this report on an organization motivation with survey

1. REPORT ON EMPLOYEE MOTIVATION
ORGANIZATIONAL BEHAVIOR
TEACHER: DR HAMEED AKHTAR
GROUP MEMBERS
MUHAMMAD FARAZ ALI
(1818158)
KHIZER NADEEM NIZAMI
(1818146)
SAHRAN MINHAS
(1818164)

2. INTRODUCTION:
An issue which usually generates a great deal of attention from most managers, administrators
and those involved in Human Resources Management is the issueofhow to successfullymotivate
employee. While it is true that aspects like staff recruitment, controlling, managing, leading and
many more are of great importance to the success of an organization, Employee Motivation is
generallyconsidered acore element in running asuccessfulbusiness.Intheorganizational setting
the word Motivation is used to describe the drive that impels an individual to work. A truly
motivated person is one who wants to work. Both employees and employers are interested in
understanding motivation if employees know what strengthens and what weakens their
motivation, they can often perform more effectively to find more satisfaction in their job.
Employers want to know what motivates their employees so that they can get them to work
harder. The concept of motivation implies that people choose the path of action they follow.
When behavioral scientists use the word motivation, they think of its something steaming from
within the person technically, the term motivation has its origin in the Latin word mover which
means to move. Thus the word motivation stands for movement. If a manager truly understands
his subordinate’s motivation, he can channel their inner state towards command goals, i.e goals,
shared by both the individual and the organization. It is a well-known fact that human beings
have great potential but they do not use it fully, when motivation is absent. Motivation factor
are those which make people give more than a fair day’s work and that is usually only about 65
percent of a person’s capacity. Obviously, every manager should be releasing hundred percent
of an individual’s to maximize performance for achieving organizational goals and at the same to
enable the individual to develop his potential and gain satisfaction. Thus every manager should
have both interest and concern about how to enable people to perform task willingly and to the
best of their ability. At one time employees were considered just another input into the
production of goods and services. What perhaps changed this way of thinking about employees
was research, referred to as the Hawthorne Studies conducted by Elton Mayo, this study found
employees are not motivated solelyby money and employee behavior is linked to their attitudes.
The Hawthorne Studies began the human relations approach to management, whereby the
needs and motivation of employees become the primary focus of managers.

3. RESEARCH AIM AND OBJECTIVES:
The primary aim of this study is to understand the relationship between employee work
motivation and employee’s performance. The study also analyzes the main motivation theories
and approaches commonly used and followed. Knowing these approaches will allow the
organization taking the decision about the type of motivation approach to be used effectively. In
order to do so, the following objectives should be achieved:
ries and approaches.
workplace and the effect of performance on business productivity.
and gas company on
their employee’s performance.
PROBLEM STATEMENT:
Problem statement is a statement in which focusing on some variable. It provides opportunity to
establish why these variables are important. There is the more need to research on motivation,
goal is that what employees is to perform at their best and achieve the objects or not in a specific
time. In this the problem is that many of the employers who don’t work for everyone have
struggled for different incentive programs to motivate their employee. This is the problem which
is faced by the many employees of that company. In problem statement, currently problem must
be exist in that organization and the manager should need to be improved in that organization.
Motivating is the major component of management. Many of the mangers of that company do
different things for example, production, sales prices, and performance.

4. THE DEFINITION OF MOTIVATION:
The word motivation originates from a Latin word “movere”. Movere means to move. Thus, it
creates a reflection of something going up, keeping us working and helping us to achieve our
goals.
As the term motivation refers to factors that activate, direct, and sustain foal directed Behavior
Motives are the ‘whys’ of behavior the needs or wants that drive behavior and explain what we
do. We don’t actually observe a motive rather, we infer that one exists based on the behavior we
observe. The definition of motivation can be broad, and there are many ways to define the term
itself, depending on different perspectives. The purest definition it expresses is something that
motivates. It is an act or a process that gives a person a reason to do something in a particular
way, an explanation for the repeated behaviors, needs, and desires. In short it describes why a
person does something. In an organizational aspect, motivation has been defined as the sum of
the processes that influence the arousal, direction, and maintenance of behaviors relevant to
work settings. Employee motivation at work is considered as an essential drive as it generates
effort and action towards work related activities, for example, employee’s willingness to spend
the energy to achieve a common goal or reward. When an employee is motivated, he or she
shows enthusiasm and eagerness towards the work and a strong determination to implement
and accomplish the work tasks.

