TABLE OF CONTENTS

Abstract ..................................................................................................................................... 5
Acknowledgement .....................................................................................................................6
Plagiarism Statement ............................................................................................................... 7
Chapter I: Introduction to the Study ......................................................................................8
1.1 Introduction to the Problem ........................................................................................... 8
1.2 Background of the Problem ........................................................................................... 9
1.2.1 Need Theories of Motivation …………………………………………………
1.2.2 Cognitive Theories of Motivation……………………………………………
1.2.3 Reinforcement Theories of Motivation……………………………………….
1.3 Statement of the Problem..............................................................................................
1.4 Statement of Purpose.....................................................................................................
1.5 Rationale.........................................................................................................................
1.6 Aims and Objectives of Study........................................................................................
1.7 Research Question ........................................................................................................
1.8 Definition of Terms.......................................................................................................
1.8.1 Employee Motivation………………………………………………………...
1.8.2 Job Satisfaction ……………………………………………………………....
1.9 Research Method...........................................................................................................
1.10 Assumptions and Limitations........................................................................................
1.11 Structure of Dissertation Report....................................................................................
1.12 Conclusion.....................................................................................................................
Chapter II: Review of the Literature.....................................................................................
2.1 Introduction ……………………………………………………………………….....
2.2 Importance of Relationship between employee motivation and job satisfaction…….
2.3 Effect of intrinsic motivation factors on job satisfaction ………………………….....
2.4 Effect of extrinsic motivation factors on job satisfaction …………………………...
2.5 Effect of social relations on job satisfaction………………………………………....
2.6 Effect of inner vigour and enthusiasm on job satisfaction…………………………....
2.7 Effect of challenging tasks on job satisfaction…………………………………….....
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2.8 Effect of demographic variables on job satisfaction…………………………….......
2.8.1 Effect of age………………………………………………………………...
2.8.2 Effect of gender………………………………………………………….......
2.8.3 Effect of education……………………………………………………..........
2.8.4 Effect of tenure…………………………………………………………......
2.9 Conclusion ………………………………………………………………………......
Chapter III: Methodology ....................................................................................................
3.0 Introduction .......................................................................................................................
3.1 Purpose of Study ...............................................................................................................
3.1.1 Primary and secondary objectives.....................................................................
3.1.2 Research Question ...........................................................................................
3.1.3 Hypothesis........................................................................................................
3.1.4 Research Problem .............................................................................................
3.2 Research Approach ...........................................................................................................
3.2.1 Deductive Versus Inductive approach................................................................
3.2.2 Qualitative versus quantitative approach............................................................
3.3 The Research Site ..............................................................................................................
3.3.1 Population ..........................................................................................................
3.3.2 Sample.................................................................................................................
3.3.3 Data Collection...................................................................................................
3.3.4 Sampling.............................................................................................................
3.3.5 Sample Structure.................................................................................................
3.4 Instrument...........................................................................................................................
3.4.1 Construction of Questionnaire.............................................................................
3.4.2 Description of items in questionnaire.................................................................
3.5 Data Analysis........................................................................................................ .............
3.6 Summary ...........................................................................................................................
Chapter IV: Results and Findings .........................................................................................
4.1 Introduction..............................................................................................................
4.2 Discussion of Results..........................................................................................................
4.2.1 Dimension 1: Extrinsic Factors.........................................................................

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 4.2.2 Dimension 2: Synergy......................................................................................
4.2.3 Dimension 3: Challenges..................................................................................
4.2.4 Dimension 4: Intrinsic Factors.........................................................................
4.2.5 Dimension 5: Vigour and Enthusiasm..............................................................
4.3 Demographic Characteristics of Respondents.................................................................
4.3.1 Influence of Demographic Variables on Job Satisfaction................................
4.3.2 Summery of Demographic Variables...............................................................
4.4 Chapter Summary..........................................................................................................
Chapter V: Analysis and Discussion..........................................................................................
5.1 Introduction.................................................................................................................
5.2 Analysis and Discussion..............................................................................................
5.2.1 Extrinsic Factors............................................................................................
5.2.2 Synergy.........................................................................................................
5.2.3 Challenges.....................................................................................................
5.2.4 Intrinsic Factors..........................................................................................
5.2.5 Vigour and Enthusiasm...............................................................................
5.3 Influence of Demographic Characteristics on Job Satisfaction...................................
5.4 Chapter Summary.......................................................................................................
Chapter VI: Conclusion and Recommendations...................................................................
6.1 Introduction...........................................................................................................................
6.2 Problem Statement.................................................................................................................
6.3 Conclusion and Recommendations........................................................................................
6.4 Conclusions and Recommendations for Demographic Characteristics..........................
6.4.1 Influence of demographic variables on job satisfaction ...............................
6.5 Limitations of the Study................................................................................................
6.6 Chapter Summary..........................................................................................................
Chapter VII: Future Orientation/ Future Direction with Contribution...............................
7.1 Contribution of the Study in the Existing Knowledge...............................................................
7.2 Future Direction with Contribution..........................................................................................
Chapter VIII: References and Bibliography..............................................................................

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 List of Figures

Figure 1: Extrinsic Factors and Job Satisfaction..............................................................

Figure 2: Synergy and Job Satisfaction............................................................................
Figure 3: Challenges and Job Satisfaction..................................................................

Figure 4: Intrinsic Factors and Job satisfaction...............................................................

Figure 5: Vigour & Enthusiasm and Job satisfaction.....................................................

Figure 6: Employees' Demographics (n=120)..............................................................

Figure 7: Age and Competition...................................................................................

Figure 8: Gender and Remunerations........................................................................

Figure 9 : Gender and Job Security............................................................................

Figure 10: Gender and Decision making.....................................................................

Figure 11: Job tenure and competition......................................................................

Figure 12: Job tenure and Achievements...................................................................

Figure 13: Education and Competition.......................................................................

Figure 14: Education and Working Conditions............................................................

ABSTRACT
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ACKNOWLEDGEMENT

5
PLAGIARISM STATEMENT

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 Chapter I: Introduction to the Study
1.1 Introduction to the Problem

The world has been changing into the global village quite rapidly since the beginning of 21st
century. Gone are the days when employers could exploit their workers by receiving maximum
output in exchange with no or awfully minimal rewards or incentives. In today’s world, due to
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improved communication networks, one cannot keep others in dark about their rights and
organizations have to fulfill their responsibilities according to the global standards. Similarly,
the world of internet has enabled people to link themselves with others through websites. This
new reality is working towards the objective of creating new sociological arrangements within
the context of culture, and same is the case with corporate culture. After realizing the force of
competitiveness in global markets and between individual organizations, it has become really
essential for any organization to make certain that it develops and keep holding a kind of
personnel that is dedicated and faithful with the organization for an unlimited time.
The workers or employees who are happy and satisfied with the work that they are assigned to
do, or by the culture of the organization regarding relations with their employees ultimately
feel motivated to continue their relationship with that organization as a faithful, devoted,
committed and talented workforce (Beck, 1983). But many theorists feel that a great number
of employees do not have this level of job satisfaction that they can be taken as motivated
towards achieving the goals of the organization. Because of this unsatisfied nature of the
employees, they keep seeking for alternate job resources where they may be able to experience
a higher degree of job satisfaction. A high degree of job satisfaction shows high retention rate
and low turnover rate. In other words, turn over rate can be taken as a measure of Job
satisfaction level of the employees in any organization. The organizations that fail to retain
their able and talented workforce and cannot make them loyal to the organizational goals face
problems in escalating their production level and profitability. Finck et al. (1998) highlighted
the problem that the business excellence can be achieved only when employees are excited by
what they do, i.e. the employees should be satisfied with their work and job conditions in order
to achieve high goals of an organization.
Employee motivation and its link to job satisfaction of employees has been a matter of study
for ages. Managers have to rely on their human resources to get things done and therefore need
to know what factors would be most helpful for them in having a workforce that has a high
level of job satisfaction.
Making employees motivated is considered as a factor that has a power of making workers
satisfied with their jobs. But this is an understood fact that one cannot directly motivate others;
one can just create the conditions where people feel motivated themselves. Spector (2003) says
that a number of factors can help in motivating people at work, some of which are tangible,
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 such as money, and some of which are intangible, such as a sense of achievement. The
accomplishment of any organization greatly depends on the contribution of its labor force. This
is also said that such contributions are triggered by those features of people’s work
environment that motivate them to devote more material and intellectual vigor into their work.
In this way the organization’s objectives are chased and accomplished. Motivation and job
satisfaction are therefore regarded as key determinants of organizational success, both of which
have an inter link between themselves. In order to have a highly productive and loyal
workforce, organizations strive to take measures that would create a feeling of satisfaction and
well being in their workers.
But does it really matter, or is it only a common myth that the aspect of motivation does have
an influence on the job satisfaction level of the employees. The aim of this study is to observe
the relationship between motivation and job satisfaction of employees and to authenticate it
through statistical measures.

1.2 Background of the Problem

A great number of researchers over the years have been studying the concept of motivation and
have been trying to extract the true definition of motivation but motivation can not be defined
in explicit manner. Rather, motivation can be taken as a phenomenon or a concept instead of a
simple statement.
There are a lot of perspectives about motivation; some of them are given below.
Beck (1983) stated that four basic philosophies trigger a variety of angles about motivation on
workplace. According to him, a man can be conscious about his economic conditions, he wants
to involve in more social activities and strong social relations, he wants to satisfy his need of
self-actualization, or he may be a mixture of all the above mentioned needs.
Theories that are about the rational economic man assume only the power of economic
conditions on the overall behavior of a man. These theories assume that men are rational and
they may make a right decision for their economic well being. The organizations that
emphasize on the extrinsic rewards for their employees for example pay raise or fringe benefits
actually follow this school of thought that man is rational about his economic conditions.
Second kind of theories assume that the basic need of a man is only being social, these theories
assume that man is mainly motivated by his social needs such as making friends and having
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good relationship with their colleagues. In this case, organizations want to make a more
conducive and happy environment where their employees are satisfied with the people around
them and where they can maintain good inter-relationship with the people t their workplace.
Third perspective of motivation, according to theorists, is that a man’s basic need is self
actualization. It says that people can be motivated through intrinsic measures as they get
pleasure in making good job and receiving compliments in response to a good job. That is,
people derive satisfaction through their accomplishments. Organizations that believe in this
approach may make a system where rewards are based on high performance. Lastly, the
complex man approach argues that there is a much more complex system about motivation of
people and this can be based on many factors such as emotions, motives, abilities and
experiences. These factors may change their places on the scale from high to low or from low
to high level from time to time. The changes in these levels are because of newly learnt
behaviours of people as time passes.
Some authors are of the view that intrinsic conditions are more powerful than the work related
characteristics of a person. Spector (2003) regarded motivation as inner state of mind of a
person that persuades him to involve in some particular kind of behaviours. Spector argued that
motivation may be studied from two perspectives. One perspective, according to him is that
motivation is the direction for behaviour to develop that people choose from a number of
behaviours. The intensity of such behaviour can differ with the amount of effort that is required
to be put in a task to accomplish. The second perspective is that an individual gets motivated by
the desire to attain some particular goals. This motivation is derived from a person’s individual
needs and desires.
Petri (1996) also stated that motivation can be taken as a force that acts on an individual to start
and take initiative in showing some special behaviour. This theory explains why it happens that
some behaviour is more intense than others in particular situations. The definition of
motivation according to Gouws (1995) is that motivation originates from within an individual’s
own self, either consciously or unconsciously, to fulfill a given task with success because the
person takes pleasure in fulfilling this particular job, rewards from others are not important for
such kind of individuals who are motivated intrinsically.
Beach (1980) regarded motivation as a readiness to use up energy to achieve a target or
incentive. According to him, behaviours tend to be repeated when they are rewarded by others,
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 but the behaviours that are not properly rewarded or are punished will tend to die with the
passage of time. He, however, recognized that intrinsic motivation has a link with the job
content and it comes in light when people are satisfied by performing some activity or just by
involving in some kind of activity.
Niekerk (1987) regarded motivation at workplace as created by the workplace environment and
conditions that exert an influence on workers to perform some kind of activity by their own
wish. According to him, workers want to reach some specific goals to have an inner
satisfaction and to satisfy their own needs. Pinder (1998) gave his idea by keeping in mind the
work place of organizations. He explained work motivation as a set of internal and external
forces that help in initiating behaviours that are work related. According to the definition of
Pinder (1980), work motivation has features that are invisible, and they are created from a
person’s inner self and that researchers therefore must rely on the theories that are already
established in order to have some guidance in measuring work motivation.
For the purpose of this particular study, employee motivation is taken as an instinctive force,
that is maintained and shaped by a set of personal characteristics as well as workforce
characteristics, that depend on the particular needs and motives of the workers.
As it is already mentioned above, the concept of motivation is of very high importance with
regard to the effectiveness of an organization, as many researches show that motivation creates
a link between job satisfaction and job performance of the employees, and job performance is
the determinant of profitability and success of the organization. So, in order to make their
employees optimally motivated, it is necessary for an organization to focus on the factors in job
content that result in employee motivation and job satisfaction.
It is quite necessary for the managers and leaders to have a good knowledge about different
motivational theories in order to have an effective management. Managers and leaders would
need to choose the right theory to motivate a particular person in a particular situation and
therefore have higher-performing and more satisfied employees.
Here we are going to discuss different theories of motivation and a critical view of these
theories. These motivation theories are categorized as: Need Theories of Motivation, Cognitive
Theories of Motivation, and Reinforcement Theory of Motivation.

