Comprehensive Project Report

On
“An Investigation into the Motivation And Associated Rewards of Generation Y and Z at
Workplace”

Submitted to
Institute code: (771)

Shri M H Kadakia institute of management and computer studies

Under the Guidance of

Prof. Anjali Khandelwal

In partial fulfillment of the requirement of the award of the degree Of master of business
administration integrated (MBA Integrated) Offered by :

Gujarat Technological University Ahemdabad

Prepared by:
PATEL HARSH
(207710592012)
Month & Year : JULY-2022

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 STUDENT’S DECLARATION

I hereby declare that the Comprehensive Project Report title "An Investigation into the Motivation
And Associated Rewards of Generation Y and Z at Workplace” undertaken Shri M H Kadakia
institute of management and computer studies at is a result of our own work and our
indebtedness to other work publications, references, if any, have been duly acknowledged. If we are
found guilty of copying from any other report or published information and showing as our original
work, or extending plagiarism limit, we understand that we shall be liable and punishable by the
university, which may include being declared ‘Fail’ in the examination or any other punishment
which the university may decide.

ENROLLMENT NO. NAME SIGNATURE

207710592012 PATEL HARSH

Place: Ankleshwar Date:31/05/2022

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This is to certify that project work embodied in this report entitled "An Investigation into the
Motivation And Associated Rewards of Generation Y and Z at Workplace” was carried out by
Patel Harsh (207710562012) of Shri M H Kadakia institute Of management and computer
studies (771).

The report is approved / not approved. Comments of External Examiner:

This report is for the partial fulfilment of the requirement of the award of the degree of Master of
Business Administration offered by Gujarat Technological University.

……………………………..
(Examiner’s Sign)
Name of Examiner:

Date: 31/05/2022 Institute Name:Shree M.H. Kadakia

college

Place: Ankleshvar Institute Code: 771

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 Date: / / Institute Certificate <on

Institute’s Letterhead>
[Please attach signed copy of this certificate in the report]
This is to Certify that this Titled

is the bonafide
work of Patel Harsh (207710592012) .who has carried out his / her project under my supervision. I
also certify further that , to the best of my knowledge, the work reported herein does not form part of
any other project report or dissertation on the basis of which a degree or award was conferred on an
earlier occasion on this or any other candidate. I have also checked the plagiarism extent of this
report which is ……… % and it is below the prescribed limit of 30%. The separate plagiarism report
in the form of html /pdf file is enclosed with this.

Rating of Project Report [A/B/C/D/E]: __

(A=Excellent; B=Good; C=Average; D=Poor; E=Worst)
(By Faculty Guide)

Signature of the Faculty Guide/s

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(Name of principal /Director)

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 ACKNOWLEDGEMENT

This successful project report has been made possible through the direct and indirect cooperation and
guidance of various people for whom I wish to express my appreciation and gratitude.

First foremost, my intellectual debt is to those people who have provided me their costly and
valuable time for preparing my project report. I am thankful to them for trust in me and giving me an
opportunity for do something better for my bright career.

I am beholden to my parents and other family members for their blessing and encouragement.

It is a matter of great pleasure to have this opportunity to express my wholehearted sense of gratitude
indebted to my respected sir & valuable guided PROF. ANJALI KHANDELWAL, for constantly
guiding me and giving me all the necessary help guidance & through motivation in completing the
project work. This valuable guidance in investigation and unstated help rendered by them in
preparation of this project.

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 INDEX

no. Title Page no.

1 INTRODUCTION
• Motivation 7
• Reward system

2 GENERATION Y &ZAT WORKPLACE

• Generation Y characteristics 18
• Generation Z characteristics

3 LITERATURE REVIEW 28
4 RESEARCH METHODOLOGY
 Objectives
• Types of data 33

• Source and tools for data collection and analyzing

5 DATA ANALYSIS
 Analysis of collected data
• Reliability test 36

• mann-whitney U test
• Kruskal-wallis H test
6 FINDINGS 71

7 CONCLUSION 72

8 REFERENCES 73
 Webliography
9 ANNEXURE 74

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INTRODUCTION

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EMPLOYEE MOTIVATION:
Employee motivation is defined as the level of energy, commitment, persistence and
creativity that a company's workers bring to their jobs. It goes without saying that higher
employee motivation leads to better engagement and productivity.

