Table of content

1.0 Introduction to Ceylon Biscuits Limited...................................................................3

2.0 Employee Motivation in Ceylon Biscuits Limited....................................................4

2.1 Motivational Theories those used in Evaluation...................................................4

2.1.1 Designing Evaluation Questionnaire........................................................................6

2.2 Analysis and interpretation of the Evaluation............................................................6

2.2.1 Rank order of motivational factors...........................................................................6

2.2.2 Classification of factors according to Maslow’s hierarchy of needs........................7

2.2.3 Responses to statement in section C.........................................................................8

2.2.4 Graphical Illustration of individual factor averages...............................................11

2.3 Recommendations.......................................................................................................11

2.3.1 Salary.....................................................................................................................11

2.3.2 Opportunity for advancement & growth................................................................12

2.3.3 Recognition and appreciation of achievements......................................................12

2.3.4 Training and development......................................................................................13

2.3.5 Performance appraisal............................................................................................13

2.3.6 Locus of control.....................................................................................................14

3.0 Change Management strategies in Ceylon Biscuits Limited..................................14

3.1 One of the Major Change Project in Ceylon Biscuits Limited’s sales force............14

3.2 Proactive Change strategies in Ceylon Biscuits Limited..........................................17

3.2.1 John Kotter’s Eight Steps and Ceylon Biscuits Limited.........................................17

3.2.1 .1 Create sense of urgency.................................................................................17

3.2.1.2 Form a powerful guiding coalition..................................................................18

3.2.1.3 Create uplifting vision and strategy.................................................................18

3.2.1.4 Communication vision strategies....................................................................18

3.2.1.5 Remove obstacles and empower people to move............................................18

3.2.1.6 Create visible progress....................................................................................18

3.2.1.7 Consolidate improvement and produce still more change...............................18

3.2.1.8 In sectionalize new approaches.......................................................................19

3.2.2 Kurt Lewin’s Change Management Model and CBL.............................................19

3.2.2.1 Unfreeze..........................................................................................................19

3.2.2.2 Change............................................................................................................19

3.2.2.3 Refreeze..........................................................................................................19

3.2 Recommendations to improve Changes..............................................................20

Appendix...............................................................................................................................21

1 | P a g e

Questionnaire....................................................................................................................21

References..............................................................................................................................27

2 | P a g e

Executive Summary

This is an independent group assignment done by our group members for the subject

of Management of organization. We have used Ceylon Biscuits Limited for this

assignment. CBL is the one of the most reputed food manufacturing Company in Sri

Lanka and they export their products to more than forty countries. They always are

doing innovative products.

In this study ,we have studied How well does the Ceylon Biscuit Limited motivates its

workforce and What are the principal mechanisms in use to motivate employees, do

they fluctuate by grade? What are the main problems connected with using this type

of motivation approach and how would you indorse that the organization remedies

them

Not only that we have studied, how would we designate the CBL readiness for

change? Are proactive strategies in place to ensure that the CBL is well placed for

future changes and how have major change projects been handled in the past and what

recommendations do we have to improve the process going forward?

We have got latest management, strategic management, Change management and

Human resources management theories for this independent assignment not only that

we have done a small independent research for motivates the CBL workforce.

3 | P a g e

1.0 Introduction to Ceylon Biscuits Limited

In Sri Lanka, Ceylon biscuit limited (CBL) is one of the biggest companies in Sri

lanka and global world, CBL manufactures are well known in large numbers of

brands in biscuits, confectionery, cereal, organic product and various kind of other

manufactures. There is several kind of principal affect for the success of the company.

There are over the 40 years of experiences, technology and leadership and the quality

of the products. CBL is achieving their vision while becoming number one biscuit,

chocolates and confectionary manufactures in Asia by developing work force and

country. In Sri lanka market a lot of CBL brands market leader Munchee biscuits,

Lanka soy, Ritz bury, Tiara, Go jelly and Samaposhas are some of the examples.

