Measuring Motivating Factors Assignment

Measuring Motivating Factors

Measuring Motivating Factors Assignment

Name of the Organization

The organization selected for this research is ALTawash Factory. It is one the pioneer furniture makers in UAE and distributes furniture products in that area. The company started operating in Ajman on 2007 and it’s considered a pure emirate team. The company has grown exponentially since the day of its establishment in 2007 when it began with just 10 employees. The company has now expanded with 200 employees working for it including laborers, executives and managers.

Nature of the Problem

The research will try to offer answers to the points which are significant for the management of the AlTawash, as to which factors effectively motivate their employees to contribute their quota to the company’s performance and growth. It also considers the factors which are essential and enhance their attitude. The study will also comprise of motivating factors from the employee point of view. While seeking to disprove or validate the various models and theories of motivation by outcomes out from the employees itself what really motivates the employees in the organization of today and what are the causes of poor performance and performance? The objective of this research is to see if there is any relationship between adequate motivational factors and performance to work at different levels including top management, senior and junior staff and contractual employees respectively of the organization.

Research Objectives

The key objective of the research is to measure the motivating factors for AlTawash employees, along with determining the relationship of motivation, job satisfaction and performance, and also to study the factors which help enhancing the attitudes of employee towards their work.

The specific objectives with reference to the present research are to:

  1. To determine the degree of efficiency, job satisfaction and motivation
  2. To determine the factors motivating employees
  3. To determine the factors responsible to enhance the attitudes of the employees towards their job


It is believed that work can be significant and fulfilling to a given job in office only when it extracts and encourages the motivation of the personnel. Considering these points, the structure for the foundation of the hypotheses is stated as under.

With accordance to the present research, the following hypothesis have been formulated

  1. The significant relationship between motivational factors and work performance.
  2. In the organization, the performance of the employees improves when the satisfaction of the employees gained from doing their work overshadows the discomfort and sacrifices that are involved.
  3. Financial encouragement and rewards exercise a strong power on employees than any form of motivational incentive
  4. The attitudes of the employee of his job – the job itself is significant to the satisfaction of the employee.

Hypothesis 1: The significant relationship between factors motivating the employees and work performance. To improve understand employee attitudes and motivation, Frederick Herzbergper constructed several studies to conclude which motivational factors in an employees work environment cause satisfaction or dissatisfaction.

The researches included interviews where employees were inquired what satisfied and unsatisfied them about their work. Herzberg found that the factors which cause job satisfaction (and presumably motivation) were diverse from that creating job dissatisfaction. He constructed the motivation-hygiene model to explain these results. He named the satisfiers motivators and the dis-satisfiers hygiene factors, using the word “hygiene” in the logic that they are measured maintenance factors that are necessary to evade dissatisfaction but that by themselves do not offer adequate satisfaction.

Factors affecting job motivation and attitude

Motivation towards improve performance stems on the satisfaction of needs for accomplishment, appreciation, development and responsibility. Needs are experienced and their strength differs from one individual to another and at different period of time, and so does the degree to which they are motivate the employees. Behavior is cultured earned reward and appreciation supports and leads to improved performance, thus emphasizing desired behavior.

Primary Needs

Physiological Needs: these include survival needs such as provisions, water, wellbeing, safety, clothing, physical and emotional security. They also include clothing, shelter, and protection against attack

Psychological needs: This includes affection and the need to belong to family, friends, other small groups such as colleagues.

Self – Esteem needs: It includes self-respect, for accomplishment, for achievement. The accomplishment must be accepted and praised by other person.

Self-fulfillment needs: Similar to the above, the self- fulfillment needs include using the potential of oneself to the most, working with and for an individual’s loved ones

Higher Order Needs: These are the primary needs of an individual which are satisfied they stop to act as drivers and are substituted with needs of a higher order. So that higher order needs are principal when primary needs are satisfied.

Hypothesis 2: In the organization the behavior of the employees will improve when the satisfaction the employees gain from doing their work overshadows the discomfort and sacrifices that are involved.

