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A critical review of key factors or
indicators in the motivation of
employees in an organization

2
Contents
Abstract ........................................................................................................................................................ 4
Part One: Introduction and Research Framework ................................................................................ 5
1.1 Reasons for Selection of Topic and Organization ..................................................................... 5
1.2 Importance of the Research ......................................................................................................... 6
1.3 Aims and Objectives of the Research ......................................................................................... 7
Part Two: Data Collection Sources and Business and Accounting Techniques ............................. 9
2.1 Research Pattern ........................................................................................................................... 9
2.2 Sources of Information and collection of Data ........................................................................ 10
2.3 Sample and Data Collection Process........................................................................................ 11
2.3 Limitations of gathering information and Techniques ............................................................. 11
2.4 Classification of Ethical Issues ................................................................................................... 12
2.5 Business Techniques: Techniques for Motivation ................................................................... 12
Chapter Three: Analysis of Data and Conclusion ............................................................................... 14
3.1 Literature Review ............................................................................................................................... 14
3.2 Results of the Questionnaire Survey .............................................................................................. 17
3.3 Analysis of Data ............................................................................................................................ 25
3.4 Conclusion and Recommendations.......................................................................................... 26
3.4.1 Conclusion ............................................................................................................................ 26
3.4.2 Recommendations .............................................................................................................. 28
References .................................................................................................................................................. 29
Appendix ..................................................................................................................................................... 31

3
Abstract
This particular research has been conducted to evaluate the indicators of motivation in
Pak Elektron Limited (PEL). Primary data has been collected for the evaluation of the
indicators of motivation in employees of PEL. A sample of 50 employees was selected
for conducting survey. Response rate of 82% was attained in the survey. The results of
the survey have evaluated that the results have evaluated the competition among
employees creates motivation in employees to work harder for the organization. In
addition, salary benefits and recognition of employee opinion also play effective role in
motivating employees. It has been recommended that employees must be given
attractive benefits in terms of salary and compensation and also better growth
opportunities.

4
Part One: Introduction and Research
Framework
The initial part of the research will present a general idea about the topic in order to
provide a well concluded and an organized research study. Moreover, a brief
explanation of the methodology and philosophy that has been carried out to conduct the
research and the research structure will be provided in this first part of the research.
The central idea of this part is to provide a better analysis understanding about the
topic.

1.1 Reasons for Selection of Topic and Organization

Motivation is one of the most significant variables a manager strictly needs to control,
keep a check on and influence in the human resource management and organizational
behaviour. This is because the organization‟s success almost completely relies on the
performance of its employees, and motivation would lead it towards the concept of
stability and development. Motivation in employees is one of the descriptive variables of
how employees perform and also an extremely important one (Bartel and Locke, 2000).
That is why human resource managers mostly work hard to keep the motivation level of
their employees high. To be more precise and simple, higher motivation level of the
employees in the firm would lead to higher level of performance by the employees and
therefore resulting into high level performance by organization and more development.
Clearly then the aspects of motivation also are quite important to management of any
firm. This research will highlight these factors that determine, in human resource, the
levels motivation.

A significant similarity which can be used regarding this idea is of China. There is no
doubt that China has contrived its economy from scrape and because of its efficient
human resource management china has conquered the international trade. China‟s
“human power” has helped the country to turn into the worlds “super power”. The basic
idea of this example is to explain the fact that with efficient management and portion of
5
human resource available to a company can change the destiny of that company. It is
because the worth of human resource has been proven long ago when there was no
use of machines and human resource with performance, creativity, and innovation had
the ability to lead a business towards success and accomplishment of its objectives.
Regarding the formal account of human resources, Jackson and Mathis claim that the
human resource in an organization is the collective value of “successes, motivation,
talents, capabilities, and experience” which it owns.

More precisely, what this point implies is that if a business increases its level of
motivation among the employees of the organization, the organization can actually
enhance its overall value of the employed human resources. Therefore, the human
resource of any organization needs to be managed.