Motivated employees are an asset to an organization, they are directly proportional to an

organization’s success. Motivation is intangible, difficult to measure and extremely difficult
to control, but very easy to facilitate if done right. It’s all about intention, intensity, and
perseverance.

Employee motivation is an intrinsic and internal drive to put forth the necessary effort and
action towards work-related activities. It has been broadly defined as the "psychological
forces that determine the direction of a person's behaviour in an organisation, a person's level
of effort and a person's level of persistence". Also, "Motivation can be thought of as the
willingness to expend energy to achieve a goal or a reward.

Motivation at work has been defined as 'the sum of the processes that influence the arousal,
direction, and maintenance of behaviours relevant to work settings'." Motivated employees
are essential to the success of an organization as motivated employees are generally more
productive at the work place.

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Types of Employee Motivation
There are two types of motivation, intrinsic and extrinsic. An organization needs to
understand for a fact that not employees are clones, they are individuals with different traits.
Motivation is of two types:

• Intrinsic motivation
• Extrinsic motivation

Intrinsic motivation:
Intrinsic motivation means that an individual is motivated from within. He/she has the desire
to perform well at the workplace because the results are in accordance with his/her belief
system.

An individual’s deep-rooted beliefs are usually the strongest motivational factors. Such
individuals show common qualities like acceptance, curiosity, honor, and desire to achieve
success.

Extrinsic motivation

Extrinsic motivation means an individual’s motivation is stimulated by external factors-

rewards and recognition. Some people may never be motivated internally and only external
motivation would work with them to get the tasks done.

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Ways to Motivate Employees
Employee motivation surveys:
Use an online survey software or platform to conduct employee motivation surveys. Let
them give candid and genuine feedback about their experience, ideas, and suggestions.
Employee satisfaction surveys:
Employee satisfaction depends on a ton of factors such as work environment,
infrastructure, roles and responsibilities, etc. Conducting employee satisfaction surveys
will help Managers understand dissatisfaction factors and act on them. Frequent surveys
will help addressing dissatisfaction issues faster.
Job well done- recognize it:
Recognition plays a huge role in increasing the motivation levels of the employees. It helps
create a healthy bond between the employer and employees. It not only fulfils basic need
of esteem but also facilitates belonging.
Focus on intrinsic rewards:
It is true some people need rewards to get tasks done, but extrinsic rewards fade very
quickly. Focus on motivating the employees from within.
Be a visionary:
Lead with vision. Employees need to know their efforts are driving something important.
They need to know their destination and more importantly the path that will take them
there.
Provide flexibility:
Not all employees are alike. Some prefer 9-5, others not much; some like coming to work
daily, others not much. For some, commuting to work might be long and challenging.
Allow some flexibility within reason and employees will be happy and motivated.

Motivational Techniques:
Taylorism

Fredrick Winslow Taylor was one of the first theorist to attempt to understand employee
motivation. His theory of scientific management, also referred to as Taylorism, analyzes the
productivity of the workforce. Taylor's basic theory of motivation, is that workers are
motivated by money. He viewed employees not as individuals, but as pieces of a larger
workforce; in doing so his theory stresses that giving employee's individual tasks, supplying
them with the best tools and paying them based on their productivity was the best way to
motivate them. Taylor's theory developed in the late 1890s and can still be seen today in
industrial engineering and manufacturing industries.

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Hawthorne effect

In the mid-1920s another theorist, Elton Mayo along with Fritz Roethlisberger and William
Dickson from the Harvard Business School, began studying the workforce. His study of the
Hawthorne Works, lead him to his discovery of the Hawthorne effect. The Hawthorne effect
is the idea that people change their behaviour as a reaction to being observed. Mayo found
that employee's productivity increased when they knew they were being watched. He also
found that employees were more motivated when they were allowed to give input on their
working conditions and that input was valued. Mayo's research and motivational theories
were the start of the Human Relations School of Management.

