SYNOPSIS

The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special

reference to Enas Hybrid Hospital is a case study type which was conducted to

identify the factors which will motivate employees of the hospital.

Management’s basic job is the effective utilization of human resources for

achievements of organizational objectives.

Employee motivation is one of the major issues faced by every organization. It is the

major task of every manager to motivate his subordinates or to create the ‘will to

work’ among the subordinates. A worker may be immensely capable of doing some

work; but nothing can be achieved if he is not willing to work.

A manager has to make appropriate use of motivation to enthuse the employees to

work well. Hence this study also evaluates employees’ level of satisfaction of

motivation in Enas Hybrid Hospital.

Both primary and secondary source were used for collection of data for the research.

The data needed for the study was collected from the employees through

questionnaires and direct interviews. Analysis has been presented through tables

and interpreted.

At the end of the study, the researcher was able to come out with some of the

important factors which motivate the employees. Security, salary increase,

recognition, quality working conditions, promotion and interesting work includes

such factors.

The researcher came out with the findings that, 58% of the employees of the hospital

are dissatisfied with the level of motivation they receive at the workplace and 38%

are highly dissatisfied.

The researcher proposed that, management of the hospital should provide security

for the employees, employee salaries must be increased periodically, recognition and

promotion should be given when due, employees should be given the opportunity to
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advance their career and also quality working conditions should be provided to

make employees’ work more interesting.

CHAPTER ONE

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INTRODUCTION OF THE STUDY

1.0 INTRODUCTION

The introduction elaborates on the following; the profile of Enas Hybrid Hospital,

background of the study, the research problem, objectives, methodology, significance

of the study, the scope and limitation of the research and organization of the work.

1.1PROFILE OF THE COMPANY

Enas Hybrid Hospital is sited in Kumasi, the Regional Capital of Ashanti Region

with a total projected population of 3,204,609 (1998).

It is a private hospital which aims to provide effective and affordable care in Primary

Health, General Medicine and Orthopaedic Trauma to all, regardless of ethnic or

religious background.

In its ambition to provide high quality healthcare, the hospital has sponsored local

doctors and other healthcare professionals to travel to the U.K. for Postgraduate

training. There are also plans to upgrade the facilities and standard of care to the

level of a Teaching Hospital.

With approximately 300 beds, Enas Hybrid is one of the few orthopaedic hospitals in

Ghana with a surprising catchment area encompassing the entire West African Sub-

continent. Patients from the Ivory Coast, Nigeria, Burkina Faso, Liberia and Togo are

common at the hospital.

In 2004, there were 32,192 new out-patients and 9,881 re- attendees, with 11% from

outside the Ashanti Region and 1% from neighbouring countries. Total admissions

were 1,262 with 53 reported deaths. A total of 1,119 surgical procedures were carried

out, around 60% being related to Orthopaedic Trauma. The Primary Heath Care Unit

saw 60 new patients diagnosed with AIDS.

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The Hospital has around 150 employees and the Government of Ghana supports the

hospital financially by paying Staff salaries.

MISSION STATEMENT

The mission of the hospital is to provide quality services to meet the needs and

expectations of all its clients. This will be achieved through well-motivated and

committed staff applying best practice and innovation.

VISION STATEMENT

To achieve an enviable, world-acclaimed reputation as a first class centre of

excellence and innovation in specialist health care, research and advocacy.

1.2 BACKGROUND OF THE STUDY

The word motivation is coined from the Latin word "movere", which means to move.

Motivation is defined as an internal drive that activates behavior and gives it

direction. The term motivation theory is concerned with the processes that describe

why and how human behavior is activated and directed. It is regarded as one of the

most important areas of study in the field of organizational behavior.

The job of a manager in the workplace is to get things done through employees. To

do this the manager should be able to motivate employees. But that's easier said than

done!

Human nature can be very simple, yet very complex too. An understanding and

appreciation of this is a prerequisite to effective employee motivation in the

workplace and therefore effective management and leadership.

Every person has different reasons for working. The reasons for working are as

individual as the person. But, we all work because we obtain something that we need

from work. The something obtained from work impacts morale, employee

motivation and the quality of life. To create positive employee motivation,

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employees must be treated as if they matter - because employees matter. These ideas

help fulfill what people want from work and create employee motivation.

The success of any business depends largely on the motivation of the employees.

Human resources are essential to the prosperity, productivity and performance of

any company. Motivation is the key to creating an environment where optimal

performance is possible.

