Intrinsic Factors that affect employee motivation in non profit organizations in the Province of Huambo Angola: The case

e of a local NGO- ASCA.

Vecchio (2006) Chapter 5: Enhancing Employee Motivation Using Rewards, Goals, Expectations and Empowerment

By Raimundo M. M. Santa Rosa, Student ID no. 15661197

2010

Chapter 1 - Introduction, Aims, and Objectives Introduction In Angola recently there has been high rates of employee turnover. NGOs are loosing employees to government and private jobs. Also many employees that are still working for NGOs do not excel on their job and there is a high absenteeism rate. Many factors contribute to that effect such as low salaries in the not for profit sector as presently compared to private and government sector, lack of appropriate training, company culture and leadership style as well as the overall company approach of recruitment and employee retention policy. An important element that merits discussing about is the motivating factors that first led employees to work for non profit organizations and what keeps many of them still in the sector. The majority of Angolan NGOs do not have a police of employee motivation to retain them and keep them up to the best standards of performance and still a considerate proportion focus on extrinsic motivating factors such as monetary incentives and task-contingent rewards described by Bassous (2010), but this strategy deemed ineffective when other competing parties such as private and government sector have a high pay rate (Leete, 2000). Associao para o Sorriso da Criana (ASCA) is a Huambo local NGO that is living a particular situation in regards to employee turnover and absenteeism due to organization financial crisis, but still there are some very motivated employees and, as the situation demands, a study of what motivates them and how to design a strategy to keep them motivated is crucial. A study conducted prior to this one showed that though management kept its interests in extrinsic motivation schemes such as pay and bonus and even reinforcement theories, ASCAs personnel dominant needs did not much with these measures. Results showed that the first dominant need among ASCAs personnel is a strong and competent leadership/management, followed by a promotion and internal growth plan, training and capacity building, job security and also the demanding of a challenging and interesting job. Thus the focus of the present study is to dive in the factors that that really affect employee motivation in non profit organizations settings, specially in ASCA, to derive how best strategies can be developed to diminish employee turnover rates and absenteeism. Aims and objectives Aim: Increase ASCAs performance in its different areas using the approach of employee motivation Objectives: Theoretically fundament the importance and the different ways to enhance employee motivation, specially in the in non profit sector.

Conduct a research among ASCAs employees to find out their motivating factors Propose an employee motivation strategy in the non profit sector, particularly for organizations facing the same conditions as ASCA.

Chapter 2 - Literature Review Employees are the best asset an organization may have, to execute its strategy, (Thompson, Strickland & Gamble,2010) and to attain company goals and objectives (Vecchio, 2006), (Robbins & Judge, 2008), so their paramount performance and creativity is intended by every organization or company either in the not for profit, for profit or government sector (Bassous, 2010), (Zhang & Bartol, 2010), (Fisher, 2006) (Pfeffer, 1998). Thus the steps to keep employees motivated to secure their best performance and company loyalty consist managers priority list for centuries, though different approaches have been used over the years (Vecchio, 2006). The quest for employee motivation though being important doesnt surpass the magnitude the way to attain it effectively in a ethically, cost effective, culturally adapted and sustainable manner (Pfeffer, 1998), (Brooks, 2007) (Nohria, Groysberg & Lee, 2008). This quest turns out to be complicated and time consuming for managers in the extent that there is no on size fits all or golden rule to be applied strictly in all situations, because, people are to be taken as a whole, are distinct from one another and thus motivated in different ways affected by their personality traits, cultural influences, environment factors and values and beliefs (Wright, 2002), (University of Liverpool/Laureate Online Education, 2010) and (Vecchio, 2006). The best way to travel safely in this road is to never make assumptions based on perception bias but relaying on survey findings to determine exactly what factor affect employee motivation, how do they very from people to people and what are the common aspects that can be well generalized. Motivational theories The first logically adopted step is to know the various types and theories of motivation implied in the last part of the foregone paragraph, what makes it is important to dive a little bit on the motivation theories described by different authors. Vecchio (2006) defends that employees can be motivated (1) according to the satisfaction of his hierarchy of needs (Maslow theory), his deficiency needs and then growth needs; (2) by motivating factors and hygiene factors, in the extent that the working conditions and the aspects attained to job arrangement and remuneration afect employee motivation (Two factor theory, by Herzberg); (3) according to his expectations on his effort eroding to performance and thus to an outcome valued by him (expectancy theory); (4) by the application of behaviour modification techniques called operant conditioning (Reinforcement theory); (5)his sway uptake of equity relating to others in the same position, higher or below (equity theory), (6) by following an example (social learning theory) and finally by a comprehensive model of motivation by (Porter Lawler model of motivation) that comprehends all the above methods. Miner, (2006) adds that employees can be motivated through Job Characteristics Theory and goal-setting Theory corroborated by Vecchio (2006). How to motivate employees in the not for profit sector