Figure 1 CBL's Product Mix

4 | P a g e

Ceylon Biscuits Limited Product MixBiscuitsCrackersPuffsMarieCookiesAssortedHerbalWafersCarolsOthersCakesJellySoups

2.0 Employee Motivation in Ceylon Biscuits Limited

2.1 Motivational Theories those used in EvaluationIn the try to identify the specific forces which motivate employees, content theories

focus on both Intrinsic (needs and motives) and extrinsic motivators (money and

status) which can motivate Employees.

Some of the most popular and best Known of these older content theories of

motivation includes Abraham Maslow’s Hierarchy of needs theory, Aldermen’s ERG

theory of motivation, Hertzberg’s two-factor theory and McClelland’s learned needs

theory. As well as some of the most popular and well known process theories of

motivation, Skinner’s Reinforcement theory, Luck and Latham’s Goal-Setting theory

of motivation and Vroom’s Expectancy theory of motivation.

According to the analysis of the theories of motivation we learned in the lectures,

below factors having an impact on employee motivation.

Rewards - valued and performance are linked with employee.

Goal Setting - Challengeable goals and achievable.

Feedback - performances and progress of employees are informed while

achieving the goals

Job characteristics - Job that is Inspiring and interesting.

Salary - As a influence.

Advancement and growth opportunities - within the organization.

Working conditions - Friendly working atmosphere, quality of equipment.

Recognition and appreciation -According to the performance and

accomplishment

Training and Development -increase skills and capability to improve

performance

Job responsibility - accountable for own work

Job security- future job security within the organization.

Performance Appraisals –Effectively measure employee performance

throughout the work.

Leadership – a reliable and respectful leader who leads the team.

5 | P a g e

Factors of motivation identified during the analysis of the different theories of

motivation.

Motivating

Factors

Maslow

Hierarchy

of needs

Hertzber

g -Two

factor

Theory

ERG

theory

McClelland

learned

needs

Equity

Theory

Reinforcemen

t theory

Goal -

Setting

Theory

Expectancy

theory

1. xxx xxx xxx xxx Xxx xxx

2. xxx xxx Xxx Xxx xxx

3. xxx xxx Xxx xxx Xxx xxx

4. xxx xxx xxx Xxx Xxx xxx

5. xxx xxx xxx

6. xxx Xxx

7. xxx xxx xxx

8. xxx xxx xxx Xxx xxx xxx

9. xxx xxx Xxx xxx

10. xxx xxx xxx Xxx xxx

11. xxx xxx xxx

12. xxx Xxx xxx

13. xxx xxx xxx Xxx xxx xxx Xxx xxx Table 1 Factors of motivation

As per the research ,estimation that is fair to state that the extent to which these

aspects are provided for in the organization would serve as an precise measurement

tool to assess the extent to which employees in the organization are motivated.

2.1.1 Designing Evaluation Questionnaire

Questionnaire is created according to following sections,

Section A, which is aimed to get the demographic information of the systems. Section

B is to identify the importance of the factors of motivations and to identify the

deference and commonalties with motivation theories. Section C, Aimed to measure

the factors of motivation provided in the organization and to determine the level of

motivation within the organization employees. Finally Section D aimed each

individual employees’ focus of control to identify the relationship exist between their

focus of control and their employees level of motivation.

6 | P a g e

2.2 Analysis and interpretation of the Evaluation

2.2.1 Rank order of motivational factors

Factor

Rank

Reward 8

Goal Settings 9

Feed Backs 10

Job Characteristics 7

Salary 1

Advancement & Growth 4

Working Conditions 11

Recognition & Appreciation 05

Training & development 03

Job responsibility 12

Job Security 2

Performance appraisals 13

Leadership 6 Table 2 Rank order of motivational factors

2.2.2 Classification of factors according to Maslow’s hierarchy of needs

Rank 1 2 3 4 5 6 7 8 9 10 11 12 13

Motivation Factors

Salary

Job Security

Training and Developm

ent

Advancem

ent & grow

n

Recognition &

appreciation

Leadership

Job characteristics

Performance related rew

ards

Goal settings

Feed Backs

Working C

onditions

Job Responsibility

Performance A

ppraisals

Lower Order

NeedsX X X

7 | P a g e

Higher Order

NeedsX X X X X X X X X X

Table 3 Classification of factors according to Maslow’s hierarchy of needs

When results compared with the Maslow’s hierarchy of need , results are indeed very

interesting. This Figure indicating classification of factors according to the Maslow’s

hierarchy of needs on to lower – order or higher order.