1.3 RESEARCH PROBLEM

The research problem in this study is associated with the motivation of employees of

Enas Hybrid Hospital. There are a variety of factors that can influence a person’s

level of motivation. Some of these factors include; the level of pay and benefits, the

perceived fairness of promotion system within a company, quality of the working

conditions, leadership and social relationships, employee recognition, job security

and interesting work.

Motivated employees are a great asset to any organization. This is because

motivation and job satisfaction are clearly linked. It is the mission of Enas Hybrid

Hospital to provide quality services to meet the needs and expectations of all its

clients. This they want to achieve through well-motivated and committed staff

applying best practice and innovation.

However, the staffs are not motivated which is preventing management of the

organization from achieving their mission. Hence this study is focusing on the

employee motivation in the organization. The research problem is formulated as

follows:

“What are the important factors which motivate employees in Hospitals?”

1.4 OBJECTIVES OF THE STUDY

The objectives of the study are to;

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  Examine the important factors which will motivate employees using Enas

Hybrid Hospital as a case study.

 Evaluate the employees’ level of satisfaction of motivation in the Hospital.

 Make suggestions to be considered by management of the hospital.

1.5 SIGNIFICANCE OF THE STUDY

The study is intended to evaluate motivation of employees in the hospital

organizations. Motivation has variety of effects. These effects may be seen in the

context of an individual’s physical and mental health, productivity, absenteeism and

turnover.

This study will help the researcher realize the important factors that help to motivate

employees. It will also help to provide insights to support future research regarding

motivation of employees in organizations.

1.6 THE RESEARCH METHOLOGY

Appropriate data was collected from primary and secondary sources by the

researcher as the study is a case study type.

In addition to interviews and self-administered questionnaires, information was

gathered from textbooks, journals, and other related publications. The raw data

collected were summarized and some presented in the form of tables.

1.7 SCOPE AND LIMITATION OF THE STUDY

The limitations of the study as follows;

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  Some of the data collected were through questionnaire administration and the

responds from the respondents may not be accurate.

 The sample taken for the study was only 50 and the results drawn may not be

accurate.

 Since the organization has strict control, it was another barrier for getting data.

 Lack of experience of researcher.

1.8 ORGANISATION OF THE STUDY

The case study is made up of three sections namely the introduction, body and

conclusion. However it is made up of four chapters.

The first chapter covers the background to the study.

Chapter two takes care of the review of related literature to the study.

Chapter three also talks of the methodology, analysis and presentation of findings.

Chapter four covers the recommendations and conclusions to the study.

CHAPTER TWO

LITERATURE REVIEW

2.0 INTRODUCTION
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Rensis Likerthas called motivation as the core of management. Motivation is an

effective instrument in the hands of the management in inspiring the work force.It is

the major task of every manager to motivate his subordinates or to create the will to

work among the subordinates .It should also be remembered that the worker may be

immensely capable of doing some work; but nothing can be achieved if he is not

willing to work. Creation of a will to work is motivation in simple but true sense of

term.

Motivation is an important function which every manager performs for actuating the

people to work for accomplishment of objectives of the organization. Issuance of

well-conceived instructions and orders does not mean that they will be followed .A

manager has to make appropriate use of motivation to enthuse the employees to

follow them. Effective motivation succeeds not only in having an order accepted but

also in gaining a determination to see that it is executed efficiently and effectively.

In order to motivate workers to work for the organizational goals, the managers

must determine the motives or needs of the workers and provide an environment in

which appropriate incentives are available for their satisfaction. If the management is

successful in doing so, it will also be successful in increasing the willingness of the

workers to work. This will increase efficiency and effectiveness of the organization.

There will be better utilization of resources and workers abilities and capacities.

2.1 THE CONCEPT OF MOTIVATION

The word motivation has been derived from motive which means any idea, need or

emotion that prompts a man into action. Whatever may be the behavior of man, there

is some stimulus behind it .Stimulus is dependent upon the motive of the person

concerned. Motive can be known by studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which

control man’s behavior at any particular point of time. In general, the different

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motives operate at different times among different people and influence their

behaviors. The process of motivation studies the motives of individuals which cause

different type of behavior.

According to Edwin B Flippo, “Motivation is the process of attempting to influence

others to do their work through the possibility of gain or reward.

2.2 SIGNIFICANCE OF MOTIVATION

Motivation involves getting employees to pull weight effectively, to give their loyalty

and carry out properly the purpose of the organization. The following results may be

expected if the employees are properly motivated.

