A Dynamic Study on the Outcome of Employees’

Motivation through Profound Job Satisfaction

and Organizational Efficiency
MBA – 507: Organization Behavior (04)

Submitted To
Prof. Dr. Asoke Kumar Saha
Course Instructor of MBA/EMBA
East West University

Submitted By
1. Maria G. Gomes
ID: 2020-2-95-054

2. Fazley Rabbi Oly

ID: 2020-2-95-058

Submitted On
25 – 09 – 2020
 Acknowledgement

We would like to express our upmost gratitude and appreciation to all those who has helped us
throughout various stages and provided us with the possibility to complete this short research
paper. A special thanks to our course instructor and the honorable faculty member of EWU’s
MBA Department, Prof. Dr. Asoke Kumar Saha whose assistance, stimulating suggestions and
encouragement, helped us to coordinate our project successfully, especially for writing this
research paper.

We would also like to acknowledge with much appreciation the crucial role of the staff of East
West Career Council Center, who gave us the permission to use their EWU Alumni database
which was necessary to find and connect with the former students who played a big role in filling
up our survey sample. A special thanks goes to our honorable and beloved advisor of the Student
Welfare Department, Mr. Nahid Hassan Khan Sir because without his philanthropic endeavor of
personally reaching his former students who are now successful business personnel, we wouldn’t
have been able to validate the proper data we required for our research.

Last but not the least, our countless thanks go to the Admins of the Facebook group, UNITED
EWUIANS, Mr. Sumith Chatterjee who had provided us the access on the group platform to help
us gather the respondent pool we desperately needed for our survey.
Table of Contents
Acknowledgement...........................................................................................................................2

Executive Summary.........................................................................................................................4

Chapter 1: A Dynamic Study on the Outcome of Employees’ Motivation through Profound Job
Satisfaction and Organizational Efficiency.....................................................................................5

Chapter 2: Empirical Literature Review..........................................................................................6

Chapter 3: Theoretical Background.................................................................................................7

3.1: The Concept of Motivation...................................................................................................7

Chapter 4: Methodology..................................................................................................................8

Chapter 5: Results of the Empirical Study......................................................................................8

5.1: Background Question Analysis (Question 1-3):...................................................................8

5.2: Motivation Level (Question 4-6):.........................................................................................9

5.3: Motivational Factors (For question7-8)................................................................................9

5.4: Job Retention and Endorsement (Question 9-10).................................................................9

5.5 Figures.................................................................................................................................10

Chapter 6: Discussion for Analysis...............................................................................................11

6.1: For Question 1-3.................................................................................................................11

6.2: For Question 4-6.................................................................................................................11

6.3: For Question 7-8.................................................................................................................11

6.4: For Question 9-10...............................................................................................................11

Chapter 7: Research Overall Findings...........................................................................................12

Chapter 8: Limitations...................................................................................................................12

Chapter 9: Conclusion...................................................................................................................13

References......................................................................................................................................13

Appendix........................................................................................................................................14

Employees’ Motivation Survey.................................................................................................14

 Executive Summary
Motivation and Job Satisfaction are the two most important factors that requires complete
attention in all organizations because without the presence of these the effectiveness of the
employees towards attainment of goals are questionable. According to Adlerian theory the three
life tasks are friendship, work and love. In order to measure employees’ motivation, the life task
of work, examining job satisfaction and identifying the outcomes combines to make up an
effective organization. The main objective of this research study has been to identify employees’
motivation and the impact it has on organizational effectiveness particularly among East West
University alumni who are between the age group of 25-40 and hold a position above executive
level. Among a population of 103 employees who are currently working in various positions at
numerous organizations around the country, a collection of 10 respondents were choses through
simple random sampling. The importance of employees’ motivation in the research is carried out
through acknowledging the following aims:

 The meaning of employee motivation, its principle application on organization’s

effectiveness and their connection with organizational performances.
 Finding the motivational factors of the employees and relating them to the various
motivational theories to understand the prolificacy of job satisfaction and culture of
an organization.
 Provide descriptive idea for the Managers and various organizations to improve
their strategy to employee motivation to increase job satisfaction and hence excel
organizational effectiveness and attain their goals.

