INTRODUCTION 1.

1 Overview of Industry

Sugar is a vital ingredient in most of our daily consumption articles like soft drinks, juices, tea biscuits and bakery items. The Sugar industry in Pakistan is the Second largest agro based industry after Textiles Pakistan is an important cane producing country and is ranked fifth in world cane acreage and 15th in sugar production Its share in value added of agriculture and GDP are 3.4 percent and 0.7 percent, respectively .The sugar sector constitutes 4.2 per cent of manufacturing The Sugar industry employs over 1.5 million people, including management experts, technologists, engineers, financial experts, skilled, semiskilled and unskilled workers. At the time of independence in 1947, there were only two sugar factories in Pakistan. The output of these factories was not sufficient for meeting the domestic requirements. The country started to import sugar from other countries and huge foreign exchange was spent on this item. The first sugar mill was established at Tando Muhammad Khan in Sindh province in the year 1961. During the year 1997-1998 there were 75 sugar mills. In the country and it produces 2.4 million metric tons sugar In 2009 /10 Sugar cane is grown on over a million hectares and provides the raw material for Pakistans 81 sugar mills. Sugarcane is an important industrial and cash crop in Pakistan & it produces numerous valuable by products like, alcohol used by pharmaceutical industry, ethanol used as a fuel, bagasse used for paper and fuel.

1.2

Background and Problem Question

From the above introductory lines we can understand the importance of this industry in the economy of the country and providing the opportunities for the job. Now a days there is very tough competition between the companies for acquiring the more and more market share and increase their profitability. But this is not an easy task if you want to increase your market share and want to compete with others; you have to struggle and be very much motivated to achieve your task. If you dont have the motivated team along with other technical skills you will not be able to achieve your task. Your team will not be helpful to you and your company growth will not be as you possibly can get. So motivation is very important for the companies and for the persons also. Here in our study and research we will find out the answer and their possible solutions of the following question that is How Motivated Employees Positively Impact on Performance of the Company And contribute in the Companys growth

1.3

Rationale of Study

As we know that this industry is very important for the economy of the country and as well as for employing the man power in it, we should focus on the motivation level of the man power of the company. If the company employees are motivated then they will be helpful to get better results and will achieve the goals or objectives otherwise this is night mare that we can achieve our goals or objectives with out the devoted and motivated persons. So this is the background and Problem Question to find out the following important questions that Our team or employees are motivated? What is the motivation level? In which way we can improve or boost the motivation level? What are the key problematic areas in the motivation? What is the technique that we motivate the employees in these worst conditions of inflation? By this research we will find out the above raised questions and their possible solutions.

1.4

Aims and Objective

The aim of the dissertation is to analyze the role of motivation in a critical evaluation of the role motivation plays in performance of the organization. This is achieved by making a case study of Shakarganj Mills Limited. Hence the main objectives of the research are To examine the relationship between motivation and employee performance. To examine the relationship between job satisfaction and employee performance. The other important objectives we will achieve are the following. This study will expand the body of the knowledge in the importance of employees performance, job satisfaction and employees motivation literature. It will help managers to take decision about their employees motivation at workplace. It will provide for researchers, academics and students reliable data about motivation, job satisfaction and employee performance. It will help companies to make some change based on the results of this research to understand how motivation and job satisfaction affect employee performance.

1.5

Structure of Research

Chapter one In introduction part researcher explained the basic information about growth strategies and the elements attached with it. It also include initial fundamental information about dissertation itself which includes background of research, rationale of research, how did he arrive at this topic, how it is relevant to the world around him. This is basically a summary of whole project showing the purpose of study and how it was conducted. This chapter also gives a break up of whole dissertation in individual chapters and their main points. Chapter two In literature review, while demonstrating theories and philosophies of several researchers and authors of books and articles, researcher presented their contribution in the relevant field and the impact the work has made on the field of study. In the first stage of problem formulation, researcher discussed what problems company was confronting and under what circumstances and how it is going to be solved through a research. In the literature search stage researcher gathered relevant data which many studies have researched and made a critique as well as evaluation of their strengths and weaknesses. In this stage researcher identified the gaps which are still in the literature and tried to address through his work. Researcher tried to compare different works and pointed out the similarities and differences. In the final stage researcher analyzed and interpret findings which researcher draw from the literature and reviewed it.