1.2.1 Needs Based Theories of Motivation

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Need theories of motivation are also named as content theories as they explain the substance of
motivation (Hadebe, 2001). These theories propose that internal states of mind of individuals
invigorate and express their behaviours.
Maslow’s hierarchy of needs theory
Abraham Maslow’s theory of hierarchy of needs is considered as most common theory in the
field of motivation research (Van Niekerk, 1987). It as introduced by Abraham Maslow in
1943. The basic principle of the theory is that people get motivated by their urge to fulfill their
needs, or shortcomings. These needs may be grouped in five categories. This theory also argues
that all these needs come in hierarchical shape where lower order needs have to be satisfied
first before going to the higher order needs (Gouws, 1995). Maslow (1968) emphasized that
“gratification of one basic need opens consciousness to domination by another”. These needs
are numbered below going from lower level to higher level needs.
“Physiological needs, Safety needs, Social needs, Egotistical needs, and Self-actualization
needs”
Physiological needs are the basic needs of a man necessary for his survival, e.g. hunger or
thirst. Safety needs do not only mean that a person wants physical safety and security of life.
Rather it also means personal security such as a safe and secure job life without any tension.
Social needs are referred to as a wish to have friends and family from which a person derives
internal pleasure and love. Whereas egotistical needs are based on a person’s desire to have a
respectable and familiar personality in his society. Self-actualization need is the top most need
in the hierarchy of needs as it stands for a person’s motivation towards the full growth of his
prospective personality, which is basically never totally achieved (Gouws, 1995).
Existence-Relatedness-Growth (ERG) theory
The theory presented by Alderfer is in fact an expansion of Abraham Maslow’s theory of
hierarchy of needs. Alderfer presented the argument that human needs are not based on
hierarchical level, rather they reside on a continuum (Spector, 2003). Alderfer reduced
Maslow’s five needs into only three needs, which he termed as Existence, Relatedness and
Growth hence termed as ERG theory. Existence is basically the need of a human being to
survive physically from hunger and fear, Relatedness need is attached with the social needs of a
man and Growth is basically the need of a person to grow personally and develop his or her

12
personality. Alderfer put emphasis on the argument that as these needs occur on a continuum,
all these needs can be experienced at a time. (Alderfer, 1969).
Regardless of the fact that Maslow’s hierarchy of needs theory gathered very less support from
empirical data, his theory had a positive effect on the policies of organizations as now
managers’ policies could be more focused on the basic needs of employees. Also the highest
level need in the hierarchy that is self-actualization need has been accepted by executives and
managers who are now considering it as a compelling motivator (Schultz & Schultz, 1998).
Herzberg’s two-factor theory
Frederick Herzberg’s Two-Factor theory is a well known theory in the study of motivation
concept. Herzberg developed this theory in 1954 while he was studying the behaviours of the
workers towards their jobs (Gouws, 1995). In fact, Herzberg wanted to study the behaviour of
workers in order to judge their job satisfaction measures, but over the time this study got its
reputation as motivation theory due to its motivational factors (Baron et al., 2002). Beach
(1980) gave his opinion that this theory represents aspects that are related to motivation at work
place rather than general human motivation factors.
The hygiene factors may be associated with lower order needs in the Maslow’s hierarchy of
needs. These hygiene factors are placed on a continuum from the factors which cause
dissatisfaction going towards the factors which cause no dissatisfaction. The point to be noted
here is that the here no dissatisfaction does not mean satisfaction, as these factor involve such
kind of circumstances that help in preventing dissatisfaction but they do not lead to job
satisfaction. Some examples of these hygiene factors include the job status of employees, level
of supervision, work conditions, pay and benefits and interpersonal relationships (Herzberg,
1966).
Motivators are the factors that produce satisfaction in the employees and the absence of these
factors would result in no satisfaction rather than dissatisfaction. The presence of these factors
has a positive impact on the employee performance and job productivity. These factors may be
associated with Maslow’s higher order needs in hierarchy but they are placed on a continuum
from the factors which are highly motivated to the factors that are highly unmotivated. Job
contents such as pleasure of performance, recognition level, opportunities of advancement and
promotion are included in motivator factors (Herzberg, 1966).
McGregor’s Theory X and Theory Y
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 Theory X and Theory Y of Douglas McGregor (1960) correspond to an expansion of his
thoughts on motivation to the course and organization of employees in the workplace.
McGregor’s theory X postulates that people do not take interest in their work and try to get rid
of making any effort to accomplish the task, so they have to be coerced and pressurized by
some strict actions so that they perform up to the desired level. In his theory, the common man
is believed to be a highly unmotivated person and lacks the sense of responsibility. He only
strives to meet his lower order needs. They are selfish, and do not consider and care about
organizational goals. In contrast of theory X, theory Y has a more modern approach to
motivation. It postulates that people seem to be highly motivated toward achievement of
organizational goals, they are keen to discipline themselves, they are eager to take up
responsibility, and are talented enough to create solutions for problems. McGregor then
regarded Theory Y as a more truthful and rational description of human behaviour and
attitudes, since it represents the incorporation of individual and organizational goals. However,
McGregor acknowledged the fact that the theory does not propose a complete clarification for
employee motivation (McGregor, 1960).
McClelland’s learned needs theory
McClelland’s theory is also referred as three needs theory. McClelland argues that the people
who are achievement oriented strive to meet their three needs that are: the need for power
(nPow), the need for affiliation (nAff), and the need for achievement (nAch). nPow denotes
that people strive for a control over others, they want to influence other’s behaviour and be
responsible for their behaviour. The nAff refers to the desire to create and uphold enjoyable
relations with other around them. The nAch is the need to compete with others and to succeed
in achieving goals et by the individuals themselves. According to McClelland these needs are
not instinctive, but these are obtained through experience and learning (McClelland, 1987).

1.2.2 Cognitive Theories: Cognitive theories present motivation as a process of cognition or

inner
thoughts, values and beliefs which are used by people when they want to make some choice
regarding their behaviour at work (Schultz & Schultz, 1998).
Equity theory

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Equity theory was first introduced by Stacy Adams in 1965. Its basic principle is that
individuals are motivated to attain a state of equity and fairness in their connections with other
people, and with the organizations that they are working for (Adams, 1965).
People make judgments or comparisons between their own and their companions or
competitors’ inputs at workplace, e.g. their experience, qualifications, efforts and the outcomes
that they receive as a result e.g. fringe benefits and pay, working conditions and status at job.
Then they allocate weights to these effort and outcomes according to their significance and
magnitude to themselves. The summed total of these efforts and outcomes creates an
input/output ratio. This input/output ratio is the key factor in terms of motivation. A state of
equity means that the output/input ratios of a person are equal to the ratio of others. If the
inequity exists in this ratio, the person wants to change it by reducing one factor i.e. effort or
enhancing the other one i.e. outcome. Apparent state of inequity by the person is consequently
the foundation for motivation (Baron et al., 2002).
Goal-setting theory
Edwin Locke proposed Goal-setting theory in 1968 (Beck, 1983). Spector (2003) portrayed
this viewpoint on motivation as the theory that the internal intentions of people motivate their
behaviours; it can be explained by the fact that that the behaviours are established by people
needs to achieve a certain goal. Locke and Henne (1986) explained that behaviours are affected
by goals in four ways. According to them, individuals are concerned with the behaviours that
they believe would result in achievement of some particular goal; they assemble effort to reach
the goal; they add up to the person’s diligence which results in spending more time on the
behaviours that are necessary to reach the preferred goal; they inspire the person’s quest for
successful policies for goal attainment.
The prerequisites for goals before setting them are; they should be specific, challenging,
attainable, need commitment, need regular feedback, and self-set by the individual. Only then
individuals get motivated by the goals.
Expectancy theory
Vroom presented his expectancy theory in 1967 in which he argued that people’s behaviour is
based on their expectations and beliefs about future events, which are extremely important and
beneficial to them (Baron et al., 2002).

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 Basically, the theory clarifies importance of rewards in establishing the behaviours of
individuals. This theory is focused on internal cognitive conditions that go ahead towards
motivation. It can be stated as, people are motivated to do some task only when they are sure
that a certain task will lead to some kind of rewards that are beneficial to them. The cognitive
states given in expectancy theory are named as ‘expectancy’, ‘valence’ and ‘instrumentality’
(Spector, 2003). Expectancy means that the individual is expecting that he has the ability to
perform the behaviour that is required to lead to a most wanted outcome, e.g. working hard to
achieve a promotion in future. Valence stands for the value that is given to an outcome by the
individual. An individual wants to know how attractive an outcome of a certain task would be
for him. Instrumentality is the term used for a perceived probability of an individual that certain
behaviour will guide to the preferred outcome.
1.2.3 Reinforcement Theories
Reinforcement theories assume that the behaviour of people at workplace is mainly established
by its apparent encouraging or harmful consequences (Baron et al., 2002). The reinforcement
theories are based on the idea presented in ‘Law of Effect’. This idea was developed by Hull
(1943). Hull presented his Drive theory in which he suggested that effort has a direct
relationship with drive multiplied by habit, where habit is a resultant of reinforcement of
behaviour.
The rewards for behaviour can be tangible, for example money and pay raise, or intangible, for
example admiration of a certain behaviour (Spector, 2003). As a result, reinforcement theory
has been taken as highly significant in setting up the ideas relating to rewards and monetary
incentives as well as appreciation techniques. These reinforcement techniques have been
practiced in many organizations now days (Schultz & Schultz, 1998).
All these theories which are discussed above have added considerably towards different current
viewpoints on motivation and appreciating the concept of motivation in the workplace.
Undoubtedly, the theories of all the researchers and authors over the years have an impact on
organizations’ ability to change their organizational psychology by taking effective and
practical measures in order to meet the challenge of making their employees motivated and
satisfied with their jobs to enhance productivity and profitability.
A huge number of researches have been conducted on employee motivation, job satisfaction
and their relationship with each other, as well as on a variety of combinations thereof. After
16
 having a thorough and deep examination of historical studies, the researcher of this study
became able to produce a problem statement that is related to employee motivation and job
satisfaction.
In this regard, this study aims to add to the already existing knowledge about motivation and
job satisfaction and the implications of these terms in organizational psychology.

1.3 Statement of the Problem

Through a deep examination of historical studies, and after a thorough research on the
existing literature, the researcher of this study came to know about a strong impact of
motivation policies of the companies on the job satisfaction levels of their employees. There
are also many studies that show the relationship of these two aspects with many other
features in an organizational culture. According to Watson (1994) business in the
contemporary era has realized that motivated and satisfied personnel will show an increased
production level and deliver output powerfully even to the bottom line. Schofield (1998)
conducted a convincing study in which he showed with certainty that the way people are
managed has a powerful impact on both productivity and profitability levels of the
organization. This study established the importance of job satisfaction, employee motivation
and commitment in organizational capability and limits.
By keeping in mind the existing literature about these two variables that are motivation and
job satisfaction, our problem statement is that;
“Motivation techniques used by the organizations have an impact on the employees in
boosting their morale and ultimately making them satisfied with their jobs.”

1.4 Statement of Purpose

This study is conducted to identify the certain factors of motivation
techniques that can help in enhancing the level of job satisfaction among
employees. In this study, the researcher has studied the impact of intrinsic
and extrinsic rewards as well as social relations and inner urge in employees
on their job satisfaction level. Also, this study has tried to identify whether

17
 demographic variables have an influence on job satisfaction level of
employees.

1.5 Rationale
Organizations need to have a workforce that is dedicated, loyal, and capable
enough to help in increasing the productivity of the business. The employees
who are satisfied with their jobs are considered to be more productive and
loyal to the company. A great number of studies have been conducted in
order to explore the relationship between motivation techniques used by the
organizations and the level of satisfaction of employees. This study also
takes into account different factors of motivation as well as demographic
variables while determining the job satisfaction of employees.

1.6 Aims and Objectives of Study

As the topic of this study suggests, the basic aim of the study is concerned specifically to
investigate the relationship between measures taken by the organization to motivate
employees and their overall impact on the job satisfaction level of the employees.
The organizations need to have a smooth line of production and business functions on a
consistent basis in order to be able to perform up to the mark in accord with international
standards. For this purpose they have to collect, manage and retain proficient, well trained
and optimally productive personnel. The personnel of an organization play an important role
in higher production and profit making but the condition is that they should be highly
dedicated, devoted and faithful to the objectives of that organization. But the staff can have
these characteristics only when they are satisfied with the work that they do and who are
consequently motivated to continue their relationship with the organization (Finck et al.,
1998).
A major aim of this study is to create a systematic understanding of the nature and
considerable causes of employee satisfaction and motivation, that will facilitate employers
in making the strategies to effect the required positive changes in motivation programs of

18
 their organization and ultimately to implement these programs to step forward towards
optimal employee reliability and retention. Examples of such strategies may include
selecting a number of intrinsic and extrinsic rewards to boost employee motivation (Beck,
1983), and to get rid of certain human resource policies and practices that can slow down the
process of employee motivation and their satisfaction level.

1.7 Research Question

The researcher has constructed the following research question for this study:
“Whether there is a significant relationship between employee motivation and job
satisfaction?”
Our research hypothesis is:
Ho: There is no significant relationship between employee motivation and job satisfaction.

1.8 Definition of Terms

1.8.1 EMPLOYEE MOTIVATION
The term “motivation” is derived from the Latin word ‘movere’, which means ‘to move’
(Baron, Henley, McGibbon & McCarthy, 2002). This means that motivation is a kind of
energy that helps people in advancing towards the achievement of some certain goals. A great
number of researchers over the years have been studying the concept of motivation and have
been trying to extract the true definition of motivation but motivation can not be defined in
explicit manner. Rather, motivation can be taken as a phenomenon or a concept instead of a
simple remark.
Campbell and Pritchard (1976) defined motivation as “a label for the determinants of the
choice to begin effort on a certain task, the choice to expend a certain amount of effort, and the
choice to persist in expending effort over a period of time”. Therefore, motivation is considered
as an individual’s behavior which is the result of some inter-related factors where some
variables have to be taken as constants such as individual’s skills, abilities and knowledge.
According to Seligman (1990), Motivation works as a driving force which is helpful for us to
achieve goals. Motivation can be classified in two broader categories; one is intrinsic and the
other is extrinsic. According to various theories of motivation, the meaning of motivation may

19
 be linked with the basic physical and psychological needs of the human beings. Basic physical
needs can include hunger and safety needs and psychological needs may include desire of
achieving an object or a specific goal, it may be state of being ideal, or it may be recognized by
less-apparent reasons such as “altruism, selfishness, ethics, or avoiding mortality”
(Seligman,1990). According to Pinder (1998), motivation at work site may be regarded as “a
set of internal and external forces that initiate work-related behaviour, and determine its form,
direction, intensity and duration.” The notion relates to the work environment particularly, and
includes the influence of environmental forces as well as a person’s inherent thoughts on his
work behaviour. In the workplace, work motivation is attributed as a hypothetical concept that
has to present itself in the form of noticeable and therefore measurable, behaviours.
1.8.2 JOB SATISFACTION
Many definitions of the job satisfaction concept have been given over the time. Arnold and
Feldman (1986) defined job satisfaction as the sum total of overall effect that people have
towards their job. Therefore, high level of job satisfaction means that a person generally likes
his work and appreciates to do so. He has a positive stance about it. McCormick and Ilgen’s
(1980) regarded job satisfaction as an individual’s approach towards his job. They added that a
feeling is an exciting answer to the job, which may differ from positive to negative along a
continuum. Beck (1983) further added that since a job has many unique angles, job satisfaction
is essentially a summary of employee attitudes concerning all these. Sempane, Rieger and
Roodt (2002) hold that job satisfaction relates to people’s own assessment of their jobs against
those matters and concerns that are important to them. Since sentiments and thoughts are
involved in such judgments, employees’ levels of job satisfaction may impact considerably on
their individual, communal and work lives, and as such, also manipulate their behaviour at
work.