5. COMPANY PROFILE
FORWARD DIGITAL CONSULTANCY
WE HAVE SKILLS:
We're an agency born out of a passion to make great products. We help companies and
startups from all over the world materialize their ideas into great projects
 DESIGN: Designing is our forte. We love being creative!
 DEELOPMENT: From apps to website, we develop everything!
 ADERTISING: We have certified Google experts to help your brand.
 PHOTOGRAPHY: Conducting awesome photoshoots is our passion.
OUR FOCUS:
As a consultancy, we focus on the following core areas for your brand.
 ANALYTICS
 STRATEGY
 SALES
 MOBILE AND WEB DESIGNING
 USER EXPERIENCE
 PHOTOGRAPHY
OUR SERVICES:
We tackle business problems with intelligence. We use cutting-edge tech and cutting-edge thinking to bring
brands to life online and direct consumer behavior.
 SOCIAL MEDIA MARKETING: we know the importance of generating engagement of
social media, which is why we build amazing content.
 WEBSITES: with a mobile first approach, we provide design and development to
generate an amazing experience.

6.  ADVERTISING: we pioneer in web advertising and make sure your voice is heard by the
right people.
 DESIGN JOBS: we help clients with their on and off designing needs including print and
outdoor.
PORTFOLIO:
We help build products from idea to launch. We're experts at web & mobile design, branding, iOS
development & frontend. Here's some of our work.
ACHIEVEMENT: 3 regions are covered, 25 clients, 55 videos and 3500 leads generated.

7. MOTIVATION THEORIES:
Even though much research been conducted on the field of financial motivation and many
researchers and writers have proposed theories on the concept of financial motivation, and its
role in enhancing employee’s performance in every organization some of these models have
been widely used and accepted by today’s organizations leaders. In this discussion on some of
the motivational theories will include, Maslow (Need theory), Vrooms (Expectancy theory),
Herzberg (Two factor theory), Macgregor (theory X and Y).
MASLOW HIERARCHY OF NEEDS:
The first theory of motivation which is used as a theoretical base for this study is Abraham
Maslow’s motivation theory. Abraham Maslow is an American psychologist who is well known
for his theory of Hierarchy of Needs. The theory illustrates five different stages of human needs
in a hierarchic order, starting from the most basic to the most complex ones. There are some
needs that are fundamental to human beings, and without their existence nothing else matters.
We living persons consider needs as a motivator.
We always start with the lowest level of needs and strive for satisfaction fulfilment, once
achieved, we are then looking to satisfy higher needs. In other words, a person cannot move to
the next level of needs without satisfying theprevious level.Maslow’s Hierarchy of Needs is often
described in a pyramid shape with the largest and most elementary levels of need at the bottom,
and the need for self-actualization at the top.
Maslow used the terms physiological, safety, belongings and love, esteem, and self-actualization
to describe the pattern that human motivations generally move through. The goal of Maslow’s
theory is to attain the highest level of stage self-actualization needs. According to Maslow, the
needs from the basic to the most complex are listed as follow:
• PHYSIOLOGICAL NEEDS: breathing, food, water, sex, sleep, homeostasis, excretion
• SAFETY NEEDS: security of body, employment, resources, morality, family, health, and property
• LOVE AND BELONGING: family, friendship, sexual intimacy,
• ESTEEM: confidence, achievement, respect of others, respect by others
• SELF-ACTUALIZATION: morality, creativity, spontaneity, problem solving, lack of prejudice,
acceptance of facts.