Chapter three In methodology chapter researcher mapped out the methods utilized for researching and writing this important piece of work. In its first part he made a simple review of the problem i.e. why company was having declining growth issue and why these stores are not achieving required performance and thus profitability. In this section a general overview of the approach used for conducting the work was mentioned again with citation of researchers who endorsed or repudiated such philosophies. A general concepts, approaches and philosophies regarding the methods and their uses were critiqued and proved how researchers selection of methods was the most suitable. A thorough description of how data was collected, analyzed and interpreted was also a part of this methodology chapter. Chapter four Data finding chapter was divided into two parts; data finding and analysis and interpretation of findings and discussion. Through research questions designed, responses received and what researcher inferred from respondents comments was the core part of this chapter. This finding was based not only on the statistical data and questionnaire but also what is endorsed in literature and theoretical work. In this chapter researcher approached many confirmations about what had been claimed in the literature however some theories were completely denied in the given circumstances of the three stores of pizza hut case. Findings were demonstrated though descriptions, graphs and tables.

Chapter five In conclusion part of this chapter, first of all researchers explained if he could achieve any research objectives or not along with reminding again what the objectives were. Here he reviewed all the steps he undertaken throughout this work as well as the limitations and barriers he came across. He explained what results inferred from the findings of this work and how it is useful for solving the problem. In recommendation part of this chapter, he emphasized two areas; what can be done right now on the basis of his research findings and what need to be further explored in order to make more reliable findings. Researcher is not hesitant in conceding that at some areas he has not been very successful in achieving desired results due to some external uncontrollable elements limiting his research comprehensiveness. While suggesting, he avoided desiring any general and ideal situation instead what has been found right from the data finding, was recommended realistically. In general, this chapter focused on remedial actions to be followed to solve the problem, allowing further research to fill the gap in understanding and the key direction for further investigation.

LITERATURE REVIEW 2.1 What is Motivation Adair (1997) says Motivation is the psychological feature that arouses an organism to action toward a desired goal and elicits, controls, and sustains certain goal directed behaviors. For instance: An individual has not eaten, he or she feels hungry, and as a response he or she eats and diminishes feelings of hunger. There are many approaches to motivation: physiological, behavioral, cognitive, and social. Motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or for a desired object. Conceptually, motivation is related to, but distinct from, emotion. The reasons for this central location of motivation in the psychological systems are quite simple. It helps to account to behavior more easily. The wide variations amongst the known behavior confirm this basic truth. Another researcher Robinson (2002) says Drives and desires can be described as a deficiency or need that activates behavior that is aimed at a goal or an incentive. These are thought to originate within the individual and may not require external stimuli to encourage the behavior. Basic drives could be sparked by deficiencies such as hunger, which motivates a person to seek food; whereas more subtle drives might be the desire for praise and approval, which motivates a person to behave in a manner pleasing to others.

2.2

Importance of Motivation

Motivation is very important for organizations and plays very vital role in the organizations. These are the following major benefits of the motivation. Puts Human Resources into Action Every concern requires physical, financial and human resources to accomplish the goals. It is through motivation that the human resources can be utilized by making full use of it. This can be done by building willingness in employees to work. This will help the enterprise in securing best possible utilization of resources. Improves Level of Efficiency of Employees The level of a subordinate or a employee does not only depend upon his qualifications and abilities. For getting best of his work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates. This will result into 3. Increase in productivity, Reducing cost of operations, Improving overall efficiency.