 The workforce will be better satisfied if management provides them with

opportunities to fulfill their physiological and psychological needs. Employees

will cooperate voluntarily with the management and will contribute their

maximum towards the goals of the enterprise.

 Workers will tend to be as efficient as possible by improving upon their skills

and knowledge so that they are able to contribute to the progress of the

organization. This will also result in increased productivity.

 The rates of labor’s turnover and absenteeism among the workers will be low.

 There will be good human relations in the organization as friction among the

workers themselves and between the workers and the management will

decrease.

 The number of complaints and grievances from employees will be reduced

and mistakes on the part of the employees will be low.

 There will be an increase in the quantity and quality of products produced by

the organization. Wastage and scrap will be less. Better quality of products

will also increase the public image of the business.

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2.3MOTIVATION PROCESS

 Identification of need

 Tension

 Course of action

 Result –Positive or Negative

 Feed back

2.4 THEORIES OF MOTIVATION

Understanding what motivated employees and how they were motivated was the

focus of many researchers following the publication of the Hawthorne study results

(Terpstra, 1979).

Major approaches that have led to the understanding of motivation are McClelland’s

Achievement Need Theory, Behavior Modification theory; Abraham H Maslow’s

hierarchy or needs, J.S. Adam’s Equity Theory, Vrooms Expectation Theory,

McGregor’s Theory and Herzberg’s two factor Theory.

In all, the theories could be grouped into content and process theory of motivation.

Content theories are sometimes called need theories. They are theories of explaining

the specific things that actually motivate people at work. Such theories focus

attention on identifying the apparent needs, drives and wants of individuals. They

place emphasis on WHAT MOTIVATES. Examples of such theories include

Herzberg’s two factor theory, McClelland’s theory, Abraham H Maslow’s hierarchy

of needs and McGregor’s theory X and Y.

Process theories can concentrate on the processes involved when individuals make

decision about things that they perceive as important to them. They are more

concerned with how behavior is initiated, directed and sustained. Thus, how people

become motivated. Such theories include Vroom’s theory and Adam’s equity theory.

2.4.1 CONTENT THEORIES

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McClelland’s Achievement Need Theory

According to McClelland’s there are three types of needs;

 Need for Achievement; this need is the strongest and lasting motivating

factor, particularly in case of persons who satisfy the other needs. They are

constantly pre occupied with a desire for improvement and look for situation

in which successful outcomes are directly correlated with their efforts. They

set more difficult but achievable goals for themselves because success with

easily achievable goals hardly provides a sense of achievement.

 Need for Power; it is the desire to control the behavior of other people and to

manipulate the surroundings. Power motivations positive applications results

in domestic leadership style, while it negative application tends autocratic

style.

 Need for affiliation; it is the related to social needs and creates friendship.

This results in formation of informal groups or social circle.

McGregor’s Theories

Douglas McGregor proposed two theories to describe value judgments inherent in

supervision which he called Theory X and Y.

X Theory

 Individuals inherently dislike work.

 People must be coerced or controlled to do work to achieve the objectives.

 People prefer to be direct

This theory simply assumes that people dislike work and responsibility.

Practically, managers will assume that subordinates prefer to be directed, wish to

avoid responsibility, have little ambition and want security above all.

This theory is workable in the following situations

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  When the nature of job itself offers little intrinsic reward

 When there are limited opportunities to satisfy higher level of needs

 During emergency situations or shortage of time

Y Theory

 People view work as being as natural as play and rest

 People will exercise self-direction and control towards achieving objectives

they are committed to.

 People learn to accept and seek responsibility

The average human being does not inherently dislike work, because work can be a

source of satisfaction.

According to McGregor, theory Y is the best form of management

This theory works best in the following situations;

 When the job offers a high degree of intrinsic satisfaction

 When it involves a variety of tasks

 When it involves an element of problem solving

 When outputs is difficult to measure in quantitative terms.

Abraham H Maslow Need Hierarchy

The intellectual basis for most motivation thinking has been provided by behavioral

scientists, A.H Maslow and Frederick Herzberg, whose published works are the

“Bible of Motivation”. Although Maslow himself did not apply his theory to industrial

situation, it has wide impact for beyond academic circles. Douglas McGregor has

used Maslow’s theory to interpret specific problems in personnel administration and

industrial relations.

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The crux of Maslow’s theory is that human needs are arranged in hierarchy

composed of five categories. The lowest level needs are physiological and the highest

levels are the self-actualization needs. Maslow starts with the formation that man is a

wanting animal with a hierarchy of needs of which some are lower in scale and

others are in a higher scale or system of values. As the lower needs are satisfied,

higher needs emerge. Higher needs cannot be satisfied unless lower needs are

fulfilled.