Sonawane and Pragya(2008) say that the incorporation of human resource management
in a business will prove to have a positive and constructive relationship with the success
and productivity of the business. The factors of human resource management adding up
to the levels of motivation of the employees are the purpose of this research.

The organization selected for the research is Pak Elektron Limited (PEL). It is one of the
pioneer manufacturers of Electrical goods in Pakistan. It has been working to introduce
quality products to customers. I have selected this particular organization because I had
experience of working in it in the past. Therefore, I had the idea of motivational practices
of the organization. However, I wanted to categorically identify the factors which cause
motivation in employees in PEL. Therefore, I selected this particular organization for
research.

1.2 Importance of the Research

The foremost reason why this research is important is because of the significance of the
covering topic. For a business, human resources are considered to be the most
essential employed assets of the organization and thus for an organization it is
imperative to manage them and invest in its human resources (Wyatt , 2000). This study
with its analyses and conclusion will allow the managers of human resource to not only
recognize the importance of human resource but also the significance of motivation

6
levels of the workers. Moreover, the research is important because this research put
forwards and signifies the imperative management and organizational associated
factors that affects the motivation of the employees.

Lastly, the research is considered important as it focused on not only the restricted
liability organizations having a formal human resource and employee research
department but also the organizationin Pakistan.This research would prove to be a vital
input into the academic literature arena and this kind of methodology would also let an
insight in the aspects which lead to enhancement in motivation in the employees devoid
of any manipulation and intrusive strategies. Regarding this, the research has worked
more on the practical factors and on the application of levels of motivation making the
study valuable for those who desire to read and relate a perception on the human
resource management.

The purpose of selecting small scale organizations with or without the presence of a
proper human resource management department is explained in the later on chapters of
the research.

1.3 Aims and Objectives of the Research

Following is the aim of the research

“To determine the factors influencing the motivation levels of the employees in a
company”

To accomplish the above mentioned aim, the objectives of this research are as follows:

i) The first and the most significant objective here to determine the factors
having an impact on motivation levels of the employees is the achievement of
completion of this RAP project
ii) To identify and briefly explore the idea of motivation in the employees and its
affect on how the employees perform.
iii) To provide a list of important factors that influence the motivation levels of
employees and to study and focus on the affect of all of those factors
individually in PEL, Lahore

7
iv) Study concerning the strategies that can prove to be helpful regarding the
management of the factors influencing motivation in PEL, Lahore
v) Finally, to give business guidelines and policies for such companies which
have no formal or strict human resource management department, about how
to increase the motivation and performance of the employees.

8
Part Two: Data Collection Sources and
Business and Accounting Techniques
This portion of the research statement will be discussing the method through which
study has been carried out,the elements of the research philosophy and how a range of
research methods were applied to determine the results. Moreover, in this chapter will
be discussed the ethical restrictions and limitations the organization faced. The purpose
of this chapter is to describe the above stated points in suitable details in order to make
sure that the results of the study are able to be critically analyzedin the light of the
research methodology used in the study later on.

2.1 Research Pattern

To carry out this research, the central idea was to build a framework of aspects known
to affect the motivation levels of employees of a corporation. Academic literature in the
form of both books and journal articles related to the topic was used to aid the research
study. For the first step of the study, this was the built support for the assessment of the
initial data of the study.

The results of the main data were examined in the light of the results concerning all the
variables available in the literature. It was thought to be appropriate as it allowed the
researchers to present the conclusions on the basis of evidences provided from two
perspectives and dimensions therefore making the research more valuable.

It is imperative to mention on this point that the method applied for the analysis of the
collected data was deductive (Saunders et al, 2007), implying that the analyses of the
research conducted on the collected data concerned analyzing the available hypothesis
about the variables and also that none of the new theories and relationships were being
anticipated during this research (inductive research).