Leads to achievement of organizational goals

Motivation causes goal directed behavior. It helps people to move in a desired direction and earn rewards. In organizations where managers try to understand the needs of employees and institute appropriate incentive systems, accomplishment of goals in fairly easy. If people

are not properly motivated, no useful purpose can be served be planning, organizing and staffing functions. 4. Builds friendly relationship

Motivation is an important factor which brings employees satisfaction. This can be done by keeping into mind and framing an incentive plan for the benefit of the employees. Motivation brings employees closer to organization. The needs of employees are met through attractive rewards, promotional opportunities, etc. This helps in developing cordial relations between management and workers. 5. Leads to stability of work force

Stability of workforce is very important from the point of view of reputation and goodwill of a concern. The employees can remain loyal to the enterprise only when they have a feeling of participation in the management. The skills and efficiency of employees will always be of advantage to employees as well as employees. This will lead to a good public image in the market which will attract competent and qualified people into a concern. We can summarize by saying that motivation is important both to an individual and a business. Motivation is important to an individual as: Motivation will help him achieve his personal goals. If an individual is motivated, he will have job satisfaction. Motivation will help in self-development of individual. An individual would always gain by working with a dynamic team.

Similarly, motivation is important to a business as: The more motivated the employees are, the more empowered the team is. The more is the team work and individual employee contribution, more profitable and successful is the business. During period of amendments, there will be more adaptability and creativity. Motivation will lead to an optimistic and challenging attitude at work place.

1.3

Motivational Theories

These are the following famous theories of motivation Alderfers ERG Theory Clayton P Alderfer proposed a hierarchy involving three sets of needs: Existence: needs satisfied by such factors as food, air, water, pay, and working conditions. Relatedness: needs satisfied by meaningful social and interpersonal relationships. Growth: needs satisfied by an individual making creative or productive contributions.

ERG Theory Relationships Among Frustration, Importance, and Satisfaction of Needs

Frustration Frustration of growth needs of growth needs

Importance Importance of growth needs of growth needs

Satisfaction of growth needs

Frustration of Frustration of relatedness needs relatedness needs

Importance of Importance of relatedness needs relatedness needs

Satisfaction of relatedness needs

Frustration Frustration of existence needs of existence needs Source: Google Images

Importance Importance of existence needs of existence needs

Satisfaction of existence needs

Abraham Maslows Need Theory Maslow defined human needs as: Physiological: the need for food, drink, shelter, and relief from pain. Safety and security: the need for freedom from threat; the security from threatening events or surroundings. Belongingness, social, and love: the need for friendship, affiliation, interaction, and love. Esteem: the need for self-esteem and for respect from others. Self-actualization: the need to fulfill oneself by maximizing the use of abilities, skills, and potential Maslows theory assumes that a person attempts to satisfy the more basic needs before directing behavior toward satisfying upper-level needs. Lower-order needs must be satisfied before a higher-order need begins to control a persons behavior. A satisfied need ceases to motivate.

Source: Google Images

Douglas McGregor s Theory X and Y Taught psychology at MIT. At Antioch College, McGregor found that his classroom teaching of human relations did not always work in practice. From these experiences, his ideas evolve and lead him to recognize the influence of assumptions we make about people and our managerial style.

Theory X Work is inherently distasteful to most people. Most people are not ambitious, have little desire for responsibility, and prefer to be directed. Most people have little capacity for creativity in solving organizational problems. Motivation occurs only at the physiological and safety levels. Most people must be closely controlled and often coerced to achieve organizational objectives.

Theory Y Work is as natural as play, if the conditions are favorable. Self-control is often indispensable in achieving organizational goals. The capacity for creativity in solving organizational problems is widely distributed in the population. Motivation occurs at the social, esteem, and self-actualization levels, as well as physiological and security levels. People can be self-directed and creative at work if properly motivated.

Frederick Herzbergs Two Factor Theory His research emphasized job enrichment (depth) rather than job enlargement Job context (hygiene factors) needed to be optimal to prevent job dissatisfaction. These factors (according to Herzberg) did not motivate. Job content (motivators) factors that did lead to motivation Money (according to Herzberg) could motivate if it was seen as a reward for accomplishment; but if money was given without regard for merit, then it was a hygiene factor.

