Professional Documents
Culture Documents
Thilani Nelunika
Chamali Hapugoda
MG12003BBF0005
IMPACT OF MOTIVATON ON
EMPLOYEE PRODUCTIVITY AT
AIA
A Project Proposal submitted for the partial fulfillment of the requirement of the Higher National
Diploma in International Business Management Program
Individual Report
On
Impact of Motivation on Employees
Submitted
To
SAITM Management Faculty
(South Asian Institute of Technology and Medicine - Malabe)
Supervisor
By
Prof. Gunarathne
Submitted
By
Nelunika Hapugoda
Registration No MG12003BBF0005
Date of Submission
30th July 2014
Acknowledgement
I would like to thanks my Lecture, Prof. Gunarathne for his guidance, continuous support
and initial advices
I are grateful to the Regional Manager of AIA PLC, Colombo for his time and the effort he
put into giving us the information that we need to complete my Human Resource
Management research.
A special thank of my goes to my friends, who exchanged their interesting ideas, thought and
helped me to complete this research.
I would also like to thank my parents for their undivided support they gave me to complete
the research.
And I am grateful to all the persons who inspired me and gave their effort to make this report
a success.
EXECUTIVE SUMMARY
This study elaborates on the different theories of motivation that are available for use and
practice and to study as well for companies in order to motivate their employees and for
individuals as well as group of employees. The study also elaborates on the different types of
research methods that are available and that can be used. The main aim of this study is how
motivation has impacted the employees at AIA PLC. Interviews were conducted and
information interpreted and included in this report in the form of questions and answers
received by employees and the Human Resource manager. The study also shows that
motivation is an important part of the success of a company and how an human resource
department should handle and take care of their employees as they the most important asset
in a business. This study will also show whether the current tools, theories and techniques
used by AIA is motivating their employees enough to a standard where the management is
happy with their productivity levels or whether there need to be changes made to the current
system of motivation in order to improve the productivity levels.
Table of Contents
Declaration .....................................................................................Error! Bookmark not defined.
Acknowledgement .......................................................................................................................... 1
EXECUTIVE SUMMARY ............................................................................................................ 4
List of illustrations .......................................................................................................................... 7
CHAPTER 1- Introduction ............................................................................................................. 8
1.1 Introduction to the organization ............................................................................................ 8
1.2 Introduction to the project ..................................................................................................... 9
1.3 Research problem ................................................................................................................ 11
1.4 Aims and Objectives ........................................................................................................... 11
1.5 Scope of the Research ......................................................................................................... 12
1.6 Research methodology ........................................................................................................ 12
Selection of sample ................................................................................................................... 12
Collection of Data ..................................................................................................................... 12
1.7 Limitations .......................................................................................................................... 13
CHAPTER 2- Theoretical background ......................................................................................... 14
2.1 The concept of motivation................................................................................................... 14
2.2 Definition of Motivation ..................................................................................................... 14
2.3 Theories of motivation ........................................................................................................ 14
2.3.1 Hierarchy of needs theory............................................................................................. 15
2.3.2 Theory X and Theory Y................................................................................................ 16
2.3.3 Two-Factor Theory ....................................................................................................... 17
2.3.4 Expectancy theory ........................................................................................................ 18
2.3.5 Reinforcement theory ................................................................................................... 18
2.3.6 ERG theory ................................................................................................................... 19
List of illustrations
Figure1-(Maslows hierarchy needs)
Figure2-(Bar chart)
Figure 3- (Bar graph)
Figure 4-(Bar graph)
Figure 5-(Bar chart)
Figure 6-(Bar graph)
Figure 7-(Bar chart)
Figure 8-(Bar graph)
Figure 9-(Bar graph)
Figure 10-(Bar chart)
Figure 11-(Bar graph)
Figure 12-(Bar graph)
Figure 13-(Bar graph)
CHAPTER 1- Introduction
1.1 Introduction to the organization
The AIA Group provides their customers with financial protection, security, and a
comfortable future.
As a company, they understand that life is unpredictable. It has its highs as well as its
challenges and everyone is on a different journey. That's why their starting point has always
been understanding people. By being genuinely engaged with peoples real lives, they gain
deeper insights that enable to offer a range of insurance and wealth management products
that fit the needs of the individual.