8. Maslow’s Hierarchy of Needs
The most basic and essential four layers of Maslow’s Hierarchy of Needs pyramid are called
deficiency needs, physiology needs, safety needs, love and belongings, and esteem. If there is a
deficiency on this level, an individual’s all behaviors will be directed to content the deficits.
Furthermore, if these needs are not met with the exception of physiology needs a fundamental
level of need which must be fulfilled with satisfaction in the first place the individual will feel
nervous and scared. For example, if you have not slept well or eaten adequately, you will not be
interested in your belongings desires. It is suggested by Maslow that the most essential level of
needs must be met and achieved before a person moving to satisfy higher levels of needs. In
addition, the need itself classified into basic needs including physiological and safety needs and
psychological needs including love and belonging and esteem.
The Hierarchy of Needs starts with the lowest level of need physiological needs. Physiological
needs including vital necessities for human existence and survival, such as air, water, food and
other living needs. Physiologicalneeds are considered to be the most important becausewithout
satisfying it first, the desires for other needs is not a matter of concern. Without food, a human
body cannot function well, if you are hungry, all your activities will be oriented and forced to find
food, employers who pay at least a minimal living wage will meet these basic employee needs.
Therefore, physiological needs should be met first. Once an individual’s physiological needs are
achieved and somewhat satisfied, the person drives the desire towards his or her safety needs.
It includes, for instance, the personal security of body, of health and wellbeing of morality, and
of family, the job security of work opportunity and of employment and the financial security of
property, and resources. In the world nowadays, it is a concern when the need for safety is day
by day increasing. It is not just about having a place to live, feeling certain and being free from
the threat of danger and pain. People feel unsafety due to such reasons as natural disaster, war,
violence, abuse, or economic instability. This level is more likely to be appeared in children as
they normally need the feeling of being secured. In organization, employers can meet these
needs by ensuring employees are safe from physical, verbal or emotional hazards and have a
sense of job security.

9. The next level of needs is love and belonging, which belongs to human’s psychological needs.
Humans need to love and be loved both sexually and non-sexually by others. According to
Maslow, when an individual’s basic needs are fulfilled, their need is interpersonal, involvement,
and acceptance. This is the need to be social, to have friends, and relationships. It can be the
involvement in agroup of co-workers, clubs, student organization, hobbies group, a person’s own
group or the connections with family, close friends, colleagues, and neighbors. We cannot deny
the important role of love and belonging needs in human’s life, as there are evidences of people
experiencing from loneliness, anti-socialization, autismor even depression in the deficient of this
element. Respectively, for employers in, being able to create a satisfactory reward system and
implement organizational program in which employees are actively take part in can help fulfil
and satisfy these needs of employees.
The fourth level mentioned by Maslow in the Hierarchy of Needs is esteem needs. All people in
our society have a need or desirefor a stable,firmly based,usually high evaluation of themselves,
for self-respect, and for the esteem of others. Consequently, this level of needs is categorized
into 2 types, which can be defined by the term self-respect and esteem. Self-respect refers to the
desire for strength, for achievement, for adequacy, for mastery and competence for confidence
in the faceof the world, and for independence and freedom. This level is achieved when a person
feel satisfied and enjoyable with what they have completed, like simply by feeling positively, and
living a meaningful, valuable and on purpose life. Likewise, esteem portrayed the desire to be
accepted and valued by others. And only by satisfying thedesire for reputation or prestige,status,
fame and glory, dominance, recognition, attention, importance, dignity, or appreciation this
esteem needs will be fully achieved.
Finally, self-actualization which is classified as the being needs or be needs is the highest level in
Maslow’s Hierarchy of Needs. What a man can be, he must be. This level illustrates the need of
to become everything that one is capable of becoming. To be aware of and achieve a person’s
full potential. In other words, they will try to do everything to the best of their ability. When a
person has reached the state of self-actualization, they tend to be individualistic, focusing more
on themselves and having a desire to widen knowledge, acquire new skills, take on new
responsibilities, and experience more new challenges and act in a way that will take them to

10. attain their desired life goals. According to Maslow, in order to completely achieve this level of
needs, an individual must not only achieve and satisfying the previous needs, but also master
them.
To sum up, Maslow’s Hierarchy of Needs can be briefly described up as follows:
• Humans are influenced and motivated by their personal desires, wants and goals. Only
unsatisfied needs motivate, satisfied ones don’t.
• The needs are organized in hierarchic order based on the priority order in human’s life starting
from the most basic to the most complex.
• A person can move to the higher levels of needs only when the previous lower ones are
successfully achieved.
• The higher level of needs a person reaches, the more individuality, humankind and wellbeing a
person becomes.

