Examine the Impact of Motivational Factors on the Employees Essay Example

the analysis.

All participants in the study were provided with a cover letter that explained the purpose and significance of the research. Alongside the cover letter, participants also received a study, instructions, and a prepaid envelope to return the completed study within 14 days. The studies were serialized for tracking purposes only. Strict confidentiality was required in order to conduct research within the targeted organization.

The questionnaire used in this research consists of approximately 40 inquiries that measure motivational factors as outlined in the Herzberg theory, as well as current strategies practiced at HBL. These strategies were examined based on factors such as the importance of challenging work assignments, opportunities to work on challenging assignments, participation in important decisions affecting one's work, equal advancement opportunities within the organization, availability of desired training, understanding one's role in achieving organizational goals, opportunity to make an impact, recognition and value placed on contributions by the organization, fairness of compensation, comparison of benefits with those offered by private industry, perception of one's supervisor, level of freedom granted by the perceived supervisor when defining work processes, balance between job and personal life responsibilities,rating of job stress level,having achieved HBL's goals,and having met job-related targets punctually.The survey incorporates employee information such as brand perception, direct mail preferences, and demographic details.

The factors that have a significant impact on employees' public performance were measured using factors derived from Herzberg's theory. These factors include a low emphasis working environment, opportunities for promotion, availability of appropriate development for their current position, a great work environment, recognition for good work, cost of living, a good supervisor, exciting and challenging work, job security, enjoyment on the job, cutting-edge technology,

being part of a team,
meaningful work and making a difference,
inspiring and effective leadership,
telecommuting options,
pleasant working conditions,
current level of job satisfaction,
quality of colleagues,
high level of responsibility,
opportunity for creativity,
cash awards,
flexible work schedule,
partner/significant other's employment,
quality of public and private schools,
geographic location,and retirement package.
The reason for using Herzberg's theory in this questionnaire is that it divides motivation
and job satisfaction into two groups: motivational factors and hygiene factors.According to Frederick Herzberg, there are six "job content" factors that serve as motivational factors. These factors include achievement, recognition, the work itself, responsibility, promotion, and potential for growth (Herzberg). On the other hand, hygiene factors relate to the job context and encompass various aspects such as company policy, supervision, work conditions, relationships with supervisors and colleagues, wages, personal life balance, relationships with subsidiaries, position within the company hierarchy, and occupational security (Ruthankoon). This theory effectively differentiates between intrinsic incentives and extrinsic incentives. Intrinsic incentives can be referred to as occupation content factors because they pertain to the actual tasks and accomplishments involved in one's work (Herzberg).

These factors are the ones that can greatly contribute to the level of job satisfaction an employee experiences at work. On the other hand, the occupational context factors are external factors that employees have little control over; they are more related to the work environment rather than the nature of the work itself (Schermerhorn, 2003). Herzberg identifies these factors as the sources of job dissatisfaction. "Herzberg reasoned that since the factors causing satisfaction are different from those causing dissatisfaction, these two feelings cannot simply be treated as opposites of each other."

According to

Herzberg's Motivation-Hygiene Theory (2002), the opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction. Herzberg argued that this distinction between the two antonyms reflects two distinct human needs. Therefore, if an employer or manager aims to enhance job satisfaction and performance for an employee or colleague, they must address the factors that impact job satisfaction. The most direct approach is to focus on intrinsic job content factors. By providing employees with encouragement and recognition, they can feel more valued within the company and experience a sense of accomplishment and responsibility.

According to Leach (2000), Herzberg states that the key to motivating employees is to provide them with challenging work that allows them to take responsibility. I believe this principle applies to all professions in any field. If employees do not feel accountable for a particular task or department, they will not perceive their work as meaningful. Moreover, Hunsaker (2005) emphasizes that individuals must have faith in their capabilities before exerting substantial effort or motivation towards achieving a goal.