Over the last 90 years, they've built their business upon serving the ever-changing needs of
people and companies in Asia. Their personal, relationship-based approach has made them a
part of the fabric of life there. And they will continue to protect generations of people, for
many years to come, whatever life brings to them.
.
Purpose
To play a leadership role in driving economic and social development in Sri Lanka.
Vision
AIA Company Limited ("AIA"), Hong Kong acquired the entirety of the shareholding in
AIA Holdings Lanka (Private) Limited who is the majority shareholder of AIA Insurance
Lanka PLC ("AIA Insurance"), in December 2012. AIA also acquired a direct 5% of the
shareholding in AIA Insurance in December 2012.
Through a voluntary offer declared to acquire the remaining shares of AIA Insurance held by
minority shareholders, AIA also acquired a further 4.88% direct holding in AIA Insurance in
May 2013.
Consequent to the above acquisitions of indirect and direct shareholdings, AIA now owns an
effective shareholding of 97.15% in AIA Insurance Lanka PLC.
A I A Insurance Lanka PLC, formerly AVIVA NDB Insurance PLC, is a Sri Lanka-based
company engaged in life insurance and general insurance business. The Company's life
insurance risks include mortality, morbidity, longevity, persistency, expense, policyholder
behavior risk around take-up of insurance guarantees and options, underwriting and
reinsurance basis risk. Its general insurance risks are categorized into property damage,
consequential losses, legal liabilities, financial loss, medical expenses and non-indemnity
benefits. The Company's direct sales force (DSF) serves customers through 55 distribution
points. As of December 31, 2011, its parent entity was AVIVA NDB Finance Lanka
(Private) Ltd., while its ultimate parent entity and controlling party was Aviva International
Holdings Ltd., United Kingdom. As of the same date, it had one wholly-owned subsidiary,
Rainbow Trust Management Limited, which was active in trust management.
have been explained in chapter two of this study and those will help to devise a motivational
theory to recommend to AIA
The research scope of this Impact of motivation on employee productivity at AIA has
chosen AIA sub branch in Batharamulla which include around 40 employees.
Low cost
Greaters
Sample Method
Collection of Data
Primary Data
Questionnaires
Observation
Secondary Data
Lecture tutorial
1.7 Limitations
3. Company employees are trying to give good view than the reality
6. The number of the units of analysis used in study is dictated by the type of research problems
are investigated but not the whole.
Expectancy theory
Reinforcement theory.
According to AIA, they provide some rewards to their employees, such as non-financial
incentives and financial incentives.
Ex:-Non financial- tours, promotions, rewards, competition, group recognition
Financial- commissions, bonus, loan facilities, insurance, retirement payments
Theory X- the assumptions that employees dislike work, are lazy, dislike responsibility and
must be coerced to perform.
People have an inherent dislike for work and will avoid it whenever possible.
People must be coerced, controlled, directed, or threatened with punishment in order to get
them to achieve the organizational objectives.
People prefer to be directed, do not want responsibility, and have little or no ambition.
Theory Y the assumptions that employees like work are creative, seek responsibility, and
can exercise self- direction.
With Theory Y assumptions, management's role is to develop the potential in employees and
help them to release that potential towards common goals.
People will exercise self-direction if they are committed to the objectives (they are NOT
lazy).
Creativity, ingenuity, and imagination are widely distributed among the population. People
are capable of using these abilities to solve an organizational problem.
According to the survey most of the AIA employees know their company vision and mission
and also they have planned goals for their branches and for individuals. Thats mean
managers have two way communication and good leadership characteristic to motivate
employees. In this scenario we can apply Douglas McGregors theory Y. Thats mean
employee can view work as being as natural as rest, employees are exercise to self-direction
and self-control because they are committed to the objectives and ability to make innovative
decisions is widely spread throughout this company .In this company management have
moderate participative decision marking responsible and challenging jobs and good group
relationships .As result of above factor we can identify this companys motivation structure
has applied to theory X and theory Y.