1.9 Research Method

The researcher has adopted a quantitative approach to analyze and assess the information
gathered by the subjects. A quantitative research methodology, as opposed to a qualitative
approach, was selected for this research study, for a number of reasons. The first reason
why the researcher opted for quantitative research approach was that the research was based
on describing the concepts of motivation and job satisfaction and relationship between them.
20
The plan of this study was not about exploring some new idea, but the purpose was only to
understand meanings of these variables and significance of their relationship with the help of
statistical measures.
The second reason for choosing quantitative approach, as mentioned in the research problem
of the study, was to investigate relationship between two clearly defined variables, which
called for exact measurement of these variables, as they had been studied and perceived on a
representative sample of the target population of employees of a company. Finally, some
limitations surrounding ease, handiness, time and cost also influenced the decision to adopt a
quantitative research approach.
The use of a survey research technique was preferred by the researcher, in which two
questionnaires were built names as Motivation Questionnaire and Job Satisfaction
Questionnaire were constructed in order to obtain the required data. This approach was
considered more convenient, as well as more time- and cost-effective than a qualitative
approach.
Population: The population of this study was the workforce of Motherson Sumi Systems
Limited. The purpose for adopting the employees of this company as the population for our
research study was that this is a huge company that takes pride in retaining their employees
for good. The quote about the workforce of the company given on the website of this
company is as follows “We at Samvardhana Motherson believe that our success as an
organization depends on the collective abilities and commitment of our people. A force
which is our most valued asset - our core strength.”
So the basic purpose to choose this company was to assess whether the people at Motherson
Sumi Systems are really satisfied with their jobs and whether this job satisfaction is a result
of motivation techniques that are being implied by the company.
Sample Size: Sample size for the study was 120 employees working in the head office of
the company.
Data Collection Method: The data was collected through survey method. A questionnaire
named as Motivation and Job satisfaction Questionnaire was constructed that comprised of
34 items. Four items were the variables about demographic information and 30 questions
were regarding the motivation factors that could cause some job satisfaction among the
sample. The 30 motivation factors were distributed among four dimensions in order to make
21
 the analysis easy to handle. These four dimensions were named as vigour and enthusiasm,
synergy, intrinsic motivation and extrinsic motivation.
Data Analysis: As in this research study, the researcher had to show the relationship
between the two variables i.e. motivation techniques and job satisfaction of employees; the
data was analyzed through descriptive measures. The other information gathered from the
questionnaires was analyzed by descriptive statistics method using MS Excel. The results
are shown in the form of charts and percentages.

1.10 Assumptions and Limitations

A major limitation while conducting this research was the time constraint. As this study was
conducted to fulfill the requirements of the degree, so the time given to complete this study
was short in which it was impossible to conduct study on a highly professional level.
Secondly, cost and expenses in conducting this research were a major constraints and the
researcher is a student and cannot bear expenses in order to conduct research on high level.
Also, the population for our study is the employees of only one company, from which the
sample is chosen by the convenient sampling technique.
But it is assumed that the results can be generalized on other companies and organizations as
well.

1.11 Structure of Dissertation Report

The remainder of the dissertation is structured as follows:
Chapter 2 of our research report discusses the existing literature related to our topic that is,
relationships between employee motivation and job satisfaction. In chapter 3 of the research
report, Research Methodology of the project is given. Chapter 4 and 5 comprise of results
and their analysis and interpretation after compilation of data that was gathered through
survey. Chapter6 consists of recommendations and conclusion of our research. In chapter 7
future orientation of the topic is discussed.

1.12 Conclusion

22
 Chapter summary: This chapter has provided a brief introduction to, and overview of
the research study. The background of the study, its importance and aim is discussed in this
chapter. The foundations of the study are set, and the variables that are going to be discussed
in this study have been defined by means of reference to the literature. The chapter was
concluded by a description of methodology and limitations of the study. In Chapter 2 the
theory regarding the basics of the terms employed in topic are presented and discussed and a
review of related literature is also given in chapter 2 of this study.

Chapter II: Review of the Literature

2.1 Introduction

The foundations upon which relationship between employee motivation and job satisfaction
are observed relies on the fact that individuals’ insight and behaviour in the place of work
are determined by a set of personal, instinctive needs (Maslow, 1968), and by their
discernment of several aspects that are related to job or related to organizations (Du Toit,
1990; Gouws, 1995; Rothmann & Coetzer, 2002). From the perspective of Vroom’s (1964)
expectancy theory, individuals’ needs that motivate them may be altered into expectancies
which causes a certain behaviour at work, if individuals believe that a certain behaviour will
lead them to a certain outcome, and they really want that outcome to occur in response to
their behaviour. It is really very important to observe the relationship between employee
motivation and job satisfaction at the workplace as the empirical studies show that a lot of
aspects of the work life of employees exert a powerful force to motivate employees towards
better performance (Herzberg, 1966), and performance of employees in an organization is
undoubtedly related to the success or failure of the organization. Researchers agree on quite
a lot of the major research findings, which have been discussed below.

23
 Luthan (1998) stresses on the argument that, motivation should not be taken as the only
justification of behaviour as it does not work in isolation. Rather, motivation acts in
combination with intervening processes and with the surroundings. Luthan argues that,
motivation is a cognitive process that cannot be seen like other such cognitive processes.
Motivation can be judged by the behaviour of individuals, but it cannot be associated with
the causes of behaviour.

The several aspects that affect people’s motivation level at workplace may be categorized
into different perspectives, for example, their vigor and enthusiasm, as well as their extrinsic
and intrinsic motives. These proportions are based on the well-researched theories which
are discussed in chapter 1 of this study. For example, employees get energy and vitality from
their certain needs and motives that they experience at workplace such as their need to
achieve and to exert power over others, their responsibilities and the ability to fulfill them,
and the degree to which they are motivated by an aggressive environment (McClelland
1969; Maslow, 1968). In the same way, several employees motives and needs depict the
characteristics and nature of their motivation outline and their work atmosphere. These
motives may include the level of motivation of employees about their relatedness and
interaction at workplace, by tangible rewards such as pay raise, or intangible rewards for
example appreciation and recognition, by their basic need for security about job, and by
their need of continuous personal development and growth. The intrinsic factors that
motivate employees are such as need for significant and inspiring work, for elastic structures
and measures adjacent to their tasks, and for a satisfactory level of independence in their
jobs. The extrinsic factors of employee motivation may include aspects such as their need
for monetary rewards, a prospect of getting promotion and their status and position in the
organization.

In this chapter, the previous researches related to our topic have been discussed. The effect
of different motivation factors are categorically discussed in this chapter. Also, the effect of
different demographic variables has also been discussed in the remaining chapter.

2.2 Importance of Relationship between Employee Motivation and Job

Satisfaction
24
The relationship between job satisfaction, motivation and performance ought to have been
linked together and are very important to understand in daily life (Fried and Ferris, 1987).
There are many researches involving the effect of job satisfaction on achievement of long
term goals of an organization and work performance of employees that can be related to job
satisfaction. The characteristics that are defined in the theories like skill variety, task identity
and task significance usually lead to job satisfaction.

This area is very important to understand that all of these job satisfaction, employee
motivation and productivity has been interlinked (Tolbert and Moen, 1998). Similarly the
employee motivation and the job satisfaction must be known to make sure that how much
these two effect each other to maximize the productivity of organization, which in turn helps
in increasing the production efficiency. This is also important because this will make the
management know what type of work employees do with more motivation and hence in turn
will increase the productivity of the organization.

Carnige (1985) paid attention to the human characteristics that are necessary to be
considered while managing at the workplace. Carnige believes that work force is the most
important contributor in making an organization successful or failure so it must be the
foremost responsibility of the organizations to keep their employees motivated so that they
feel more job satisfaction and guarantee organizational success in return to their job
satisfaction. The main argument of the author is that human resources play very significant
part in an organizational efficiency in contrast with the financial assets of the organization.
Lawler (2003) also stated that the behavior with employees essentially settles down future of
an organization about whether it would prosper or not in the long run.

Roberts (2005) says that organizations are experiencing an increased amount of pressure in
enhancing and improving their performance and are appreciating the fact that a strong
relationship exists between the performance of an organization and employee performance.

Rutherford (1990) stated that organizations become more effective after applying
motivational procedures as this practice influences on the overall behaviour of the
individuals and they now become keener to do job in better ways. So, it is essential for the

25
 organizations to understand the measures that are to be taken to influence and motivate
employees.

Ololube (1996) also discussed the motivation among teachers and its effectiveness on their
job satisfaction at a school level. The perspective that is discussed by the researcher is that
the job satisfaction and employee motivation are very necessary for the growth of the
education system all around the globe and along with this, the professional knowledge and
skills are very important. Also, center competencies and strategies of educational resources
help in genuinely determining educational performance and success. The study discusses the
relationship and the differences between different levels of teachers having job satisfaction
and their performance. Similar to other professionals these teachers also show same results
that the teachers with higher job satisfaction show better teaching performance. Moreover,
he also mentioned that most of the teachers are also not satisfied with the material rewards
and educational policies and administration.

2.3 Effect of intrinsic motivation on job satisfaction

Coster (1992) aimed at evaluating the effect of quality of work life perceived by employees
on job satisfaction. For example, he established a positive correlation between the
involvement of employees in setting up the goals and the carrying out of tasks and job
satisfaction. Supporting results came from the work produced by Strydom and Meyer (2002)
and Bellenger at al. (1984). They proposed that the experience of success that is achieved
after goal attainment is one of the most important sources of job satisfaction. It can also be
explained by the significant participation of employees that boosts up the self-esteem of
employees after their success and achievement (Beach, 1980), and which also strengthen the
employees’ wish to participate in the success of the overall organizational goals. The
individuals who have an inner wish to achieve and get succeeded acquire more confidence
and a stronger belief in their own abilities, which encourages them to further contribute in
attaining the goals and objectives of the organization.

The theorists like McClelland (1960) postulated the theory that people’s needs are learned
through experiences rather than be born from their inside. For example, a need for
achievement at the workplace is linked to a need for power. Many employees have an inner
26
wish to get an opportunity where they can exercise power and authority, can take
responsibility, and be in a position to exert influence upon others. McClelland also proposed
that the people with a need to achievement are more prone to take up responsibility and
authority and fulfill its prerequisites.

This angle of motivation and job satisfaction and their inter-relationship is also shown by
authors such as Becherer, Morgan and Richard (1982). They established that the level of job
satisfaction has a direct relationship with the opportunity to get some responsibility and the
ability and confidence of an employee at workplace to exert power and influence upon
others.

Hoole et al. (2003) and Coster (1992) also presented the same results of their study by
finding that the power to take up action and to work out the additional responsibility,
resulted in improved job satisfaction. So the above mentioned studies endorsed the concept
that power and influence is a significant forecaster of job satisfaction in such kind of
workers who are motivated by the need to achievement.

Bernard and Stoner, et al. (1995) agree that an important need of workers is to receive a
deserved recognition about their achievements. The study says that an organization’s
success is based on its ability to have equilibrium among the two factors that are; the value
that is given to a certain effort and the effort that is exerted by the worker. Bernard observes
that the workers attempt in an organized way in order to satisfy their personal, material, or
non-material needs. Organizations have to take aggressive measures to retain their faithful
workforce to keep a high level of success in the industry. The strategies that should be
implemented by the organizations are such as salary, wages and good working conditions at
workplace and an interesting and stimulating job description.

Another need that drives employees and makes them motivated is their egoistical need.
People work to fulfill this need once they meet all their lower level needs (Maslow, 1968).

Bellenger et al. (1984) and Guppy and Rick (1996) discovered that people also keep a need
for appreciation and other extrinsic signs that would show some recognition for their work
and achievements. In their study, these researchers talked about different aspects of work

27
 atmosphere that may have an impact on the job satisfaction level, they postulated that
recognition and appreciation for the output is a considerable predictor of satisfaction at job.
Jobs become more rewarding and pleasurable once employees start getting desirable
appreciation and recognition for their work (Beach, 1980; Vuuren, 1990). It is a general
observation that the independence to take decisions and to perform a task has been a great
intrinsic need for an individual over the time (Beach, 1980; Vercueil, 1970).

A significant relationship has been found in many studies between job satisfaction of
employees and the level of independence given to them in order to regulate their work by
themselves. Several investigators have confirmed the positive relationship between the level
of sovereignty that a person experiences and his or her job satisfaction level (Becherer et al.,
1982; Fried & Ferris, 1987). Interesting supplementary conclusions included that
satisfaction because of the features relating to work sovereignty applied a noteworthy impact
on an employee’s obligation towards the organization (Jernigan et al., 2002). A worker’s
apparent power over his or her own work has also been found to establish the relationship
between the levels of job satisfaction and motivation (Orpen, 1994). One thing that is
important about the employee motivation is that the workers must have apperception that
their work is recognized at a higher level and the worker here think the same. Moreover the
relationship among employees is also fine. The employees feel that they have a secure job
here. Overall the company is having a good health and safety plan. The employee
satisfaction is to a level that they also appreciate their coworkers and performance appraisal
system. At the end the writer has shown some results that suggest that the incentive help in
increasing the motivation of employees. This will increase the performance of employees.

2.4 Effect of extrinsic motivation factors on job satisfaction

The extrinsic aspect of motivation in employees is concerned with the weight that has been
given to materialistic rewards at job. Extrinsic or tangible rewards are those given by the
organizations, which are materialistic and observable to others (Bellenger et al., 1984).

Extrinsic factors can be taken as those factors that are tangible and related to material
rewards. These factors can include pay increments, bonuses, promotion prospects, job
security and working conditions. As compared to the intrinsic rewards such as appreciation
28
and recognition are concerned, extrinsic rewards are more observable and easy to grant to
the employees in order to get their positive contribution in the productivity and achievement
of certain goals of an organization. According to the theorists, extrinsic factors of motivation
play an important role in job satisfaction of employees. Related literature is given below to
analyze the importance of this dimension of motivation in determining job satisfaction.

The state and condition of workplace and the atmosphere where the workers have to work
play a vital role in making their behaviours. According to Busch and Bush (1978), the stress
level and conditions under which the employees feel pressurized make the work difficult.
They say that leadership and climatic changes also affect the mood and in turn the
productivity of employees. Psychological conditions have a very vital role in employee
performance and as we have discussed earlier the employees feel more and more relieved
when they have favorable work conditions.

According to Maslow (1968) Alderfer (1969) and McGregor (1960), the safety need is one
of the most basic needs for a human being. Safety need does not only mean physical security
but it also means security for job etc. Davy, Kinicki and Scheck (1997) described job
security as an individual’s expectation that his or her job would remain safe and sound and
would continue in the long run. This need can also be expanded to the concern of individuals
about losing their job or failure to achieve certain job features such as opportunities of
promotion and non conducive working conditions. The features like job security and
conducive working conditions have also something to do with the job satisfaction of
employee.

The authors like Cairnes (1991), Cohen-Rosenthal and Davy et al. (1997), and Ritter and
Anker (2002) emphasized on the theory that job security has a direct relationship with the
job satisfaction of an employee.

According to Visser et al. (1997), job satisfaction of the employees goes down when they
lack the job security in an organization. The study by Visser was conducted on a large
number of employees in the automobile company of South Africa. The employees gave a
number of features that would affect their job satisfaction, in which job security was a great
concern for them.
29
A research conducted by Rehman et al. (2007) measured the impact of promotion and pay
on the job satisfaction. This research addressed the service based organization in Pakistan.
The result they found was that the job satisfaction is achieved by the pay promotion and
employee satisfaction. They say that employees are more motivated by the pay promotion
then training.

The researches conducted on the matter of extrinsic rewards and their overall impact on
employees have reported a noticeable positive correlation between the level of motivation
by material rewards and the level of satisfaction of workers due to these rewards (Strydom
& Meyer, 2002; Thomson, 2003; Visser et al., 1997). Yet, Bellenger et al. (1984) stated that
salary appeared to be considerably less significant to more senior employees, who
appreciated intrinsic rewards more highly. These intrinsic rewards may include recognition
for their work and respect from their companions at workplace.

