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DELIVERABLE
-2
April 1
20131- COMPLETE ANALYSIS WITH STATISTICAL/ANALYTICAL WORKING AND
ELABORATION OF EACH RESEARCH QUESTION HAS BEEN ANSWERD
WITH THE HELP OF GRAPHS AND RESULTS ARE CLEARLY
HIGHLIGHTED AND MANAGEMENT REPORT DESCRIBING THE
SIGNIFICANCE OF STUDY
WRITE UP
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COMPLETE ANALYSIS WITH STATISTICAL /ANALYTICAL WORKING,
ELABORATION OF EACH QUESTION USING GRAPHS AND CLEARLY
HIGHLIGHTING THE KEY RESULTS
1- ELABORATION OF RESEARCH QUESTIONS USING GRAPHS:
INTERPRETATION:
The respondents who are requested to fill the questionnaire were from two multinational
Pharmaceutical companiesGSK and ABBOT and the genders were selected with equal ratio
that is 50 % of both male and female so that we can analyze justly which factor salary or
designation is more motivating among middle aged employees in their job Irrespective of
gender difference.
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INTERPRETATION:
65% of the respondents were between 31 to 37 yrs. and 25%of the respondents were between
24 to 30 years as shown in the graph.
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INTERPRETATION:
69% of the respondents had completed their masters in different areas and field of study, 13
%of them had done diploma courses that belong to the operational level of management and
11% completed their bachelors
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INTERPRETATION:
Out of 90 respondents of both the pharmaceutical companies 53(62%) of them were married
and had to look after their families. 25(29%) of them were single and on interview they tell us
that they are also doing their jobs to support their families at this time of economic crunch in
which one member of the family cannot support the whole family
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INTERPRETATION:
37%of the respondents were earning a salary between 25000-35000 and 33% of the employees
were earning a monthly income of 35000-45000. This shows that most of the employees
earning a good salary package as per their nature of jobs and designations
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INTERPRETATION:
92%of the respondents belong to the middle level of management as can be seen from the graph
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INTERPRETATION:
According to the respondents of both the pharmaceutical companies 62%of them were having the view
that the motivation practices followed by their organization is salary increment, 18%of them were saying
that they get bonus if they accomplish companies targets and take the companies on the verge of
success.
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INTERPRETATION:
According to the respondents who were also the employees were of the view that extrinsic
(monetary benefits) motivates them the most which is vivid clear from the graph that 92%of
the respondents choose extrinsic factors.
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INTERPRETATION:
When the respondents were asked the question that what type of extrinsic benefits that
motivates them the most, 52%of the respondents vote in favors of salary increment and 14%in
favor of promotions
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INTERPRETATION:
26%of the respondents were of the view that they get demotivated from work and they think
to switch the job when they are taken for granted and they are not given any recognitions and
rewards.22% of the respondents get demotivated on failure to achieve the goals.
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INTERPRETATION:
98% of the respondents were satisfied with the job because they were of the view that they
getting a good salary package with other fringes and benefits. Moreover they also get
recognition and conducive working environment
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INTERPRETATION:
According to the respondents employees thinks to switch the job and search for another job
when his/her accomplishments are not recognized and no monetary rewards are given to him.
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INTERPRETATION:
If we compare both the graphs we come to the conclusion that designation is important but
good wage is the most important motivator for the employees and they will never compromise
on salary in this era of inflation and economic crunch.
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It is clear from the graph that 59% and 34% of the respondents strongly agree and agree with
the fact that good wage is the most important motivator for employees. However 48%agree
and 25% shows neutral response to the designation as a most important motivator
INTERPRETATION:
47%of the respondents agree with the fact that motivational factors influence the organizational
commitment and effectiveness. When employees get the rewards on completion of task and achieving
of success that builds the sense of commitment and motivates the employees to work effectively and
efficiently more over 34% strongly agrees with this fact.
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INTERPRETATION:
61% of the respondents agrees that they are usually happy when they back to home after 9 to 5 work .
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INTERPRETATION:
30% of the employees disagrees with the fact that they are always sad when home.