A satisfied need is not a motivator. This resembles the standard economic theory of

diminishing returns. The hierarchy of needs at work in the individual is today a

routine tool of personnel trade and when these needs are active, they act as powerful

conditioners of behavior- as Motivators.

In his hierarchy of needs; the main needs of men are five. They are physiological

needs, safety needs, social needs, ego needs and self-actualization needs, as shown in

order of their importance.

Self- Actualization

Ego Needs

Social Needs

Safety Needs

Physiological Needs
Physiological or Body Needs: the individual move up the ladder responding first to

the physiological needs for nourishment, clothing and shelter. These physical needs

must be equated with pay rate, pay practices and to an extent with physical

condition of the job.

Safety: the next in order of needs is safety needs, the need to be free from danger,

either from other people or from environment.

Social needs: going up the scale of needs, the individual feels the desire to work in a

cohesive group and develop a sense of belonging and identification with a group. He
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feels the need to love and be loved and the need to belong and be identified with a

group.

Ego or Esteem Needs: these needs are reflected in our desire for status and

recognition, respect and prestige in the work group or work place such as is

conferred by the recognition of one’s merit by promotion, by participation in

management and by fulfillment of workers urge for self-expression.

Self-realization or Actualization needs: this upper level need is one which when

satisfied provide insights to support future research regarding strategic guidance for

organizations that are both providing and using reward or recognition programs. It

makes the employee give up the dependence on others or on the environment. He

becomes growth oriented, self-oriented, directed, detached and creative. This is the

need which totally lies within oneself and there is no demand from any external

situation or person.

Herzberg’s two factor theory

Herzberg conducted a research as to what motivates people to work and does not.

He came out with motivators and hygiene factors. Five factors stood out as strong

determinant of job satisfaction, which he regarded as motivators. They include the

following:

 Achievement

 Recognition for work well done

 Attraction of the job itself

 Responsibility

 Advancement

Lack of these intrinsic factors lead to dissatisfaction

Hygiene factors’ (dissatisfies) are:

 Company policy and administration

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  Supervision

 Salary

 Interpersonal relations

 Working conditions

Herzberg concluded that the two feeling are not the opposite of one another, but

they are concerned with two different ranges of an individual’s needs.

Hygiene factors are purely preventive, if the organization provides them it will

prevent the workers from being dissatisfied with their job, but they will not motivate

positively. To help them to do creative satisfying responsible work, the organization

must provide motivators.

2.4.2 PROCESS THEORIES

Behavioral Modification Theory

According to this theory, people behavior is the outcome of favorable and

unfavorable past circumstances. This theory is based on learning theory. Skinner

conducted his researches among rats and school children. He found that stimulus for

desirable behavior could be strengthened by rewarding it at the earliest. In the

industrial situation, the relevance of this theory may be found in the installation of

financial and non-financial incentives.

More immediate is the reward and stimulation. Withdrawal of reward in case of low

standard work may also produce the desired result. However, researches show that

it is generally more effective to reward desired behavior than to punish undesired

behavior.

J.S Adams Equity Theory

This theory focuses on people’s feeling of how fairly they have been treated in

comparison with the treatment received by others. According to Adams, employee

compares his or her job inputs outcome ratio with that of his colleagues in order to

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determine how fair the organization has been. If the employee perceives inequity, he

or she will act to correct the inequity: lower productivity, reduced quality, increased

absenteeism, voluntary resignation.

Vrooms Expectation Theory

Vroom’s theory is based on the belief that employee effort will lead to performance

and performance will lead to rewards (Vroom, 1964). Reward may be either positive

or negative. The more positive the reward the more likely the employee will be

highly motivated. Conversely, the more negative the reward the less likely the

employee will be motivated.

2.5MOTIVATION CONCEPTS

Intrinsic motivation occurs when people are internally motivated to do something

because it either brings them pleasure, they think it is important, or they feel that

what they are learning is morally significant. Intrinsic motivation has been studied

by social and educational psychologists since the early 1970s. Research has found

that it is usually associated with high educational achievement and enjoyment by

students. Intrinsic motivation has been explained by Fritz Heider's attribution theory,

Bandura's work on self-efficacy and Ryan and Deci's cognitive evaluation theory.

Extrinsic motivation comes from outside of the individual. Common extrinsic

motivations are rewards like money and grades, coercion and threat of punishment.