Existence Needs: physiological and safety needs (such as hunger, thirst and sex)(Maslows
first two levels which was explained earlier)
Relatedness Needs: social and external esteem (involvement with family, friends, co-workers
and employers)(Maslows third and fourth levels as explained above)
Growth needs: internal esteem and self actualization(desires to be creative ,productive and to
complete meaningful tasks) (Maslows fourth and fifth levels explained above)
In AIA they offer physiological needs and safety needs such as salary, employee life
insurance, and job security. Therefore we can say Existence stage of the ERG theory is
fulfilled. Moreover they offer rewards to best performing employees such as tours, salary
increments, and commissions.
Therefore we made a assumption that The relatedness of ERG theory this fulfilled in this
organization. With employees experience, this company gives scholarship, counseling for
them and they give training programmers for new comers. Because of this they can improve
their self-development and the Growth stage of ERG theory is fulfilled.
This theory says that individuals compare their job inputs and outcomes with those of others
and then respond to eliminate any inequities. This theory has introduced by J.N. Adams.
In this company employees are making comparisons with their job inputs and outcomes. In
this company motivate their employees by providing high salaries, commission, promotions
as outcomes. Because of those the equity theory fulfill in this company.
CHAPER 3- Findings
3.1 I feel encouraged to come up with new and better ways of doing things.
No
Particular
Percentage
Strongly Agree
2%
Somewhat Agree
58%
30%
Somewhat Disagree
10%
Strongly Disagree
0%
Total
100%
(Table 1)
70%
60%
50%
40%
30%
Percentage
20%
10%
0%
Strongly
Agree
Strongly
Disagree
(Figure no.2)
Interpretation
Table shows that 58% with the highest percentage, the subjects somewhat agrees to feel
encouraged to come up with new ways of doing things, while 30% of the subjects, being the
second highest neither agree nor disagree to the topic. 10% of the subjects somewhat
disagrees while 2% strongly agrees. And finally, no one strongly disagrees with it.
Particular
Percentage
Strongly Agree
90%
Somewhat Agree
0%
2%
Somewhat Disagree
8%
Strongly Disagree
0%
Total
100%
(Table 2)
100%
90%
80%
70%
60%
50%
40%
Percentage
30%
20%
10%
0%
Strongly
Agree
(Figure no. 3)
Interpretation
The table shows that 90% of the subjects strongly agree to feel personal accomplishment
through work, while 8% of the subjects somewhat agrees to the same fact. 2% of the subjects
neither disagree nor agree with the topic while 0% of the subjects somewhat agrees and
strongly disagrees.
Particular
Percentage
Strongly Agree
5%
Somewhat Agree
40%
30%
Somewhat Disagree
25%
Strongly Disagree
0%
Total
100%
(Table 3)
45%
40%
35%
30%
25%
20%
15%
Percentage
10%
5%
0%
Strongly
Agree
(Figure no. 4)
Interpretation
The table shows that 40% of the subjects somewhat agrees to the fact that they have the tools
and resources to do their job well. While 30% of the subjects neither agree nor disagree to the
fact. 25% of the subjects somewhat disagrees to have the tools and resourcesthey need to
their job well while, 5% of the subjects strongly agrees. And 0% of the subjects strongly
disagree.
Particular
Percentage
Strongly Agree
90%
Somewhat Agree
2%
0%
Somewhat Disagree
8%
Strongly Disagree
0%
Total
100%
(Table 4)
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Percentage
Strongly
Agree
(Figure no. 5)
Interpretation
The above table shows that 90% of the subjects strongly agrees that they have clearly defined
their goal, while 8% of the subjects somewhat agrees. 2% of the subjects somewhat agrees
while 0% subjects neither agree nor disagree and 0% strongly disagrees.
3.5 The Company does an excellent job of keeping employees informed about matters
affecting us.
No
Particular
Percentage
Strongly Agree
25%
Somewhat Agree
62.5%
12.5%
Somewhat Disagree
0%
Strongly Disagree
0%
Total
100%
(Table 5)
.
70%
60%
50%
40%
30%
Percentage
20%
10%
0%
Strongly Somewhat Neither Somewhat Strongly
Agree
Agree
Agree nor Disagree Disagree
Disagree
(Figure no. 6)
Interpretation
In the given table it is seen that 62.5% somewhat agree that the employees are informed of
matters which are affecting them. The 25% who strongly agrees are very much satisfied on
how the organization treats its employees and will remain with the organization for a long
time frame.