Extrinsic factors Factors within the job context: Pay Status Working conditions Dissatisfiers Hygiene factors

Intrinsic factors Factors within the job content: Achievement Increased responsibility Recognition Satisfiers Motivators

Traditional and Herzberg Views of Satisfaction - Dissatisfaction

High Job Dissatisfactio n

I.

Traditional

High Job Satisfaction

Low Job Satisfaction

II.

HerzBergs Two Factor View Motivators Feeling of achievement Meaningful work Opportunities for advancement Increased responsibility Recognition Opportunities for growth

High Job Satisfaction

Low Job Dissatisfactio n Hygienes Pay Status Job security Working conditions Fringe benefits Policies and procedures Interpersonal relations

High Job Dissatisfactio n

Victor Vrooms Expectancy Theory The expectancy theory of Victor Vroom helps explain the choosing process among individuals in terms of the value (valence) of the reward and the expectancy of receiving the reward. Expectancy Theory Model

Elliot Jacquess Equity Theory Equity theory is not a new one but focuses on how individuals perceive their reward or pay compared to what others are receiving. Issues of social justice and distributive justice are involved in the theories of Stacy Adams and Elliot Jaques. Model for the Equity Theory

A person (P) with certain inputs (I) and receiving certain outcomes (O) A person (P) with certain inputs (I) and receiving certain outcomes (O) A person (P) w A person (P) with certain inputs (I) and receiving certain outcomes (O) with certain inputs (I) and receiving certain outcomes (O)

P E R C I V E

Compares his/her input/outcome ratio to reference persons (RP) inputs (I) and outcomes (O)

Compares his/her input/outcome ratio to reference persons (RP) inputs (I) and outcomes (O)

1.4

Benefits of Motivation to Person

When a person is motivated then he or she will also get rewards in different ways, these rewards are extrinsic and intrinsic. Suppose the motivated employee will get Organizations Trust, Job Satisfaction and improvement in Job Performance. These factors cover the both intrinsic and extrinsic rewards. Here we will discuss that in what way the motivation benefits the person and get reward for them. According to Schoorman, Mayer and Davis (2007) trust can be defined as the willingness to take risk and the level of trust is an indication of the amount of risk that one is willing to take. As this definition clearly depicts that when a person is motivated, then he or she will take risk for the organization and for the job. And when he or she will take risk, he or she will definitely win the organizational trust. And management will consider that person as a really good worker. The motivated person will definitely satisfied with the job and task which he or she is performing. The job satisfaction is also very prominent and important factor for getting rewards. As claimed by Leslie Rue and Lloyd Byars (2000), job satisfaction is an individual's general attitude towards the work. When a person is showing good attitude towards the job, then he or she will get desired results and be very much efficient and they perform well. This efficiency of work quality will get rewards for them. These rewards may intrinsic or extrinsic. Now we can say that motivation is also very important for a person to get the rewards and motivation will provide him this opportunity with above said factors. Which ultimately bring up the benefits for the person.

1.5

Benefits of Motivation to Organization

The motivated person or team will be very beneficial to any organization. Here we will discuss the benefits of the organization, that in which way an organization gets more and more better results through motivated persons or teams. Maintaining stability: Employees are company's livelihood. How they feel about the work they are doing and the results received from that work directly impact an organization's performance and, ultimately, its stability. For instance, if an organization's employees are highly motivated and proactive, they will do whatever is necessary to achieve the goals of the organization as well as keep track of industry performance to address any potential challenges. This two-prong approach builds an organization's stability. An organization whose employees have low motivation is completely vulnerable to both internal and external challenges because its employees are not going the extra mile to maintain the organization's stability. An unstable organization ultimately underperforms. Enhancement in Productivity: Lack of motivation equates to less work being accomplished. Productivity does not disappear; it is usually transferred to aspects not related to the organization's work. Things like personal conversations, Internet surfing or taking longer lunches cost the organization time and money. Reduced productivity can be detrimental to an organization's performance and future success. And if the employees are motivated then they will enhance the productivity of the company. And will not involve in the above said activities.

