Sigmund Freud formulated a theory that stated that people were lazy at
work and that workers are very far from becoming optimistic, the workers have
no ambition and they always avoid taking any responsibility and that all the
workers want is security. Based on this assumption Freud stated that to get the
people to work there must a reward system, they must be coerced, punished and
intimidated. For this reason therefore the managers in any organization
according to this theory are viewed as taking the responsibility of policing
workers who refuse to work and that they cannot be trusted. However his theory
was based on some unrealistic assumptions.
The finding of this study helps the company to implement the expectations
From the employees.
The study helps the company to know whether the motivation undertaken are
Strongly accepted and also to know the lacking in the employee motivation
1.4 LIMITATIONS
The study only based on employee side. It is not covering the staffs.
The project data can be valid up; hence there are chances of chances in
the Findings and result obtained.
1.5 STATEMENT OF PROBLEM
A literature review is a body of text that aims to review the critical points of
current knowledge on a particular topic. Most often associated with science-
oriented literature, such as a thesis, the literature review usually precedes a
research proposal, methodology and results section. Its ultimate goal is to bring
the reader up to date with current literature on a topic and forms the basis for
another goal, such as the justification for future research in the area.
A Literature Review has been done to know about the various aspects of
job design in Order to identify those motivation factors that effect job
performance.
According to Rush, 1971 the main purpose of job design (or re-design) is to
increase both employee motivation and productivity. Job design can have a
significant effect on motivation. ). Increased productivity can manifest itself in
various forms. For example, the focus can be that of improving quality and
quantity of goods and services, reduce operation costs, and/or reduce turnover
and training costs.
The aim of this research is to identify the key issues of job design
research and practice, particularly in relation to higher-level jobs. To provide the
context for the account that follows, we first take a backward glance at job
design. We then briefly describe the approaches to job design with emphasis on
the job characteristics approach to job design in detail, followed by a literature
review of the job characteristics approach. Later we present the proposed model
of job design, and its future implications or outcomes.
________________________________________________________________
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by-Shahid-Kv-chavakkad
More attention is being paid to job design for three major reasons:
According to the Two Factor Theory of Frederick Herzberg (1959) people are
influenced by two factors. Satisfaction and psychological growth are a result
factor of motivation factors. Managers have the opportunity to influence the
motivation of employees through design of their jobs. Well-designed jobs help
accomplish two important goals: getting the necessary work done in a timely and
competent manner, and motivating and challenging employees. Both the
business and the employee benefit from successful job design. Poorly designed
jobs leave to chance whether the expected tasks will get done in a timely and
competent manner. Poorly designed jobs, moreover, are likely to be
discouraging, boring and frustrating to employees.
Hence this literature review satisfy all the variables i.e. relationships (between
Job Design and employee performance/job design and motivation) of research
thesis Hypothesis.
Job design and its approaches are usually considered to have begun with
scientific management in the year 1900. Pioneering scientific managers such as
Taylor (1947), Gilbreth (1911), and Gilbreth and Gilbreth (1917) systematically
examined jobs with various techniques. They suggested that task design might
be the most prominent element in scientific management.
With respect to the design of individual jobs, the first major theory was that of
Herzberg and his colleagues (Herzberg et al. 1959). Their two-factor theory
distinguished between two types of factors, namely motivators, which are intrinsic
to the work itself (e.g. achievement, recognition, and responsibility), and hygiene
factors, which are extrinsic to the work (e.g. work conditions, pay, and
supervision). The proposition was that the hygiene factors are absolutely
necessary to maintain the human resources of an organization. According to
Hertzberg's theory, only a challenging job has the opportunity for achievement,
recognition, advancement and growth that will motivate personnel.
Business coaches also help in identifying the strong points of the workers
and assist in enhancing them further. Business coaching is also related to the
enhancement factor as it utilizes the concept of constant evaluation. By
monitoring both the strengths and weaknesses of the employees, business
coaches are able to send in the right feedbacks to each employee, which would
allow for continuous enhancement in their skills and work attitudes (Halle, 1999).
2.2 RESEARCH METHODOLOGY
Definition
The research design for this study employed a descriptive survey method.
The target population of this study included employees at the Piketon Research
and Extension Center and Enterprise Center (centers). The sample size included
all 25 employees of the target population. Twenty-three of the 25 employees
participated in the survey for a participation rate of 92%. The centers are in
Piketon, Ohio.