The 12.5% who neither disagree no agree may have mixed feelings in how the company
treats its employees and if the company continues to inform its employees of the changes,
this percentage may become decreased
3.6 When a customer is dissatisfied, I can usually correct the problem to their satisfaction.
No
Particular
Percentage
Strongly Agree
70%
Somewhat Agree
15%
15%
Somewhat Disagree
0%
Strongly Disagree
0%
Total
100%
(Table 6)
80%
70%
60%
50%
40%
Percentage
30%
20%
10%
0%
Strongly
Agree
(Figure no. 7)
Strongly
Disagree
Interpretation
According to the graph, 70% of the time the customers are able to correct the problem to
their satisfaction. 15% of employees are somewhat agree with it. And 15% of employees are
not sure about their ability of deal with customers
Particular
Percentage
Strongly Agree
5%
Somewhat Agree
40%
35%
Somewhat Disagree
20%
Strongly Disagree
0%
Total
100%
(Table 7)
45%
40%
35%
30%
25%
20%
Percentage
15%
10%
5%
0%
Strongly
Agree
(Figure no. 8)
Strongly
Disagree
Interpretation
According to the above graph it is seen that the above employee is not very positive of
getting a better job as he strongly agrees only a 5% of the time. However he somewhat agrees
that he will be able to get a better job in the company as the percentage shown is 40%. This
means that the employee sees a future possibility of getting a better job but is uncertain of its
occurrence. The 35% of neither agreement of disagreement shows that the employee is has a
little faith in getting a better job in the company.
But the 20% of somewhat disagreeing would suggest that the employee is very much
uncertain of getting a better job and any leave the company as a result of this mindset.
No
Particular
Percentage
Strongly Agree
70%
Somewhat Agree
0%
30%
Somewhat Disagree
0%
Strongly Disagree
0%
Total
100%
(Table 8)
80%
70%
60%
50%
40%
Percentage
30%
20%
10%
0%
Strongly
Agree
Strongly
Disagree
(Figure no. 9)
Interpretation
According to the graph this 70% of the time the employee thinks that his abilities are well
tested and made use well in the company. However 30% of the time the employee thinks that
his abilities are not well tested in the company.
Particular
Percentage
Strongly Agree
78%
Somewhat Agree
12%
3%
Somewhat Disagree
7%
Strongly Disagree
0%
Total
100%
(Table 9)
90%
80%
70%
60%
50%
40%
Percentage
30%
20%
10%
0%
Strongly
Agree
Strongly
Disagree
Interpretation
78% of the time the employee is satisfied with his working environment. And the employee
somewhat agrees to a level of 12% that his working environment is suitable to carry put his
operations 3% neither agree nor disagree. 7% of the time the employee somewhat disagrees
that his working environment is unsatisfactory and may be less motivated to carry out his
tasks.
3.10 I think that financial incentives more influence my performance than other benefits.
No
Particular
Percentage
Strongly Agree
55%
Somewhat Agree
5%
45%
Somewhat Disagree
0%
Strongly Disagree
0%
Total
100%
(Table 10)
60%
50%
40%
30%
Percentage
20%
10%
0%
Strongly
Agree
Strongly
Disagree
Interpretation
The employee strongly agrees up to 55% that the financial incentives are better matched to
his level of performance and may become more motivated if his/her remuneration package is
increased. Employees are somewhat agrees up to 5% that he is motivated by financial
incentives.
3.11 I satisfy with the information receive from management on what is going on in my division.
No
Particular
Percentage
Strongly Agree
88%
Somewhat Agree
0.5%
2.5%
Somewhat Disagree
9%
Strongly Disagree
0%
Total
100%
(Table 11)
100%
90%
80%
70%
60%
50%
40%
Percentage
30%
20%
10%
0%
Strongly
Agree
Interpretation
The employees strongly agree up to 88% of the time that the information received from the
management is satisfactory. According to the graph 0.5% somewhat agrees that the
management provides them with satisfactory information and 2.5% neither agrees not
disagrees..