Many employees take extrinsic rewards as an affirmation of their efforts and self-worth and
are the measures of self-actualization aspirations. Status is also considered as an aspect in
enhancing wisdom of self-worth. Hoole and Vermeulen (2003) discovered that the level to
which people get motivated by extrinsic signs of status, position and appropriate regard for a
rank at job, has a positive correlation with their experience of job satisfaction. Jernigan et
al. (2002) also confirmed this fact that a person, who enjoys high level of satisfaction due to
his status at work, develops a greater level of commitment with the organization where he
works.

Many workers, mainly those who have a high need for achievement are strongly motivated
by getting the prospects of being promoted in their jobs as these propositions provide an
expectation to have a career development in the company that they work for (Bellenger et
al., 1984; Sylvia & Sylvia, 1986). So in this regard, it is found that the prospects of
promotion to higher level significantly increase a person’s level of job satisfaction and that
the practices which contradict the prospects of getting promoted, for example, jobs on daily
wages or prolonged transitory status, cause a decrease in job satisfaction (Visser et al.,
1997).

30
Igalens and Roussel (1999) presented the results of their study in which they tried to find
how some of the factors of total pay system affect the job satisfaction and motivation at
work. In their study they collected two different samples of employees to study at different
times to see what have been different between these two groups. The two groups were
consisted of French Exempt group and French non exempt group. The term exempt here
used for those who did not have any obligations. The relation between job satisfaction, work
motivation and the compensation were studied in different scales. The purpose of the study
was that to determine whether the compensation has an impact on the job satisfaction and
work motivation in France. The authors proved that the specific situations in which the
employees are motivated are when they are given due recognition for their work by using
material rewards. Meanwhile the satisfaction of nonexempt employees has no effect due to
compensation.

Wall, Kemp, Jackson, and Clegg (1986) conducted a study to know the consequences of self
managing workgroups in a manufacturing environment. The reason behind developing these
workgroups was that they could have there own control over the work, task distribution,
organizing the work, and hiring of the new member. The results showed that autonomy had
an impact on the employees’ internal job satisfaction and a more brief effect on extrinsic job
satisfaction and there was no impact on motivation at work, performance of jobs, and mental
health. In order to enhance the efficiency at the organization level the supervisors were
removed. It resulted in more labour turnover but overall the study by Wall et al (1986)
showed the autonomous workgroups had specific wide ranging effects on employee attitudes
and behaviors.

Another study conducted by Wall et al. (1986) confirmed the effect of being in authority
over the job satisfaction of employees. This study has some positive effects in the business
community because that would give employees more autonomy when the supervisors will
be removed. More study will lead to better results on the autonomous work groups.

Stone (1982) pointed out that people are more motivated by monetary measures rather than
by non-monetary measures on many different grounds. The need to grant the basic
requirements of life motivates most of the individuals (Kovach, 1987).

31
 Financial and non financial rewards are believed to be an indicator of employees’ behaviour
in the organization; they can also be taken as the messengers from organization towards the
employees about the desired behaviours of the employees. (Beer, et al 1988).

Pay level is also considered as an important determinant of job satisfaction as non-increment

in the pay level of employees show their dissatisfaction in terms of high turnover rate and
level of absenteeism in organization (Jerald, 1997). According to Heneman and Judge
(1999), pay can be a great factor for employees when they come to decide whether to leave
or to stay on their job. Dissatisfaction due to pay is considered as a key point in high
turnover rate.

In a study conducted by Cheung and Scherling (1999), it is identified that employee job
satisfaction has a relationship with intrinsic such as achievement needs and extrinsic such as
pay raise, promotion on higher level and good social belongingness.

Amabile (1996) states that the rewards that are relative to the worth of idea will make it easy
to go for intrinsic motivations.

According to Gibbon (1997) and Lazear (2000), rewards encourage hard work and
performance.

2.5 Effect of social relations on job satisfaction

The researchers like Hoole and Vermeulen (2003), Vuuren (1990) Strydom and Meyer
(2002), Cohen-Rosenthal and Cairnes (1991), and Visser et al. (1997) presented the results
of their studies that many employees get motivated by their need to interact with others at
workplace. When their need of belongingness gets fulfilled they feel more satisfied wit their
jobs.

Hoole and Vermeulen (2003) found from a research on the job satisfaction levels of pilots
that the pilots who are more interactive with their colleagues, clients and personnel show a
significantly higher level of job satisfaction than those who were not socially involved with
others.

32
A variety of researches conducted on different industries show the importance of social
relations among employees and with customers and subordinates and its effectiveness in
determining the job satisfaction in employees (Strydom & Meyer, 2002). A remarkable
study in this regard found that need to affiliation is a contributor in developing job
satisfaction in employees.

A large study conducted by Visser et al. (1997) measured quite a lot of determinants of job
satisfaction in the workplace.

The needs theories presented by Alderfer (1969); Herzberg (1966); Maslow (1968); and
McGregor (1960) emphasized that people do need and want to get appreciation and support
from their relations at workplace. This interaction and appreciation by others make them feel
much more satisfied and happier with their work.

Shahid Kv (2004) found out the factors involved in employee motivation. This study was
very important to under take all of them in analysis. The study find out that there are some
very common factors like incentives, benefits and financial incentives moreover good
relations with co-workers and promotional opportunities in the present job, moreover there
are some more like participation of employees in the building up of organization help in
increasing the motivation of employees. The Human Resource is always important in this
type of organization structure to achieve the objective. It is commonly known that
employees work in the organizations to fulfill their needs. If the human capital of the
organization is not motivated then the management would not be able to achieve its goals.
Therefore Human capital must be handled with care in order to inspire and encourage them
so that they put their full effort to achieve their goals which are in turn organization’s goals.

Tang and LiPing (1999) say in their finding that a relationship exits between the job
satisfaction and commitment.

Woer (1998) found out the job satisfaction is in a strong relationship with the employee
motivation and commitment which both support this result.

There after the study by Sokes, Riger, and Sullivan's (1995) say that motivation as perceived
relates job satisfaction, commitment, and intention of employees to work for the
33
organization are in collaboration with the result. The other result that was found in this study
about the professional and non professional employees was not shown significant difference
by others.

Tella (2004) conducted a study on job satisfaction among librarians. His study helped in
revealing the job satisfaction, motivation and commitment but the correlation between
motivation and commitment was negative according to him. It was also a surprise to know
that the perceived motivation of professional and nonprofessional staff was not different.
The researcher has also shown the result that the differences in job satisfaction exist between
different employees of library at research institutes. Meanwhile no relationship was found in
the commitment of library personnel based on their year of experience.

The results from above mentioned study corresponded with (Brown and Shepherd, 1997)
where they reported motivation as a variable that improves workers' performance and then
the job satisfaction. Their outcome also agrees with Chess (1994), who says that there are
some certain factors of motivation which contribute to employee motivation. Meanwhile
there was a negative correlation in the commitment and work motivation because
organization commitment always collides with the employees’ likeness. It was found out
due to the fact that librarians are not fully motivated by the values and beliefs which helped
in developing a shared vision as discussed by Brown and Shepherd (1997).

One of the papers shows some very important reviews on employee job satisfaction after the
merger and acquisition which is very necessary. This paper says that the companies which
are being merged or acquired have an impact on the job satisfaction and employee
motivation and it can be on both sides.

The study conducted by Milward, McNamara and Moss-Kanter (2001) has some detailed
discussions. They concluded rightly that the mergers and acquisitions are a change
management program for the employees and it ought to be handled with care and it should
provide employees some counseling for their work during this type of change. Out of results
on thing that Milward (2001) says that the management is responsible for the problems that
employees face during the mergers and acquisitions.

34
2.6 Effect of inner vigour and enthusiasm on job satisfaction

Employees are motivated intrinsically by having a positive attitude towards their jobs. These
positive attitudes can be a result of the level of activity or the achievements that employees
get during their jobs. The expectations are also a major part in the employee motivation
because they help the employees to see some type of advantage from these goals so they
work better. Job enrichment also is very important because the increased number of tasks
that an employee has to perform make the job look more interesting to him.

The need theories presented by Alderfer (1969); Maslow (1968); and McGregor (1960) state
that self-actualization is the most powerful and important need in the higher order needs of
people that work in motivating them. Just like the need for achievement of people at
workplace, there satisfaction level can be expected to increase by getting more opportunities
for self development and acquiring new abilities and skills that are presented to them.

Coster (1992) established this concept through the finding of his research study that the
opportunities to learn new skills can be considered a significant forecaster of job
satisfaction. People are more eager for their personal development and give it a high value
since it satisfies their inner urge to have high self worth and also satisfies the self-
actualization need of such people.

Daus, Nicholas and Weiss (1999) investigated the random effects of pleasant mood on work.
They used a large sample to investigate the job satisfaction and the different pleasant mood
behaviours over a time period. Weiss suggested that pleasant mood highly affects the job
satisfaction and also that the different happy moments also play a very vital role over time.

Venkatesh and Speier (1999) studied the effect of learning new technology by employees
and their intention during the new technology implementation and the overall impact of this
on the minds of employees. The actual purpose of the study was to know how the
employees’ mind set reacts to different phases in the learning of new technology. It was also
studied that the employees if not trained for a long time about technology then what happens
to them. There were those who had negative mood intervention, the employees who were
subjected to negative mood intervention were more prone to long term decrease in intrinsic

35
 motivation. It was essential that the research must be undertaken at a longer period of time
and the employees keep on giving their opinion over a period of time so that they could give
a good output.

2.7 Effect of challenging tasks on job satisfaction

Hackman and Oldham (1976) portrayed that when a person experiences a job which is
meaningful and has prospects of promotion and can contribute in personal development of
that person, then that person’s motivation level increases many folds. This theory is also
called task enrichment theory. The term job enrichment stands for a situation where persons
are given more challenging and meaningful tasks to perform, in which they would
experience additional responsibility and independence to perform that certain task.
(Hackman, 1977, Perry & Porter, 1982).

The empirical data about this theory shows a positive relationship between job enrichment
programs and the job satisfaction of employees. Employees get motivated by the tasks that
are unique, interesting and challenging for them (Herzberg, 1987). On the other hand
employee motivation is very important to stimulate the interest in work. At work space it is
sometime very hard to keep a motivation level. It is because of the reason that the employee
is thinking very differently to the management along with some different motives in mind.

Setting up goals help make a good behaviour from the employees and specific goals help in
increasing more motivation then general goals because the employee feel to be more
important in eyes of top management (Vuuran, 1990).

Many studies conducted on job satisfaction have shown the reality that the level, to which
people get provoked by demanding and difficult tasks (Du Plessis, 2003; Maslow, 1968;
Stinson & Johnson, 1977) and by the intelligence that their capability to perform a task is
being stretched out, directly produces an impact on the job satisfaction level that they
experience. The goal-setting theory argues that people are motivated by their inner targets,
objectives and goals (Spector, 2003).

Coster (1992) found in his research that the inspiring job description is one of the most
important factors in the job satisfaction prospect of employees. He also argued that the tasks
36
that need extra mental effort and problem solving skills are positively correlated with job
satisfaction.

Strydom and Meyer (2002) established in their study that the work content has a direct
relationship with job satisfaction. They also concluded that if a person perceives that the job
is interesting and more challenging, he would be more motivated in performing that job and
would be more satisfied with his work ultimately.

Kemp, Clegg and Wall (1983) stated that a meaningful job description has a significant and
undeniable impact on the job satisfaction level of employees.

Shepard (1973) stated that workers who perform the jobs that are repetitive in nature and do
not need any extra mental effort exhibit a very low level of job satisfaction content than the
workers who are performing unique and different tasks for each time.

Stinson and Johnson (1977) are also of the same stance over the relationship between task
enrichment and the job satisfaction of employees. They found that there is a steady negative
correlation between job satisfaction and the repetitive nature of certain jobs. Even the
employees, who don’t have an inner urge for achievements and cognition, get bored with
repetitive nature of jobs and experience decreasing job satisfaction factor from others.

Vercueil (1970) and Visser et al. (1997) further confirmed the fact that a linear relationship
exists between the job satisfaction and a will of workers to have some challenging and
stimulating work activity. They found that interesting work is a major determinant of job
satisfaction.

A lot many researches that regard the uniqueness of the work and the effort that is required
in the execution of tasks as a great determinant of job satisfaction. The researchers like Fried
& Ferris, (1987) and Jernigan et al. (2002) stated that the jobs that need skills variety as a
major component of the job help in enhancing the level of job satisfaction of workers, so it
is taken as an effective contributor in job satisfaction.

Also, the workers who are assigned with the task that have some variety of skills are found
as more committed and concerned for the well being of their organizations that they are
37
 working for (Jernigan et al., 2002). In broad spectrum of the view for these studies, the
empirical data points out that the job content of an employee exerts a greater influence on
his job satisfaction and has a highly important and persistent effect on his or her work
satisfaction level.

2.8 Effect of demographic variables on job satisfaction

After having a look into previous literature on job satisfaction and motivation, it was
found that motivation and job satisfaction are also influenced by the demographic
characteristics of a person such as age, gender, education and job tenure. In the following
section, researches about relationship between job satisfaction and demographic variables
are discussed.

2.8.1 AGE

Ritter and Anker (2002) found out from their study that there is no obvious relationship
between age and job satisfaction of employees as it could not be found in all the five
countries where the research was conducted.

Other authors like Schultz (1998) concluded from their studies that job satisfaction seems
to increase with increase in age. Employees who are older than 40 years of age appear to
be more satisfies at their job than their younger colleagues (Huddleston et al., 2002).
Several explanations have been given for this relationship, one of which is that
employees at their young age are more prone to switch jobs frequently. So this kind of
workforce that includes youngsters doesn’t develop adequate level of job satisfaction.
Those employees who stay on their jobs for a long period of time develop more job
satisfaction as they gain competence, independence, responsibility and occupational
confidence by being on the same place for long time. So employees with old age who
develop all these abilities observe more job satisfaction than younger employees. .

A reason behind increased job satisfaction among older people may be that they have
better opportunities at older age as now they are more competent and learned about
performing various tasks. They can find jobs where their experience and capabilities help
38
 in getting them their desirable place. Also, older people don’t value a lot of job aspects
that are important for younger employees, for example, they may be less interested in
challenging and stimulating jobs (Bellenger et al., 1984; Warr, 2001).

Huddleston et al. (2002) also agreed wit the phenomenon that job satisfaction has a direct
positive relationship with age. The researchers found out that the workers with the age of
more than 40 years are more satisfied with their jobs that the workers younger than this
age level. They gathered that a reason for low job satisfaction among younger employees
was they held great expectations regarding their jobs.

Sempane et al. (2002) did not find any significant relationship between job satisfaction
and age of employees.

2.8.2 GENDER

Researchers like Beisiegel (2003), De Vaus & McAllister (1991), Huddleston et al.
(2002) and Senior (2003), no significant gender difference in job satisfaction has been
shown.

The general observation in the studies of authors like Busch & Bush (1978), Huddleston
et al. (2002), Mason (1997) was that job satisfaction is influenced by specific job contents
which can be affecting male and female genders differently. That is why there could not
be found any significant correlation between theses two variables.