As the most ofdirection of the study was towards the human resource management, and
the study on how the decisions of management influence the motivation, the capacity to
use the accounting model regarding this study was minimal. It was because while

9
accounting revolves around quantitative data and its study through various ways, the
concept of motivation is more qualitative and abstract and thus demands qualitatively
acquainted attention which the business models were obviously not able to give.
Furthermore, talking about the concerned models of business management, the line of
human resource management and its purpose initiated in the study would have been
applied in the research as required.

Note: It is important to know about the assumption made in the project that the
motivation levels of the employees are directly related to the performance levels of the
workers. So when the level of motivation of an employee increases, the performance of
that employee would also increase. The conducted research would rely on this
assumption.

2.2 Sources of Information and collection of Data

As mentioned above, two methods of collection of data have been followed; primary and
secondary. Concerning the secondary data, academic literature was collected and then
analyzed. With the help of various academic material records, the secondary data was
collected. The basic concepts and theories were analyzed from the books available
online and depth information related to the subject and factors increasing the motivation
were collected via journals. The two chief databases accessed concerning the project
were JSTOR and Science Direct. As the research was in nature was quite general,
exact information through magazines and newspapers was not used.

Next is the collection of primary data which is mentioned earlier above that the data has
been collected via a questionnaire survey. In the questionnaire were the questions
about the factors expected to affect the levels of motivation. The source of information
for data collection was the workforce of the organization. This must be distinguished
that small scaled to medium scaled corporations were selected to carry out this
research. The reason for this was twofold. The first reason was regarding the present
non corporate business companies missing the status of literature. The plan here is to
explain that how even for the success of a small scale private business, employee
motivation is an extremely important factor. With this, the research project is able to

10
remove the research concerning discrimination with small scale industries in the
economy and will be able to provide a complete pool of knowledge. The other reason
was to determine the dynamics of human resources while a company lacks formal
human resource management department. This is to compare that if in the absence of
these formal plans, motivation of employee‟s hold similar importance and determinants
as in the presence of these formal strategies.

In the end, talking about the business contacted, it must be known that all the
businesses selected are from the manufacturing sector. The main idea of choosing the
manufacturing sector was to easily measure the productivity and therefore the
performance of workers which is somehow tough and as compared to the service sector
more qualitative. Even for the workers, stating and discussing about the changes in
performance is easier in manufacturing sector than that of service sector.

2.3 Sample and Data Collection Process

The sample selected from PEL, Lahore is of 50 employees. Conveniencesampling
technique was used for selecting sample. In order to collect data from this sample, a
questionnaire has been developed. The questionnaire design is close end. I took
permission from the management regarding survey in PEL. The manager of PEL,
Lahore allowed me to conduct the survey. On the appointed day, I reached at the
organization and distributed questionnaire among the selected employees. Out of 50
selected respondents, 41 respondents returned the filled questionnaire. This created
response rate of 82%.

2.3 Limitations of gathering information and Techniques

Limitations are significant to note in order to provide the readers an idea of the
constraints and restrictions involved in the study which is already included. The first
problem regarding this is the small size of the sample selected. Regarding the
population elected of the organization existing in Lahore Pakistan, the size of the
sample overall is quite small. This sample size is affected by financial, time and other
resource constrictions during the research conduction and therefore 50 employees were
selected as a sample.
11
Furthermore, the second complication found was in regarding the replies of the
participants. The collected data and then its analysis were completely based on the
judgment of the workers themselves. There is then a chance of the employees being
bias regarding what affects their motivation levels. Here, the most significant bias
predicted is that the worker might, while answering the questions assume that his
answers will in actual effect the employer and that the answers of the questionnaire will
work in the favour of the employee. The honestly level of the employees answering the
questionnaire is then assumed for this research.

2.4 Classification of Ethical Issues

Two main ethical constrictions were experienced creating difficulty for this research. The
first problem was regarding the privacy and confidentiality of the personal information
and data of the participators. This was well considered that the loss of private data of
any level organization can bring about changes in how the employer usually deals with
the participating employees. To tackle this situation, no personal information except for
gender and age of the workers was required in the questionnaire survey. This helped
the workers filling the questionnaire survey to feel more secure about their answers.
Also, this helped to eliminate some part of the bias. In this heading, the names, the
owners of the company and the organizations contacted are not provided as well. The
next issue was of plagiarism. To avoid this issue, it was made sure that each source of
data and information is appropriately stated and explained.

