delta One, Software Division.
Kolmogrov- Smirnoff test is used for testing hypothesis.

4.0 Data Analysis, Interpretation And Finding

Questionnaires were distributed to 40 employees. Employees were selected based on
stratified random sampling. Sample contained equal number of male and female
employees of Delta One. This was done in order to analyze from both their
perspective regarding employee engagement and motivation without any
discrimination.

4.1 Distribution of the respondents

Among the 40 respondents, 20 consist of female and 20 of male employees. It

included 26 employees from the junior management grade and 14 from middle
management grade.
Among the interviewed people, there were 32.5 percent employees with work
experience of 0-3Years, 50 percent with 3-8Years, 10 percent with 8-12Years and 7.5
percent with greater than12 Years of work experience. About 45 percent of the
respondents had prior work experience before joining Delta One and remaining 55
percent started their career with Delta One.

4.2 Reasons which make employees happy coming to office

The study indicated that employees come to office because of different factors and not
just money . Only 7 percent employees feel they come to office only because they are
paid for it. This means this segment needs to be targeted and it directly implies they
need to be motivated so that they come to office to love, learn and feel comfortable
working in the office. Positive aspect is that only a very small percent feels so, hence
less effort needs to be taken to bridge this gap.

RESPONSES
4.3 Number of programs employees came across during their stay in the
organization which has motivated them to perform better.

Respondents answer: Team outing/ Team lunch , Assertive training , Problem solving
and decision making methods, Outbound training ,1 to 1 help net (Counseling
Session) , Regular e mail updates from the superior on the work progress , Team
building activities(outdoor activities) , Training given by international colleagues ,
Sports , Christmas and Pongal celebration , Delta One SWAGAT program (induction
program) , Awareness program for women, how to balance professional and personal
life , International Certification programs , Health awareness programs like cervical
cancer, breast cancer etc , Conferences at national and international level
Among the 40 respondents 10 percent of the employees couldn’t answer to the
question. This 10 percent are the people who have not been motivated during their
tenure. They are either self motivated or they are people who couldn’t distinguish
motivating factors happening in and around the organization.

Majority of the employees are satisfied with the engagement and motivation programs
adopted in Delta One . Only 2 respondents among the 40 have felt the programs
adopted are poor. Hence when it comes to the effectiveness of the already adopted
programs, it proves to be satisfactory. They are happy with the existing programs
which means it has made them improve their performance and also not de-motivate at
any point of their work.

More than 62 percent employees feel the existing programs in Delta One have
affected them positively . It gives a positive picture about the existing programs. Now
the concentration should be on people who have felt they are motivated only
sometimes and the 12.5 percent who feel they are not affected positively.
4.4 Management Involving employees in decision making

Nearly 50 percent employees are involved in decision making . This shows a fair
scenario where the top management feels there should be a need for the employees to
participate in the activities of the organization and contribute towards the growth of
the organization. But the picture is not clear when it comes to 20 percent of the
employees where they are not considered for decision making. This can be because of
several reasons. Either they are not potential enough to give ideas or they are not
given an opportunity to contribute ideas. This implies all the employees have different
opinion about the senior management’s response to employees.

4.5 Need for more programs

With reference to the previous data it is proved that employees are satisfied with the
existing programs . On the contrary here it shows that majority of the employees (78
percent) would prefer implementing more programs. This can mainly be because
additional motivational programs can prove beneficial and also because the same
programs can become monotonous over the year hence not motivating.
Thus a need for implementing new programs is very high among majority of the
employees which gives a positive attitude in bringing a change.
4.6 Challenging job with more responsibility
The entire employee population agrees with “challenging job with more
responsibility” . They find this factor necessary to motivate. This increases their self
esteem and it avoids monotony. Hence it makes employees to perform because of the
new job given to them which is both challenging and helps them showcase their
potential.
4.7 Supportive Supervisor
In Delta One, all the activities are done in a team hence it is necessary to be headed by
an efficient supervisor. 49 percent employees feel it is very effective way of
motivation and another 49 percent feels it is good to have a supportive supervisor .
Only 2 percent of the employees feel it is not relevant to have a supportive supervisor
to perform better in the organization. Thus it indicates that it is necessary to have a
superior who motivates employees to perform better and show them right direction
which helps to show the exact career path for them.
4.8 Good Work Environment

All the employees feel it important to have good work environment . That is the prime
factor which motivates them to come to office and perform to their maximum
potential. 41 percent feels it is very effective way of motivating employees and
remaining 59 percent feels it is good way of improving performance of the
employees. Good work environment includes many aspects in the organization
including its ambience which motivates them to do their job in a better way.