Since, there’s a strong relationship between motivation and job satisfaction the study identifies
the task significances and individual performances for understanding rewards which determines
the organizational or personal growth. Data collection were done within a week after successful
distribution through online platform and were used for descriptive research analysis, correlation
and reliability of the basis of the study. Accompanied with the findings the conclusion explains
that even there are relatively moderate negative association between employees’ motivation and
job satisfaction employees are vital for an organization’s effectiveness and assertive towards the
growth and prosperity where motivated employees cause less turnovers and accelerates retention.

Chapter 1: A Dynamic Study on the Outcome of Employees’

Motivation through Profound Job Satisfaction and Organizational
Efficiency
Motivation plays an elementary role in amplifying the employee productivity and level of
performances. The prosperity and failure of any organization in a competitive structure depends
majorly on its employees and to what extent they are motivated towards the work they perform.
Employee motivation is directly related to employee fidelity, efficiency and business gains.
Every employee has their own set of motivational factors that motivate them to perform their
work effectively to achieve competitive advantage over others. For this to happen, an
organization must have a clear set of goals and plan to utilize the available resources. Motivated
employees are content, committed and satisfied towards their jobs. Conceding the importance of
employees’ motivation for job satisfaction this report crucially demonstrates the following
outcomes:

 The definition of motivation, its impacts, linkage of Maslow’s motivational theories and
structural effectiveness.
 Factors that mostly motivate employees towards job satisfaction.
 Implicate the real-life scenarios to judge the effectiveness of job satisfaction for the
turnouts of an organization.

Throughout the study use of both the primary and secondary data methods are carried out.
Firstly, the secondary data has been gathered from the following sources: books, journals,
articles and from other online researches. Whereas, primary data has been obtained from
carrying out a employees’ motivation survey filled out by the working population.
Chapter 2: Empirical Literature Review
The carried-out research for this report concentrated at the factors that inspire employees’
motivation and the impact on their job output subsequently which are individually discussed in
this section of the study. Whiseand and Rush (1988) described motivation as an individual’s
willingness to do something which is influenced by the behavior designed to meet their needs.
Aiyetan and Oltuah (2006) according to their study demonstrated the relationship between
motivation and level of job performance of the employees in an organization for its
effectiveness. The aim was to identify a number of motivational schemes that intensifies the
employees’ performance in two categories: office performances and their personal
establishments influenced by the motivational factors. Following the footsteps Fuller et. Al.
(2008), stated that motivation is a person’s quality, direction and consistency of efforts to
achieving a particular objective. From the provided statement quality is defined as an elaborative
method to how dedicatedly an individual works to achieve a particular objective whereas
consistency identifies the how long an individual is persistent towards achieving a specific
objective or goal. Throughout this research study the analysis of the secondary data shows that
employees prioritize financial incentives to non-financial incentives where increasing the level of
financial incentives such as salary or wages through promotion, overtime allowances and leaves
with pay act increases the level of job satisfaction for an employee and effectiveness to reach at a
maximum.

In reference to a study of motivation done in Sweden by Edmund and Nilsson (2007) explains
the stated concept discussed above by focusing on the factors most managers use in
organizations to motivation their team members to achieve job satisfaction on the basis of gender
and age. According to our survey is it a comparable proof that employees’ attaining motivation
are resources for an organization’s rapid development which is difficult of a task for any
organization’s managers because employees tend to be more focus oriented towards intrinsic
factors rather than extrinsic factors. The unusual finding of this study was that no managers
motivated their employees based on their gender or age specificity. We were also able to analyze
three enhanced motivational factors such as interpersonal relationship, working condition or
environment and the interest of an employee towards their work led to potential effective
motivators and hence give motivated employees rather than demotivated ones. However,
motivation is important because it requires employees to generalize their needs to attain job
satisfaction and achieve organizational goals.