Positive Changes to Reputation: Word travels fast. Low employee motivation could be due to decreased success of the organization, negative effects from the economy or drastic changes or uncertainty within the organization. No matter what the cause, having the reputation of having an unpleasant work environment due to low employee motivation will ultimately impact how existing and potential clients or partners view working with an organization. A reputation can precede an organization and dictate its future in the industry. So with the motivation you can get the positive change in the reputation of the company.

Research Methodology 3.1 Research Philosophy

A general phenomenon has to be acknowledged before finalizing the research strategy. It should be chosen rationally, on merit and considering the compatibility of the given circumstances. James (2002) argues that an inherent priority of the selection of philosophy or accepting the paradigm is attached with every researcher which cannot be declined at any case. He further says that following one philosophy does not mean, outcomes will be different, different endorsers of the philosophies can arrive at one assumption. So one can have difference in choosing philosophy but cannot repudiate others selection, this will be an ugly attempt (Culiffe, 2000). For this research, meaningful questions were designed while embracing epistemology thoughts which help explain what are the knowledge, their value, sources and limitations. The nature of this research which is purely conducted for finding a solution of a business problem is indeed an applied research instead of basic research. Although interpretivism will be embraced, positivism will not be completely ignored in this research because knowledge is further confirmed through comments of the people. 3.2 Research Design

This is considered as a "blueprint" for research, dealing with at least four problems: which questions to study, which data are relevant, what data to collect, and how to analyze the results. The best design depends on the research question as well as the orientation of the researcher. Every design has its positive and negative sides. In sociology, there are three basic designs, which are considered to generate reliable data; these are cross-sectional, longitudinal, and cross-sequential. Research design can be divided into fixed and flexible

research designs (Robson, 1993). Others have referred to this distinction as quantitative research designs and qualitative research designs, respectively. However, fixed designs need not be quantitative, and flexible design need not be qualitative. In fixed designs, the design of the study is fixed before the main stage of data collection takes place. Fixed designs are normally theory driven; otherwise its impossible to know in advance which variables need to be controlled and measured. Often, these variables are measured quantitatively. Flexible designs allow for more freedom during the data collection process. One reason for using a flexible research design can be that the variable of interest is not quantitatively measurable, such as culture. In other cases, theory might not be available before one starts the research. 3.3 Qualitative or Quantitative Research In a nutshell, quantitative research generates numerical data or information that can be converted into numbers. Qualitative Research on the other hand generates non-numerical data. Strauss and Cobin (2000) says Qualitative research is used to explore and understand people's beliefs, experiences, attitudes, behavior and interactions. It generates non- numerical data, e.g. a patient's description of their pain rather than a measure of pain. Quantitative research generates numerical data or data that can be converted into numbers, for example clinical trials or the National Census, which counts people and households. The following table is very useful to understand the basic differences between these two types of research.

Features of Qualitative & Quantitative Research

Qualitative "All research ultimately has a qualitative grounding" - Donald Campbell

Quantitative "There's no such thing as qualitative data. Everything is either 1 or 0" - Fred Kerlinger The aim is to classify features, count them, and construct statistical models in an attempt to explain what is observed. Researcher knows clearly in advance what he/she is looking for. Recommended during latter phases of research projects. All aspects of the study are carefully designed before data is collected. Researcher uses tools, such as questionnaires or equipment to collect numerical data. Data is in the form of numbers and statistics. Objective seeks precise measurement & analysis of target concepts, e.g., uses surveys, questionnaires etc. Quantitative data is more efficient, able to test hypotheses, but may miss contextual detail. Researcher tends to remain objectively separated from the subject matter.

The aim is a complete, detailed description. Researcher may only know roughly in advance what he/she is looking for. Recommended during earlier phases of research projects. The design emerges as the study unfolds. Researcher is the data gathering instrument. Data is in the form of words, pictures or objects. Subjective individuals interpretation of events is important ,e.g., uses participant observation, in-depth interviews etc. Qualitative data is more 'rich', time consuming, and less able to be generalized. Researcher tends to become subjectively immersed in the subject matter.

Source: the two quotes are from Miles & Huberman (1997, p. 40).