SAMPLE DESIGN
The secondary data mainly consists of data and information collected from
records, company websites and also discussion with the management of the
organization. Secondary data was also collected from journals, magazines and
books.
Questionnaire
Nature of Questions
The questionnaire consists of open ended, dichotomous, rating and
ranking questions.
Pre-testing
A pre-testing of questionnaire was conducted with 10 questionnaires,
which were distributed and all of them were collected back as completed
questionnaire. On the basis of doubts raised by the respondents the
questionnaire was redialed to its present form.
Sample
Tools to be used
TABLE-1
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Highly satisfied 18 36
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
5 Highly satisfied 0 0
Total 50 100
CHART-1
60 58
50
40 36
30
20 Series1
10 6
0 0
0
Highly Dissatisfi Highly
Satisfied Neutral
satisfied ed satisfied
Series1 36 58 6 0 0
INTERPRETATION
The table shows that 58% of the respondents are satisfied with the
support they are getting from the HR department.
TABLE-2
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Strongly Agree 27 54
2 Agree 20 40
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
CHART-2
Management is interested in motivating the employees
60 54
50
40
40
30
20 Series1
10 6
0 0
0
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
Series1 54 40 6 0 0
INTERPRETATION
The table shows that 54% of the respondents are strongly agreeing that
the management is interested in motivating the employees.
TABLE-3
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Financial Incentives 15 30
2 Non financial Incentives 9 18
3 Both 26 52
Total 50 100
CHART-3
T h e ty p e o f in c e n tiv es m o tiv a tes y o u m o re
30
F inanc ial Inc entives
Non financ ial Inc entives
52 B oth
18
INTERPRETATION
The table shows that 52% of the respondents are expressing that both
financial and non financial incentives will equally motivated them.
TABLE-4
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Highly satisfied 18 36
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
5 Highly satisfied 0 0
Total 50 100
CHART-4
58
60
50
40 36
30
20 S e rie s 1
10 6
0 0
0
H ig h ly H ig h ly
S a t is fie d N e u t ra l D is s a t is fie d
s a tis fie d s a t is fie d
S e rie s 1 36 58 6 0 0
INTERPRETATION
The table shows that 58% of the respondents are satisfied with the
present incentive scheme of the organization.
TABLE-5
5. The company is eagerness in recognizing and acknowledging
Employee’s work
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Strongly Agree 18 36
2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
CHART-5
60 58
40 36
20 Series1
6
0 0
0
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
Series1 36 58 6 0 0
INTERPRETATION
From the study, 58% of employees agreed that the company is eager in
recognizing and acknowledging their work, 36% strongly agreed and only 6%
showed neutral response.
TABLE-6
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Strongly Agree 12 24
2 Agree 23 46
3 Neutral 3 6
4 Disagree 9 18
5 Strongly Disagree 3 6
Total 50 100
CHART-6
50 46
40
30 24
20 18
S eries 1
10 6 6
0
S trongly S trongly
A gree Neutral Dis agree
A gree Dis agree
S eries 1 24 46 6 18 6
INTERPRETATION
TABLE-7
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Strongly Agree 15 30
2 Agree 18 36
3 Neutral 11 22
4 Disagree 3 6
5 Strongly Disagree 3 6
Total 50 100
CHART-7
40 36
30
30
22
20
Series 1
10 6 6
0
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
Series1 30 36 22 6 6
INTERPRETATION
The table shows 35% of employees agree with good job security exist in
the company.
TABLE-8
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Strongly Agree 15 30
2 Agree 27 54
3 Neutral 8 16
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
CHART-8
G o o d re la tio n s w ith c o -w o rk e rs
60 54
50
40
30
30
20 16 S eries 1
10
0 0
0
S trongly S trongly
A gree Neutral Dis agree
A gree Dis agree
S eries 1 30 54 16 0 0
INTERPRETATION
The table shows 54% of the respondents agree that they have good
relations with co-worker.