11. HERZBERG’S TWO-FACTOR THEORY
The theoretical study of this thesis continues with Frederik Herzberg’s motivation theory.
Herzberg’s two factor theory demonstrated that human’s behavior is influenced by two sets of
factors which are the satisfaction factor and the dissatisfaction factor. He believes that those
factors result in human motivation and job satisfactionin the workplace and the absence of them
does not cause dissatisfaction but not motivation either. Based on the theory, Herzberg also
pointed out the two components which contribute to the stateof satisfactionand dissatisfaction,
called motivator factors and hygiene factors.
The two factor theory of motivation
Motivator factors, including personal achievement, status, recognition, the work itself,
responsibility, growth, promotion and opportunity for advancement are described as intrinsic
factors. The intrinsic factors tend to be intangible and deal with more emotional needs. A typical
example of it would be referred to doing something with interest and enjoyment. The presence
of motivator factors can lead to an increase in motivation, satisfaction and thus, higher
commitment, but the absence of it will not certainly reduce motivation.
On the contrary, hygiene factors, for instances,interpersonal relationships,company policies and
administration, working conditions, quality of supervision, job security, salary and wages and
other benefits, and work life balance, are characterized as extrinsic factors. The extrinsic factors
are tangible and classified as basic needs since it refers to doing something for external rewards
such as money, fame, or status. It is opposite to intrinsic factors which influence a person’s
behavior by his or her inner desire and motivation. Also unlike motivator factors, the presence of
hygiene factors will not motivate but could avoid dissatisfaction, however the absence will surely
lead to demotivation.
According to Herzberg, there exist a complex connection between satisfaction and
dissatisfaction. They both have a great influence on a person’s behavior and the state of being
satisfied or dissatisfied, however, they are affected by different factors and proceeded
independently of each other. For example, a person indicates himself/ herself as a cause to
satisfaction, whilst blaming the external factors like the situation or environment for resulting in
dissatisfaction.

12. Nonetheless, the theory is essential to every manager as it marked the importance of providing
hygiene factors sufficiently to the employees as a way of motivation and so far, somewhat
resulted in satisfaction. The absence of hygiene factors will lead to demotivation, however, the
presence of it is not enough to motivate people. Therefore, managers also have to focus on
increasing motivator factors, such as by job enrichment which is creating an interesting job and
working environment, giving employee more opportunities for advancement, to maximize the
competences, taking more responsibilities, experiencing new challenges, and giving employees a
praise whenever needed.

13. VROOM’S EXPECTANCY THEORY
The last motivation theory chosen as a basement for this study is Vroom’s expectancy theory.
The theory, which was established by Vroom, the connection between a person’s effort and
motivation with the expected desired outcomes. It explains the procedure of how a person
selects to perform a set of behaviors over another one, and how the decision made is related to
the goals. According to Vroom, an individual’s motivation to reach a desired outcome is
determined by the three important components, which are expectancy, instrumentality and
valence.
Vroom’s expectancy theory
The first component in the equation is expectancy, which is defined as a person’s belief that their
effort will resulted in desired outcomes, such as performance or success. It is also a person’s
evaluation of what kind and how much effort should be put in order to achieve better results or
higher performance. For example, an employee working in the customer services department
believes that if he/she tries harder, the work performance will lead to customer satisfaction.
When the employee has a strong feeling of it and is aware that he/she is able to accomplish the
goal, then he/she will be likely to put more effort to work. In this way, we say he/she has high
expectancy. The second component instrumentality refers to a person’s belief that his/her
performance is linked to later results such as reward or punishment. For instance if a person
believes that his/her hard work will be recognized and resulted in rewards, he/she is likely to put
more effort to work. Finally, valence component demonstrates a person’s perception about the
amount of reward or punishment received as a result of performance. If a person feels that the
reward or punishment is well-earned with his/her effort and performance, he/she will put more
effort to achieving it.
Force, which indicates a person’s motivation to perform a set of activities, is the result of the
three components. In general people will work hard when they think that it is likely to lead to
desired organizational rewards. Vroom thought that people are motivated to work toward a goal
if they believe the goalis worthwhile and if they perceived that their efforts willcontribute to the
achievement of that goal.