Busch and Bush (1978) mainly specified the role of job characteristics in cases where
some correlation between gender and job satisfaction could be found. It can be said that
men and women who are assigned same type of roles experience different levels of job
satisfaction due to their different perceptions about that specific roles. All the authors
studying this phenomenon stated that in order to find a true relationship between age and
job satisfaction other demographic variables should be kept under control.

Busch and Bush (1978) stated in their study that women placed a higher value to extrinsic
rewards such as pay, prospects of promotion, and relations with their coworkers as
compared to their male colleagues.

39
 Guppy and Rick (1996) observed in their study that more prone to job aspects like
promotional prospects and they perceived more job satisfaction when given such rewards.
But, they are not much concerned with their relationships with colleagues and
supervisors. So, it was seen that the aspects of career development had a positive effect
on job satisfaction level among male employees in comparison with their female
counterparts. Women were more focused on their relationships with other people at work.

The conclusion from all these studies is deducted that job satisfaction is not dependent on
gender only but other variables also work towards developing a relationship between
these two variables.

2.8.3 EDUCATION

As far as the level of education in determining the job satisfaction among employees is
concerned, the results found form previous studies by a great number of authors show
that employees with higher education level have decreased job satisfaction. (Huddleston
et al., 2002; Gouws, 1995; Fried & Ferris, 1987; Shepard, 1973). An explanation for the
inverse relationship between these two factors can be that people tend to build more
expectations from their jobs after having a high degree of qualification. They want more
responsibility and job enrichment over their workplace. When such kinds of people don’t
get their desired level of job contents, they feel a decrease in their job satisfaction.

Another observation for the relationship between education and job satisfaction was on
the basis of a study conducted in five European countries by Ritter & Anker (2002). This
study found out that higher education and higher job satisfaction were consistent with
each other. As highly educated people have jobs with high level of income and high level
of income ultimately results in high job satisfaction level. So education can have an
indirect but positive effect on the job satisfaction of employees.

2.8.4 TENURE

A lot of studies have been conducted to determine the relationship between job
satisfaction and the period of employment of workers i.e. tenure level along with other
demographic variables such as age, gender and education by the researchers like

40
 Huddleston et al. (2002), Guppy & Rick (1996), Bellenger et al. ( 1984), Busch & Bush,
(1978), and Sempane et al. (2002). A study conducted by Robie and Schmieder (1998)
was based on the meta analysis of 36 similar researches about the influence of job tenure
on job satisfaction of employees. All of these studies found no direct relationship
between job tenure and job satisfaction.

On the other hand, a study conducted by Fried and Ferris (1987) maintained that a direct
relationship exists between job experience and job satisfaction of employees but it is not
necessary for employees to work on the same place to have a job experience. So job
satisfaction cannot be directly related to job tenure of employees.

Ronen (1978) and the above mentioned authors agreed that employees are more satisfied
during their initial period of job as they are excited by learning new things and
developing new skills to meet the challenges of new job. However, disappointment and a
decrease in job satisfaction become evident when there is no chance for further progress
and promotion prospects seem negligible. Discouragement prevails among employees
who don’t see any advancement in their jobs.

An interesting result that was seen in these researches was that after a period of few
years, employees again tend to gain job satisfaction that goes on improving from then on.
This relationship is also discussed in the paragraph about age factor where it was found
that job satisfaction increase with increase in age. After keeping in view all these
research findings it is evident that the results are inconclusive and this phenomenon needs
to be further researched to have better understanding of the relationship.

2.9 Conclusion
All of these studies show some great results about the employee motivation. They show
the variables that relate to each other. These studies help the organization to increase the
motivation and the job satisfaction in order to yield better results. Overall, these studies
helped in making more of the cause and effect relationship of the variables under
discussion.

41
All the above mentioned studies had a quantitative approach that was predominant in their
research methodologies. A quantitative correlation analysis was the basis for relational
researches, and it was supported by regression analysis in some of the cases where the main
concern of the study was to predict the value of a particular relationship between job
satisfaction and employee motivation was followed. The earlier section assessed a number of
selected studies on the relationship between employee motivation and job satisfaction.
Several researches have the same kind of findings and there is not a great shocking
difference between the results of all the studies. Basically, it comes into view that most of
the employees are happy and satisfied at work when they are able to understand their work-
related goals and aspirations, and when they are given the opportunity to take control their
work conditions, and influence the people who are working with them. By doing so, the
need to achievement and confirmation of their self-worth is satisfied. Also their perception
that they are able to influence and control their own fate works towards making them more
satisfied. At the same time, workers also want to satisfy their need of belongingness, and
derive satisfaction in the possibility of belonging to the society and colleagues at workplace,
and from developing and growing their own personalities along with working towards the
betterment of the company that they work for. Employees also hold a need to get recognition
for the outcomes that they produce, and for the contribution that they do for the prosperity of
the organization. The employees who are afraid of job loss due to some reasons experience a
decrease in their job satisfaction level. Many employees consider it important to keep their
own values and principles at workplace. Workers are also motivated by the jobs that are
challenging and stimulating job description. Employees get job satisfaction when they are
able to meet all the above mentioned expectations derived from their inner or outer self.
Extrinsic rewards such as pay raise, status and fringe benefits and the prospects of promotion
are also the contributors of job satisfaction. In other words, a significant connection is
thought to survive between an employee’s need for extrinsic reward and the need for
confirmation of accomplishment and authority, which is often articulated more deviously.

Finally we can say that the job satisfaction employee motivation and performance are
interlinked to each other and their effect on each other is significant. It can help

42
 organizations to take a good advantage of its work force. But more research is needed to
have a good idea of the relationship of these variables over each other.

CHAPTER III: RESEARCH METHODOLOGY

3.0 Introduction
After studying the theoretical concepts about employee motivation and job satisfaction that have
been covered in chapter 1 of this study and also reviewing the literature related to these variables
that has been given in chapter 2, it was realized that there exists a relationship between these two
variables. The basic aim of this study therefore was to explore the two-way relationship between
these variables i.e. employee motivation and job satisfaction. This research study investigated the
correlation between different aspects of employee motivation and job satisfaction level of
employees. Also, demographic variables such as age, gender, level of education, and job tenure
were kept as control variables since the previous studies discussed in chapter 2 revealed that
these variables have an impact on the relationship between employee motivation and job
satisfaction. First of all, we would like to reveal some objectives which became the basis for
conducting this research. The general objectives of the study were determined after reviewing the
historical literature and theories comprising these two features.

3.1 Purpose of Study

The basic purpose of this study is to find out the relationship between the factors of motivation
and there impact on job satisfaction level of employees. The motive behind this purpose is to
study the phenomenon of employee motivation and how does it affect the overall organizational
culture by having an impact on the satisfaction level of employees. Managers need to know those
factors that motivate employees to become satisfied with their jobs and then give better
performance and contribute in profitability of the organization. For the accomplishment of this
purpose, it was necessary to distinguish between different dimensions of employee motivation
factors and then finding a relationship of each of the factors with employee job satisfaction level.
43
These dimensions were determined after studying the existing literature thoroughly. All of this
was done with the aim of accomplishing primary and secondary objectives of the study. Primary
and secondary objectives have been given below in the sub section of this section.

It has also been discussed above that the nature of our research study is explanatory, as here we
are going to explain the phenomena of motivation and job satisfaction and existing correlation
between them. An explanatory research is conducted to enlighten the different aspects of a
phenomenon and to make a difficult thing easy to understand (Miles and Huberman, 1994). This
research has a purpose to explain the relationship between two variables and their overall impact
on organizational health and well being.

3.1.1 PRIMARY AND SECONDARY OBJECTIVES:

PRIMARY OBJECTIVE: The primary objective of this research study is to find out the impact
of factors of motivation on the job satisfaction level of employees.

SECONDARY OBJECTIVES: In this section the secondary objectives of our research study are
given. The questions that arise to lead us towards accomplishment of our research objectives are
also given below after each objective. The secondary objectives of this research study include:

1. To analyze the impact of those factors of motivation that create a sense of dynamism and
energy in employees on the job satisfaction level of employees.

Q1. Does the level of activity needed for a specific job have any impact on the job
satisfaction level of employees?

Q2. Whether achievements play a role in creating high satisfaction level at job?

Q3. Do the job enrichment programs effect on job satisfaction of employees?

Q4. Whether fear of failure is an important factor in determining job satisfaction of

employees?

Q5. Does an environment full of pressure and stress makes an impact on job satisfaction
of employees?

2. To investigate the effect of challenging tasks on the job satisfaction of employees.

44
 Q1. Does a job that needs variety of skills and stimulates employees in using their extra
abilities helps in enhancing their job satisfaction level?

Q2. Whether a flexible bahaviour of bosses and flexible regulations at workplace make
employees more satisfied with their jobs?

Q3. Do the prospects of progression make employees more satisfied with their jobs?

Q4. Whether competitive environment affects positively on job satisfaction of

employees?

Q5. Does the achievement of a challenge of completing a task within the given deadline
makes employees more satisfied with heir jobs?

3. To find out the effect of relationships on job satisfaction of employees.

Q1. Whether the employees who feel affiliated with their jobs have more job satisfaction?

Q2. Whether people who are comfortable to work as a member of team develop more job
satisfaction?

Q3. Employees who have good relations with their customers feel more satisfied at their
workplace?

Q4. Whether profitable and successful organizations have a positive impact on the job
satisfaction level of employees?

Q5. Whether the employees who have good relations with their management are more
satisfied with their jobs?

4. To explore the effect of extrinsic factors of motivation on employees’ job satisfaction.

Q1. Whether good pay and compensation packages have a positive effect on job
satisfaction of employees?

Q2. Whether conducive working conditions play a positive role in determining job
satisfaction of employees?

45
 Q3. Whether the workers who enjoy more job security have a high level of job
satisfaction?

Q4. Whether the jobs that grant more autonomy to their workers help in creating more
job satisfaction among their employees?

Q5. Whether the prospects of growth at the workplace make employees highly satisfied
with their jobs?

5. To investigate the effect of intrinsic motivation factors on job satisfaction of employees.

Q1. Whether the employees who experience more authority and are in a position to exert
power at workplace have a high level of job satisfaction?

Q2. Whether the employees who are responsible for a particular task derive more
satisfaction from their work?

Q3. Whether the authority to make their own decisions about how to perform a particular
task makes employees more satisfied with their jobs?

Q4. Whether the employees who are allowed to work according to their ethical values
have more job satisfaction?

Q5. Whether the jobs where employees’ hard work and efforts in achieving a task are
recognized by their colleagues and supervisors make them more satisfied with their jobs?

3.1.2 RESEARCH QUESTION

“Whether there is a significant relationship between employee motivation and job satisfaction?”

3.1.3 HYPOTHESIS

Our research hypothesis is:

Ho: There is no significant relationship between employee motivation and job satisfaction.
And our alternate hypothesis is:
H1: There is a positive relationship between employee motivation and job satisfaction.

3.1.4 RESEARCH PROBLEM

46
It can be seen from our introductory chapter and primary and secondary objectives and research
hypothesis, the problem that is going to be discussed in our study is to investigate the impact of
factors of motivation on job satisfaction and to which intensity is each factor of motivation
effective on determining the job satisfaction of employees. The solution of this problem would
help the companies in taking measures that would be helpful in enhancing employee job
satisfaction level and ultimately making them a useful and loyal workforce which can contribute
in boosting the profitability and ratings of the company.

3.2 RESEARCH APPROACH

The research approach used in a study has a great influence on the design of the study. That is
why it becomes quite crucial for the researcher to adopt a correct research approach that is
according to the basic objectives of the study. The correct approach helps the researcher to avoid
any ambiguities in producing and analyzing the results of the research. The research approach is
basically about whether to have an inductive or deductive approach, and what to choose between
qualitative and quantities approach.

3.2.1 The Deductive Versus the Inductive Approach

According to Marcoulides (1998) the deductive approach can be defined as a testing of theories.
In this type of approach, first the researcher creates a set of theories in his mind and then
postulates a hypothesis on the basis of his theories. After it, the researcher starts work on testing
the reliability of the hypothesis. On the other hand, the inductive approach is about collecting the
empirical data and forming of concepts on the basis of this empirical data. The basic difference
between deductive and inductive approaches is that inductive approach follows a top-down path
and deductive approach follows a bottom-up approach.

The research approach that was selected for this research study is the deductive approach. There
were two reasons behind selecting deductive approach. One of which was that inductive
approach needs a great expertise and academic knowledge in the specific field to present some
theory and then test it through observation. It was beyond the expertise of the researcher to
choose this kind of approach. Second reason for choosing deductive approach was that it seemed
more appropriate to use deductive research for this kind of study where the basic purpose of the

47
study was to determine the relationship between two variables. Empirical data also suggested
using the deductive approach for our study.

3.2.2 The Qualitative Versus the Quantitative Approach

According to Creswell (2003) quantitative tools that are used in the analysis of data are borrowed
from the physical sciences as they are prepared in such a way that they assure the
generalizability, objectivity and reliability of the data. (Creswell, 2003). In a quantitative type
of research, the researcher is more objective and the results shown are in numerical form so as to
make them more reliable and easy to be interpreted. On the other side, the qualitative research
approach needs content analysis and is used in exploratory type of research studies. It presents
results in non-numerical form that is difficult to be interpreted and hard to be concluded in all
manners. The positive thing about qualitative research is that it allows the researcher to go in
depth in order to explore the problem that he wants to investigate, but still it is not applicable in
all researches.

As discussed earlier, the qualitative approach has its own benefits but it could not be applied in
our research study. There are many reasons why qualitative approach was not selected for this
study and why was it suitable to choose quantitative approach for this particular research.

The research design that was chosen for this specific research is quantitative research. The
decision to choose the quantitative research design was because of some of the constraints which
were feared to be faced in choosing some alternate way. Theses constrains included; shortage of
time as qualitative research needs plenty of time to be conducted and analyzed, convenience in
gathering data for the research, and the cost constrain. Moreover, it was not possible to conduct
interviews with the employees and management of the selected company and the collection of
data necessary for qualitative research were very difficult.

Also, a quantitative research design was believed to be suitable for this kind of research where
the research is of descriptive nature rather than of some exploratory nature. The requirement of
descriptive analysis of data influenced the choice of quantitative research. This research design
allowed going for an accurate and purposeful measurement for the dimensions of the variables
and the existing correlation between them; that are employee motivation and job satisfaction
level among employees.
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3.3 THE RESEARCH SITE

The research site chosen for this particular study was Motherson Sumi Systems Limited. It is a
huge company with a very large workforce of nearly 40,000 professionals. This company boasts
to have a workforce that is dedicated, loyal and highly professional. The reason behind choosing
this company was to investigate that whether the company is making extra efforts in motivating
its employees and whether these motivation factors are working positively towards making
employees satisfied with their jobs.

3.3.1 Population

Population: The organization which was selected to extract the sample was Motherson Sumi
systems limited (working in UP, India) which is a multi-faceted company. It provides its
customers value-added and dynamic range of hardware products.

3.3.2 Sample

Sample size: The sample consisted of 120 employees working in the company. The sample
included workers from top and middle level of management as well as general staff workers.