These behaviors comprise intensely learning the factors which can form the future of the industry and gathering intelligence about current and potential social and political issues, involvement of stakeholders, managing stakeholder expectations, decision making, incorporating the decisions into the strategic plan and tactical activities, communicating symbols to stakeholders, and moral business behavior.

Hypothesis 3: Financial rewards exercise a strong power on employees than any form of motivational incentive. As per a review of a functional text on performance, original answerable strategy, exceeding government requirements and considering multiple stakeholders, is a durable objective.

Early research stated that when extrinsic rewards such as financial rewards were linked to performance on interesting and fascinating errands, intrinsic motivation reduced. The reason for this effect was that when employees were appreciated for doing tasks they already enjoyed, they observed themselves accepting a reward and indirect that they must be performing for the reward rather than for intrinsic satisfaction of the task. Extrinsic rewards thus reduced the intrinsic interest (Deci; Lepper, et al.). These outcomes received a lot of attention, but following research, however, provided partial maintain ace. One review of 26 relevant studies found that while 13 reported a negative influence of extrinsic rewards on intrinsic motivation, 9 stated that no such influence. It is now clear that extrinsic rewards can harm or improve intrinsic motivation, depending upon how the rewards are constructed and construed. Researchers state that rewards have three factors: evaluation, performance feedback, and reward value. Each factor can have a different impact on intrinsic motivation. The estimation factor encourages feelings of exterior control and thus reduces intrinsic motivation. The advice factor promotes feelings of internal control and thus improves intrinsic motivation.

The reward value factor as well as the incentive are a symbol or a sign of accomplishment making ability significant and thus enhance intrinsic motivation. In a series of experiments, Researchers and colleagues showed that introducing including afterwards can enhance, inhibit, or have no effect on intrinsic motivation, depending upon which of the factors is made most important. Other researchers have gained comparable outcomes (Enzle & Ross). Researchers are just starting to address the most appealing points: under what conditions will a given factor be most significant

Hypothesis 4: The attitudes of the employee of his job – the job itself is meaningful to the satisfaction of the employee. Increasing job satisfaction is significant for its charitable worth and for its financial advantage. Job Satisfaction is a Motivating Factor, due to its effects on employee behavior. Various Researches have included factors of job satisfaction in all their employee analysis. Clear patterns have appeared. Employees with higher job satisfaction: believe that the organization will be rewarding in the long run cares about the quality of their work are more committed to the organization have higher retention rates, and are more productive. Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety. Similarly, repetitive work can wear away an employees plan and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-development. To the employee, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied employee is more possible to be imaginative, independent, original, and trustworthy. For the organization, job satisfaction of its employees means a employee force which is motivated and dedicated to high quality performance. Increased performance—the quantity and quality of output per hour worked—seems to be a byproduct of enhanced quality of working life. It is significant to note that the literature on the relationship between job satisfaction and performance is neither decisive nor reliable. However, studies going back to Herzbergs (1952) have shown at least low correlation between high morale and high performance, and it does seem reasonable that more satisfied employees will lean to include more appeal to a company. It is usually seen that unsatisfied employees surrounded by fear of job loss, will not give 100 percent of their attempt for very long. Although fear can also be considered to push an employee towards growth, it may also result to discourage him.

Significant ways in which job satisfaction is settled in the organization include reduce in criticisms and absence, termination and attrition and also enhanced promptness and employee self-esteem. The factors motivating an employee includes an enhanced work force and has been found to be a good sign of permanence. Although only small correlation has been found between motivation and performance, it has been stated by Brown (1996) that many companies have found that satisfying or pleasuring employees is a precondition to satisfy customers.


The dependant variable is defined as the variable which relies on other. One of the dependent variables is Job Satisfaction. It is dependent variable because when employee’s motivation is more than the employees are satisfied with their job so they execute their work with full interest and attentiveness and it is advantageous for the organization it is optimistic design for company growth.

Independent Variables

Some of the independent variables include motivation and attitude. In case of motivation, motivated employees satisfy with their job motivation boost the employee’s will influence motivation is helpful for the growth of the company motivation is very significant component in the development of the employees performance.