14. In short, the theory implies that when a person reaches a high level of all components in the
equation, he/she will be highly motivated and put more effort into attaining the desired
outcomes.
SAMPLING METHOD
We have selected respondents randomly that is why simple random sampling method is used.
SAMPLE SIZE
Sample of present study consists 20 respondents of various departments of Forward digital
consultancy.
RESEARCH DESIGN
This study is exploratory and descriptive in nature.
VARIABLES
 INDEPENDENT: Sex, age, income
 DEPENDENT: Employee motivation
TOOLS OF DATA COLLECTION
 PRIMARY TOOL: Interview schedule
 SECONDARY TOOL: library, books, journals, internet, newspaper, magazines
OPERATIONAL DEFINITION
Employee motivation simply as the degree to which people like their jobs.

15. RESEARCH METHOLOGY
In this we will describe and explain the concepts, models and theories that are relevant in the
field of motivation and necessary to facilitate a comprehensive analysis and Understanding of
the research question .It may be useful to conceptualize the term financial Motivation and what
its concepts are. A broader definition of motivation will be introduced. It can be observed from
the above definitions that, motivation in general, is more or less basically concern with factors or
events that moves, leads and drives certain human action or inaction over a given period of time
given the prevailing conditions. Furthermore the definitions suggest that there need to be an
invisible force to push people to do something in return. It could also be deduced from the
definition that having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for today’s management. This challenge may
emanate from the simple fact that motivation is not a fixed trait as it could change with changes
in personal, psychological, financial or social factors. For this, the definition of motivation by
Greenberg & Baron (2003) is adopted, as it is more realistic and simple as it considers the
individual and his performance. Greenberg & Baron defines motivation as “The set of processes
that arouse, direct, and maintain human behavior towards attaining some goal”. Presents that
two views of human nature underlay early research into employee motivation. The first view
focuses on Taylorism, which viewed people as basically lazy and work shy”, and thus held that
these set of employees can only be motivated by external stimulation. The second view was
based on Hawthorn findings, which held the view that employees are motivated to work well for
its own sake as well as for the social and monetary benefits this type of motivation according to
this school was internally motivated.
LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection.
Responses received were not free from respondent biases because of their apprehension that it
might affect their career.

16. ANALYSIS AND INTERPRETATION
Above table shows that 77% percent (n=31) respondent belongs to a male-group of percent 23%
(n=9)

17. Above table shows that 35% percent (n=14) respondent belongs to age-group of 1 – 5years, 30%
percent (n=12) belongs to age-group of 6 – 10 years, 22.5% percent (n=9) belongs to age-group of
11 – 15 years, while 12.5% percent (n=5) belongs to age-group of above 15 years.

18. Above table shows that 10% percent (n=4) respondent with strongly agree, 67.5% percent (n=27)
respondent with agree, 7.5% percent (n=3) respondent with uncertain, 10% percent (n=4)
respondent with disagree, 5% percent (n=2) respondent with strongly agree.

19. Above table shows that 5% percent (n=2) respondent with strongly agree, 55%percent (n=22)
respondent with agree, 12.5%percent (n=5) respondent with uncertain, 20% percent (n=8)
respondent with disagree, 7.5% percent (n=3) respondent with strongly disagree.

20. Above table shows that 67.5% percent (n=27) respondent with strongly agree, 27.5%percent
(n=11) respondent with agree, 0%percent (n=0) respondent with uncertain, 5% percent (n=2)
respondent with disagree, 0% percent (n=0) respondent with strongly disagree.

21. Above table shows that 27.5% percent (n=11) respondent with strongly agree, 62.5%percent
(n=25) respondent with agree, 2.5%percent (n=1) respondent with uncertain, 7.5% percent (n=3)
respondent with disagree, 0% percent (n=0) respondent with strongly disagree.

22. Above table shows that 12% percent (n=5) respondent with strongly agree, 62%percent (n=25)
respondent with agree, 8%percent (n=3) respondent with uncertain18% percent (n=7) respondent
with disagree,0% percent) respondents with strongly disagree.

23. Above table shows that70 % percent (n=28) respondent with strongly agree, 17%percent (n=7)
respondent with agree, 0%percent (n=0) respondent with uncertain12.5% percent (n=5) respondent
with disagree, 0% percent (n=0) respondents with strongly disagree.