3.3.3 Data Collection

The data was collected after holding several preparatory meetings with the senior management
and other senior personnel of the human resource division of the company. These meetings
helped in determining the appropriate sample for the study, and the most feasible way to collect
the required data in a shortest time. A list was compiled about the staff members who would be
the participants of this study. The head of human resource department was requested to write a
letter to the selected members of staff to encourage them to participate in the study and to
motivate them to give their sincere and open answers regarding all matters. They were assured
that their answers and thoughts would be kept extremely confidential and would not be used for
any other purpose rather than this study.

49
The data was collected within a period of two weeks. The assessment instrument that was
motivation and job satisfaction questionnaire was directed by the researcher. Each session with
the members of sample was lasted between 50 to 90 minutes. Up to 20 employees were called
during each session in order to get the questionnaires filled by them appropriately.

3.3.4 Sampling

A convenient sampling approach in the collection of data was adopted in this research.
Convenient sampling is basically a non-probability sampling technique that is used in the
collection of data in qualitative research type. Although a probability sampling technique such as
stratified or random sampling, is used for data collection in quantitative type of research, but in
this study, convenient sampling technique was used in order to avoid the time and cost constrain.
All the participant of this study took part voluntarily. Also, the participants were ensured that
their responses would be kept confidential by all means and they would be used only for the
purpose of this research study. This assurance helped in protecting a significant size of sample.

3.3.5 Sample Structure

As mentioned above, the sample size was taken to be 120 employees of Motherson Sumi
Systems limited. The structure of this sample and the number distributed over the demographic
variables is shown below in the table. The overall distribution is as follows:

Age Group Number of Employees

20-30 69

31-40 36

41- or older 15

Gender Number of employees

Males 88

Females 32

Job tenure Number of employees

Less than 1 year 30

1-2 years 21

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 3-5 years 37

6-10 years 22

More than 10 years of service 10

Level of education Number of employees

High school 25

College/ technical education 43

University 22

Post Graduate level 28

The sample was distributed on different age groups levels. The age of the respondents was taken
as completed years with the formula of rounding off. A great number of our sample lies in the
category of 20-30 years of age group. A very small number was in the age group of 41 or older.

The number of males in our sample exceeded the number of female employees of the company.

The distribution of our sample based on the job tenure of employees is also given in table. In
general, Job tenure means the period of service at the time of data collection that an employee
has had with his or her employer. All the categories of period of service had an equal distribution
of employees from sample. Only the difference came in the 3-5 years of service category where
the number was slightly greater than the other categories.

The distribution of employees among different education levels was also almost the same. Only
the number of employees in the category of technical education is higher than others.

3.4 INSTRUMENT

Because of the particular reasons that have been given in the above section, specially the time
constrain as the data was collected first handedly from the employees during their working
hours, survey research technique was preferred. Survey research technique helped in collecting
data from a large number of workers in a very short time period. It allowed the researcher to
gather the required data from the whole sample in only a single session conducted mainly for
data collection. The survey instrument was chosen to be a questionnaire with different types of

51
questions. The questionnaire was distributed among the workers and managers of the company in
through the HR department of the company.

The questionnaire was comprised of two sections; first sections collected the information about
demographic variables such as age, gender, education and tenure of the employees, the second
section had 26 close-ended questions and 4 questions in which the respondents were to fill in the
blanks with the most suitable word that came into their minds instantly regarding a specific
situation. The questionnaire also included a cover letter to explain the purpose of the study and
to take employees into confidence about the confidentiality of their responses. The research
instrument was made short in order to ensure that it would not become difficult for the
respondents to fill it up in a specific time. It therefore encouraged participants to respond all the
questions given in the questionnaire.

As it is notified earlier, the second section of questionnaire was based on close-ended questions
regarding different items about factors of motivation. The questions were constructed in such a
way that they could fetch the idea about the effectiveness of these factors on the job satisfaction
of employees and the researcher would have been able to tell whether an employee is satisfied or
not with his/her job because of the presence of these items in his/her job content. These items
were extracted from different theories of motivation that had been discussed in chapter 1 of this
study. These items were believed to be the factors that work towards making the employees
motivated to achieve organizational goals.

3.4.1 Construction of Questionnaire

In the following section, an overview of the measurement instrument, i.e. the questionnaire is
given. This section presents the procedure that was followed in developing the questionnaire and
the items that were included in the questionnaire. The basic aim of developing such kind of
questionnaire was to evaluate the differences between individuals relating to the factors that
motivate employees and give a direction to their certain behaviour. The factors that were chosen
as influencing on the behaviours of individuals were taken from the historical concepts related to
the employee motivation. Different theories presented in this regard, such as need-based theories
of motivation, cognitive theories, goal setting theories and reinforcement theories were
thoroughly studied before including any factors in the questionnaire. All the factors that were

52
selected in this regard were written in short statements that depicted the thinking and approach of
the employees towards the factors concerned. The instrument that was developed for this
particular study was easy to understand by the employees from all levels of education in our
sample. This questionnaire covered a wide range of motivational factors that were considered to
affect the job satisfaction level of the employees. The questionnaire consisted of three sections.
First section collected the information about demographic items such as age, gender, job tenure
and education. The second and third sections consisted of 30 incomplete statements each. In
section 2, the positive statements about the motivational factors were given in order to realize the
impact of their existence on the job satisfaction level of employees.

The present study examined the relationship of job satisfaction with the factors of motivation on
the following scales. The relationship between employee motivation and job satisfaction of
employees was investigated from the following dimensions of employee motivation factors
(vigor and enthusiasm, synergy, challenges, extrinsic satisfaction and intrinsic satisfaction).

The distribution of different items in above mentioned five dimensions according to their nature
is given below.

Dimension 1: Vigour and Enthusiasm: Activity, Achievement, Job Enrichment Prospects,

Competition, and Fear of Failure

Dimension 2: Synergy: Affiliation, Teamwork, Customers, Business, and Management

Dimension 3: Challenge: Interest, Flexibility, Progression, and Pressure

Dimension 4: Intrinsic Factors: Power, Responsibility, Decision making, Recognition, Status, and
Ethics

Dimension 5: Extrinsic Factors: Remunerations, Working Conditions, Job security, Autonomy,

Growth, and Promotion

The next section gives the description for each item.

3.4.2 Description of Items in Questionnaire

 Vigour and Enthusiasm:

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Activity: the extent to which people are motivated by the level of activity and need of new skills in
performing a task

Achievement: the extent to which people are motivated by achieving a certain task assigned to them

Job Enrichment Prospects: the extent to which people are motivated by having a job that needs new
technology, knowledge, skills and abilities

Competition: The extent to which people are motivated by working in a competitive environment

Fear of Failure: the extent to which people are motivated to avoid the fear of failure in achieving a task
and going down in the eyes of their supervisors and colleagues

 Synergy:

Affiliation: the level to which people are motivated by their association with their workplace and
company

Teamwork: the extent to which people are motivated by working as a member of a team

Customers: the extent to which people are motivated by having good relations with their clients and
customers

Business: the level to which people are motivated by working in a successful and profitable organization

Management: the level to which people are motivated by having good relations with their bosses

 Challenge:

Interest: The extent to which people are motivated by having a job that is stimulating and develops an
interest in employees with new skills requirements

Flexibility: the level to which people are motivated by having flexible working hours and a flexible
behaviour of bosses

Pressure: the extent to which people are motivated by having to finish a task with in a given deadline and
also to face other pressures at workplace

 Intrinsic Factors:

54
Power: the extent to which people are motivated by having authority to exert on their colleagues and sub
ordinates

Responsibility: The extent to which people are motivated when given the responsibility for
accomplishment of a certain task

Decision making: the extent to which people are motivated by having a chance to participate in the
decision making of their own tasks

Recognition: the level to which people are motivated by getting acknowledged from their colleagues and
bosses for their efforts and achievement of required outputs

Status: the extent to which people are motivated by having a status in the society

Ethics: the extent to which people are encouraged by having permission to work according to their ethical
values and principles

 Extrinsic Factors:

Remunerations: the extent to which people are motivated by an increment in their pay packages and other
fringe benefits

Working Conditions: the extent to which people are encouraged by having conducive working conditions
at their work place

Job security: the extent to which people are motivated by having a secured job and no fear of losing their
jobs due to any reason

Autonomy: the level to which people are encouraged by giving them more independence in performing
their tasks

Growth: the level to which people are motivated by having prospects of promotion and growth in their
career development

3.5 DATA ANALYSIS

The raw data collected through the questionnaire was entered in MS Excel worksheet in order to
be analyzed for descriptive statistics. The results gathered through the study were interpreted on
the basis of an overall descriptive analysis of the total sample. The descriptive analysis for the
influence of a number of demographic variables was also performed on the frequencies table in
order to determine the effect of demographics on overall job satisfaction levels of employees.

55
The demographic variables chosen for this particular study were age, gender, job tenure, and
level of education.

3.6 CHAPTER SUMMARY

In this chapter, the primary and secondary objectives of this research study have been
determined. The argument about the choice of deductive approach over inductive approach and
quantitative analysis over qualitative analysis is also given in this chapter. In the next section
research instrument is discussed and the description of items included in the questionnaire is also
given in this chapter. This chapter also discusses the method of data analysis that is going to be
performed in the next chapters. The next chapter is about the results of our research study.

Chapter IV: RESULTS AND FINDINGS

4.1 INTRODUCTION

As mentioned earlier in chapter III, this research study is based on quantitative analysis of the
problem at hand. The results are obtained through a quantitative type of research in which the
researcher collected the results by distributing questionnaires to the chosen respondents. The
results are based on our research question i.e. whether there is a significant relationship between
56
motivation factors and job satisfaction of employees. The results are further based on the impact
of different demographic characteristics and their impact on job satisfaction of employees.

It was also mentioned in the previous chapter that the sample chosen for this study was limited to
the employees and workforce on one company only, i.e. Motherson Sumi Systems Limited. The
sample represents the overall population of business sector in India. The reason behind the
selection of this company was the claim of this company that the current successful position of
the company is due to its dedicated and loyal workforce. So, the researcher tried to find out
whether the company’s claim is truthful or not in the sense that whether its employees are
satisfied with their jobs or not, and what are the major factors working in making them more
satisfied with their jobs. Many employees were in the favour of this argument and overall level
of job satisfaction was found high among employees. But different factors had different levels of
influence on job satisfaction of employees. In order to satisfy the purpose of our study, the study
paid attention on both primary and secondary data. The secondary data was gathered by an
extensive research of existing literature in authentic journals, books and internet sources. The
literature that was collected and reviewed showed a lot of motivation factors that cause a sense of
job satisfaction among employees. The secondary data also revealed that different demographic
characteristics also influence the job satisfaction of employees. These characteristics may
include, age, gender, education level and tenure period of employees. As of primary data, it was
collected through the distribution of a questionnaire. The construction of questionnaire was
based on a lot of motivation factors that were extracted from the secondary data. A sample of
120 employees was asked to fill in the questionnaire where there were 26 close-ended questions
and 4 fill in the blanks type questions just to have an overall psychology of the employees. The
results gathered through this questionnaire made the basis of our research study.

This chapter presents results and findings of the research study at hand. In the first section of
this chapter, the discussion of results obtained from the research is given. The demographic
characteristic of the respondents is given in the sub section of discussion of results. In the second
section, the descriptive statistics about the variables included in the questionnaire is given. The
responses are given in the form of percentages for each variable, e.g. what percentages of
respondents have chosen a specific option. Third section consists of the discussion about
responses with respect to the subject demographics. This chapter comprises the examination of

57
the influence of different demographic variables on motivation factors in having impact on job
satisfaction level of employees. The questionnaire consisted of total 30 questions about
motivation factors and other 4 variables about demographic information. 4 variables about
demographic information that were chosen for this specific study are age, gender, job tenure and
education.

In order to reduce a great number of variables of motivation factors, these were reduced to a
more convenient number by grouping them into five dimensions. The grouping of these variables
was done for the purpose of ease and simplicity in interpreting the results. The five dimensions
were constructed by reviewing the literature where many researches also used this technique to
simplify the results. These dimensions were named by the researcher as: vigour and enthusiasm,
synergy, challenges, intrinsic factors and extrinsic factors.

The dimension of vigour and enthusiasm comprised of these variables: activity, achievement, job
enrichment, competition and the fear of failure. Second dimension that is extrinsic factors
include: remunerations, working conditions, job security, autonomy, growth and promotion. The
dimension of synergy consisted of these variables: affiliation, teamwork, customers, business,
and management. The next dimension was named as challenges that included these variables:
interest, flexibility, progression and pressure. Fifth dimension was intrinsic factors that included:
power, responsibility, decision making, recognition, status and ethics. The explanation of all
these variables is given in chapter III of this study.

4.2 DISCUSSION OF RESULTS

The distribution of questionnaire was made by the researcher himself on the spot as mentioned
earlier. This was done after taking the permission of the HR department of the company. In this
way, it was easy to clarify any ambiguities found by the respondents. This practice of self
distributing the questionnaires vanquished the chances of incomplete or wrongly filled
questionnaires and therefore kept away from the possibility of waste of time and cost resources.
In the beginning, employees were hesitant to give the right information about their job and the
company but after assuring them the confidentiality of the research, they became willing to give
their true opinions through questionnaires. The results of the different items in the questionnaire
will be shown as percentages and it will help in giving the true picture of the employees’
58
satisfaction with respect to each item. It will show which items strongly influence in increasing
job satisfaction and which of them do not.

4.2.1 Dimension 1: Extrinsic Factors

The percentages of different responses for six variables included in extrinsic factors are given
below.

Figure 15: Extrinsic Factors and Job satisfaction

It can be clearly deduced from the figure above that people place a high value to the factors of
remunerations, job security and promotion prospects. They feel highly satisfied in the presence
of these three factors although the presence of other factors like working conditions and
autonomy also play role in making employees satisfied. The prospects of self development and
growth do not show a great impact on job satisfaction level of employees as the percentages for
all the three options are almost the same.

Remunerations: Nearly 56% of respondents admitted that an increase in remunerations make

them highly satisfied with their jobs. Only 10% said that they were neutral about an increase in
remunerations and pay raise.

59
Working Conditions: 46% respondents said that good working conditions just moderately satisfy
them with their jobs but not to a high extent. 33% respondents admitted that they got high level
of satisfaction from good working conditions.

Job Security: Job security seems to be a major determinant of job satisfaction of employees as
69% of respondents agreed that they feel satisfied because of the permanent employment with
the company. 46% respondents said that they feel highly satisfied when given independence in
performing their tasks.

Autonomy: 54% people were satisfied when given independence in performing their task while
18% said that they were satisfied with the guidelines given by the management for how to
perform a task.

Promotions: 59% of respondents did not like unfair decisions regarding promotions while 19%
were not interested in promotion decisions made by management. This result shows that people
get motivated by fair promotions and get job satisfaction with promotions.

4.2.2 Dimension 2: Synergy

The dimension of synergy consists of five variables that are; affiliation, teamwork, relations with
customers, relations with management, and company’s business portfolio. The results are shown
in the following chart after converting them to percentages.