Competition is in general extrinsic because it encourages the performer to win and

beat others, not to enjoy the intrinsic rewards of the activity. A crowd cheering on the

individual and trophies are also extrinsic incentives.

2.6 INCENTIVES

An incentive is something which stimulates a person towards some goal. It activates

human needs and creates the desire to work. Thus, an incentive is a means of

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motivation. In organizations, increase in incentive leads to better performance and

vice versa.

2.6.1 NEED FOR INCENTIVES

Man is a wanting animal. He continues to want something or other. He is never fully

satisfied. If one need is satisfied, the other need arises. In order to motivate

employees, management should try to satisfy their needs. For this purpose, both

financial and non-financial incentives may be used by management to motivate

workers.

Financial incentives or motivators are those which are associated with money. They

include wages and salaries, fringe benefits, bonus, retirement benefits and medical

reimbursement.

Non-financial motivators are those which are not associated with monetary rewards.

They include intangible incentives like ego-satisfaction, self-actualization,

responsibility, suggestion system among others.

2.7 MOTIVATION, THE KEY TO PERFORMANCE IMPROVEMENT

There is an old saying; you can take a horse to the water but you cannot force it to

drink; it will drink only if it's thirsty - so with people. They will do what they want to

do or otherwise motivated to do. Whether it is to excel on the workshop floor or in

the 'ivory tower' they must be motivated or driven to it, either by themselves or

through external stimulus.

If they are born with the self-motivation or drive, they can be motivated, for

motivation is a skill which can and must be learnt. This is essential for any business

to survive and succeed.

Performance is considered to be a function of ability and motivation, thus:

 Job performance =f(ability)(motivation)

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Ability in turn depends on education, experience and training and its improvement

is a slow and long process. On the other hand motivation can be improved quickly.

There are many options and an uninitiated manager may not even know where to

start.

As a guideline, there are broadly seven strategies for motivation.

 Positive reinforcement or high expectations

 Effective discipline and punishment

 Treating people fairly

 Satisfying employees needs

 Setting work related goals

 Restructuring jobs

 Base rewards on job performance

Essentially, there is a gap between an individual’s actual state and some desired state

and the manager tries to reduce this gap. Motivation is, in effect, a means to reduce

and manipulate this gap.

CHAPTER THREE

METHODOLOGY, ANALYSIS AND PRESENTATION OF FINDINGS

3.0 INTRODUCTION

This segment of the study comprises of the methods that were used for the collection

of data, data analysis and presentation of findings.

3.1 RESEARCH METHODOLOGY

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The methodology consists of the sampling design, sample size, study population and

the data collection methods.

The objectives of the study are to; examine the important factors which will motivate

employees using Enas Hybrid Hospital as a case study, evaluate the employees’ level

of satisfaction of motivation and make suggestions to be considered by management

of the hospital.

The section employed the best means of getting information on the topic.

3.1.1 SAMPLING DESIGN

A sample design is a finite plan for obtaining a sample from a given population.

Simple random sampling was used for this study.

3.1.2 SAMPLE SIZE

Number of the sampling units selected from the population is called the size of the

sample. 50 employees were used as the sample size for the research.

3.1.3 SAMPLING PROCEDURE

The procedure adopted in the study is probability sampling, which is also known as

chance sampling. A probability sampling method is a sampling method that utilizes

some form of random selection.

3.1.4 METHODS OF DATA COLLECTION.

The data’s were collected through primary and secondary sources.

PRIMARY SOURCES

Primary data are in the form of “raw material” to which statistical methods are

applied for the purpose of analysis and interpretations.

The primary source used for the study was in the form of interaction with the

employees and data collected through questionnaire.

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A questionnaire was carefully prepared and specially numbered. The questions were

arranged in proper order, in accordance with their relevance.

SECONDARY SOURCES

Secondary data’s are in the form of finished products as they have already been

treated statistically in some form or other.

Secondary data mainly consists of data and information collected from records,

company websites and also discussion with the management of the organization.

Secondary data was also collected from journals, magazines and books.

3.2 ANALYSIS AND PRESENTATION OF FINDINGS

3.2-1 INTRODUCTION

This part of the study deals with the information obtained in the course of the

research. In the analysis, the researcher presented some of the information obtained

in the form of tables.

3.2-2 FACTORS THAT MOTIVATE EMPLOYEES OF ENAS HYBRID HOSPITAL

Table (1) depicts the factors that motivate employees the most.