2.5 Business Techniques: Techniques for Motivation

Motivation is one of the most important aspects of human resource management. Within
the organizations, motivational practices several motivational practices are adopted.
Some of the motivational techniques adopted by organizations are as follows (Alen et al.,
2011):

Monetary Factors: These refer to the salaries, benefits and monetary

compensation provided to employees for their services to the organizations. It
has been found that monetary factors provide substantial level of motivation to
employees.
12
Non Monetary Factors: These refer to the nonmonetary recognition offered to
employees for their efforts in the organization. This may include appreciation,
support of management, decision power andcoordination among employees. In
addition, it may also include the challenging tasks given to employees.

13
Part Three: Analysis of Data and
Conclusion
This third portion of the research project will provide results of the analyzed data which
has been collected by the method mentioned above; questionnaire survey. The
arrangement of this portion of the research would be like that the results of the
questionnaire and the results of the literature review will be provided. Then the analysis
of both will be presented. The basic idea behind this is to analyze the data collected for
its value, significance and trends and then with the analysis decide upon a conclusion
regarding the factors affecting the increase in motivation the most in a corporation.

3.1 Literature Review

Drafke&Kossen(2007) describe motivation as a desire of doing something which is in fact
strong enough to truly influence a person to or sets him or her in action to do it in actual.
A person basically is motivation when he/she wants to or feels the need to do
something, to position to achieve, or to have a state of mind, and then the person
actually starts working on it.

An important thing here that needs to be noted is that the motivation is not only in the
head of a person. Motivation cannot be defined as a feeling alone, to do something. In
fact, motivation is considered as “motivation” when an individual puts himself/herself
into action (Kuo, 2004 and Kinicki, 2009). Motivation so can be defined as something
which manipulates an action and something less than an action cannot be defined as
motivation. Regarding the employees human resources, its importance is self
descriptive. Motivation level in the employees indicates their need to perform well and
better in the business. However, the motivation here would be counted only if the
employees are making an action towards their motivation to do something. A similar
argument has been provided by Condly et al (2003); Manion(2005); who emphasizes
that motivation is a built in response which cannot be forcefully imposed by some
external factors.

14
Other than human resource management, the concepts of motivation have better roots
in the sociology and psychology (Jyothi and Venkatesh, 2006). The concept of
motivation is at times studied to examine some psychological disorders in persons
regarding the unpredictability in their attitudes. However, moving back to the human
resource management field, Steijn(2004) emphasizes that in early nineteenth and
twentieth century, the employee management of a company was mostly based on
control and command. This is because mostly people working at that time were
veterans like (Steijn,2004) People‟s nature have changed and therefore the society has
changed. With the intense economic and financial competition, for an organization it is
impossible to completely rely on the command and control policies and not utilize the
power of brain they have employed. The perceptions about the employees motivation is
then significantly changed enough that the motivation of employees is now the heart of
human resource management. For better understanding and analysis of motivation as a
perception, Perry, Mesch&Paarlberg(2006) has been analyzed to give two kinds of
motivations.

i) The first kind of motivation is the built in motivation. This is when people
employ themselves into an action for the sake of their own desire to do so. It
means that the actions they decide to take help them in their personal growth
and development.
ii) Second is the extrinsic motivation. This kind of motivation is affected by the
third party who motivates these people to do something they want. In this
case, motivation leads towards team work, job management and leadership.