The literature of employee motivation in the not for profit sector is still scarce (Bassaus, 2010). The Angola reality is not replete of studies in this area and even fewer attempts have been made to study the reason of employee turnover in the non profit sector. In 2009 a single an first study was conducted by the Non State Actors Program of the Eurpean Comission Delegation in Angola in partnership with the Ministry of Planning and national and international NGOs operating in Angola that left behind many questions to be solved. With great rates of employee turnover, the fact that that many are still interested to work for communities, lead us to conclude that motivation in the not for profit sector will tend to be more based on intrinsic rather than extrinsic factors. In tough financial times when employees are leaving NGO jobs to private and government, in a time when this sectors are considerably increasing their pay rate, NGO managers have to thing deeply on motivation schemes that really effective, by finding out what still motivates the remaining personnel and what strategies can be implemented to recruit and retain skillful employees and keep the at high performance rate (Gordon, 2010), (Fisher, 2006), (Bassaus, 2010). The scope and objectives o f the present study are based on these parameters. Organizations mission, culture and values Findings from a recent study show that the firs reason that lead employees to work for not for profit organization is its mission (Bassous, 2010) and for that matter managers in this sector have to preoccupy in the first place to have a good mission that brings together a good value system and caring for humanity. If the organization has a strong mission it is most likely that the employees will be motivated to accomplish that mission. Another aspect is its culture which is the way of doing things (Vecchio, 2006) (Thompson, Strickland & Gamble, 2010) that some times is different from what is mad public as it happens in many NGOs in Angola that though having a good mission and value system, are not internally cohesive, and oriented to that mission and loose themselves after donors. Goal setting and trust, employee empowerment After having a good mission, it is important that the employees are involved in setting goals that are challenging for them as much as their motivational drive or altruism. In NGOs things must be with the best involvement of the employees a felling of being in on things. So employee participation in decision making, their involvement in designing objectives and project activities is proven to have a great effect (Chang & Lorenzi, 1983). The application of social learning theory in the not for profit sector Social learning theory as described by Vecchio (2006) is the imitation of good behavior through trust and approval. managers in the not for profit sector have to set up a good example as many of the are the founders and

mission holders. So a recognition system on their part and constant feedback is important to keep employees motivated (Daly, D. & Kleiner, B. H., 2005).