24. Above table shows that20 % percent (n=8) respondent with strongly agree, 57%percent (n=23)
respondent with agree, 8%percent (n=3) respondent with uncertain10% percent (n=4) respondent
with disagree, 5% percent (n=2) respondents with strongly disagree.

25. EMPLOYEE MOTIVATION INFORMATION
 Majority of respondent 67.5% (n=27) agree whit present salary and increment.
 Majority of respondent 55% (n=222) agree whit financially related reward system
 Majority of respondent 67.5 % (n=27) were strongly agree with working condition.
 Majority of respondent 62.5 % (n=25) were agree with welfare facilities and.27.5 % (n=11)
were strongly agree with welfare facilities
 Majority of respondent 85 % (n=34) were relation with superior peers and subordinates
are good.
 Majority of respondent 75.5% (n=30) were supervisors take interest in our problem.
 Majority of respondent 72.5 % (n=29) were enjoy setting and achieving challenging goal.
 Majority of respondent 62.5% (n=25) were recognized and praised for my good
performance.
 Most of respondent 57.5 % (n=23) clear and effective systemof performance appraisal &
career development.
 Majority of respondent 77.5% (n=31) agree whit right opportunities in this organization
for my personal growth and promotion.
 Majority of respondent 70% (n=28) were organization helps me in all possible 20 %( n=8)
organization helps me in all possible.
 Majority of respondent 62.5% (n=25) agree and 25% (n=10) strongly agree for
management of our calls for active participation of the employee in the day to day functions
of the organization
 Most of respondent 90 % (n=36) agree and 10% (n=4) strongly agree were organization
outside company is good.
 Majority of respondent 70 % (n=28)I am getting maximum pleasure from my work
 Majority of respondent 55% (n=22) were added authority and responsibility to present job
will be more interesting and rewarding.
 Most of respondent 62.5% (n=25) delegation of authority to encourage juniors is quits
common in my organization.

26.  Most of respondent 62.5% (n=25) were my job content and responsibilities are appropriate
for me.
 Majority of respondent 75% (n=30) were appropriate work is given to me according to my
skill and potential.
 Most of respondent 42.5% (n=17) were agree and 37.5% (n=15) for disagree leadership
also influences the level of motivation.

27. SUGESSTION AND RECOMMENDATION
 In the forward digital consultancy dray employees feel that the salary structure is very
good but giveamount is not satisfactory.55%of the employees are satisfiedbytheir salary
and increment, financial reward. As it is very low rate
 The higher number of employees (85%) has given strongly agree. It means in forward
digital consultancy dray the belongingness o employees are very good. They have a good
relationship with everyone.
 65% of employees are satisfied with recognition programs and performance appraisal
system. But 35%of the employee is stillfeeling that the performance appraisalsystemand
recognition programmer are not proper. Hence HR department should know why the
employees are not satisfied whit the performance appraisal system and which type of
recognition program me they want in future.
 The higher numbers of employees have given positive response but still there is scope for
improvement.
 The HR department should make the job more challenging. Exciting and meaningful by
the factor like goal setting. Creative work. Job rotation. Skill diversity.
CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing directors to his
peon. The motivation is a live issue for all.
Motivation is psychological concept. Motivation is not a cause but rather the effect or result of
many going awry. Motivation drifters from person to person, industry to industry, level of
education age, nature of work etc. Motivation may be range from very high to very low.
By this study it is clear that various faction which influences motivation and productivity of the
employees each as Social Security measures, welfare facilities, salary status, Bonus, heath
condition, shift system and recognition of work are getting much importance.
Several approaches to motivation are available.Early theories are too simplisticin their approach
towards motivation. The content theories. Maslow’s need hierarchy. Herzberg’s two-factor
model and alder’s erg approach are very popular

28. To conclude employee motivation plays very important role in every organization. Good
employee motivation helps to success of the organization. Unless an employee has poor
motivation if always a possibility of employee disharmony and also affect some thrumming of
the organization.
From the financial and nonfinancial reward system make motivation in complete picture. Form
this we learn that how we applied the concept of motivation for the progressive result of
company