Salary and Job Security is to ranked factors on lower order need. It shows significant

motivational importance to the employees. Other factors all in the higher order need,

while only exception is working condition.

2.2.3 Responses to statement in section C

StatementRewords Disagr

ee

Agree

1 Your organization’s current

incentive scheme motivates you to

perform better

25% 75%

2 Your organization is aware of what

rewards employee value as

important

17% 83%

Goal setting Disagr

ee

Agree

3 You feel the goals you are

supposed to achieve are realistic

and attainable

13% 87%

4 You assist your manager/supervisor

in setting your goals

31% 69%

Feedback Disagr

ee

Agree

5 You receive adequate feedback

from your manager/supervisor

30% 70%

6 Feedback from your 24% 76%

8 | P a g e

manager/supervisor is clear and

directed at improving your

performance

Job Characteristics Disagr

ee

Agree

7 Your job is both interesting and

challenging

15% 85%

8 Employees are rotated in the

organization in order to learn new

task

25% 75%

Salary Disagr

ee

Agree

9 You are of the opinion that your

salary is market related

47% 53%

10 You feel that your current salary

motivates you to perform?

60% 40%

Opportunity for advancement &

growth

Disagr

ee

Agree

11 There are good promotion

opportunities for employee within

your organization

39% 61%

12 The advancement and growth

opportunity within the organization

motivates you to perform better?

32% 68%

Working Conditions Disagr

ee

Agree

13 You are provided with the

necessary equipment to adequately

perform your duties

05% 95%

14 You have a pleasant working

environment?

15% 85%

Recognition and appreciation Disagr

ee

Agree

15 You receive recognition for your 28% 72%

9 | P a g e

achievements from your

manager/Supervisor

16 Employee achievements are

publicized throughout the

organization

51% 49%

Training and development Disagre

e

Agree

17 You receive ongoing training to

improve your ability and skills?

52% 48%

18 You are cross-trained in order to

perform duties in other department

77% 23%

Responsibility Disagre

e

Agree

19 Your manager/ supervisor lets you

take responsibility for the task you

perform

05% 95%

20 Your manager/Supervisor allows

you to make your own decisions on

how to perform your task in order to

achieve your goals?

12% 88%

Job security Disagre

e

Agree

21 You have no fear about the financial

stability of the organization

16% 84%

22 You feel secure about your within

the organization

19% 81%

Performance appraisals Disagre

e

Agree

23 You feel that the current

performance appraisal system used.

Adequately measure your turn

performance

53% 47%

24 Your current performance appraisal

system motivates you to achieve

48% 52%

10 | P a g e

your goals and improve your

performance

Leadership Disagre

e

Agree

25 You receive adequate guidance and

support from your

manage/supervisor

23% 77%

26 Your supervisor/ Manager is

trustworthy

21% 79%

Table 4 Responses to statement in section C

2.2.4 Graphical Illustration of individual factor averages

Reward

Goal Setti

ngs

Feed Back

s

Job Characte

ristics

Salary

Advancem

ent &

Growth

Working C

onditions

Recogn

ition & Apprec

iation

Training &

developmen

t

Job resp

onsibilit

y

Job Security

Perform

ance

apprai

sals

Leaders

hip0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

DisagreeAgreeAgree Benchmark

Figure 2 Graphical Illustration of individual factor averages

11 | P a g e

2.3 Recommendations

2.3.1 Salary

Base on Evaluation, salary is a sterility aspect and not a motivator and also the

evaluation exposed that sterility factors unable to motivate employees. This will lead

to employee unhappy if these factors are not sufficiently provided. Consequently it

remains important not to desertion any of the sterility factors. Also study has decided

that job features, ranked as the 02nd most important factor of motivation, and working

conditions, which are both sterility factors, are more than sufficiently provided for by

the organization.