Chapter 3 - Methodology
This is be a descriptive study with an explanatory two phased mixed design commencing with a quantitative analysis and ending with a qualitative analysis of employee motivations factors (Bassaus, 2010), (Brewerton & Millward, 2001), (Berndtsson et all, 2008). A quantitative analysis was done on questionnaires results on motivating factors of ASCAs employees and interviews with personnel that have strong intrinsic motivating factors will provide a qualitative analysis. Due to the organization size, 8 permanent staff full time staff, 10 half time 20 volunteers only, the survey scope and its objectives a small sample was chosen to embrace the majority of permanent and half time workers and some volunteers totaling 26 questionnaires and 11 interviews (Morse, 2000). The overall methodology will abided by the ethical considerations in organizational research proposed by (Brewerton & Millward, 2001). A letter was sent to the board of directors to ask the permission of the research realization and participants were asked prior to questionnaire and interview if they were willingly interested, after explaining the intended objectives of the research. Questionnaire constituted of 15 construct questions and 6 abut demographic data and interviews were open with 11 questions. Because of the lack of resources on the part of the researcher and the time frame for the research, the most advised techniques such as recording and transcription were not used as suggested by Bailey (2008). To ensure the level of accuracy of interviews the notes taken by the researcher during interview were shared with the interviewees to ensure accuracy (Beck,2003). Thus interviews lasted 25 to 30 minutes plus 7 to 15 minutes of accuracy check. So the total duration of interviews was 35 to 45 minutes. Among those that filled the questionnaire, at least 2 refused to go to the next phase (interview) and only those that accepted and the results of their questionnaire showed strong intrinsic motivational drives were interviewed (Basssous, 2010). Both questionnaires and interviews where quantitatively analyzed using the excel tool (Meyer & Avery, 2008). The interviews were analyzed quantitatively counting the number of occurrences of suggestions, beliefs or positions that were dimed similar to the researcher as stated by Beck (2003).

Chapter 4 Findings, Analysis, Conclusions / Recommendations

Findings and Analysis
Results from questionnaire and interview on Intrinsic and extrinsic motivating factors Part 1 Questionnaire quantitative analysis Demographic factors Table 1 - Age Age 18 30 years 31 40 years 41 50 years Over 50 yers Total N 13 4 7 2 26 % 50% 15% 27% 8% 100%

Most of the participants of the study is in the age of 18 to 30 years (50%) , though a significant proportion of 27 % is in the age between 41 and 50 years. This findings suggest that the workforce of the NGO is young. Table 2 - Sex Sex Male Female Total N 18 8 26 % 69% 31% 100%

69% of the questionnaire participants are male and only 31 are female. As the researcher did an attempt to interview all the organization staff, including volunteers, this findings suggest that there is masculine supremacy (Vecchio, 2006), typical of a Country like Angola where only after 1992 discussions begun about more participation of women in the workforce. participants Table 3 - Years of employment Years of employment Frequency % < 2 years 11 42% 3-5 years 10 38% 6-9 years 5 19% Total 26 100% As the organization is young, found only on 2nd April, 2001 the maximum employment duration is 9 years. Only 19% are that long in the organization

and the best part is there for less than two years, which indicates high rates of employee turnover.

Table 4 - Employment status Employment status Volunteer Part time Full time Total Frequency 12 9 5 26 % 46% 35% 19% 100%

In terms of work status, as NGO, the best part of its personnel are volunteers (46%). Table 5 - Job position Job position Top management Middle Management Operations Volunteer Total Frequency 2 6 7 11 26 % 8% 23% 27% 42% 100%

The majority of the research participants are volunteers for the organization which in turn a potential intrinsic motivated (Bassous, 2010). Table 6 - Extrinsic motivating factors (Financial rewards) Total Strongl y agree F 7 8 4 % 27 % 31 % 15 % % 46 % 42 % 8% 26 26 26 Disagree Agree Questions Strongl y disagr ee F % 12 3 % 2 6 8% 23 % disagr ee F 4 5 14 % 15 % 19 % 54 % Agree F 1 2 1 1 2

Base pay is important to my commitment to do a good job Remuneration related to performance is important for me to do a good job My job satisfaction is directly related to financial incentives

The majority of the questionnaire participants agree that both base (46%), and remuneration related to performance (42%) is important to do a good job. Despite this the majority disagrees that job satisfaction is directly related to financial incentives. As stated by Pfeffer (1998), money is important but only as a base pay and cannot be the sole motivator.