As for the leadership, a leadership that is able to motivate employees towards an action
or better performance is considered to be a good leadership (Gould-Williams, 2003).
Moreover, regarding the theorization of motivation, the expectancy theory of Victor
Vroom is quite famous and important. Mullins (2007) says that Vroom is the first person
who proposed an expectancy theory aiming particularly towards the motivation to work.
In the proposed model by Vroom, there are three main variables; names, instrumentality
and expectancy and valence. The main idea of this theory is that persons favor
particular results from their attitude over others. Also, people predict a sense of

15
satisfaction that will happen only when the desired outcome is attained. In the
expectancy theory, this feeling regarding specific result is defined as valence. This
feeling refers to preference or attractiveness towards a specific outcome. Valence
however itself is originated from instrumentality and is moreover a result of expectancy.
Regarding the expectancy theory, Kathryn(2011) uses the similar to observe if the theory
proves to be true in application. Modified expectancy theory which in fact has five
instead of three component that are extrinsic, expectancy, extrinsic valence, intrinsic
instrumentality, instrumentality and intrinsic valence give the best description for the
employee motivation.Also, intrinsic motivation factors are found to be more effective for
the workers instead of the extrinsic factors of motivation (Garg&Rastogi, 2006 and
Larsson et al., 2007). This indicates that the human resource management must
present to the employees a touch of intrinsic factors of motivation for example an
opportunity of leisure time, personal growth etc.

Furthermore, according to a study performed by Mullins (2007) the employees on the

bank from 12 different multinational banks Istanbul studies the role of incorporating a
reward in the human resource management department in the business to increase the
motivation levels. The study basically determines that when a legitimate and formal and
well executed reward system is introduced, the level of motivation of the employees is
considerably improved. The reason behind this can be related to both intrinsic and
extrinsic motivations. The performance of the employees can considered being
motivated intrinsically in the existence of a reward or bonus system as the presence of it
allows the employees to see their own personal benefit and growth and perform in the
best possible manner (Luthans, 2005 and Herzberg, 2003). This result is also influenced
by the study performed by Atchison(2003) which claims that when the wages are
increased, the motivation level of the employees also show an increase. It means that
when employees see their own personal gains, their motivation level to perform better is
increased.

16
3.2 Results of the Questionnaire Survey
Before moving towards the findings of this questionnaire survey, it is significant to know
that the rate of response for this primary collection of data was 82 percent. Not just the
employees of the organizations happily volunteered to answers the survey
questionnaire but the employers of the company also gladly greeted the collectors of
data and permitted them to collect the required data. This indicates that the level of bias
in this research survey is less. Due to this neutral level of help received from the
employees, the survey was successfully conducted.

Question no 1: Gender

Results: Regarding the questionnaire survey on motivation levels of the worker it was
important to know the gender of the employees as the motivation level is different for
each gender claims Kathryn (2011). In the results of the questionnaire survey, it was
found that 92 percent of the employees working in the organization were male while
only 8 percent were female. This twist of such a high level in the gender results can
imply a fine amount of bias concerning the motivation level in the employees. However,
as far as the culture and population of is concerned, it is known that there are less
working women in the manufacturing sector of Pakistan. The entire workforce almost is
comprised of male workers and a very small amount of female workers are found
working as manual labor.

Gender of Participants

8%

Male
Female

92%

17
Question no 2: Age

In the survey results, it was seen that most of the employees, around 57 percent lied
into the age group of 26 to 35 years. 27 percent employees were found to lie in the age
group of 15 to 25 years while the rest of the 17 percent employees were found to be in
the age range of 36 to 45 years. As the level of motivation is inconsistent with the age
range of people, Kathryn(2011) this result is quite important to determine the motivation
level of employees. Higher number of young people working in the organization, the
higher would be the motivation level. In Pakistan, young adults are higher in proportion.

Age of Participants

17%

15 t 25 years
26 to 35 years
27% 56% 36 to 45 years

Question no 3: How much does the job assigned to you motivates you?

Results: 31 percent employees said that they are motivated towards the job they are
assigned and claimed to feel intensely motivated to perform better. 40 percent
employees of the organization said that they are not highly motivated to do the job
assigned to them, however they claim to be motivated enough to finish their work on
satisfactory level. Approximately 19 percent workers of the organization were on both
sides, they replied being neutral about their motivation towards the task assigned. The
rest of the 10 percent claimed to have no motivation towards their task.