Figure 16: Synergy and Job Satisfaction

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Our results showed that teamwork and good relations with the management are the major factors
in the dimension of synergy that work towards making the employees more satisfied with their
jobs.

Affiliation: 27.5% participants wanted cordial relationships with their bosses and nearly as much
were in the favour of having normal communications with bosses. 54% of participants derived
no satisfaction by a sense of affiliation with big names in the company.

Teamwork: Nearly 77% of employees agreed that they enjoy working as a member of a team that
means it makes them highly satisfied with their jobs. 17% were neutral about working with their
colleagues and they did not deriver any satisfaction by working in a team. 6% of the participants
responded that they do not enjoy working as a team member and it makes them unsatisfied with
their jobs.

Relations with Management: 72% participants responded that good relations with management
make them highly satisfied with their jobs. 18% said that it makes them moderately satisfied and
10% said that relations with management do not affect their level of job satisfaction in either
way.

Relations with customers: 25% participants said that good relations with customers just
moderately affect their job satisfaction. 41% said that it makes them highly satisfied and 32%
were neutral about having good relations with customers.

Business: 22% of respondents said that they derived a moderate level of job satisfaction by
working in a prosperous and profitable company. 32% agreed that they work highly satisfied
with their jobs due to working in a prosperous company, while 46% were neutral about any
effect of prosperous business on their job satisfaction.

4.2.3 Dimension 3: Challenges

The next dimension was named as challenges in which those factors were included that create a
sense of challenge in employees’ minds. It was assumed by after the review of literature that the
existence of such challenging factors and the fulfillment of these factors make employees
satisfied with their jobs. These factors included interest, flexibility, progression and pressure.
The description of these items is given in chapter III.
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Figure 17: Challenges and Job Satisfaction

The figure shows that most of the employees take the achievement of progression in their jobs as
an influencing factor in their job satisfaction. Other findings are as follows.

Interest: 28% of respondents replied that they are interested in such kind of jobs that are
interesting and stimulating nature. 32%participants agreed that they are not interested in creative
jobs that require new skills and methods to be learned. 40% answered that they were interested in
such jobs that don’t need extra efforts.

Flexibility: 56% of respondents said that they would be happy to have flexible working hours
while 29% said that they were willing to work for extra working hours. 16% were neutral about
it and were not bothered in either way.

Progression: 13% participants of the study said that the prospects of progression on their jobs
make them moderately satisfied with their jobs, while a high number of 82% revealed that it
makes them highly satisfied. 5% were neutral about any such situation.

Pressure: Our sample revealed that people don’t like working under pressure. 55% of participants
said that they enjoy working in a stress-free and relaxed environment without any pressures.

62
Only 20% said that they enjoy working in a stressful environment and willing to face the
challenge of stress. It makes them satisfied with their jobs.

4.2.4 Dimension 4: Intrinsic Factors

Intrinsic factors chosen for this study were power, responsibility, decision making, recognition,
status and ethics. The results are shown in the following chart.

Our results showed that people strive for power and recognition at workplace and these two
factors play important role in determining job satisfaction of employees.

Power: 69% of people were in the favour of exercising authority over subordinates. While 24%
said that they would enjoy an unaccountable position on job.

Responsibility: 39% said that having responsibility make them feel self-worthy, while 40%
derived no un-usual feeling by having responsibility.

Decision-Making: 40% of participants agreed that they feel good when they are given the choice
to make their own decisions for how to perform their task. 42% said they did not want to be
responsible for decisions.

Recognition: A very high number of 67% respondents agreed that they wanted to get recognized
and appreciated for their achievements and outputs. Only 4% did not want to get recognized for
their work.

Status: 56% of employees wanted to have a recognizable and authoritative position at work
place. Only 17% liked to work according to their ethical values while 47% were not bothered for
their personal values.

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Figure 18: Intrinsic Factors and Job satisfaction

4.2.5 Dimension 5: Vigour and Enthusiasm

The dimension of vigour and enthusiasm consists of the following variables; level of activity,
achievements, job enrichment, competition and fear of failure.

Level of Activity: 22%f employees were moderately satisfied by the level of activity. Whereas
36% said that they were highly satisfied by having a job that needs high level of activity. 42% of
employees said that they were neutral about level of activity.

Achievements: A high number of 74% participants agreed that they felt high level of satisfaction
by having achievements on workplace. 14% said they were moderately satisfied while 12% were
not bothered about achievements at workplace.

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Figure 19: Vigour & Enthusiasm and Job satisfaction

Job Enrichment: 23% of respondents said that job enrichment opportunities make them highly
satisfied while this factor makes 47% of people moderately satisfied with their jobs.

Competition: 23% of respondents were happy by working in competitive environment while

54% wanted to have an un-competitive environment.

Fear of Failure: fear of failure seemed to be a strong factor for employees from which 78%
responded that they felt highly satisfied when avoid the happening of failure. 13% said that they
were moderately satisfied while 9% said that they were neutral about the fear of failure and it
makes them neither satisfied nor dissatisfied.

4.3 DEMOGRAPHIC CHARACTERISTICS OF RESPONDENTS

The questionnaire also included the questions about the demographic information of the
participants. The demographic information included participants’ age, gender, job tenure and
education. The figures are given in chapter III of this study. Here we are going to present this
information in the form of charts.
65
Figure 20: Employees' Demographics (n=120)

Our sample consisted of 120 participants from whom 88 were males and 32 females. 69 were 20
to 30 years of age, 32 were 31 to 40 years of age and other 15 were 41 or older. So, most of our
respondents were young employees. The umber of members in different tenure periods were
almost the same. Our sample consisted of a great number of employees who went to college or
got some technical education so as to work in such kind of manufacturing company. As it is
shown earlier that our study also examines the effect of demographic variables on job
satisfaction so it was deemed easy and useful to show the results in the form of percentages so
that different numbers in different options of demographic does not make the results part
ambiguous.

4.3.1 Influence of Demographic Variables on Job Satisfaction

The results of this section of the study concluded that almost all the demographic variables had
significant effects on individuals in determining their level of job satisfaction.

Age: According to the derived information from our study, it could be seen that age had a strong
impact on employee job satisfaction as the emerging trends suggested that as employees move
towards old age they tend to show less satisfaction with their jobs. The employees with senior
age showed tendency that the factors like competition do not create any sense of job satisfaction
among them. Additionally, the employees with old age were seen to be more inclined towards
the motivation factor of commitment and affiliation with their parent organization.
66
Figure 21: Age and Competition

The figure shows that employees with 20 to 30 years of age have the highest percentage of being
happy in competitive environment and employees with high age do not derive any satisfaction
from the challenging factors like competition and pressure etc.

Gender: The demographic variable of gender displayed a noticeable effect on the job
satisfaction level of employees. Male employees were appeared to be more satisfied with their
jobs as compared to their female colleagues. The factors that mainly suggested the job
satisfaction among male employees were fear of failure and the use of authority on subordinates,
the extent of employee participation in decision-making, their concern about job security, and
good relations among colleagues and with bosses. On the other hand, female employees tended
to be less satisfied with the factors that need acceptance of challenge and high commitment
towards achievement of goals.

Here we are going to show some significant results regarding the gender characteristics.

Figure 22: Gender and Remunerations

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The given chart shows the trend of increase in remunerations among male and female
employees. It can be clearly seen that females derive a high level of satisfaction from the
increase in pay and perquisites.

Figure 23 : Gender and Job Security

Male employees tend to show more satisfaction when they have greater job security as compared
to the female employees.

Figure 24: Gender and Decision making

The above chart depicts that male employees derive greater satisfaction when they are given the
choice to make their own decisions regarding their tasks. Female employees in contrast are
happy with the given guidelines for how to perform a task.

Job Tenure: The data from our study indicated that different job tenures also have different
effects on the job satisfaction levels of employees. The employees who are working for less than
one year experienced a very high level of job satisfaction. This tendency starts declining with the
increase in job tenure of employees. It is already mentioned in the previous chapter that a

68
competition based work environment and the environment where performance and achievement
are regarded to be the factors that would make employees more satisfied.

Figure 25: Job tenure and competition

Figure shows that employees who have less than one year of job find more satisfaction in a
competitive and challenging environment.

Figure 26: Job tenure and Achievements

It is clearly shown from the figure that the major number of employees who answered that they
were highly satisfied by achieving their goals and required outcomes belonged to job tenure of
less than one year. It can be shown from above two tables that the employees with low job tenure
were more satisfied with their jobs and this trend decreased with increase in the job tenure of
employees.

Education: Education was also a demographic variable that showed many significant effects on
the job satisfaction levels of employees. The demographic variable of education level showed a
number of significant effects on employee motivation. The results demonstrated that employees
69
with higher level of education exhibited a low level of satisfaction derived from some of the
motivation factors such as competition and physical facilities given to them, as compared to
other members of staff who are low qualified i.e. staff having high school education or technical
education.

Figure 27: Education and Competition

In the figure above, it can be clearly seen that employees with higher levels of education are
happy to work in a non-competitive organization.

Figure 28: Education and Working Conditions

Employees with low level of education such as high school or college level education find the
working conditions to make them satisfied with their jobs but it is not true with the employees of
higher level of education.

The employees with higher education were seen to be highly satisfied with the motivation factor
such as level of activity and responsibility that is bestowed to them to organize a certain task. It
revealed a unique approach of employees with higher education in deriving the job satisfaction.
70
The results focused on the fact that inspiring and challenging work are the motivators that work
towards making such employees satisfied with their jobs.

4.3.2 Summery of Demographic Variables

The specific findings discussed above about the variables of demographic information show that
the demographic variables have an effect on the determination of job satisfaction level of
employees. Age showed a strong impact on job satisfaction of employees as young aged
employees were seen more highly satisfied with their jobs than the employees with old age. The
two scales of gender also showed different results. Male employees were seen more satisfied
than their female counterparts in their deriving the job satisfaction from different motivation
factors.

More educated people had different perceptions about satisfaction at job. The people with higher
education such as postgraduate or university degree holders showed a trend to become highly
satisfied with their jobs as a result of certain motivation factors such as level of commitment and
affiliation with their tasks. The fourth demographic variable that was discussed in the above
section was job tenure. It could be seen from the data that the people who have worked for
longer years for the company derive more satisfaction from their jobs than the employees who
have short job tenure.

4.4 CHAPTER SUMMARY

This chapter was related to the results and findings of our research study. In this chapter, the
researcher clearly defined the effect of different motivation factors on job satisfaction of
employees with the help of charts. Variables in each dimension were discussed separately. In the
next section, the effect of demographic variables on job satisfaction was discussed. Only a few
major findings were shown with the help of figures and charts. The next chapter deals with the
analysis and interpretation of these results.

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 Chapter V: Analysis and Interpretation

5.1 INTRODUCTION

In chapter IV of this study, the results and findings about different variables are clearly shown
with the help of charts. Also, the effect of different demographic variables on job satisfaction
level of employees is also shown in the last chapter. The results were converted to percentages
and then shown in charts. In this way, it was easy to have a comparison between the responses of
different employee categories. In this chapter ahead, the analysis and interpretation of these
results is going to be given. The analysis will be done by comparing the results of our primary
research with the secondary data that was collected during the review of related literature. This
will show the authentication of our results. Each dimension will be analyzed separately and the
responses of all the variables included in each dimension would be discussed and compared in

72
detail with the existing literature. Here we are going to present the analysis of each variable
within the five dimensions.

5.2 ANALYSIS AND DISCUSSION

5.2.1 Extrinsic Factors

Remunerations: 56% respondents agreed that material rewards such as pay raise, bonuses and other
fringe benefits make them highly satisfied with their jobs. The researches conducted on the matter
of extrinsic rewards and their overall impact on employees have reported a noticeable positive
correlation between the level of motivation by material rewards and the level of satisfaction of
workers due to these rewards (Strydom & Meyer, 2002; Thomson, 2003; Visser et al., 1997).

Promotions: The results about prospects of promotion show a great impact on the job satisfaction
of employees. Nearly 59% of the respondents answered that they would be highly dissatisfied
due to unfair promotion decisions made by the employees. From the literature review, it can be
seen that many workers, mainly those who have a high need for achievement, are strongly
motivated by the prospects of being promoted on the next stage of their jobs. In fact these
propositions provide an expectation to have a career development in the company that they work
for (Bellenger et al., 1984; Sylvia & Sylvia, 1986).

Job Security: 69% of respondents agreed that they feel satisfied because of the permanent
employment with the company. According to Maslow (1968) Alderfer (1969) and McGregor
(1960), the safety need is one the most basic needs for a human being. The authors like Cairnes
(1991), Cohen-Rosenthal and Davy et al. (1997), and Ritter and Anker (2002), Hoole and
Vermeulen (2003), and Visser et al. (1997), emphasized on the theory that job security has a
direct relationship with the job satisfaction of an employee and job satisfaction of the employees
goes down when they lack the job security in an organization.

Figure 1 in chapter IV shows that people also derive satisfaction from good working conditions,
autonomy and growth and development prospects during their jobs. These findings also match
with the empirical data. Some of the researches are mentioned below in order to authenticate our
results.

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It is a general observation that the independence to take decisions and to perform a task has been
a great intrinsic need for an individual over the time (Beach, 1980; Coster, 1992; Vercueil,
1970). A significant relationship has been found in many studies between job satisfaction of
employees and the level of independence given to them in order to regulate their work by
themselves (Becherer et al., 1982; Coster, 1992; Fried & Ferris, 1987).

5.2.2 Dimension 2: Synergy

Teamwork and relationships with management were the two most prominent variables in the
dimension of synergy that determine the job satisfaction of employees. The results showed that a
very high percentage of employees wanted to work as a team member to get more job
satisfaction. Similarly a great percentage of employees wanted to be on cordial terms with their
management in order to be satisfied with their jobs. So these two motivation factors believed to
be strongly influential on job satisfaction. The review of literature also supports our findings.

The researchers like Hoole and Vermeulen (2003), Vuuren (1990) Strydom and Meyer (2002),
Cohen-Rosenthal and Cairnes (1991), and Visser et al. (1997) presented the results of their studies
that many employees get motivated by their need to interact with others at workplace. When their
need of belongingness gets fulfilled they feel more satisfied wit their jobs.

Hoole and Vermeulen (2003) found from a research on the job satisfaction levels of pilots that the
pilots who are more interactive with their colleagues, clients and personnel show a significantly
higher level of job satisfaction than those who were not socially involved with others.

One of the major diversions from empirical data that was found out in this study was that people
were not found out to derive any satisfaction from the sense of being affiliated with prominent
personalities in the company. The results shown in figure 2 (synergy and job satisfaction)
depicted that almost 51% of the employees were neutral about having affiliation with the other
members in strong positions at workplace. This is against the findings from secondary data
where researches show that employees perceive a strong sense of job satisfaction by being
affiliated to other people in authority. A remarkable study conducted by Visser et al. (1997)
measured quite a lot of determinants of job satisfaction in the workplace, in which affiliation was
considered as a very important contributor in developing job satisfaction in employees.