3.12 I satisfy with the rewords provided by the organization.
No
Particular
Percentage
Strongly Agree
0%
Somewhat Agree
52%
43%
Somewhat Disagree
5%
Strongly Disagree
0%
Total
100%
(Table 12)
60%
50%
40%
30%
Percentage
20%
10%
0%
Strongly
Agree
Strongly
Disagree
Interpretation
The employee somewhat agrees up to a 52% percentage of the time that the rewards provided
are satisfactory. While 43% of the time the employee neither agree nor disagree to this
statement. And 5% of the time he somewhat disagrees that the rewards are unsatisfactory.
manage quality and show continuous improvement through quality management. It makes
proud of them to work in a clear direction and easy for deal with their job task.
Q.5 The Company does an excellent job of keeping employees informed about matters
affecting us.
A. Around 60% agree with this. And this would give a positive result as employee
involvement is taken into consideration in the organization. This will increase employee
satisfaction. In this context the employee is somewhat considered to be an asset to the
organization and labor turnover will be somewhat decreased. The 25% who strongly agrees
are very much satisfied on how the organization treats its employees and will remain with the
organization for a long time frame. And this shows how they are comfortable with the
security of their job.
Q.6 When a customer is dissatisfy, I can usually correct the problem to their satisfaction.
A. 70% are agreeing with this statement and this would result in the customers been more
satisfied and the increase customer retention. Therefore as a result of this explanation it could
be said that customers satisfaction could be maintained through appropriate employee
behavior and this will impact on productivity level as well.
Q.10 I think that financial incentives more influence my performance than other benefits.
The employee strongly agrees up to 55% that the financial incentives are better matched to
his level of performance and may become more motivated if his/her remuneration package is
increased. This shows that the employee is more driven to perform due to financial benefits
than other benefits. He somewhat agrees up to 5% that he is motivated by financial
incentives, yet he has mixed feeling of whether the other incentives are affecting his
performance as well. However employee such as these may become more motivated by
better remuneration packages. We can see financial benefits are not the most important factor
to motivate them
Q.11 I satisfy with the information receive from management on what is going on in my
division.
A. 88% employees are agree and this shows that the management is following an approach
where the employees are well communicated. This will result in the employees becoming
more satisfied with the management as will always reach them if a problem exists. However
they exists a percentage of 9% that somewhat disagrees with the above statement. The
management should look into this matter and communicate even better so that this
percentage would be decreased even more.
3.1 Conclusion
This study has proven that motivation affects productivity levels of employees at AIA
Company. And this case study concludes motivation theories implementing in AIA. Its
helped to finds which were related with organization motivational methods which are helps
to motivate employees within the organization.
Employees behavior is most important character which helps to increase productivity and
individual performances .This is one of the most important factor which supervisor should
consider and this is a main criteria to develop when necessary situations.
When an employee motivated he feel organizations environment is will to work because
of that employee give their best effort towards organizational goals. And also he satisfies
about his job and feels more job security. As a result of this supervisors can get maximum
performance from the employees. So supervisors can still concentrate on specific areas which
related to motivation. And also AIA employees motivation is in a satisfactory level and
recommendation of this report may help to motivate moreover.
3.2 Recommendations
Two way communication should be improve within the organization and also coordination
from supervises want to be more properly. And getting rapid feedbacks which are more
convenient for internal process.
Appendices
Strongly
Agree
1. I feel
encouraged to
come up with
new and better
ways of doing
things.
2. My work
gives me a
feeling of
personal
accomplishment.
3. I have the
tools and
resources to do
my job well.
4. On my job, I
have clearly
defined quality
goals.
5. The Company
does an
excellent job of
keeping
employees
informed about
matters affecting
us.
Somewhat
Agree
Neither
Agree
nor
Disagree
Somewhat
Disagree
Strongly
Disagree
6. When a
customer is
dissatisfied, I
can usually
correct the
problem to their
satisfaction.
7. I am satisfied
with my
opportunity to
get a better job
in this company.
8. My job makes
good use of my
skills and
abilities.
9. I satisfy with
my working
environment.
10. I think that
financial
incentives more
influence my
performance
than other
benefits.
11. I satisfy with
the information
receive from
management on
what is going on
in my division.
References
Armstrong M, 2002, Employee Reward, Third Edition, Chartered Institute of Personnel and
Development
Opatha, HDNP 2012, human Resource Management, Sri Lanlka
Robbins S.P, 2003, Motivation and Work Behavior, Seventh Edition, McGraw-Hill
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