TO FIND THE

MOTIVATION
LEVEL
IN THE
ORGANIZATION.

Presented To: Presented By:

Dr. A.K. Singh Ranjeeta Bonal
M.H.R.O.D. 2009– 2011
Roll No.: 25
PRESENTATION OUTLINE
 Definition of Motivation and its effect on the Organization.

 Objective of the Study

 Sample Questionnaire and its Interpretation

 Data Collection

 Analysis of Data using Charts & Chi-Square Test

 Conclusions
MOTIVATION
 Defined as the psychological forces within a person that
determine:
1) direction of behavior in an organization;
2) the effort or how hard people work;
3) the persistence displayed in meeting goals.
 Intrinsic Motivation: behavior performed for its own sake.

-Motivation comes from performing the work.

 Extrinsic Motivation: behavior performed to acquire rewards.

-Motivation source is the consequence of an action.

OUTCOMES & INPUTS
 Regardless of the source of motivation, people seek
outcomes.
 Outcome: anything a person gets from a job.

-Examples include pay, autonomy, accomplishment.

 Organizations hire workers to obtain inputs:
 Input: anything a person contributes to their job.

-Examples include skills, knowledge, work behavior.

 Managers thus use outcomes to motivate workers to provide
inputs.
MOTIVATION EQUATION

Inputs
Inputsfrom
from Outcomes
Outcomes
Organizational
Organizational Performance
Performance received
receivedby
by
members
members members
members

Time
Time
Effort Contribute
Contributeto to Pay
Pay
Effort
organization
organization Job
JobSecurity
Security
Education
Education efficiency,
efficiency, Benefits
Benefits
Experience
Experience effectiveness Vacation
effectiveness Vacation
Skills
Skills and
and Autonomy
Autonomy
Knowledge attain
attaingoals
goals Responsibility
Responsibility
Knowledge
Work
WorkBehav.
Behav.
EXPECTANCY THEORY

Developed by Victor Vroom and is a very popular theory of work

motivation.
 Vroom suggests that motivation will be high when workers feel:
• High levels of effort lead to high performance.
• High performance will lead to the attainment of desire
outcomes.
 Consists of three areas:
• Expectancy, Instrumentality, & Valence.
EXPECTANCY, INSTRUMENTALITY, &
VALENCE

 Effort

Effort  Performance

Performance  Outcomes

Outcomes

 Expectancy:

Expectancy:
 Instrumentality

Instrumentality  Valence:

Valence:
 Person’s

Person’s
 perception

perceptionthat
that  How

Howdesired
desired
 perception

perceptionthat
that
 performance

performance  are

arethe
theoutcomes
outcome
 their

theireffort
effortwill
will
 results

resultsin
in from

fromaa
 result

resultin
in
 outcomes

outcomes  job

job
 performance

performance
EXPECTANCY, INSTRUMENTALITY, &
VALENCE

 Expectancy is the perception that effort (input) will result in a level of

performance.
- You will work hard if it leads to high performance.
-You would be less willing to work hard if you knew that the best you
would get on a paper was a D regardless of how hard you tried.
 Instrumentality: Performance leads to outcomes.
- Workers are only motivated if they think performance leads to an outcome.
- Managers should link performance to outcomes.
 Valence: How desirable each outcome is to a person.
-Managers should determine the outcomes workers want most.
EXPECTANCY THEORY
High
HighExpectancy
Expectancy High
High High
HighValence
Valence
Instrumentality
Instrumentality
(Worker
(Workerdesires
desiresthe
the
(Worker
(Workerknows
knowsthat
that (Worker
(Workerperceives
perceivesthat
that outcomes resulting
outcomes resulting
ififthey
theytry,
try,they
theycan high performance from
can high performance fromhigh
high
perform)
perform) leads
leadstotooutcomes)
outcomes) performance)
performance)

High
High
Motivation
Motivation
OBJECTIVES OF THE STUDY

• To study the motivation level of the employees in

Public and Private sector and to compare it.

• To compare the motivation level of both males and

females in public and private sector and to compare it.
SAMPLE QUESTIONNAIRE
 Do you think that your personal and professional skills are properly used in the job assigned to you?  
Almost Never Seldom
Occasionally Frequently
Almost always
 
 Do you feel recognized by the senior officers or subordinates for the tasks successfully completed by you?
Almost Never Seldom
Occasionally Frequently
Almost always
 
 Does your superior play an important role in maintaining and promoting healthy work environment?

Almost Never Seldom

Occasionally Frequently
Almost always

 The organization provide reward /opportunity vis-a vis your performance in the organization?
Almost Never Seldom
Occasionally Frequently
Almost always
 
 Whenever you plan to leave your organization then the work environment is an important factor
Almost Never Seldom
Occasionally Frequently
Almost always
SAMPLE QUESTIONNAIRE
 Your organization judiciously evaluates your performance and provides technical feedbacks for improving your
performance.
Almost Never Seldom
Occasionally Frequently
Almost always
 
 Does the physical environment of your workplace in the organization support your performance and work delivery.
Almost Never Seldom
Occasionally Frequently
Almost always
 
 Do you feel the organization provides equal opportunity like representation at seminars, duty leaves, further study etc.