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5.2.3 Dimension 3: Challenges

The data of this research study depicted that a great number of employees become highly
satisfied due to the progression that they experience on their jobs. Employees want to get
promoted to the higher places in order to be satisfied with their jobs. They found it to be a great
challenge to further progress in their field and at their workplace. This result matches with the
secondary data where many researchers showed the importance of factor of progression in
determining the job satisfaction of employees. It is found that the prospects of promotion to
higher level significantly increase a person’s level of job satisfaction and that the practices which
contradict the prospects of getting promoted, for example, jobs on daily wages or prolonged
transitory status, cause a decrease in job satisfaction (Visser et al., 1997).

Another deviation from the empirical data was seen in the results of variable of interest. Our study
showed that people were not satisfied with the tasks that needed more skills variety and had
stimulating tasks o perform. They were seen to be getting motivated by the jobs that don’t need
extra efforts and skills. A lot many researches that regard the uniqueness of the work and the effort
that is required in the execution of tasks as a great determinant of job satisfaction. The researchers
like Fried & Ferris, (1987) and Jernigan et al. (2002) stated that the jobs that need skills variety as a
major component of the job help in enhancing the level of job satisfaction of workers, so it is taken
as an effective contributor in job satisfaction. Also, the workers who are assigned with the task that
have some variety of skills are found as more committed and concerned for the well being of their
organizations that they are working for (Jernigan et al., 2002).

5.2.4 Dimension 4: Intrinsic Factors

The employees working in the chosen organizations were seen to be highly satisfied in the presence
of the factors of motivation that are a part of intrinsic factors. These factors include recognition,
authority, decision-making, and responsibility.

Having a recognizable status at workplace also helps in making employees satisfied with their jobs.
In our case nearly 69% of people admitted that they would be highly satisfied with their jobs if they
were given a status that was respectable and recognizable for all. Previous research studies also
confirm our results that this factor is proved to be true empirically. Status and recognition for one’s
75
output and achievements are considered as aspects in enhancing wisdom of self-worth. Hoole and
Vermeulen (2003) discovered that the level to which people get motivated by extrinsic signs of
status, position and appropriate regard for a rank at job, has a positive correlation with their
experience of job satisfaction. Jernigan et al. (2002) also confirmed this fact that a person, who
enjoys high level of satisfaction due to his status at work, develops a greater level of commitment
with the organization where he works.

According to Beach (1980) and Vuuren (1990) jobs become more rewarding and pleasurable once
employees start getting desirable appreciation and recognition for their work. It is a general
observation that the independence to take decisions and to perform a task has been a great intrinsic
need for an individual over the time (Beach, 1980; Vercueil, 1970).

Hoole et al. (2003) and Coster (1992) also presented the same results of their study by finding that
the power to take up action and to work out the additional responsibility, resulted in improved job
satisfaction. So the above mentioned studies endorsed the concept that power and influence is a
significant forecaster of job satisfaction in such kind of workers who are motivated by the need to
achievement.

5.2.5 Dimension 5: Vigour and Enthusiasm

The factors like level of activity, job enrichment, achievements and competition were included in
the dimension of vigour and enthusiasm.

The results showed that 22%f employees were moderately satisfied by the level of activity.
Whereas 36% said that they were highly satisfied by having a job that needs high level of
activity. A high number of 74% participants agreed that they felt high level of satisfaction by
having achievements on workplace. 23% of respondents said that job enrichment opportunities
make them highly satisfied while this factor makes 47% of people moderately satisfied with their
jobs. 23% of respondents were happy by working in competitive environment while 54% wanted
to have an un-competitive environment.

All of these results showed that people are satisfied to some extent in the presence of these factors.
Our findings also match with the researches given in the literature review of the study.

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Many studies conducted on job satisfaction have shown the reality that the level, to which people
get provoked by demanding and difficult tasks (Du Plessis, 2003; Maslow, 1968; Stinson &
Johnson, 1977) and by the intelligence that their capability to perform a task is being stretched out,
directly produces an impact on the job satisfaction level that they experience. The goal-setting
theory argues that people are motivated by their inner targets, objectives and goals (Spector, 2003).

5.3 Influence of Demographic Characteristics on Job Satisfaction

A number of conclusions have been drawn from the main set of the study regarding the
relationship between motivation and job satisfaction and the effect of demographic variables on
their relationship. The existing literature supported most of the findings of this study but some
results were unique in nature. The discussion that is given below in the following section consists
of the specific findings and conclusions driven by this study. In real meanings, this debate meant
largely at creating knowledge of the noteworthy issues highlighted by the conclusions. The
recommendations given with each conclusion should be considered as supplementary that are
only for the purpose of this research study.

The specific findings discussed above are also related to the variables of demographic
information, which show that the demographic variables have an effect on the determination of
job satisfaction level of employees. Age showed a strong impact on job satisfaction of employees
as young aged employees were seen more highly satisfied with their jobs than the employees
with old age. The two scales of gender also showed different results. Male employees were seen
more satisfied than their female counterparts in their deriving the job satisfaction from different
motivation factors. More educated people had different perceptions about satisfaction at job. The
people with higher education such as postgraduate or university degree holders showed a trend to
become highly satisfied with their jobs as a result of certain motivation factors such as level of
commitment and affiliation with their tasks. The fourth demographic variable that was discussed
in the above section was job tenure. It could be seen from the data that the people who have
worked for longer years for the company derive more satisfaction from their jobs than the
employees who have short job tenure.

5.4 Chapter Summary

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In this chapter, the major findings of our research study are analyzed and compared with the
empirical data that was collected during the review of the existing literature about the topic. It is
also discussed with the help of literature review that why some motivation factors strongly
influence job satisfaction and why others do not work to the same extent. The influence of
demographic variables is also discussed in this chapter. The next chapter concludes our study and
gives recommendations to be considered by organizations while studying employee motivation and
job satisfaction.

Chapter VI

CONCLUSION AND RECOMMENDATIONS

6.1 Introduction

This chapter concludes the findings that were assembled in the overall study at hand. The
recommendations are also given side by side where seemed necessary and discreet. The basic
aim in proposing the recommendations where deemed prudent, is to help the organizations in
making decisions about different motivation techniques and having an idea about the impact of
different decisions on the job satisfaction of their workforce.

6.2 Problem statement

This research study was organized to investigate the impact of different motivational factors on
the job satisfaction of employees. The basic aim of the study was to examine whether there exists
a relationship between the job satisfaction and different measure taken by the company regarding
enhancing employee motivation. Additionally, the effect of some demographic variables, such as
age, gender, job tenure and education on the job satisfaction of employees is also studied in this

78
study. The aims and objectives of this research study were set after having an extensive research
and review about the existing literature in which different dimensions of motivation and their
impact on job satisfaction level were being considered. Also, the researches about the impact of
demographic variables on job satisfaction level were also taken into account before having any
decision regarding setting the objectives of this specific research study. Another objective for the
study at hand was to make organizations recognize the fulfillment of needs and basic psychology
and behaviours of the employees that are major factors in making them useful and productive for
the company.

6.3 Findings and Recommendations

It is evident from the existing literature that the employee’s satisfaction level is a major
determinant of their performance at workplace. Only those employees who are satisfied with
their jobs can be considered as useful, committed and loyal employees of the company in the
long run. Job satisfaction is an important factor in order to retain the productive and loyal
workforce for a long time. The turnover rate of the people who are not satisfied with their jobs is
seen to be quite high as compared to that of the people who experience a high level of job
satisfaction. All of these arguments become a cause to recruit and retain employees having high
competence levels, who add worth to the foundations of the business in the long term. As the
empirical studies show that high levels of motivation and job satisfaction makes it easy to meet
all these challenges and work towards making them more achievable, the employers should have
knowledge about the working and effect of employee motivation on job satisfaction of their
personnel.

The researcher compared the results of his research study with the existing literature and
empirical data. Most of the findings matched with the secondary data that authenticated the
current research.

Three factors from the dimension of extrinsic factors were found most prominent in determining
job satisfaction of employees. These factors were remunerations, job security and promotions.
Teamwork and relations with management were found to greatly influence the job satisfaction
from the dimension of synergy. People did not derive much satisfaction in having related to big

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names of the company. This result is against our findings from empirical data where it was seen
that people got highly motivated due to be affiliated with big names at workplace.

Progress on job makes people highly satisfied with their jobs. The trend generally showed that
people do not want to face challenges. It might be because of the assignment of unattainable
goals to employees so it is recommended that employees should be given such kind of
challenging tasks that are attainable and a great level of stimulation for employees.

The most influential factors in determining the job satisfaction of employees seemed to be
belonging from the dimension of extrinsic factors. Authority, decision making, status and
recognition are the factors, towards which people were highly inclined in order to derive
satisfaction for job. Employees were found to be highly satisfied with recognition actor so it is
recommended that management should work on making employees intrinsically satisfied and
work for enhancing such motivation factors that make employees intrinsically satisfied.

Achievements and fear of failures are two main factors from the dimension of vigour and
enthusiasm that work towards making employees satisfied with jobs. But it was found that most
of the people did not like to work in the competitive environment. The majority of people who
don’t like to work for competition are those with old age. So it is recommended that employees
with young age should be provided with the competitive environment whereas employees with
old age should be avoided from competitions.

6.4 Conclusions and Recommendations for Demographic Characteristics

A number of conclusions have been drawn from the main set of the study regarding the
relationship between motivation and job satisfaction and the effect of demographic variables on
their relationship. The existing literature supported most of the findings of this study but some
results were unique in nature. The discussion that is given below in the following section consists
of the specific findings as well as recommendations based on the conclusion driven by this study.
In real meanings, this debate meant largely at creating knowledge of the noteworthy issues
highlighted by the conclusions. The recommendations given with each conclusion should be
considered as supplementary that are only for the purpose of this research study.

6.4.1 Influence of demographic variables on job satisfaction

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The results of this section of the study concluded that almost all the demographic variables had
significant effects on individuals in determining their level of job satisfaction. According to the
derived information from our study, it could be seen that age had a strong impact on employee
job satisfaction as the emerging trends suggested that as employees move towards old age they
tend to show less satisfaction with their jobs. The employees with senior age showed tendency
that the factors like competition do not create any sense of job satisfaction among them.
Additionally, the employees with old age were seen to be more inclined towards the motivation
factor of commitment and affiliation with their parent organization. So, it may be recommended
for the organization to take into account this trend among old age employees while assigning
them the tasks. The organization should offer such kind of motivators to old age employees that
would create a sense of job satisfaction among them. The employees of old age should be placed
in the position where a strong level of commitment is required in order to complete the tasks
given.

The demographic variable of gender displayed a noticeable effect on the job satisfaction level of
employees. Male employees were appeared to be more satisfied with their jobs as compared to
their female colleagues. The factors that mainly suggested the job satisfaction among male
employees were fear of failure and the use of authority on subordinates, the extent of employee
participation in decision-making, their concern about job security, and good relations among
colleagues and with bosses. On the other hand, female employees tended to be less satisfied with
the factors that need acceptance of challenge and high commitment towards achievement of
goals. So, it might be of use to examine this trend among female employees. Also male
employees should be given more challenging task to maintain their level of job satisfaction. They
would put their extra effort in the challenging tasks in order to avoid the fear of failure. That
would motivate them to achieve certain targets.

The data from our study indicated that different job tenures also have different effects on the job
satisfaction levels of employees. The employees who are working for less than one year
experienced a very high level of job satisfaction. This tendency starts declining with the increase
in job tenure of employees. This discovery recommended that adequate attention should be given
to the needs and necessities of particularly staff within the job tenure limit of one to two years so
that the decline in their job satisfaction level can be prevented and to prevent them from seeking

81
other employment alternatives. It is already mentioned in the previous chapter that a competition
based work environment and the environment where performance and achievement are regarded
to be the factors that would make employees more satisfied. So the organization can work
towards making their environment more competitive and achievement oriented in order to fulfill
the need for achievement among its employees.

Education was also a demographic variable that showed many significant effects on the job
satisfaction levels of employees. The demographic variable of education level showed a number
of significant effects on employee motivation. The results demonstrated that employees with
higher level of education exhibited a low level of satisfaction derived from some of the
motivation factors such as competition and physical facilities given to them, as compared to
other members of staff who are low qualified i.e. staff having high school education or technical
education. The employees with higher education were seen to be highly satisfied with the
motivation factor such as level of activity and responsibility that is bestowed to them to organize
a certain task. It revealed a unique approach of employees with higher education in deriving the
job satisfaction. The results focused on the fact that inspiring and challenging work are the
motivators that work towards making such employees satisfied with their jobs. So employers
should think in this direction while designing a job description for certain jobs that require highly
educated people.

6.5 Limitations of the Study

The major limitations that were considered significant while conducting this study were as
follows:

The sample size taken for this particular study was very small as compared to the company’s
population. It was also drawn from a single company only. The results achieved from the study
would have become more generalized if the sample taken was to be a little bit larger and if it
were taken from more than one organization. The measurement instrument i.e. the questionnaire
was very lengthy containing as many as 30 items that it became difficult to manage them in a
single turn. That is why these items of motivation factors were distributed among four
dimensions and the comparisons were made within the dimensions. This factor resulted in an
almost cumbersome degree of information.
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6.6 Chapter Summary

This chapter briefly concluded our research study by having an overview of the problem
statement and the research methodology of the study. The contribution of this study in the
existing data source was discussed as well. The chapter also included some recommendations for
further studies as well as limitations of this study. Finally, a scope for further research was also
discussed in this chapter. The next chapter deals about the future orientation for new researchers
and further discusses the contribution of this study in the already existing literature about the
topic.

Chapter VII

FUTURE ORIENTATION/FUTURE DIRECTION WITH CONTRIBUTION

7.1 Contribution of the Study in the Existing Knowledge

The findings of this study are believed to contribute a little share of knowledge in the existing
data source of psychology and organizational behaviour. This study is believed to help the
human resource managers while making new policies regarding employees’ motivation and
whenever they want to enhance the level of job satisfaction of their employees. Major
contributions of this study that can be taken into account are given below:

This study helped in investigating and conforming the two-way relationship between employee
motivation and job satisfaction in a simple way, through a better understanding of how
awareness of this relationship may be used to express and notify different strategies and policies
for the effectiveness of organizational procedures.

Another contribution of this study is the addition of demographic variables to understand the
behaviours of different classes of employees in a better way. The employees were divided into
different categories according to the respective demographic characteristics in order to
understand the effect of demographics in changing behaviours and moods of employees. This
dimension in the study became helpful in understanding the different behaviours in a better
mode.

83
The research study at hand also added a large number of existing studies and confirmed the
applicability of many well known theories of job satisfaction and employee motivation in the
organizational setups; although these theories have already been considered as reliable in order
to explore and explain the scientific queries regarding the current issue, these are once again
confirmed from the results of this study.

7.2 Future Direction

Following are the recommendations for the new researchers who want to further contribute in
this arena of research:

 It is recommended that more extensive research be undertaken to investigate relationship

between motivation factors and job satisfaction and the extent to which they both are
related to each other.
 Other items can also be included in order to investigate their relationship with these two
variables. Other variables can be corporate culture and more demographic variables such
as seniority level of employees and their ethnicity.
 A linear correlation model can also be applied on these two variables in order to have a
more detailed and conformed relationship between employee motivation and job
satisfaction level of employees.
 Similar research can be extended to other industries as well.

84
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