3.4

Primary and Secondary Data Collection Davis (1999) says Primary data entails the use of immediate

data in determining the survival of the market. The popular ways to collect primary data consist of surveys, interviews and focus groups, which shows that direct relationship between potential customers and the companies. Whereas secondary data is a mean to reprocess and reuse collected information as an indication for betterments of the service or product. Both primary and secondary data are useful for businesses but both may differ from each other in various aspects. Steve (2002) gives following points on data collection Primary Data o Primary data are always original as it is collected by the investigator. o Suitability of the primary data will be positive because it has been systematically collected. o Primary data are expensive and time consuming. o Extra precautions are not required. o Primary data are in the shape of raw material. o Possibility of personal prejudice. Secondary Data o Secondary data lacks originality. The investigator makes use of the data collected by other agencies. o Secondary data may or may not suit the objects of enquiry. o Secondary data are relatively cheaper. o It is used with great care and caution. o Secondary data are usually in the shape of readymade products. o Possibility of lesser degree of personal prejudice.

In a nut shell we can say secondary data is available effortlessly, rapidly and inexpensively. Primary data takes a lot of time and the unit cost of such data is relatively high. 3.5 Research Instrument (Questionnaire, Interview) Pierce, L.L. (2009) says A research instrument is a survey, questionnaire, test, scale, rating, or tool designed to measure the variable(s), characteristic(s), or information of interest, often a behavioral or psychological characteristic. Research instruments can be helpful tools to your research study. Careful planning for data collection can help with setting realistic goals. Data collection instrumentation, such as surveys, physiologic measures or interview guides, must be identified and described. Using previously validated collection instruments can save time and increase the study's credibility. Once the data collection procedure has been determined, a time line for completion should be established." Several different Research Instruments can be used to achieve the same Research Objectives. The questionnaire is used as a research instrument to gather large amount of data in a relatively short period of time. The data to be collected is limited and relative to the variables being examined in the questionnaire. The advantage is to quite apparent. For one it is very easy and inexpensive to administer to a large number of people simultaneously. Second, participants are likely to be comfortable in answering the questions since they can maintain their anatomy.

Likert (1932) A likert scale measures the extent to which a person agrees or disagrees with the question. The most common scale is 1 to 5.

3.6

Sampling (Size. Respondent Technique)

For accurate and reliable research, obtaining right and biasfree information is vital. Element is a singly unit of the population while sample is the subset of the population. Similarly few not all, elements of the population form the samples. 20 to 30 minutes interviews were conducted from different managers in which probing was also made. It was also suggested to include deputy and support managers to participate interview session with the managers. From the manager the questions were qualitative. These samples were selected on the basis of purposive sampling because only these people could have answered accurately and confidently and because the questions were exclusively relevant to them. 5 employees from each department were chosen for self administrated questionnaire which included both open and closed questions. Questions were designed keeping in view the understanding of the respondents, objectives of the research and problem identified. Mostly liker scale and importance scale questions were included in the question forms which were given to the respondents after having got appointments one week ago. Mostly staff needed clarification for more understanding scenario, about the questions. was one Having time were found clues before about where final the respondents confronted complexities in understanding of the issue and questionnaire Similarly amended also briefed presentation. managers

objectives of the research who then answered all questions in detail. Managers were probed during their responses and more relevant information was accessed.

Analysis of Data The following results and analysis of data we gathered through our research. And the sample size was 40 employees including managers and workers. Do you know what are the company's principles and mission? Sr. No. 1 2 3 Options Yes No Don't Know
Percentage 70 60 50 40 30 20 10 0 Yes No Don't Know Percentage

Percentage 60 30 10

As we can see from above data findings for this question that 60 % of employees were aware from the companys policy and 30 percent were not aware for that but they were knew that every company has its policy. And remaining 10 %, who were they even dont know that there is a company policy. As we know that awareness from the company policy is very important because if you dont know then how you can achieve the goals for your company.