18
 How much does the job assigned to
you motivates you
45
40
35
30
25
20
15
10
5
0
Highly motivated Satisfactory level Moderately No motivation
Motivated motivated from work

Question no 4: For how long have you been working with this organization?

Results: For any organization having permanent and long term employment is
important. In the results of questionnaire survey, 37 percent employees working in the
company were working in the organization for one year and above. 29 percent
employees of the organization said that they were working from 3-5 years in the firm. 21
percent of the employees were comparatively new and had been working in the
company for 6 months to less than 1 year. The rest of the 13 percent said they have
been working for more than 5 years in the organization.

For how long have you been working

with this organization?
40 37
35
29
30
25 21
20
15 13
10
5
0
6 months or less 1 year and above 3 to 5 years More than 5
than 1 year years

19
Question no 5: Which out of the following factors affects your motivation the
most?

Results: As studied above, factors affecting the levels of motivation are the core of this
research. When asked from the employees in the questionnaire survey, competition
was one of the most important factors. As competition challenges one‟s personal
abilities, mostly people increase their level of motivation in competition. In the results as
well, 40 percent employees said that they are more motivated when there is some
competition. 22 percent employees said that bonuses and salary packages motivates
them more to work harder. 21 percent of the employees replied that opportunity in
career growth makes them more motivated towards their task. 13 percent people
wished to have a friendly and comfortable environment in order to keep their motivation
level high. The remaining 4 percent of the employees said that security is under their
point of view the most important factor of motivation.

Which out of the following factors

affects your motivation the most?
45 40
40
35
30
25 22 21
20 13
15
10 4
5
0
Competition Salary and Opportunity in Friendly and Jon security
Bonus career growth comfortable
packages environment

Question no 6: Does your salary package increases your motivation to work

harder?

Results:Salary is the most attractive factor of any job, when asked from the employees
51 percent said that salary is a strong factor influencing the motivation levels of the
employees. 23 percent of the workers were positive, they also thought that good pay is

20
the best reward and so salary package is a fairly important factor of motivation. 17
percent people were found to be neutral about this question; salary does and does not
affect their motivation level. The rest of the 9 percent were negative and said salary
package is not an important factor of motivation.

Does your salary package increases

your motivation to work harder?
60
51
50
40
30 23
20 17
9
10
0
Strongly influences Motivates Neutral Does not influence
motivation employees motivation

Question no 7: Does the change in organization affect your work?

Results: From the sample of employees questioned, 42 percent employees said that
their work is inspired by the working conditions and changes in the environment does
affect their work as it has a direct relation with their work. 27 percent employees also
agreed and said the working conditions affect the efficiency and performance and so
changes in the environment fairly affect their work. 24 percent employees working said
that it depends on the change and were mostly neutral about it. The remaining 7
percent of the employees said that changes in organization do not affect their work.
Here it can be concluded that although a safe and healthy working environment is
important, the consistency of it is more important and employees do like to work in a
steady environment were the circumstances plan to remain the same as they were
when they joined.

21
 Does the change in organization
affect your work?
45 42
40
35 27
30 24
25
20
15 7
10
5
0
Inspired by the Affect the Neutral Does not affect
working conditions efficiency and work
and changes in the performance
environment

Question no 8: Do you feel the need to show your work in between other
employees?

Results: From a sample of employees of the organization maximum number of

employees felt that there work needs to be presented in front of other employees. The
results from these findings show that from the total number of employees 40 percent of
the people said that they strongly feel their work should be shown in between other
employees. 31 percent of the people said that yes at times their work must be
acknowledged and agreed that fairly their work needs to be shown among other
employees of the organization. 20 percent of the employees were neutral about this
opinion giving it not much importance. The remaining 9 percent of the people said that
no, not at all their work should not be presented among the other employees of the
organization as it creates problems.