Therefore, it is important to involve your employees in decision making, job assignment, and delegation. This will help increase their sense of responsibility and motivation. However, employers also need to address job dissatisfaction among employees. To tackle dissatisfaction and improve the workplace environment, employers should focus on hygiene or job context factors.

Below is the explanation of the Herzberg's theory factors that we have utilized in our survey

Accomplishment:
Positive accomplishment occurs when an employee successfully finishes a task or project before the deadline and receives high praises for the outcome, which boosts their satisfaction. However, if they fail to complete the task

on time or feel rushed and perform poorly, their satisfaction level may decrease.

Recognition:
Satisfaction increases when an employee is acknowledged and rewarded for a job well done. Conversely, if their work goes unnoticed or criticized, it will have the opposite effect.

• The perception of the work's difficulty, challenge, boredom, or interest is a factor in employee motivation.
• The level of freedom an employee has to make decisions and implement their own ideas affects their motivation. More freedom leads to a stronger inclination to work harder and higher satisfaction.
• Promotion refers to the expected or unexpected possibility of advancement. Not receiving an expected promotion or experiencing demotion is considered negative promotion.

The opportunity for growth

This factor includes the chance for promotion within the company and learning new skills. Lack of growth opportunities or reaching the peak, also known as the glass ceiling, can negatively impact job and position satisfaction for employees.

Company Policy or Administration: Employee satisfaction at work is influenced by how they perceive the effectiveness, fairness, and sufficiency of the policies in place. This encompasses interactions and discussions with supervisors, colleagues, and subordinates.

Working conditions: The physical environments such as facilities and location greatly affect employee dissatisfaction within a company, including the salary or pay.

Personal life: Trying to separate work and personal life is usually ineffective because they inevitably influence each other. Job security is also crucial.

In Ruthankoon's (2003) study, the relationship between job security and dissatisfaction is discussed.

Measurement of Variables

To measure each independent variable, the dependent variable, and gather demographic information for

better understanding of participants' responses, a questionnaire was used. The variables were assessed using a Likert scale from 1 (strongly agree) to 5 (strongly disagree).

In addition, the requests for analyzing statistical applications were modified so that a rating of 5 meant "strongly agree" and a rating of 1 indicated "strongly disagree."
Employee Work Performance
Participants were asked to express their opinions based on Herzberg's motivational two-factor theory. They used a scale from 1 to 5 to indicate how well they believed they achieved their job objectives. The results were obtained using Multiple Linear Regression. Herzberg's two-factor theory has been widely recognized for the last fifty years and is an essential resource for companies when developing HR strategies.

Schemes implemented by HBL

The implementation of schemes by HBL was assessed by presenting a set of 17 questions to the participants and instructing them to indicate their positions on each provided variable. The purpose of this questionnaire was to determine which variables the participants believed HBL follows in order to enhance employee motivation. The final set of dependent variables, consisting of 17 points, was selected after careful consideration. To gauge respondent understanding of the product arrangement, a bipolar five-point scale was created. The independent variables used in the study included motivational factors that directly impact employee performance. A bipolar five-point scale was used to measure respondents' attitudes towards these motivational factors.

The points in the table were taken from Herzberg's two-factor theory and modified based on feedback from industry professionals. A few variables were chosen to represent employees' evaluative and ethical opinions.

Motivational Factors

This was collected by asking employees to rate their interest in staying with HBL using a 1 to 5 scale.

The factors were derived from Herzberg's two-factor theory. This data was used to determine which factors employees consider important for their future at HBL. The final set of dependent variables included 11 points, and a bipolar five-point scale was used to measure respondents' understanding of the product arrangement.

Therefore, the dependent variables used for the survey include attitudes about merchandise arrangement, callback and acknowledgment of trade names straight after watching the film cuttings. A bipolar 5-point graduated table was used to measure answering attitude about merchandise arrangements. Some of the points in the graduated table were adopted from the graduated table developed by d'Astous and Seguin (1998) and suited alterations were done on the footing of the practitioners' sentiment obtained during the preliminary treatment with industry people. Few variables were selected to stand for the consumer's appraising and ethical judgments.