Do you find you are motivated to work? Sr. No. 1 2 3 Options Yes No Don't Know Percentage 40 40 20

Percentage 45 40 35 30 25 20 15 10 5 0 Yes No Don't Know

Percentage

Here we asked the very basic and important question to the employees that how they feel. Rather they are motivated or not for the work. The results are showing that 40 percent of the employees are motivated for their work. And shows great job involvement and perform well. But the other 40 % employees were not motivated. Due to some reasons they are not performing well at their job and do not show interest in their tasks. They just came there duties and just waste their time in unproductive activities and they result in loss of valuable resources. And the remaining 20 % were not even known they are motivated or not. They come at work with happiness or not.

Which of these factors do you feel affects your ability to work? Sr. No. 1 2 3 4 5 Options Challenges Lack of Control Competition Cooperation Recognition Percentage 9 21 19 27 24

Percentage Recognition Coopreation Competition Lack of Control Challenges 0 5 10 15 20 25 30 Percentage

Here is another very important question that which factor is affecting your ability of work. And there were five options to give answers. Mostly employees (27 %) replied that they affect with the cooperation level and they perform well it there is better cooperative environment. The second largest group is affect by the recognition which is 24 % of the total. If they got recognition by the seniors then they perform well their tasks. And other percentages you can find in the above table and its graphical representation.

What do you think will motivate you to work the most? Sr. No. 1 2 3 4 5 Options Job Security Financial Rewards Job Satisfaction Promotion Rewards Percentage 35 24 14 12 15

Percentage

Job Security Financial Rewards Job Satisfaction Promotion Rewards

In current circumstances Job Security is the most important factor for employees. And the same thing our research shows. That the highest percentage (30 %) is showing in job security, through which the employees are motivated. And second highest motivation factor is financial rewards with 24 % of the total. It is also reflecting the circumstances prevailing now days. And the remaining percentages are low as compared to other factors. So these are the two prominent factors rather than others.

From a professional perspective, how satisfied are you with your position at your Organization / Department? Sr. No. 1 2 3 Options Satisfied Dissatisfied minimal Satisfied Percentage 28 25 47

Satisfied Dissatisfied minimal Satisfied

As you can see in this question there is higher percentage in Minimal Satisfied option which is 47 % of the total. Its reflects the circumstances in the organizations that the employees are not satisfied with their current positions. They think they are less rewarded as per their capabilities and they have less power as they deserve actually. So this is very alarming situation in the organizations that the employees dont feel that they are properly rewarded. But on the other hand satisfied and dissatisfied percentages are almost equal with very little difference. Satisfied with 28 % and dissatisfied with 25 %. Its shows that almost equal percentage in the employees which are satisfied and dissatisfied.

Do you work in a safe, healthy and comfortable environment? Sr. No. 1 2 3 4 5 Options Strongly Agreed Agreed Don't Know Disagreed Strongly Disagreed Percentage 12 23 18 27 20

Strongly Agreed Agreed Don't Know Disagreed Strongly Disagreed

The working environment is very much important for getting better performance. If the employees are not in the appropriate environment for working, then they will not perform well. Here in this question this situation is reflecting that the employees how much comfortable in the working environment. The highest percentage is showing with disagreed which is 27 %. It shows that employees are not comfortable and do not satisfied with the working conditions and other factors in the question. And other percentages also reflecting the actual status in the organizational working condition.

As an employee, do you feel that you receive sufficient and appropriate on-the-job performance recognition? Sr. No. 1 2 3 Options Always Never Some Times Percentage 19 30 51

Alw ays Never Some Times

With recognition of work you can also motivate the others. If there is no work recognition then the employees feel that there is no worth of their work. And they under perform in their duties and pay no attention to their tasks. But if there is work recognition then everybody will perform well, and there will be healthy companioning between the employees. And in this way the organization will achieve better results. Here in this question you can see that the highest percentage with 51 % is with that employees that say their work recognize some times. But ideally it should be every time or you can say the most of the time. But here is the some time recognition of their work which de motivates the employees. And 19 and 30 % employees says that their work recognize always or never respectively. But there should be balance in this and there should be work recognition for motivate the employees.