Data Methodology including sample size

To effectively collect the data of the AITawash employees, researcher used surveys. This is termed as adopting qualitative data methodology. The survey focused on the environment of the organization, motivation and to address the four hypotheses mentioned. The aim of the survey was to review both differences with employees in terms of motivation and work related attitudes of the employees. Since motivation is a universal topic and it is known to affect the work perforce of each individual, the sample population for this research was the entire employee base of the AlTawash. The researchers included all the 120 employees as well as the managers of the organization.


  1. Agarwal, R., Schloetzer, J. D., & Williamson, R. G. (2009). The Impact of Corporate Governance Mandates on Poorly Governed Firms. Georgetown McDonough School of Business Research Paper.
  2. Brown (1990). Modeling the performance prediction problem in industrial and organizational psychology. Palo Alto, CA: Consulting Psychologists Press.
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Course Syllabus

Motivational Theories

  • Learning Characteristics

    Learning Characteristics

    the various learning characteristics that will be addresses by this learning and development strategy at Star Industries include promotion of a culture in the organization towards development and thus the various aspects that the learning and development strategy at Star industries seeks to address are as follows

    • Team working skills
    • Participation in decision making in organization
    • Collaboration with supervisors or managers in goal setting
    • Interpersonal and organizational communications
    • Self management
    • Gaining and providing feedbacks on performance

    RESOURCES REQUIRED: the learning and development strategies and programs in the organization involve important financial commitments on the part of the organization. Thus the Star Industries commits sufficient financial resources in the training and development programs. Also it provides for education of the employees and training from outside agencies which involve huge costs. Also other resources involved include technology and human resources in the organization. Also this involves loss of working hours of employees as being involved in seminars and workshops.








    WHERE /






    Managing teams This helps the leaders and supervisors in better handling of the skills and performance of the employees in the group. 15 August, 2016

    10:00AM-5:00 PM

    5 days

    Team leaders and supervisors Office Conference hall premises Workshops sessions Line Mangers Inspections at any point of time and observing working patterns in organization. Performance statistics

    And comparison


    decision making

    This will help in coordination of work functions amongst the employees.

    This will also help in improving communication and level of commitment of the employees for working towards the organizational goals.

    Improves level of involvement of employees and thus industrial democracy.

    21 August 2016

    10:00AM-2:00 PM

    2 days

    Team leaders and supervisors Office Conference hall premises Seminars General manager Audits and performance statistics of employee Performance statistics and reports
    Collaborative goal setting This helps in driving better commitment by involving them in setting up their work targets and thus improves the performance of the whole organization. 25 August 2016

    Continuing process

    1 month span

    Team leaders and supervisors Respective workplace of employees On the job training All the managerial levels in organization. Through the assessment of the respective managers on the Performance in the training programs. Goals and achievements analysis and comparison to past performance
    Interpersonal and organizational communication This helps in improved communication between employees and thus reduces the conflicts amongst them. 15 August 2016

    1 month

    All the staff and managers in the organization Workplace or office premises Mentoring and providing for educational sessions in case of certain employees as per need Respective

    Reporting or senior


    Monitoring of performance and behavior through observation Conflicts and interpersonal behavior
    Self management This helps in better analysis of the employees about their own behavior, attitude and skills at workplace. 28 August  2016

    15 days

    All the staff and managers in the organization. Office premises Coaching and training process Senior manager Through reports by the senior manager on individual employee performance in the session. Self reflective reports and appraisal reports
    Giving and receiving feedbacks This will develop the ability to improve the performance through feedback mechanism 15 August 2016

    1 month

    Continuing process

    Team leaders and supervisors Respective workplace On the job training Respective senior manager Observing the feedback generation an handling processes in the organization Feedback datas and reports

    For the implementation of this strategy, the CEO must approve

    • Necessary funds and resources for the programs
    • Appointment of outside agencies in monitoring and audits
    • Approve for training sessions, workshops and seminars to be conducted in the office premises
    • Must approve the monitoring and reporting procedures required to evaluate the success of the training and development initiatives
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