TABLE-9
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Strongly Agree 10 20
2 Agree 23 46
3 Neutral 8 16
4 Disagree 6 12
5 Strongly Disagree 3 6
Total 50 100
CHART-9
50 46
40
30
20
20 16
12 Series1
10 6
0
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
Series1 20 46 16 12 6
INTERPRETATION
TABLE-10
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Strongly Agree 9 18
2 Agree 26 52
3 Neutral 9 18
4 Disagree 3 6
5 Strongly Disagree 3 6
Total 50 100
CHART-10
60
52
50
40
30 Series1
20 18 18
10 6 6
0
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
Series1 18 52 18 6 6
INTERPRETATION
The table shows 52% of the respondents agree with effective promotional
opportunities in their present job.
TABLE-11
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Strongly Agree 15 30
2 Agree 23 46
3 Neutral 3 6
4 Disagree 6 12
5 Strongly Disagree 3 6
Total 50 100
CHART-11
50 46
40
30
30
20
S eries 1
12
10 6 6
0
S trongly S trongly
A gree Neutral Dis agree
A gree Dis agree
S eries 1 30 46 6 12 6
INTERPRETATION
The table shows 46% of the respondents agree that there is a good safety
measure existing in the company.
TABLE-12
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Strongly Agree 9 18
2 Agree 23 46
3 Neutral 6 12
4 Disagree 3 3
5 Strongly Disagree 9 18
Total 50 100
CHART-12
50 46
40
30
20 18 18
12 S e rie s 1
10
3
0
S t ron g ly S t ro n gly
A g re e N e u tra l D is a g re e
A gre e D is a gre e
S e rie s 1 18 46 12 3 18
INTERPRETATION
The table shows 46% of the respondents agree that the performance
appraisal activities are helpful to get motivated.
TABLE-13
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Strongly Agree 12 20
2 Agree 29 46
3 Neutral 0 0
4 Disagree 6 12
5 Strongly Disagree 3 6
Total 50 100
CHART-13
50 46
40
30
20
20
12 Series1
10 6
0
0
S trongly S trongly
A gree Neutral Disagree
Agree Disagree
S eries 1 20 46 0 12 6
INTERPRETATION
The table shows 58% of the respondents agree that the support from the
co-worker is helpful to get motivated.
TABLE-14
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Strongly Agree 10 20
2 Agree 26 52
3 Neutral 02 04
4 Disagree 04 08
5 Strongly Disagree 08 16
Total 50 100
CHART-14
60
52
40
20
20 16 S eries1
8
4
0
S trongly S trongly
A gree Neutral Disagree
Agree Disagree
S eries1 20 52 4 8 16
INTERPRETATION
The table shows 52% of the respondents agree that the career
development opportunities are helpful to get motivated.
TABLE-15
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Salary increase 21 42
2 Promotion 15 30
3 Level 03 06
4 Motivational talk 05 10
5 Recognition 06 12
Total 50 100
CHART-15
12%
10% Salary increase
42% Promotion
Level
6%
Motivational talk
Recognition
30%
INTERPRETATION
The table shows that the 42% of the respondent is responding that
increase in salary will motivate them the most.
TABLE-16
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Influence 32 64
2 Does not influence 12 24
3 No opinion 06 12
Total 50 100
CHART-16
Incentives and other benefits will influence your
performance
12%
24% Influence
Does not influence
No opinion
64%
INTERPRETATION
The table shows 64% of the respondents responded that incentives and
other benefits will Influence their performance
TABLE-17
17. Management involves you in decision making which are connected to
your department
NUMBER OF
SL.NO PARTICULAR PERCENTAGE (%)
RESPONDENTS
1 Yes 47 94
2 No 00 00
3 Occasionally 03 06
Total 50 100
TABLE-17
Incentives and other benefits will influence your
performance
0% 6%
Yes
No
Occasionally
94%
INTERPRETATION
The table shows 94% of the respondents agree that they the Management
involve them in Decision making which are connected to your department.
Std.
Mean N
Deviation
Incentives 1.72 .573 50
Employee 1.50 .707 50
Correlations
Incentives Employee
Performance
Incentives Pearson 1 .655(**)
Correlation
Sig.(2-tailed) . .000
Sum of Squares
and Cross-
Products 16.080 13.000
Covariance
N .328 .265
Employee
Performance Pearson
Correlation .655(**) 1
Sig.(2-tailed) .000 .