Table 7 -Extrinsic motivating factors (non-financial rewards) Total frequenceis 26 26 26 26 26 26 26 Total frequenceis Disagree Agree Questions Strong ly disagr ee F % disagr ee F % Agree F % Strongly agree F %

External non-financial rewards such as recognition, verbal reinforcement, and positive feedback) tend to motivate me to fulfill organizations missions and objectives My job satisfaction is related to fulfillment of the organizations mission My job satisfaction is related to the impact of the organization in the society/community Recognition for my accomplishments motivates me to improve my performance I sometimes volunteer my time and energy in order to achieve the organizations goals

2 2 0 0 1

8 % 8 % 0 % 0 % 4 %

2 2 1 0 1

8 % 11 8 % 9

42 % 35 % 50 % 54 % 62 %

11 13 12 12 8

42 % 50 % 46 % 46 % 31 %

4 % 13 0 % 14 4 % 16

Non financial rewards such as recognition, verbal reinforcement and positive feed back are strong motivators as 42% of the respondents strongly agree and, recognition of accomplishments is a performance motivator (54% of the respondents agree) . 50% strongly agree that organizations mission is a job satisfier along with the organizations impact in society (50% agree and 46 % strongly agree to that). Table 8 - Intrinsic motivating factors Disagree Agree Questions Strong ly disagr ee F % disagree F % Agree F % Strongly agree F %

I am motivated to achieve the organizations objectives because of personal convictions and beliefs I am motivated to achieve the organizations objectives because of a

2 5

8 % 19 %

9 10

35% 11 38% 10

42 % 38 %

4 1

15 % 4%

higher calling The mission of the NGO I work for is powerful and compelling incentive for me I work for NGOs because of a deep philosophical drive to serve humanity I personally identify with and relate to the organizations mission, values and beliefs I am more motivated when my tasks are related to the accomplishment of the organizations missions and objectives I am more motivates to work when my tasks are challenging

1 1 1

4 % 4 % 4 % 0 % 4 %

8 6 4

31% 13 23% 9

50 % 35 % 54 % 54 % 35 %

4 10 7

15 % 38 % 27 % 38 % 46 %

26 26 26

15% 14

0 1

2 4

8% 14 15% 9

10 12

26 26

Results in table 8 show evidence that the most intrinsic motivating factors in the studied NGO are personal beliefs aligned with organizations missions (42% agree), a compelling and power full mission (50% agree), being related to the organizations values, missions and beliefs (54% agree), having a task related to the organizations mission (54% agree to that) and challenging tasks (46% strongly agree). These results back up Bassous (2010) findings on intrinsic motivating factors in faith based organizations. Part 2 Interview results on the Specific motivating factors This part discusses the results on the interviews of the eleven participants that showed strong intrinsic motivational drives. So in order to have an in depth understanding of this drives this were interviewed and results are as follows Table 9 - Reasons for working in NGOs What are the three main reasons for working in NGOs, specifically this NGO (ASCA) Identity with its mission Interesting job Strong leadership I like to work for community development (Works in an area that interests me) considers the organization as family Organization's dynamism Good job conditions (environment) Good financial rewards Work experience Total Number of responses 8 2 3 6 1 1 3 2 1 27

The strongest motivational drives are identity with the organizations mission (8 responses) and community development (6) good job conditions

and strong leadership where quoted on identical scores (3). Organizations mission and system of values is a strong motivational drive McKanic & Johnson (2005), and some people find it interesting working for others, in this cases it is important to keep them involved in goal setting (Lazenby, 2008) but some aspects cannot be ignored such as job conditions (Vecchio, 2006), (Leader to Leader, 2009). Table 10 -Reasons for not mentioning financial rewards as a reason for working for NGOs What are the three main reasons for working in NGOs, specifically this NGO (ASCA) I have other sources of income First is work money comes after We cannot ask what the organization doesn't have money is important in my job only for work related support only Total Total 1 5 1 1 8 % 12,5% 62,5% 12,5% 12,5% 100,0 %

Results on this table show that many employees are more interested in the work results other than money as is believed by many. Kohn (1998) defends that money must never be put in front and that is considered a myth lurking in the minds or many managers. Table 11 - Alignment of Personal Values with organizations Why Are your personal values aligned with those of your organization? Yes - N (%) No - N (%) experienceI am here just for more work I like to do a job that is paid for %