2- STATISTICAL ANALYSIS
1- DESCRIPTIVE STATISTICS ( MEAN AND STANDARD DEVIATION)
2- CORRELATIONS
3- CROSSTABULATIONS
INTERPRETATION:
Descriptive Statistics
Mean Std. Deviation N
GENDER 1.20 .402 90
MOTIVATIONEMPLOYEES 4.00 .636 90
DEMOTIVATIONFACTORS 5.00 1.272 90
Correlations
GENDER
MOTIVATION
FACTORS
DEMOTIVATIO
NFACTORS
GENDER Pearson Correlation 1 .000 .395**
Sig. (2-tailed) 1.000 .000
N 90 90 90
MOTIVATIONEMPLOYEES Pearson Correlation .000 1 .750**
Sig. (2-tailed) 1.000 .000
N 90 90 90
DEMOTIVATIONFACTORS Pearson Correlation .395**
.750**
1
Sig. (2-tailed) .000 .000
N 90 90 90
**. Correlation is significant at the 0.01 level (2-tailed).
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The Pearson r of motivation factors of employees is one which shows that there is the strong
relationship between the variables
Descriptive Statistics
Mean Std. Deviation N
MOTIVATIONEMPLOYEES 4.00 .636 90
DEMOTIVATIONFACTORS 5.00 1.272 90
AGE 2.40 .493 90
Correlations
MOTIVATIONE
MPLOYEES
DEMOTIVATION
FACTORS AGE
MOTIVATIONEMPLOYEES Pearson Correlation 1 .750**
.645**
Sig. (2-tailed) .000 .000
N 90 90 90
DEMOTIVATIONFACTORS Pearson Correlation .750**
1 .000
Sig. (2-tailed) .000 1.000
N 90 90 90
AGE Pearson Correlation .645**
.000 1
Sig. (2-tailed) .000 1.000
N 90 90 90
**. Correlation is significant at the 0.01 level (2-tailed).
INTERPRETATION:
The Pearson r of age with the other factors is one which shows the strong relationship which
means that age had a drastic impact on motivation and demotivation of employees
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Descriptive Statistics
Mean Std. Deviation N
MARITIALSTATUS 1.40 .493 90
MOTIVATIONEMPLOYEES 4.00 .636 90
DEMOTIVATIONFACTORS 5.00 1.272 90
Correlations
MARITIALSTAT
US
MOTIVATIONE
MPLOYEES
DEMOTIVATION
FACTORS
MARITIALSTATUS Pearson Correlation 1 .645
**
.000
Sig. (2-tailed) .000 1.000
N 90 90 90
MOTIVATIONEMPLOYEES Pearson Correlation .645**
1 .750**
Sig. (2-tailed) .000 .000
N 90 90 90
DEMOTIVATIONFACTORS Pearson Correlation .000 .750**
1
Sig. (2-tailed) 1.000 .000
N 90 90 90
**. Correlation is significant at the 0.01 level (2-tailed).
INTERPRETATION:
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The Pearson r of age with the other factors is one which shows the strong relationship which
means that age had a drastic impact on motivation and demotivation of employees
CROSS
TABULATIO
N
INTERPRETATION:
72 of the total respondents were in favour of extrinsic awards
AGE * FACTOR MOTIVATESYOU Cross tabulation
Count
FACTOR MOTIVATES YOU
Totalintrinsic extrinsic
AGE 24-30 18 36 54
31-37 0 36 36
Total 18 72 90
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GENDER * FACTORMOTIVATESYOU Cross tabulation
Count
FACTORMOTIVATESYOU
Totalintrinsic extrinsic
GENDER male 0 72 72
female 18 0 18
Total 18 72 90
INTERPRETATION:
According to the cross tabulation between gender and factors that motivates we found out that out of
90 respondents 72 were in favor of extrinsic(monetary) factors. However if we further analyze we
found out that male are interested in extrinsic however female are more in favor of intrinsic rewards
MARITIALSTATUS * FACTORMOTIVATESYOU Cross tabulation
Count
FACTORMOTIVATESYOU
Totalintrinsic extrinsic
MARITIALSTATUS single 18 36 54
married 0 36 36
Total 18 72 90
INTERPRETATION:
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According to the cross tabulation between marital status and factors of motivation we found out
that both single and married was equally in favor of extrinsic factors like salary increment for
motivation
KEY FINDINGS AND RESULTS
Through this exploratory research we found out that both genders male or female of middle
aged employees who had completed their masters were in favor of extrinsic awards especially
salary and bonus . Moreover they were of the view that designation is necessary but not on the
cost of salary. Salary is the basic and the most preferable motivators by all the respondents. Not
only this they were of the view that they salary motivates them and also increase motivation
and organization commitment and effectiveness
However respondents were of the view that the factor that demotivates them is that when
organization takes them for granted.
MANAGEMNT REPORT
This study can provide a platform for decision making that which factor can motivate a middle-
aged man in their job. It can give a comparison of the motivators practicing in the organization
with the motivators that are most important to motivate employees of middle aged men. This
research study will further help the organizations after performance appraisal when they have
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to reward and reprimand the employees on their jobs as through this research we found out
what salary and extrinsic benefits motivates employees, boost performance and organizational
commitment and effectiveness.