4.9 Pay hike

Pay hike is an extrinsic factor which motivates employees to stick to any organization
and do their best. Only 28 percent of the employees feel it very effective in
motivating, 62 percent of the employees feel it is a good way in keeping employees
motivated and the remaining 10 percent feels it not relevant factor in motivating .
This implies 90 percent of the employees feel it as motivating force when there is pay
hike. Monetary is always considered to be a performance booster for any workforce.
This has proved to be right. This implies that timely pay hike needs to be done in
order to recognize good work. This makes every employee to put all efforts as they
get assured returns which are very important when any increase in the salary matters.

4.10 High interaction with superior

When all the activities are done in a team, it is necessary to have good interaction
with the superior so that any queries relating to the work is clarified. 59 percent of the
employees feel it ‘good’ and 13 percent of the employees feel it is ‘very effective’
when you have high interaction with the superior . When there is good rapport with
the superior, employees feel it comfortable and they realize their need in the
organization as their timely contributions are value. When there are very less
interaction with the employees they feel left alone and lose interest to participate
actively in any decisions.
4.11 Promotion
Promotion is an extrinsic factor which is used in any organization. 84 percent of the
employees in Delta One feel it is a factor to increase the motivation of the employees.
Only 18 percent feels it is not relevant in motivating employees .

4.12 Team building activities

Team building activities are essential in keeping the bond strong among the
employees who work together. Employees may possess different skill set and it is
difficult to expect the same kind of people in a group. With this survey it is proved
that 26 percent of them prove it to be “very effective “and 72 percent proves it to be
“good” in motivating employees to perform better as a team . Only 2 percent of the
employees feel it not very relevant in motivating employees. Thus considering a total
of 98 percent employees find it necessary and thinks it is very important to have team
building activities so as to perform in a team by sharing a good environment with co-
workers.
4.13 Counseling session
With work life becoming very difficult to be handled by the employees, counseling
sessions are being the best solution to solve their problems. This data proves that 95
percent of the employees feel it important so that they can be helpful in solving their
problems without further creating any mental distress . Delta One has started with
counseling sessions where employees can personally contact psychologist and handle
issues damaging their family or work life. The survey reveals that the sessions are of
great importance to the employees and most of them prefer to attend such sessions
when in need.
4.14 Appreciating good performance
Appreciating good performance is an intrinsic factor which helps motivate employees.
41 percent of the employees have felt appreciating good performance have felt it not
relevant in motivating to perform better . This shows that these employees need not be
appreciated individually to perform better. They need other factors to keep them
engaged rather than personally appreciate employees for their work. On the other side
there are 59 percent employees who feel they need to be acknowledged for their work.
This section of the employees wants to be recognized if they have performed well.
This motivates them to keep doing well. They feel if the work is done well it needs to
be recognized.
4.15 Delta One Helps in Balancing Work life
About 78 percent of the employees feel Delta One helps in balancing work-life . It
shows a positive sign that they don’t feel pressurized and doesn’t hamper their
personal life. Among the 78 percent, 42 percent of the female employees feel they
have been able to balance family and work. Thus it shows that they are not
overburdened by the work in Delta One.

4.16 Design of new programs which can be adopted in Delta One Ltd, Chennai
Suggestions made by employees regarding new motivation programs which can be
adopted in Delta One, Chennai:
 Talent Show/ cultural activities as to showcase employees talent and try to explore
new ventures apart from working
 Flexible work timing
 Fun activities during training to avoid monotony from work
 Organize sessions to build self- confidence in people.
 Team outing which would encourage people to open up and treat colleagues as
friends
 Performance based awards (monthly/quarterly) with cash.
 Team building activities on regular basis to improve bonding.
 A Program for employees to learn balancing between work and family as IT life
leads to little amount of sacrifice to personal life.
 Rewards - appreciation programs which would boost the morale of the individual
 Involve employees in decision making
 Motivate with more communication skills.
 Foster innovative thinking which can come into use during work.
 360 feedback system which can help in finding out one’s performance
 Increments for the best employees of the year/ month
 Personality development program
 Presentation skills
 Regular or periodical one to one session with the reporting manager/Team lead
apart from the appraisal meeting
 Get together with family. This can help in bonding with each other’s family.
 Time management workshop

4.17 Hypothesis testing

Hypothesis 1: Employees from both junior and middle level are equally satisfied
with the existing motivation programs.