Past personal experience

organizations mission

feed back

Yes

77,8

11,1

11,1

Total 82%

% No Total 7 63,6 % 1

% 9,1 % 1

% 1 9,1 % 1 50,0 % 9,1 % 1 1 50,0 % 9,1 % 2 11 18% 100 %

As results in the quantitative analysis showed, many employees are strongly motivated by alignment of personal beliefs with those of organizations. The qualitative analysis shows that it is most because of its mission (77,8%), past personal experience and feed back (11,1%). At least two participants didnt identify with the organizations mission, because they like to do a job when it is paid for and are there just for more experience. Table 12 - Personal beliefs effect on Job commitment How much does your personal faith and belief-system affect your work commitment? They do not affect They if they are interrelated will result in more job affect commitment to the extent of being available to work for the organization If there is no transparency there is no motivation everything I do depends on my beliefs Result in acceptance of defiant, challenging tasks Total Number of responses 3 6 1 3 1 14

6 responses show that if personal faith and belief-system are interrelated will result in more job commitment to the extent of being available to work for the organization, 3 say that everything they do is due to their belief and at least 3 think that their personal belief system does not affect their job commitment.

Extrinsic motivating factors Table 13 - Monetary incentives What kind of external financial incentives and rewards would prompt you to work harder? Any that result from my accomplishment and new responsibilities Job related conditions only Depending on the organization's possibilities A pay that is compatible with job performance and up to basic needs They are not more important than a good work environment extra hour pay Higher pay money on time No monetary incentives mentioned Total Number of response s 1 1 3 1 1 1 1 1 1 1 12

The discussion about monetary incentive is scattered in many beliefs, but at least 3 participants quoted that only job related condition incentives would motivate them to work harder. This finding is consistent with Herzbergs two factor theory that reinforces the need for providing good working conditions for higher motivation (Vecchio, 2006), (Bassous, 2010) Table 14 - Non monetary incentives What kind of external non monetary incentives do you believe will increase your commitment to the organization? any goods capacity building Depending on the organization's conditions Self actualization and information feed back and folow-up Trips (Exposition trips and experience exange) Recognition Work impact in the community participation on decision making process Promotion Training Total Number of responses 1 1 3 1 1 4 3 4 1 2 1 4 26

Capacity building is a strong non monetary incentive according to table 14 results and corroborated by Daly, D. & Kleiner, B. H.(1995). Also feed back and follow up (Daly, D. & Kleiner, B. H., 1995), (McKanic & Johnson, 2005), Decker, 2007) and (Larson & Harackiewicz), trips about experience exchange and socialization (Messmer, 2007), regognition (Messmer, 2007),

(McKanic & Johnson, 2005), (Vecchio, 2006) (Bassous, 2010) and training (Vecchio, 2006) (McKanic & Johnson, 2005) (Daly, D. & Kleiner, B. H., 1995) are key motivational drives. Other aspects that are relevant are participation decision making process (empowerment) (Vecchio, 2006), promotion, self actualization and work impact in the community as stressed by the interviewed participants. Table 15 leader influence on motivation How much influence does your leader have on your motivation level? The leader lack of follow-up de-motivates Doesnt care much about organization's when problems The leader Sets up a good example motivates Is competent when Shares knowledge Encourages Shares success Participates in the activities Gives clear job description and orientation when he dedicates to work caring about employees Openness and dialog (Critic) when Total Number of responses 2 1 2 3 3 4 1 1 1 1 1 3 4 27

The leader affects employee motivation both through reinforcement methods or social conditional theories application (Vecchio, 2006) or by social learning theory, by setting an example (Vecchio, 2006) (Herrera, 2002) (Decker, 2007). Findings on this research show that the leader demotivates when he doesnt follow-up or is distant from organization's problems and on the other hand he can strongly motivate when he follows up and gives feed-back, encourages ad is open in dialog and critics, shares knowledge, is competent and sets up a good example. Evaluation of organizations service quality and its influence on work commitment Table 16 -1 Organizations service quality evaluation How do you evaluate the quality of services provided by your organization? No comment Good Total Number of responses 1 10 11