Investigation also exposed that employees will equate their salaries with their peers to

establish if they are fairly or equability rewarded.

2.3.2 Opportunity for advancement & growth

This is a crucial factor when we examine the Opportunity for advancement and

growth for employee development. Furthermore it is vital to create organizational

commitment towards, opportunities may equally and create sense of fairness among

employees also the promotions according to the ranks should be highlighted and

employees should prepared for next level training programs and development

mentorship programs.

On the other hand organization should always communicate future expansions. This

will avoid the employees from being de motivate from poor communications.

.

2.3.3 Recognition and appreciation of achievements.

Recognition and appreciation is one way to encourage employees, this will leads

achievements. According to Maslow’s hierarchy of need it categorized under esteem

need, Furth all humans have a need to be respected, to have self-esteem self-respect

and to respect. Esteem presents the normal human desire to be accepted and valued by

others. These include ones internal needs foe self-respect, autonomy, and achievement

as well as ones external for status and recognition.

This must be practice through the entire organization; some of the recognitions will

make them high flyers and build loyalty.

Post a thank you note on an employee door

12 | P a g e

Take a time to explain to new employees the norms and culture of your

department.

Give special assignments to people who show creativity.

Arrange for a team to present the result of its result of its efforts to upper

management.

Encourage and recognize staff that pursues continuing education.

Acknowledge individual achievement by using employees name when

preparing stus repot.

Make a thank you card by hand.

Select the best achiever and reward.

It is vital that all achievements are immediately identify by management and support

them maximum and make them satisfying, while the feeling of achievement is still

fresh in the mind.

2.3.4 Training and development

Training and development is major topic of organization when concern proper

strategies for improve Knowledge Skills &Attitude (KSA). At the present staff

expect, the organization will arrange privileges for training and development

according to First in First Serve (FIFS) method. As a result T&D is support to

enhance (KSA) individually and organization therefore it is beneficial for both parties

The major purpose of training, enhance their abilities, which will also enhance stride

of organization to achieve above achievement. Organization must arrange more

Sector Education and Training Authority (SETA) seminars for employees to

implementing sector skills plans, learner ships, Qualifications frameworks, Quality

assurance etc.

E-training also aims at enhancing KSA of present employee. E-Training officer can

develop e training system of organization e.g. intranet, it can be made the rest of the

organization, promote internet efficiency and improve productivity of organization

2.3.5 Performance appraisal

It is processed of review of achievement goals of organization including employees’

work behaviors by comparing present standards. It shows where improvements are

13 | P a g e

needed. Organization performance appraisal can determine who need, which training

they need, it must evaluate of iniquity among employees, because it effects to

organization performance

In here according recommend score card system improve with correct performance

evaluation method. Score card system can use claims per day, rejection per day,

average of debtors, rand value collected per week etc.

This type of appraisal systems help to enhance employee motivation and employee

can monitor themselves also this appraisal system be used as an organization reward

2.3.6 Locus of control

Stimulate and control of internal is one of recommendation. Employee satisfaction

and productivities are indicating that employee’s internal locus of control. Individual

loci of control can be altered which involve to implication of external and internal

orientations for individuals.

3.0 Change Management strategies in Ceylon Biscuits

Limited3.1 One of the Major Change Project in Ceylon Biscuits Limited’s sales force

What is organizational change in General management? Organizational change is

about significant strategic changes in profitable companies are which many

employees are impacted. It is not about change of an individual manager or daily

change.

14 | P a g e

Figure 3 Types of changes in organization.

In order structure, field sales managers have to pay their attention one product only.

But in the new structure, they have to consider about three product categories why

CBL`s management do this. because there was no much attention to cake and

chocolate categories so CBL`s aim is to provide more attention on chocolate and

cakes in get more profit from this category.