Almost Never Seldom

Occasionally Frequently
Almost always
 
 During the time of mistakes in term of timelines, quality of the work rather than individuals the whole teams is held
responsible  
Almost Never Seldom
Occasionally Frequently
Almost always

 Do you feel your work is of great value to your organization

Almost Never Seldom
Occasionally Frequently
Almost always
 INTERPRETATION OF QUESTIONNAIRE
For Scoring:
 The scores for all the indicators should be calculated as per the
scoring mentioned below:

I. Almost never - 1
II. Seldom - 2
III. Occasionally - 3
IV. Frequently - 4
V. Almost always – 5
ANSWER KEY:

Range of Total Interpretation

Scores

10 to 20 Very poor motivation level of the employees and they feel that the organization
does not provide any opportunity to grow, as the performance is not analysed
according to work delivery.

20 to 30 The organization is providing attention and handholding to the selected group

of exceptionally good performing employees. And the new and
underperforming employees feel discriminated and dissatisfied.

30 to 40 The organization needs to promote interactions and communications among

various levels of management in order to make decision making more
participative and transparent.

40 to 50 High Motivation level and the organization should maintain it by organizing

various events, seminars and platforms for common discussions.
SPECIFYING THE SAMPLE

• Collection of data from different age-groups and different

sectors.

• Collection of data from different states.

MODE OF COLLECTION OF DATA

o Online by creating form on google docs.

o Asking answers for questions over phone.

THE SAMPLE UNIVERSE
Sample Universe

Public Sector Private Sector

50% 50% Public Sector
Private Sector
COMPARISON OF SAMPLES

30

25

20

15 Public Sector
Private Sector
10

5
Private Sector
0
Males Public Sector
Females
CHI SQUARE (Χ2) TEST 1
Null Hypothesis (Ho) : There is no significant difference in the motivation
levels of public and private sector employees
Alternate Hypothesis (H1) : There is significant difference in the motivation
levels of public and private sector employees
Significance Level = 5% (.05)
Sectors No. of responses
Public 51
Private 51

Responses Public Sector Private Sector Row Total

10 to 20 0 0 0
20 to 30 16 6 22
30 to 40 30 34 64
40 to 50 5 11 16
Column Total 51 51 102
CHI SQUARE (Χ2) TEST 1 CONTD…
Calculation of the Value of χ2
Row Col F(o) F(e) F(o) – F(e) (F(o) – F(e) )2 (F(o) – F(e) )2 / F(e)

1 1 0 0 0 0 0
1 2 0 0 0 0 0
2 1 16 11 5 25 2.27
2 2 6 11 -5 25 2.27
3 1 30 32 -2 4 0.125
3 2 34 32 2 4 0.125
4 1 5 8 -3 9 1.125
4 2 11 8 3 9 1.125
Value of Chi Square χ2 7.04
CHI SQUARE (Χ2) TEST 1 CONTD…
Degree Of Freedom = (4-1)*(2-1) = 3

As per the value of significance level, from the Chi-

Square table the critical value is 7.815, and since our
chi-square value is in the acceptance region, therefore
we do not reject the null Hypothesis.

There is no significant difference in the motivation

levels of public and private sector employees
COMPARISON OF RESPONSES
35

30

25

20
Public Sector
Private Sector
15

10

0
10 to 20 20 to 30 30 to 40 40 to 50
CHI SQUARE (Χ2) TEST 2
Null Hypothesis (Ho) : There is no significant difference in the motivation
levels of male and female employees in both the sectors.
Alternate Hypothesis (H1) : There is significant difference in the motivation
levels of male and female employees in both the sectors.
Significance Level = 5% (.05)
Gender No. of responses
Males (Public Sector) 26
Males (Private Sector) 28
Females (Public sector) 25
Females (Private sector) 23

Responses Males Females Row Total

10 to 20 0 0 0
20 to 30 17 5 22
30 to 40 28 36 64
40 to 50 9 7 16
Column Total 54 48 102
CHI SQUARE (Χ2) TEST 2 CONTD…
 Calculation of the Value of χ2

Row Col F(o) F(e) F(o) – F(e) (F(o) – F(e) )2 (F(o) – F(e) )2 / F(e)

1 1 0 0 0 0 0
1 2 0 0 0 0 0
2 1 17 11.64 5.36 28.73 2.47
2 2 5 10.35 -5.35 28.62 2.77
3 1 28 33.88 -5.88 34.57 1.02
3 2 36 30.18 5.82 33.87 1.12
4 1 9 8.47 0.53 0.28 0.03
4 2 7 7.53 -0.53 0.28 0.04
Value of Chi Square χ2 7.45
CHI SQUARE (Χ2) TEST 2 CONTD…
Degree Of Freedom = (4-1)*(2-1) = 3

As per the value of significance level, from the Chi-

Square table the critical value is 7.815, and since our
chi-square value( 7.45) is in the acceptance region,
therefore we do not reject the null Hypothesis.

There is no significant difference in the motivation

levels of male and female employees
COMPARISON OF RESPONSES
40

35

30

25

Males
20
Females

15

10

0
10 to 20 20 to 30 30 to 40 40 to 50
CONCLUSIONS
• The motivation level of employees in the organization is
independent of whether the organization is of public sector or
private sector.

• It is also independent of whether the employees are male or

females.
LIMITATIONS

 Very Small Sample Size.

 Theresults might suffer form individual biases and

prejudices.
REFERENCES

 http://www.beeyourself.com/Self%20Esteem/Employee-Motivat
ion-and-its-Effects-on-Your-Organization.html
accessed on 4 Apr’10
 http://courses.washington.edu/inde495/lece.htm accessed on 4
Apr’10