Sum of Squares 13.000 24.500
and Cross-
Products
Covariance .265 .500
N 50 50
Inference
Since the Correlation is significant at the 0.01 level (2-tailed) the null
hypothesis that is “There is no significant relationship between incentives
and employee’s performance” is rejected and an alternative hypothesis is
framed.
Std.
Mean N
Deviation
Career
Development
3.70 1.035 50
Opportunities
Extent of
3.36 1.317 45
Motivation
Correlations
Career
Extent of
development
Motivation
opportunities
Career Pearson
Development Correlation 1 .909(**)
opportunities Sig.(2-tailed) . .000
Sum of Squares
and Cross- 52.500 52.111
Products
Covariance 1.071 1.184
N 50 45
Pearson
Correlation .909(**) 1
Extra of Sig.(2-tailed) .000 0
Motivation Sum of Squares
and Cross- 52.111 76.311
Products
Covariance 1.184 1.174
N 45 45
Inference
Since the Correlation is significant at the 0.01 level (2-tailed) the null
hypothesis that is “There is no significant relationship between career
development opportunities and the extent of employee motivation” is rejected
and an alternative hypothesis is framed.
Correlations
Career
Extent of
development
Motivation
opportunities
Performance Pearson
appraisal system Correlation 1 .962(**)
Sig.(2-tailed) . .000
Sum of Squares
and Cross- 64.000 73.000
Products
Covariance 1.306 1.490
Extent of N 50 50
Motivation
Pearson
Correlation .962(**) 1
Sig.(2-tailed) .000 .
Sum of Squares
and Cross- 73.000 90.000
Products
Covariance 1.490 1.837
N 50 50
Std.
Mean N
Deviation
Employee
relations 1.86 .670 50
Extent of
Motivation 2.18 1.119 50
Correlations
Career
Extent of
development
Motivation
opportunities
Pearson
Correlation 1 .877(**)
Sig.(2-tailed) . .000
Sum of Squares
and Cross- 22.000 32.260
Products
Covariance .449 .658
N 50 50
Pearson
Correlation .877(**) 1
Sig.(2-tailed) .000 .
Sum of Squares
and Cross- 32.260 61.380
Products
Covariance .658 1.253
N 50 50
** Correlation is significant at the 0.01 level (2-tailed).
Inference
Since the Correlation is significant at the 0.01 level (2-tailed) the null
hypothesis that is “There is no significant relationship between interpersonal
relationship in the organization and extent of motivation.” is rejected and an
alternative hypothesis is framed.
CHAPTER-4
4.1 FINDINGS
The findings of the study are follows:
There is a harmonious relationship is exist in the organization between
Employees and management.
The employees are really motivated by the management.
The employees are satisfied with the present incentive plan of the
company Most of the workers agreed that the company is eager in
recognizing and acknowledging their work.
The study reveals that there is a good relationship exists among
employees.
Majority of the employees agreed that there job security to their present
job.
The company is providing good safety measures for ensuring the
employees safety.
From the study it is clear that most of employees agrees to the fact that
Performance appraisal activities and support from the coworkers in helpful
To get motivated.
The study reveals that increase in the salary will motivates the employees
more.
The incentives and other benefits will influence the performance of the
employees.
4.2 SUGGESTIONS
Most of the employees agree that the performance appraisal activities are
helpful to get motivated, so the company should try to improve
performance appraisal system, so that they can improve their
performance.
Non financial incentive plans should also be implemented; it can improve
the productivity level of the employees.
Organization should give importance to communication between
employees and gain co-ordination through it.
Skills of the employees should be appreciated.
Better carrier development opportunities should be given to the employees
for their improvement.
If the centralized system of management is changed to a decentralized
one, then there would be active and committed participation of staff for the
success of the organization.
4.3 CONCLUSION
CHAPTTER-5
5.1BIBLIOGRAPHY
Maslow, A. H. (1943). A theory of human motivation. Psychological
Review, July 1943. 370-396.
Smith, G. P. (1994). Motivation. In W. Tracey (ed.), Human resources
management and development handbook (2nd ed.).
Kovach, K. A. (1987). What motivates employees? Workers and
supervisors give different answers. Business Horizons, 30. 58-65.
Skinner, B. F. (1953). Science and Human Behavior. New York: Free
Press.
Vroom, V. H. (1964). Work and motivation. New York: Wiley.
Website:
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