Chapter 3: Theoretical Background

According to Stephen P. Robbins 2013, motivation is the process that account for an individual’s
intensity, direction, and persistence of effort toward attaining a goal. In an organizational aspect
motivation is portrayed as the amount of the processes that influence the enthusiasm, direction
and maintenance of work-related behaviors. Employee motivation in workplace stimulates
commitment and action for job-related tasks, such as the desire of the employee to expand the
energy to accomplish a shared goal.

3.1: The Concept of Motivation

The concept of motivation may be broad but according to three key contributors of motivation
are direction, intensity, and persistence (Jones & George, 2008). In addition, the concept also
discusses motivation types they are: Intrinsic (internal) motivation such as learning, acquiring
knowledge etc. and Extrinsic (external) motivation such as competitions, appraisals, potential
incentives, or punishment etc. However, in this research study we aim to link organizational
efficacy with human performance more specifically with employee motivation. One of the most
evaluated theory of motivation is the Maslow’s Hierarchy of Needs. Abraham Maslow, an
American psychologist developed this hierarchy of needs in five stages as discussed below:

 Physiological Needs: refers to the need for

food, water, and other biological needs. These
needs are basic because without these a person
cannot function properly[ CITATION
McL20 \l 1033 ].
 Safety Needs: are those needs that secures a
person from denger, disease, financial
uncertainty, social deprivity etc.
 Social Needs: refers to love, friendship, family, social belonging etc.
 Esteemed Needs: represents the higher needs of humans. The needs for power,
achievement and status. Maslow classified this in two types one is the esteem for oneself
 (i.e. dignity, achievement, independence) and the other is desire for being respected by
others.
 Self-actualization Needs: refers to the realization of a person's potential, self-fulfillment,
seeking personal growth and peak experiences.

Chapter 4: Methodology
Research methodology is a way to systematically solve the research problem [ CITATION
Kot85 \l 1033 ]. The main objective of the research is to study the motivation of employees and
its linkage to organizational productivity the quantitative method (online survey), were therefore
chosen as the research method for this study. In this research, both primary and secondary
sources of data have been used. At the beginning, secondary data was obtained through similar
relevant journals and various academic resources to develop a better understanding of different
types of motivational factors and their impact on the success of an employee's job and the
contribution they provide to organizational effectiveness. An online survey was conducted to
collect primary data based on the theoretical framework of the study. The population consists of
EWU Alumni between the age group of 25-40 and currently working in different organizations.
The survey was carried out among 10 willing participants who represented almost 10% of our
total population of 103 employees. The process of carrying out the survey took place within one
week, from September 14 to September 20 of 2020.

Chapter 5: Results of the Empirical Study

The goal of this chapter has been to discover the factors that motivates an employee towards
attaining job satisfaction in addition, the significant contribution to the effectiveness of the
organization.

5.1: Background Question Analysis (Question 1-3):

Aiming for the first three questions, understanding the respondents’ genders, ages and the length
of time served depicted through percentage evaluation and figurative illustrations. From an age
group of 25-40 the standing grounds of respondents for the females were 6 and males were 4.
The gender classification represented the males and females with a percentage ratio of 17.16 and
25.7 respectively. With the different age groups being diversified as 25-29 years old having
20.6%, 30-34 years old having 25.7% and 35-40 years old 17.1% (Figure 1).
The length of service for these respondents overall are 51.5, 34.3, 20.6, and 13.7 respectively for
less than 1 year; 1-3 years; 3-5 years and more than 5 years (Figure 2).

5.2: Motivation Level (Question 4-6):

Moving on to the fourth and fifth question the survey asks the indicator levels of motivation
beginning with highly motivated to highly demotivated and then moving for an impact of
motivation on the level of their performances. The outcome was 19.2%; 24.3%; 13.4%; and 4.5%
of the respondents were for highly motivated to highly demotivated respectively (Figure 3).
While for a specified decree on the impacts their performance, they conveyed that 93%
answered yes while only 7% answered no (Figure 4).