Figure 4 Normal Top Management

15 | P a g e

Types of Changes in Organization. Re-Structuring(changing the organizational structure and reporting lines)Re-Engineering(changing the processes the way work is done)Mergers and Acquistion(changing the identities of organization)Strategy change(changing the priorities and ultimate direction and purposes.)Cultural change(channging values, attitude)National Sales Manager(Modern Trade)

Figure 5 old sales force structure

CBL uses special extraordinary sales force hierarchy to solve their problems. There

are four new designations in the newest structure. In the present, there`s no sales

reprentatives in CBL. Sales reprentatives change as fumitory sales officers by doing

this kind of new titles employees motivates and it helps to gain job satisfaction for the

example, Sri Lankan people call REPA for sales for sales reprentatives. But now in

CBL, there is no any sales reprentatives; they are officers, Job satisfaction of the sales

representatives.

16 | P a g e

Feild sales ManagerBiscuits(western )Feild sales ManagerBiscuits(Northern)Feild sales ManagerSoya based products and Samaposha(Southern)Feild sales ManagerSoya based product and Samaposha(Nothern)

Figure 6 New sales force structure

Affect positively for CBL and customers as well. Because they can directly deal with

customers through this process, sales reprentatives can get customers idea about the

job, they don`t tend to do additional tasks, which help to succeed like training another

sales reprentatives. As examples dissatisfied employees not offer to volunteer for

committees that plan the annual company co-operate social responsible projects.

In new structure, there is a regional sales manager, deputy territory managers and

senior territory sales officers. Employees can develop their careers through these new

positions, because their carrier path is very clear in CBL. Currently Sri Lankan job

17 | P a g e

Field sales ManagerBiscuits,Chocolate,Cakes,soya based products and Samaposha(western and Southern)Field sales ManagerBiscuits,Chocolates,soya based products and Samaposha(Central)Field sales ManagerBiscuits,Chocolates,soya based products and Samaposha(Eastern)Field sales ManagerBiscuits,Chocolates,soya based products and Samaposha(Nothern)

market is very competitive. CBL has to compete with other competitive products in

the fast moving consumer goods industries. (FMCG). CBL should plan more in the

way of career development. Because every employee thinks about the advancement in

financial compensation. According to the idea of CBL`s change agent they believe

employees can become brand ambassadors of CBL products. Management of the CBL

hope that employees will build up CB`s reputation.

The new structure of the CBL is very important for the employees and company to

achieve either professional target and personal targets. CBL`s main target is focus on

chocolate and cake. According to the earlier sales structure they are not FSMS for

chocolates and cake before.

In old structure, sales managers focus only one categories now they are considering

about three products. Change management principal are applicable here. Because

FMGS are resisting to change their work. According to that, they have to study about

other products and their details also.

3.2 Proactive Change strategies in Ceylon Biscuits Limited

3.2.1 John Katter’s Eight Steps and Ceylon Biscuits Limited

3.2.1 .1 Create sense of urgency

CBL’s top management had recognized following things.

Thin career pathway in the sales force

Not as much of profits from Chocolate and Cakes Group

Less focus on increasing considerable sales areas

Increasing new market chances

Cost is very high for continue their sales force

For those causes CBL’s Top management was seeing for change.

18 | P a g e

3.2.1.2 Form a powerful guiding coalition

From chairman to bottom sales representative try to change effect CBL has instilled

coalition with HR people in company and market people in the company few sales

representative also members on this change coalition.

3.2.1.3 Create uplifting vision and strategy.

The aim of the company is to acquire more market share than other competitive

products. They have built up long term and short term objectives to archive the target

finally they converted these objectives as individual target.

3.2.1.4 Communication vision strategies

CBL communicate their change efforts in annual sales meetings monthly progress

analysis meeting and quarter meetings. they hope to get suggestion of employees by

using various methods . The company uses communications system effectively

3.2.1.5 Remove obstacles and empower people to move

As we know people always resist ton change. But CBL use some strategies to avoid

resistance. CBL create more career opportunity via the organization. Employees tend

to achieve something with the change.