Table 16 2 Organizations service quality influence on work commitment Does the quality of services provided by your organization Number of responses

affect your work commitment? Why? Affects positively when the results are good 3 Learning school 1 Doesn't affect 1 When the organization is succeeding I expect to 1 share on the organizations success The organizations service quality is compatible 1 with my commitment Work becomes more challenging 1 The more the organization is successful the more 3 responsibility in keeping the organization's name Total 11 The organization success is a powerfull motivational drive as well as a job satisfier, specially when there a share in it (Vecchio, 2006) (Thompson, Strickland & Gamble, 2010). According to table 16-1 and 16-2 results 10 out of eleven participants evaluated the organizations success as good and at least 3 believe it is a strong motivational drive when the results are good as it demands more responsibility on the part of employees to keep organizations name (Bassous 2010). Table 17 - Altruism concept influence on work performance. How much influence does the concept of altruism have on your work performance? No comment I do not relate to the concept I Identify with the concept Caring for other makes me feel good Altruism impels me to do a more competent and efficient work (To be Altruistic) Depends of the given situation whether to put others first or self Altruism is negatively affected when the organization's mission, objectives aren't aligned with individuals Total Number of response s 1 2 4 5 1 1 1 15

Altruism is one if not the most important motivational drive for employees in not for profit organizations (Bassous, 2010), and according to the results, at least 4 participants identify with the concept and other 5 believe that caring for other makes them feel good. Table 18 - Motivating factors behind work excelling commitment Do you contribute/donate time and effort without remuneration in order to accomplish the organizations objectives? Extrinsic motivating factors Intrinsic motivating factors Both Total Number of response s 0 7 4 11 %

0,0% 63,6% 36,4% 100,0

% When asking interview participants about what is most compelling to put in more effort in other to excel in their work 63% of the interviewees quoted intrinsic reasons and 36% both intrinsic and extrinsic reasons, none cited extrinsic reasons only. Table 19 - Intrinsic motivating factors I put in effort to excel on my work because I want better self work performance, self actualization and carrier betterment I like to work for the organization's mission consistent with my beliefs Total Number of responses 3 4 7

Table 20 - A combination of intrinsic versus extrinsic motivating factors I put in more effort to excel on my work because No comment Though I am intrinsically motivated I would like extrinsic motivators as long as it does not prejudice the organization Total Number of responses 3 1 4

As shown in tables 19 and 20 the solely intrinsic motivating factors are mainly better self work performance, self actualization, carrier betterment and the organization's mission which in turn must be consistent with the employee belief system. People who quoted both intrinsic and extrinsic motivating drives as causes for their excelling in work, 3 of them made no comment about that and 1 believes is also truly extrinsically motivated (financial rewards or related) as long as it doesnt prejudice the organization. Table 21 - Job satisfaction Do you like your work? Yes, very much Total Table 22 - Reasons for job satisfaction How much influence does the concept of altruism have on your work performance? Number of Number of responses 11 11

It is an important job I feel well when working for others It is recognized Gives me emotional equilibrium and well being For attaining my personal goals that are self actualization and work experience My work is good for communities and society at large for my family My job contributes for the organization's mission Total

response s 6 5 1 1 4 6 1 3 27

100% of the interviewees are satisfied with their jobs and the reasons for that are manly because it is an important job, they think that their work is good for communities and society at large, they feel good when working for others, think that personal goals are being attained such as self actualization and work experience and the job contributes to the organizations mission, this findings are consistent with Vecchio (2006) suggestion on job satisfiers as well as Thompson, Strickland & Gambe (2010)

Conclusions / Recommendations
This article as theoretically fundament the importance and the different ways to enhance employee motivation, specially in the in non profit sector. And relating to the results findings and discussion, it is feasible to conclude that no motivational theory can be solely utilized to motivate workers in the not for profit sector, specially for the studied NGO ASCA. So a set of diffent motivational theories is advised. On the other and as results show there is a tendency to the use of the goal setting theory combined with Maslow hierarchy of needs and two factor theory because base pay was highly mentioned as a strong motivator as it covers basic needs.