22
 Do you feel the need to show your
work in between other employees?
45 40
40
35 31
30
25 20
20
15 9
10
5
0
Strongly need to At times Undecided No need to show
show work work

Question no 9: How much does the security (social and physical) helps you to
perform better?

Results: From the sample of employees given the questionnaire, 60 percent

considered security a very important factor affecting the efficiency of work. They ranked
security 1. 29 percent employees voted for 3 which indicate that security is an important
factor to perform better. The remaining 11 percent employees said that security does
not affect their performance. Security however as we can see is an important question
for the employees and employees do consider a safe and fair environment while
working for a firm.

23
 How much does the security (social
and physical) helps you to perform
better?
70 60
60
50
40
29
30
20 11
10
0
Very Important Important Not important

Question no 10: Do you want your opinion to count in order to perform better in
the organization?

Results: In the results of this question, it was found that 51 percent employees believe
that the importance given to their opinion helps them work harder for the company.
They said that the space for opinion highly affects their performance. 39 percent people
were neutral in their answer. The rest of the ten percent said that space for opinion
somehow helps to perform better or worse. However, we can see that a large number of
employees consider having the space for opinion an important factor influencing their
performance in work.

24
 Do you want your opinion to count
in order to perform better in the
organization?
60 51
50 39
40
30
20 10
10
0
Recognition for opinion Undecided Somehow helps to
highly affects perform better or worse
performance

3.3 Analysis of Data

Through the literature review conducted and from the results of 50 questioned people,
this is determined that the level of motivation of the employees was average. This
implies that some workers wish to make an effort and step forward to perform better
while other employees perform on standard level, the only effort they put is in the
completion of task and no special efforts to perform better are placed. The important
question here is to provide according to the literature review and results of the
questionnaire the factors influencing the motivation levels of the employees.

The first indicator according to the study of motivation is the wage rate or salary
packages/bonuses or rewards the employees get in return for their hard work. From the
review of literature especially, we can decide that reward system or a bonus system in
an organization influences the motivation levels and employees in return work harder for
the organization. However, in the questionnaire survey results it was seen that a fair
and safe working environment is also an important factor influencing the motivation
levels of the workers working in the organization. This was further measured with the
competition level existing in the organization which was seen to be important factor
affecting the motivation level of employees. When asked which factors influences them
to work hardest, it was quite fascinating to know that the presence of competition was
the important factor for the employees to keep them motivated towards their work and

25
motivate them to work harder. Generally, competition is considered more like a stress
on working brains but the results proved it wrong. In manufacturing companies of
Pakistan however we see that competition is an important factor adding to the
motivation level. The next most important factor we see that employees consider
important regarding its effect on their motivation level was opportunities in career
growth. This factor also is a part of both extrinsic and intrinsic motivation as it motivates
the employees to place their efforts in a task and also feel an internal involvement and
passion to perform better. Other than personal growth opportunities and competition in
an organization, security and salary package and a reward system were the most
important factors manipulating the motivation levels of employees. Lastly, as for the
changes occurring in the organization, a small percentage of employees only claimed to
it to have no effect on their motivation levels with the changes in the organization.
Mostly employees considered the change to have a direct relation with their work and
so organizations were changes in working environment are frequent would face a
condition of stagnation.

3.4 Conclusion and Recommendations

This portion of the research would include the verdict on the research. Other than just
presenting a small summary of the research content and results, this portion of the
project would provide an analysis on the aspects of human resource influencing the
level of motivation in a company. Then in the end, some piece of recommendations
would also be provided according to the conducted analysis of the research. Also there
are recommendations for those owners who are working and running their organizations
without a proper human resource management section.

3.4.1 Conclusion
The research conducted was based on the perceiving the impact of motivation
regarding the performance in an organization of the human resources and also to learn
about the factors influencing the motivation levels of employees itself. To carry out this
research, a set of aims and objectives were set and in this verdict, it will be discussed if
these objectives have been met or not.