3.2.1.6 Create visible progress.

CBL gives a lot of benefits for their employees with the change effort. Such as new

designation and visible career path and Gives chance to deal with new technology as

well as mental relaxation also Increase allowance and other benefits.

3.2.1.7 Consolidate improvement and produce still more change

CBL always looking for new blood to keep their change effort more of effective

manner further, company is using kaizen suggestion scheme to reach for the

improvement of change effort. They select low and middle level employees, who one

engages in change effort system. Because they are result oriented personality as a

future changes agents. CBL is always in alert. What is the right thing and who needs

to improve?

19 | P a g e

3.2.1.8 In sectionalize new approaches

CBL`s top management always looking for giving award to original change coalition

committed and courage in annual general meetings. CBL has introduced this change

effort to new employed in the orientation and they tell about their success stories

about the change

3.2.2 Kurt Levin’s Change Management Model and CBL

This is one of the key theoretical concepts of change management. Kurt Lewin is the

founder of this model. This model is very useful for each and every organization,

When mange the change situations in effective and efficiency way. . There are main

three steps in this model: Unfreeze, Change and Refreeze.

3.2.2.1 Unfreeze

This change occurred due to the change of sale force structure at Ceylon biscuits

limited. This was not a sudden change, the company was prepared. There are many

positive impacts in this change situation.

3.2.2.2 Change

CBL had to go through this changing process due to the change the sale force

structure which was a updated, communicated and reactive one. Therefore the

company had to absorb this change according to their plan. Here at CBL have lot of

strengths, like; they have innovative and effective sales force, they have god brand

name. They use new technologies etc.

3.2.2.3 Refreeze

This is the third stages of the Kurt Levin’s model. This step provides guidance on how

to move with people to change. CBL had made more opportunities to grow their

employees in the organization.. They give lot of facilities to employees and not only

that management got ideas from their sales force. They use the kizzen theory for

sustain this change situation. Finally they reward their people.

20 | P a g e

3.2 Recommendations to improve ChangesThe new structure of the CBL is very important for the employees and company to

achieve their professional target and personal targets. CBL`s main target is focus on

chocolate and cake. According to the earlier sales structure they are not FSMS for

chocolates and cake before.

In old structure, sales managers focus only one category now they are considering

about three products. Change management principal are applicable here. Because

FMGS are resisting to change their work. According to that, they have to study about

other products and their details also

21 | P a g e

Appendix

Questionnaire

Section A: Express your choice by making the appropriate block with an (X)

Management Level Employees (National sales manager, Field Sales

manager, Regional sales manager, Area sales manager, Deputy territory

manager)

Sales supervisors

Senior territory sales officer

Territory sales officer

Section B: Rank importance of aspects of motivation

Rank all the following thirteen factors of motivation in order of critical to you. as an

example: the factor that in your opinion will motivate you the most will be ranked as

number 1.