ASCAs employees are highly motivated by the concept of altruism which is a strong intrinsic motivator. But management must not rely too much on this fact as some are claming distance of management from organization problems, lack of feed back and in many instances the need for self actualization programs and training related to their jobs. Needs as these if not addressed will potentially undermine the strong motivational drives as the results show.

Some constraints of the research such as the time used in actual research and findings analysis that was only 3 weeks may have an impact on the results discussion as compared with a more long time frame and the consideration that should have been made during interviews about non verbal cues that can affect the meaning of the words (Vecchio, 2006). This study could be further followed by a more widely applied one and a more in-depth analysis of the motivational drives of not for profit workers.

Further analysis can be done on the results which could not be done on this one because of the word limit requirements for academic purposes.

Chapter 5 - Appendix Appendix A Copy of Survey Instruments Questionnaire

Disagree Agree Strongly disagree Strongly agree

2. 3.

Base pay is important to my commitment to do a good job Remuneration related to performance is important for me to do a good job (remuneration related to performance is additional income paid to workers for achievement) My job satisfaction is directly related to financial incentives External nonfinancial rewards such as recognition, verbal reinforcement, and positive feedback) tend to motivate me to fulfill organizations missions and objectives My job satisfaction is related to fulfillment of the organizations mission My job satisfaction is related to the impact of the organization in the society/community Recognition for my accomplishments motivates me to improve my performance I am motivated to achieve the organizations objectives because of personal convictions and beliefs I am motivated to achieve the organizations objectives because of a higher calling The mission of the NGO I work for is powerful and compelling incentive for me I work for NGOs because of a deep philosophical drive to serve humanity I personally identify with and relate to the organizations mission, values and beliefs I sometimes volunteer my time and energy in order to achieve the organizations goals I am more motivated when my tasks are related to the accomplishment of the organizations missions and objectives I am more motivates to work when my tasks are challenging

4. 5.

6. 7. 8. 9. 10 . 11 . 12 . 13 . 14 . 15 . 16 .

Personal Data:

Agree

Questions

disagree

No .

1. Age group: over 50 years

30 years and under

31 40 years

41- 50 years

2. Years of employment: years. 3. Gender: Male

2 years and under

3- 5 years

6-9

Female Volunteer Part time full time

4. Employment status:

5. Position: _______________________________________________ 6. Would you be willing to participate in presence interview or via telephone to help the researcher understand the motivation of workers in ASCA? Yes No

INTERVIEW QUESTIONS 1. What are the three main reasons you are motivated to work for this organization? Probe: If finances are not mentioned, ask about the importance of financial remuneration in his/her worker motivation. 2. Do you believe your personal values are aligned with the organizations mission and values? Probe: Why? 3. How much does your personal faith and belief-system affect your work commitment? Probe: Why? 4. What kind of external financial incentives and rewards would prompt you to work harder? 5. What kind of external nonmonetary incentives do you believe will increase your commitment to the organization? 6. How much influence does your leader have on your motivation level? Probe: Why or why not? 7. How do you evaluate the quality of services provided by your organization? Probe: Does it affect your work commitment? Why? 8. How much influence does the concept of altruism have on your work performance? (Altruism is a deep philosophical drive to serve humanity with little consideration to the self). 9. Do you contribute/donate time and effort without remuneration in order to accomplish the organizations objectives? Probe: Why or why not? 10. Do you seek to excel in your work because of external rewards, internal stimulation, or both? Probe: Could you elaborate? 11. Do you enjoy your work? Probe: Is it meaningful? Explain why.

Appendix B Key steps and milestones of the research The key phases of the present project where the literature review that commenced in week 1 of the Managing People Mudule, the formulation of research objectives, questions and hypotheses, along with the decision of the research design, methods, measure, appropriate sample considerations. Questionnaire and interview forms were designed in week 5 of the module and tested in the same week to see accuracy problems also in the same week a solicitation and acceptance of the survey by the proposed organization was done, considering ethical considerations in organization research The interviews took place on early days of week 6 and the data analysis commenced in the last days of week 6 ending on the second day of week 7 the rest of the days were spent on checking bibliographic notes up to day 7 of wee 7.

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