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The foremost objectives of this research was to understand what exactly motivation in
the employees means and why is it an important as frequently discussed subject in the
human resource management regarding its affect on the employee performance. In the
results we found that motivation is the desire, the need to take an action towards the
desire to accomplish a goal or to fulfill a task. Motivation is the passionate feel to want
to do something. Motivation has a significant role to play in the human resource
department. Motivation basically is linked to the employees wish to perform better
towards the assigned task. If motivation level is low in an employee, the performance
level would as well go down affecting the quality of the task performed. The main focus
of the human resource management is towards the motivation levels of the employees
and most of their efforts and plans concern an increase in the motivation level of the
employees. There are two concepts of motivation which have been discussed above as
well. The first type of motivation is the internal motivation, which is also known as
intrinsic motivation triggered by the internal will of a person. This type of motivation
includes self manipulation or the desire to take an action towards the desired task for a
better and successful life. In this case, a person is himself/herself passionate regarding
a task and no external factors are involved. On the other hand, there is extrinsic or
external motivation which is a result or external factors. For instance, competition
causing a person to work harder on some particular task to prove his efficiency or in the
need of winning the completion is an extrinsic motivation. Extrinsic motivation is also
considered as a result of good leadership or management. However, both kinds of
motivation are important for the increase in motivation levels of the employees so that
they can perform better.

In the research conducted, many factors influencing the motivation levels of the
employees have been found. It is quite fascinating to know that the most important or
the most voted factor of motivation according to the questionnaire survey is competition.
In has been determined that healthy and fair competition allows the workers to work
harder and perform better in the need to win. Competition influences motivation on high
scale because every employee has this need to prove himself/herself and in this need
they tend to work harder and perform better on the assigned task. To be more precise

27
and simple, the employers or the management must create such an environment in
which the workers are given a chance to prove their worth.

Furthermore, the next factor affecting the performance of the employees or the
motivation level is financial returns like wages, salary packages, reward system or
bonuses. These financial incentives are quite important for the employees and highly
impact on their motivation level. If there are good financial incentives provided to an
employee, he/she would perform better with better motivation. The importance of this
factor has been proven through the conducted questionnaire survey. So during the
management of the employees regarding their motivation levels, the human resource
management must consider good financial incentives for the employees.

Finally, the importance and space given to an employee in the firm is another important
motivator. This also includes job and social security and the level of respect given to an
employee. Future opportunities also matter a lot for the employees and is an important
factor having great impact on their motivation and performance level. If more opinions of
an employee are respected, he/she would be more motivated to work harder.

3.4.2 Recommendations
In the end, some recommendations would be suggested considering the results of the
research.

The most important thing human resource must work on is the financial returns or
incentives. The salary packages and wages must be satisfactory and an employee
should be satisfied in order to perform better. Also, better growth opportunities should
be provided so that other than competition, employees have an aim to work harder for
the firm. Human resource planners must place great efforts in personal growth and
career incentives. The last but an important recommendation is to give good respect to
the employees. An employee must feel like he is important for the organization and his
opinion matters. This would highly increase his motivation level to perform efficiently.

28
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Appendix
Please identify your gender
Female
Male

Please Identify your age range

15 t 25 years
26 to 35 years
36 to 45 years

How much does the job assigned to you motivates you

Highly motivated
Satisfactory level Motivated
Moderately motivated
No motivation from work

For how long have you been working with this organization?
6 months or less than 1 year
1 year and above
3 to 5 years
More than 5 years

Which out of the following factors affects your motivation the most?
Competition
Salary and Bonus packages
Opportunity in career growth
Friendly and comfortable environment
Jon security

Does the change in organization affect your work?

Inspired by the working conditions and changes in the environment
Affect the efficiency and performance
Neutral
Does not affect work

Do you feel the need to show your work in between other employees?

Strongly need to show work

At times
Undecided
No need to show work

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How much does the security (social and physical) helps you to perform better?

Very Important
Important
Not important
Do you want your opinion to count in order to perform better in the organization?

Recognition for opinion highly affects performance

Undecided
Somehow helps to perform better or worse

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