The sixth question asks to find whether or not employees think they would be motivated to give
their best when their needs are being met by their organizations. Our survey analysis found that
90 % of the respondent agreed their performance would increase if the organization can meet
their needs while a meagre 10 % think otherwise (Figure 5).

5.3: Motivational Factors (For question7-8)

Our seventh question focused to examine which three factors motivate employees the most at
work from Financial benefits; Work-life balance; Promotion opportunities; Praise and
recognition; Organizational culture; Personal growth and satisfaction and Empowerment. Out
of this 7 factors, Financial benefit (80 %) was the first factor that motivated the employees in
their work following by Personal Growth ((75 %) and Work-life balance (65 %) (Figure 6). The
eighth question was aimed to measure the respondents’ feelings about their job through these
following sentences, I am happy with my job; I am inspired to accomplish my goals on the job; I
am adamant to put up my best effort into work every day; I have specific goals, priorities and
goals for my work; and I have sufficient materials and equipment needed to do my job which was
then analyzed by posing a query on a 5-point likert scale (Strongly agree; Agree; Neither agree
nor disagree; Disagree; and Strongly Disagree) (Figure 7).

5.4: Job Retention and Endorsement (Question 9-10)

The remaining two ask how frequently the respondents think of quitting their job and whether
they would endorse their respective organizations to others. The analysis shows 10%, 30%, 20%
and 40% for Always; Sometimes; Rarely and Never respectively. Analysis for the final question
concluded that 80% of the responded would endorse their organization to others (Figure 9).

5.5 Figures
All the Figures mentioned in the analysis results can be
13%
11% 28% Less than
25-291 found in the following section.Figure 1 Figure 2
year 30-34
17%
24% 43% 1-3 years
35-40
3-5 years
29% 35% More Over
than 40
5 years

7% 7% Highly
Motivated
22% 31%
Motivated
Yes
Demotivated
No
40% 93% Highly
demotivated
 Empowerment 10%
Figure 7

107%

106%
105%
Personal growth and satisfaction 75%
10%Strongly agreeAlwaysAgree

93%
40;

85%
20;Organizational
20% culture 15% Neither agree nor disagree Disagree Strongly Disagree
20% 40% Sometimes Yes

48%

45%
Praise and recognition 25%

27%

26%
25%

25%

23%
20%

18%
17%

16%
15%

14%
Rarely No

13%

12%
30; 10;

6%
5%

5%
4%

3%
Promotion opportunities Never 30%
30% 10%90% 80%
I a m h a p pWork-life
y w i t h …balance 65% I a m a d a m a n t t o …
I am i n sp i r ed t o … I h a v e s p e c i fi c I h a v e s u ffi c i e n t
Financial benefits 80% go al s… m at er i al s…

Figure 8
Figure 9

Figure 6

Chapter 6: Discussion for Analysis

6.1: For Question 1-3
Analysis for question 1 to 3 depict that immense rate of responses were from the younger age
and females rather than the males who dominated the gender stipulation because they
demonstrated a higher set of motivation and increasing efficiency. As most of the respondents
were younger generation, they tend to switch in between jobs for job satisfaction whereas the
elder generations demonstrate patience and adjustments due to responsibilities and other
derivatives.

6.2: For Question 4-6

Analysis for question 4 to 5 showed that most of the employees were motivated or highly
motivated while most of them agreed that their level of motivation does influence their work
performance. These shows there exist a linkage between motivation and productivity. However,
some disagreed with question 5 proving that motivation is ineffective and not prominent in some
organizations. For question 6 we see the majority of employees think they perform better when
their employers fulfill their needs. This coincide with Maslow’s need hierarchy theory of
motivation proving that desire to fulfill a need breeds motivation.
6.3: For Question 7-8
As seen in the analysis for question 7 Financial benefit is the most important factor why people
choose to work in the first place which again proves Maslow’s theory where money is seen as
one of the primary need. Personal Growth and Work-life balance being second and third also
proves once the basic needs are full filled people tent to aim for higher needs and thus motivated
by them. For question 8 findings seemed compelling. Most of the respondents indicated that they
are pleased with working facilities that enable them to perform efficiently. The participants are
encouraged and able to put more effort into achieving the objectives and content with their jobs.