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 Number of
No Motivational Factor Respondents Percentage

1 Security 12 24

2 Salary increase 9 18

3 Recognition 7 14

4 Promotion 6 12

5 Career advancement 5 10

6 Quality working conditions 4 8

7 Fairness 3 6

8 Job design 2 4

9 Leave 1 2

10 Motivational talk 1 2

TOTAL 50 100

Response from employees was 100%. The table shows that 24% of the respondents

responded that security( job security and payment of social security)motivates them

the most, Salary increase follows with 18%, Recognition 14%, Promotion 12%, Career

advancement opportunities 10%, Quality working conditions 8%, Fairness 6%,

Interesting work 4%, Leave and Motivational talk 2% each.

3.2.3 EVALUATING THE EMPLOYEES’ SATISFACTION OF MOTIVATION

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Table (2) depicts the present level of satisfaction of employee motivation at Enas

Hybrid Hospital.

Number of
NO Level of satisfaction Respondents Percentage
1 Highly satisfied 0 0
2 Satisfied 1 2
3 Neutral 1 2
4 Dissatisfied 29 58
5 Highly dissatisfied 19 38
Total 50 100

The table shows that 58% of the employees are dissatisfied with the present level of

motivation being given to them by management of the organization. 38% of the

employees were however highly dissatisfied. Out of the 50 employees who filled the

questionnaire, only one was satisfied with the present level of motivation.

About half of the 50 employees interviewed said they receive inadequate recognition

and reward: they reported of receiving little or no credit, and almost two-thirds say

management is much more likely to criticize them for poor performance than praise

them for a good work done. As a result of this they do not view themselves as

significant members of the company. Their motivation and performance has

therefore decreased.

20% of those interviewed confessed that as a result of this they had lost interest in

working for the organisation and the only reason they are still there was because

they had not found another job yet. Some report to work very late and others pour

out their anger on patients by treating them badly. Its effect is that, the hospital has

and is continuing to lose a majority of its loyal customers.

CHAPTER FOUR

4.0 CONCLUSIONS AND RECOMMENDATIONS

4.1 INTRODUCTION
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This chapter looks at the conclusions and recommendations made by the researcher

as the study sought to identify the factors which will motivate employees in hospitals

using Enas Hybrid Hospital as a case study. The researcher made appropriate

recommendations to be considered by management of the hospital.

4.1 CONCLUSIONS

Workers in any organization need something to keep them working. Most at times

the salary of the employee is enough to keep him or her working for an organization.

However, sometimes just working for salary is not enough for employees to stay at

an organization. An employee must be motivated to work for a company or

organization. If no motivation is present in an employee, then that employee’s

quality of work or all work in general will deteriorate.

Keeping an employee working at full potential is the ultimate goal of employee

motivation.

The objectives of the study were to;

 Examine the important factors which will motivate employees using Enas

Hybrid Hospital as a case study.

 Evaluate the employees’ level of satisfaction of motivation in the Hospital.

 Make suggestions to be considered by management of the hospital.

The study concludes that, the motivation of the employees of Enas Hybrid Hospital

is not effective. The research was conducted among 50 employees and information

was collected through structured questionnaire and interviews.

From the study, the researcher was able to find some of the important factors which

motivate the employees. Security, salary increase, recognition, quality working

conditions, promotion and interesting work includes such factors.

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Only if the employees are properly motivated, will they work well and only if they

work well, will the organization benefit. Steps should be taken to improve the

current level of motivation of the employees. The suggestions of this report may help

in this direction.

4.2 RECOMMENDATIONS

 Most of the employees agree that the security, which includes their job and

retirement security are helpful to get them motivated, so management of the

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 hospital should try and make sure the employees are secured by putting up

insurance and pension schemes and renew or extend the contract of contract

workers in the hospital.

 Management of the hospital should be fair in all their dealings with the

employees and also try to recognize and reward employees’ performance. It is

only when employees feel their good work is being recognized that they will

continue to improve upon it.

 Better carrier development opportunities should be given to the employees for

their improvement. Most employees want to achieve something worthwhile in

life.

 The working conditions of the employees should be improved so that they

would find their job interesting.

 It is said that “all work and no play makes Jack a dull boy”, employees should

be granted leave occasionally to help them release stress so that they can

always feel strong and healthy to work.

 Employees need to stay alive. Their salaries should therefore be increased

when appropriate so that they can satisfy some of their basic needs.

 Employees of the hospital should be given the opportunity to attend

motivational seminars when they want to. The management of the hospital

can organize programs where they can invite motivational speakers to speak

to motivate the employees.

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