Table : Kolmogrov-Smirnoff test to test employee satisfaction among junior

level with the existing motivation programs

Observed Observed Null Difference

Ratings number frequency Cumulative Proportion Cumulative
1 6 0.230769 0.230769 0.25 0.25 0.02
2 13 0.5 0.730769 0.25 0.5 0.23
3 6 0.230769 0.961538 0.25 0.75 0.21
4 1 0.038462 1 0.25 1 0.00

Source: Survey Data

Table : Kolmogrov-Smirnoff test to test employee satisfaction among middle

level with the existing motivation programs

Observed Observed Null Difference

Ratings number frequency Cumulative Proportion Cumulative
1 7 0.5 0.5 0.25 0.25 0.25
2 5 0.357143 0.857143 0.25 0.5 0.36
3 1 0.071429 0.928571 0.25 0.75 0.18
4 1 0.071429 1 0.25 1 0.00

(Sample (N)=40, and the significance level of the data is 5 percent)

Note : (i) Largest absolute difference D1 =0.23; D2 = 0.36
(ii) Significance Level = 5 percent
 (iii) Critical Value =1.36/√n = 1.36/√(40) =0.215

The test was conducted at a significance level of 5 percent.

Largest absolute difference D1 (0.23) and D2 (0.36) are greater than the critical value
(0.215) hence the hypothesis is satisfied.
Hence the test result proves the hypothesis i.e. both Junior and middle level
employees of Delta One are satisfied with the existing motivation programs.

Hypothesis 2: Both male and female employees are able to balance work life.

Table : Kolmogrov-Smirnoff test to test male employee response on work-life

balance

Observed Observed Null Difference

Ratings number frequency Cumulative Proportion Cumulative
1 14 0.7 0.7 0.333 0.333 0.367
2 4 0.2 0.9 0.333 0.666 0.234
3 2 0.1 1 0.333 1 0
Source: Survey Data

Table : Kolmogrov-Smirnoff test to test female employees response on work-life

balance

\
Observed Observed Null Difference
Ratings number frequency Cumulative Proportion Cumulative
1 17 0.85 0.85 0.333 0.333 0.517
2 3 0.15 1 0.333 0.666 0.334
3 0 0 1 0.333 1 0
Source: Survey Data

(Sample (N)=40, and the significance level of the data is 5 percent)

Note : (i) Largest absolute difference D1 =0.367; D2 = 0.517

(ii) Significance Level = 5 percent
(iii) Critical Value =1.36/√n = 1.36/√(40) =0.215
The test was conducted at a significance level of 5 percent. Largest absolute
difference D1 (0.367) and D2 (0.517) are greater than the critical value (0.215) hence
the hypothesis is satisfied. Hence the test result proves the hypothesis i.e. both male
and female employees of Delta One are able to balance work-life.
5.0 Conclusion

The study concludes that : 1. Employees come to office not just because they are paid.
They come to office because they believe office is a place where they get to learn.
Hence they love their job. 2. About 90% of the respondents could recollect and name
the motivation programs in Delta One. Awareness about the programs among
employees is very high. 3. Overall employees are happy with the existing motivation
programs adopted in Delta One Ltd, Software division, Chennai They feel the
programs have affected them positively and have motivating them. 4. Employees have
a positive feel about management when it comes to motivation. They are encouraged
with the current programs. 5. Not all the employees feel management involved them
in decision making. They have varied opinion when it comes to involvement by
superiors in decision making. 6. As the number of programs exclusively for
motivation is less, they feel a need to implement more programs which can further
motivate them and make them perform better. 7. All the 9 factors which were
mentioned i.e. challenging work with more responsibility, supportive superior, good
work environment, high interaction with superior, pay hike, promotion, team building
activities, counseling session, and appreciating good performance were considered
good by majority of the employees. They feel these entire factors relevant for
motivation. Hence when new programs are framed these factors need to be considered
in order to come up with favorable programs. The study indicates that the exiting
motivation programs have proved effective and there is room for new programs to be
adopted. Employees are in favor of new programs and believe it can motivate them to
perform better.
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