6.4: For Question 9-10

Analysis of the final two question shows a positive relation between motivation and job retention
and employee recommendation. As seen in the result, most of the respondent never thing about
quitting their job and are happy to recommend their current work place to others.

Chapter 7: Research Overall Findings

To summarize we can say that employees are generally motivated when they are satisfied with
their job, which in turn boost the organizations’ efficacy. The findings of the study indicate that
the respondents are usually driven to work. Money, personal growth, and a balance between
work and life are what motivate them the most. They enjoy the independence in work, the
complicated and fascinating characteristics it brings, and a good relationship with their managers
and peers. They have specific objectives, priorities, and goals at work, plus appropriate working
facilities. They are inspired to give the best effort and meet the set goals every day. They are
motivated to make the best effort each day and achieve the set goals. Over all, they are happy
with their jobs and happy to recommend their company to others as a great place to work.

Chapter 8: Limitations
Hypotheses of work inspirations have tended to associations between motivation, work
fulfillment and inspiration leading to job satisfaction. During this probe study clarifications on
how the fulfillment of job satisfaction through engaging motivation among employees shows the
varied form of individuals from both ends. Cornerstone for this study has summarized a clear
recognition to where work-related factors, enthusiastic behavioral reaction that has come about
towards a better working environment, whereas, job satisfaction demonstrated fulfillment in a
state of mind experienced from appreciative recognitions.

According to the Principle of Compatibility employees’ motivation was satisfied through

dependent variables and while rounding off the research study, the substantial hindrance or
constraint has been the sample size, sample or data collection, refrained number of pages, limited
availability of resources through Google or other proficient search engines, scanted personal
consultations, face-to-face interactions to offhand the survey readings were all the fencing at this
global outbreak of COVID-19. However, in order to acquire more tactile repercussion if the
survey was executed amongst a colossal sample size the outcome of the analysis and findings
could be judged in a more macro level. The limitations of the study also included restricted time
for merging the entire report alongside the participation of the employed sector of EWU
students. Furthermore, in order to reach a full exploitation of the results, it would have been
supportive to accomplish in-depth student interviews and a more simplified result would have
been obtained.

To conclude, though job satisfaction is closely defined with theories of motivation the limitations
bring out the actual use of data and show the effectiveness of various organizations in an
identifiable factor.

Chapter 9: Conclusion
To conclude, employees’ motivation can be achieved through empowerment of employees which
stipulates the degree of decision-making processes, the nature of working partnership between
the employees, organization and the dispensation for the activities in which they are involved.
The motivational theory in the framework has addressed the relativity between job satisfaction
and motivation to contribute in the growth of an organization to maximize in the
comprehensiveness of job performances supported by the findings from the survey, data analysis
and so on. Factors such as extrinsic motivation determines employees’ level of personal growth,
extent to work-life balance, flexibility in work, good relationship with the management and co-
workers, etc. whereas on the other hand intrinsic motivation determines the employees’ needs,
desires, goals and together these factors create a motivational workforce. According to the theory
of efficiency, employees must be pleased by the work they perform and not drive by what they
do.

Employees tend to face boredom in their repetitive assigned tasks for which many seems
demotivated towards their works and do not perform effectively or lack enthusiasm to perform.
Thus, organizations must understand the value of their employees for the organization’s
effectiveness and refer to job rotation, provide constant feedbacks, adequate trainings to enhance
their knowledge and update skills in a changing working environment, establishing a culture of
appreciation and promotion for growth and development, creating opportunities to prioritize
fulfillment of incentives etc.

To encapsulate, the motivation of employees can be affected by numerous changing factors but a
combination of proper motivational factors and analyzing job satisfaction through physical and
spiritual stimulation is an efficient way to improve the organization’s effectiveness and increase
their outcome in practical applications.