Factors of motivation Rank

Order

1 Rewards-that are linked to performance and valued by the

employee

2 Goal setting-Goals that are challenging but achievable

3 Feedback –that informs employees of their level of performance

and progress towards achieving your goals

4 Job Characteristics-a job that is interesting and challenging

5 Salary- what you are paid monthly

6 Advancement and growth-opportunities within the organization

7 Working condition- quality of equipment, office environment etc.

8 Recognition and application- of employee achievement and

performance

9 Training and development- to enhance skill and ability to improve

performance

22 | P a g e

10 Job responsibility- responsible for own work

11 Job security- confidence about future within the organization

12 Performance Appraisals-that is non-subjective and accurately

measures an employee’s performance level

13 Leadership- a trustworthy and respectful leader who leads by

example

Section C: Factors of Motivation

Please complete the questionnaire with an (x) what extent each of the following

statements is true

Statement

Rewords Strongl

y

Disagr

ee

Disagr

ee

Agree Strongl

y agree

1 Your organization’s current

incentive scheme motivates you to

perform better

2 Your organization is aware of what

rewards employee value as

important

Goal setting Strongl

y

Disagr

ee

Disagr

ee

Agree Strongl

y agree

3 You feel the goals you are

supposed to achieve are realistic

and attainable

4 You assist your manager/supervisor

in setting your goals

Feedback Strongl

y

Disagr

ee

Agree Strongl

y agree

23 | P a g e

Disagr

ee

5 You receive adequate feedback

from your manager/supervisor

6 Feedback from your

manager/supervisor is clear and

directed at improving your

performance

Job Characteristics Strongl

y

Disagr

ee

Disagr

ee

Agree Strongl

y agree

7 Your job is both interesting and

challenging

8 Employees are rotated in the

organization in order to learn new

task

Salary Strongl

y

Disagr

ee

Disagr

ee

Agree Strongl

y agree

9 You are of the opinion that your

salary is market related

10 You feel that your current salary

motivates you to perform?

Opportunity for advancement &

growth

Strongl

y

Disagr

ee

Disagr

ee

Agree Strongl

y agree

11 There are good promotion

opportunities for employee within

your organization

12 The advancement and growth

opportunity within the organization

24 | P a g e

motivates you to perform better?

Working Conditions Strongl

y

Disagr

ee

Disagr

ee

Agree Strongl

y agree

13 You are provided with the

necessary equipment to adequately

perform your duties

14 You have a pleasant working

environment?

Recognition and appreciation Strongl

y

Disagr

ee

Disagr

ee

Agree Strongl

y agree

15 You receive recognition for your

achievements from your

manager/Supervisor

16 Employee achievements are

publicized throughout the

organization

Training and development Strongl

y

Disagre

e

Disagr

ee

Agree Strongl

y agree

17 You receive ongoing training to

improve your ability and skills?

18 You are cross-trained in order to

perform duties in other department

Responsibility Strongl

y

Disagre

e

Disagr

ee

Agree Strongl

y agree

19 Your manager/ supervisor lets you

take responsibility for the task you

25 | P a g e

perform

20 Your manager/Supervisor allows

you to make your own decisions on

how to perform your task in order to

achieve your goals?

Job security Strongl

y

Disagre

e

Disagr

ee

Agree Strongl

y agree

21 You have no fear about the financial

stability of the organization

22 You feel secure about your within

the organization

Performance appraisals Strongl

y

Disagre

e

Disagr

ee

Agree Strongl

y agree

23 You feel that the current

performance appraisal system used.

Adequately measure your turn

performance

24 Your current performance appraisal

system motivates you to achieve

your goals and improve your

performance

Leadership Strongl

y

Disagre

e

Disagr

ee

Agree Strongl

y agree

25 You receive adequate guidance and

support from your

manage/supervisor

26 | P a g e

26 Your supervisor/ Manager is

trustworthy

Section D: Locus of control

Listed below are 10 factors that might have hampered your career or which have had

a restricting or negative effect on your own performance Mark only the top 5 reasons

by placing an(x) next to the factor

I would have been more successful if?

1 I had better/more skills and abilities

2 I received the support I needed

3 I had more knowledge or experience

4 Communication in the organization was better

5 I tried harder, put in more real effort

6 I received more encouragement and

recognition

7 I made less errors

8 Management(my senior) were more effective

9 I had more motivation and interest

10 I had more opportunities to prove myself

Thank you for your time in with this questionnaire

27 | P a g e

ReferencesRobbins.S.P and Judge.T.A (2013) Organizational Behavior. San Diego state

university, Perason publishers

http://www.muncheelk.com/

http://www.kotterinternational.com/the-8-step-process-for-leading-change/

Mello J.A (2006).Strategic Human Resource Management, south- western Cengage

Learning, USA

Kotter J.P (1996), Leading Change, Harvard Business Press, USA

http://www.change-management-coach.com/kurt_lewin.html

28 | P a g e