Method Of Data Collection

The primary method of gathering natural data for this survey will be through effective questionnaires and interviews that focus on both the personal characteristics of the respondent and the subject matter of inquiry. The questionnaire consists solely of close-ended questions. Given that the survey population is composed of well-educated employees, the questionnaire was administered to the employees of Habib Bank Limited for completion.

Method Of Data Analysis

The collected information for research purposes is analyzed using regression analysis. Regression is used to analyze the relationship between two variables: a dependent variable and an independent variable.

After conducting an analysis, the statistics of arrested development will be used to predict the dependent variable when the independent variable

is known. Correlation is a measure of association between two variables. The variables are not designated as dependent or independent. The two most popular correlation coefficients are: Spearman's correlation coefficient rho and Pearson's product-moment correlation coefficient. The regression analysis on this study is conducted on Employee work performance treated as a dependent variable and Motivational Factors are treated as independent variables.

Field Report

During my research for investigation in the field, several factors may serve as hindrances in the collection of qualitative data and as a result these could have a negative impact on my work.

Firstly, gathering information from various roles such as the Zonal Chief, Staff Manager, Staff Officer, Manager, bomber Manger, Cashier, and both technical and non-technical staff is essential. However, it should be noted that senior employees like the Zonal Chief and Staff Manager are often heavily occupied with their workload. Therefore, their response to the questionnaire might be delayed or some may choose not to complete it at all. Additionally, due to time constraints and a busy schedule, some respondents may misplace or forget about their questionnaires. To address these issues, it is recommended to remind them individually either by calling them by name or by personally approaching them.

Reliability and Validity are crucial considerations in analyzing information gathered through questionnaires. Assessing the dependability of the questionnaire helps identify any inconsistencies within the questionnaire itself, allowing for a more efficient design that eliminates the least reliable points. This process, known as "flying the questionnaire," results in a shorter but more reliable end product or instrument (Carmine and Zellner, 1980). The questionnaire comprises demographic and socio-economic questions aimed at evaluating

the extent to which the sample replicates the known population.

The assurance of the information increases as the demographic distribution of study respondents matches the population. The cogency and dependability of the content of the instrument are evaluated by conducting a pilot survey to review the points. Initially, data was obtained from 10 employees at HBL to gauge their opinions on the relevance of the questions and their confidence in their preparation. The dependability test of the instrument reinforced its cogency. The value of Cronbach's ? is .753, which exceeds .5.

The text indicates that the questionnaire is valid for measuring the dependent and independent variables. The table below displays the reliability test results.

Access And Resource Implications

Research cannot be conducted without access to administration, its staff, clients, and/or data. For my primary data, I intended to prepare questionnaires and distribute them to employees of Habib Bank Limited in London.

For this purpose, I have already reached out to several bank employees and requested their cooperation, to which they have agreed to assist with my research. Additionally, as a member of The British Library, I am able to utilize its resources for my research endeavors. Furthermore, I am also taking advantage of the local public library in Honking South-west London. The British Library offers an extensive collection of books relating to my topic of interest, which I have found to be incredibly useful, particularly for further readings. At The British Library, I have access to a vast array of books covering various subjects, enabling me to enhance my research skills.

Kaplan has also provided me with access to the online web site, which is extremely helpful for all of us.

Ethical

Implications

Making research ethically involves respecting privacy and confidentiality and being transparent about the use of data. The data collected by the researcher will be treated as highly confidential and should not be disclosed to anyone other than the bank. The selection of the population will be fair, with no preference given to people belonging to any specific cultural group. The transcript of the questionnaires will also be provided upon request from the bank.

Statistical Tools
To analyze the appropriate outcomes, Multiple Regression Analysis was performed with the assistance of SPSS 17. All the tables were generated using SPSS 17.

Action Plan
To plan and schedule my dissertation, I will utilize a Gantt Chart.