References
Aiyetan, A.O. and Olotuah, A.O. (2006). Impact of Motivation on Workers' Productivity in The
Nigerian Construction Industry, pp. 239 – 248

Campbell, J.P., Dunnette, M.D., Lawler, E.E., & Weick, K.E. (1970). Managerial Behavior,
Performance, and Effectiveness. New York: McGraw-Hill.

Edmund, M. & Nilsson, H. (2007). Employee Motivation in Medium sized Manufacturing

Enterprises: Two case studies from Northern Sweden, Master’s Degree Thesis, Lulea
University of Technology, Sweden.

Fuller MA, Valacich JS, & George JF (2008). Information Systems Project Management: A
Process and Team Approach. Upper Saddle River, New Jersey: Pearson Prentice
Hall

Jones, G. R., & George, J. M. (2016). Contemporary Management (11th ed.). (D. Waddell, J.
Devine, K. Monroe, & R. Cooper, Eds.) North Ryde, N.S.W.: McGraw Hill Education.
Kothari, C. R. (1985). Research Methodology: Methods and Techniques. New Delhi: New Age
International (P) Limited.

Luthans, F. (2011). Organizational Behavior: An Evidence-Based Approach (12 ed.). North

Ryde, N.S.W.: McGraw-Hill Education.

McLeod, S. (2020, 03 20). Simply Psychology. Retrieved 09 07, 2020, from Maslow's Hierarchy
of Needs: https://www.simplypsychology.org/maslow.html

O'Gorman, K. D., & MacIntosh, R. (2014). Research Methods for Business Management.
Oxford. Goodfellow.

Whiseand, P. & Rush, G. (1988). Supervising Police Personnel: Back to Basics, Prentice Hall,
New Jersey

Appendix
Employees’ Motivation Survey
Greetings to the motivational survey of employees!
This survey is being conducted with the goal of assessing the level of motivation of the
employees affected by various motivational factors at their respective organizations. Please be
assured that all the answers you provide by partaking in this survey will be confidential and only
be used for this research. All the data will be collected and analyzed by the authors of this paper
in order to meet the specific purpose of this survey. We request you to take 5 minutes off your
busy schedule and fill the following information sincerely.
Kindly, please check in the given boxes or pointers to indicate your choices. Thank you in
advance for your time and interest on this survey.
1. Please specify your gender.
 Female
 Male
2. Which age group do you belong to?
 25 to 29
 30 to 34
  35 to 40
 Over 40
3. How many years have you served in your present position?
 Less than 1 year
 1 to 3 years
 3 to 5 years
 More than 5 years
4. How motivated are you on the work?
 Highly Motivated
 Motivated
 Demotivated
 Highly demotivated
5. Does the level of motivation have an impact on your performance?
 Yes
 No
6. Do you think that an individual would be motivated to achieve his or her full potential
and perform better when their needs can be met by the organization?
 Yes
 No
7. What are the key factors that mostly motivate you on your work?
(You can choose up to 3 answers)
 Financial benefits
 Work-life balance
 Promotion opportunities
 Praise and recognition
 Organizational culture
 Personal growth and satisfaction
 Empowerment
8. What are your feelings about your job?
(For each statement, please rank your agreement level by selecting one alternative.)

Strongly Agree – Agree – Neither Agree or Disagree – Disagree – Strongly Disagree

I am happy with my job. ■ ■ ■ ■ ■
I am inspired to accomplish my goals on the job. ■ ■ ■ ■ ■
I am adamant to put up my best effort into work every day. ■ ■ ■ ■ ■
I have specific objectives, priorities and goals for my work. ■ ■ ■ ■ ■
I have sufficient materials and equipment needed to do my job. ■ ■ ■ ■ ■
9. Have you ever considered quieting your job?
 Always
 Sometimes
 Rarely
 Never
10. Would you endorse your organization as a great place for other people to work on?
 Yes
 No