Theories Surrounding Motivation and Reward:

Motivation is a state-of-mind, filled with energy and enthusiasm, which drives a person to
work in a certain way to achieve desired goals.

It is important to ensure that every team member in an organization is motivated. Various

psychologists have studied human behaviour and have formalized their findings in the form
various motivation theories. These motivation theories provide great understanding on how
people behave and what motivates them.

Motivation is a huge field of study. There are many theories of motivation.

1. Maslow’s hierarchy of needs

Abraham Maslow postulated that a person will be motivated when his needs are fulfilled.
The need starts from the lowest level basic needs and keeps moving up as a lower level
need is fulfilled. Below is the hierarchy of needs:

i. Physiological: Physical survival necessities such as food, water, and shelter.

ii. Safety: Protection from threats, deprivation, and other dangers.
iii. Social (belongingness and love): The need for association, affiliation, friendship, and
so on.

iv. Self-esteem: The need for respect and recognition.

v. Self-actualization: The opportunity for personal development, learning, and
fun/creative/challenging work. Self-actualization is the highest level need to which a
human being can aspire.

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2. Herzberg’s Two Factor Theory
Herzberg’s motivation theory or two-factor theory says there are two factors to which an
organization can adjust to influence the levels of motivation at the workplace.
The two factors identified by Herzberg are:
Motivating factors: The presence of motivating factors encourages employees to work
harder. They are the factors found in the workplace.
Hygiene factors: Hygiene factor if not present will discourage employees from doing
their best at work. Hygiene factors are the surrounding factors that facilitate employee’s
behaviour.
3. McClelland’s theory of needs

McClelland affirms that we all have three motivating drivers, and it does not depend on
our gender or age. One of these drives will be dominant in our behaviour. The dominant
drive depends on our life experiences.

The three motivators are:

Achievement: a need to accomplish and demonstrate own competence People

with a high need for achievement prefer tasks that provide for personal
responsibility and results based on their own efforts. They also prefer quick
acknowledgement of their progress.

Affiliation: a need for love, belonging and social acceptance People with a high
need for affiliation are motivated by being liked and accepted by others. They
tend to perticipate in social gatherings and may be uncomfortable with conflict.

Power: a need for control own work or the work of others People with a high need
for power desire situations in which they exercise power and influence over
others. They aspire for positions with status and authority and tend to be more
concerned about their level of influence than about effective work performance.

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4. McGregor’s theory X and theory Y

Douglas McGregor formulated two distinct views of human being based on perticipation
of workers. The first is basically negative, labelled as Theory X, and the other is basically
positive, labelled as Theory Y. Both kinds of people exist. Based on their nature they need
to be managed accordingly.

Theory X: The traditional view of the work force holds that workers are inherently lazy,
self-centred, and lacking ambition. Therefore, an appropriate management style is strong,
top-down control.

Theory Y: This view postulates that workers are inherently motivated and eager to accept
responsibility. An appropriate management style is to focus on creating a productive
work environment coupled with positive rewards and reinforcement.

REWARD MANAGEMENT:

Reward management is concerned with the formulation and implementation of strategies and
policies that aim to reward people fairly, equitably and consistently in accordance with their
value to the organization.

Reward management consist of analysing and controlling employee remuneration, compensation

and all of the other benefits for employees.

Reward management aims to create and efficiently operate a reward structure for an
organisation. Reward structure usually consists of pay policy and practices, salary and payroll
administration, total reward, minimum wage, executive pay and team reward.

Types of rewards in the workplace

Compensation for employees can come in different shapes and sizes. They’re either:

i. Performance-based
ii. Membership-based

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Intrinsic and Extrinsic Rewards and their impact on Motivation

Intrinsic rewards are psychological rewards that employees get from doing meaningful work and
performing it well.

• They are intrinsic because they are internal to the work being done and achieving them largely
depends on one’s own effort.

• They are essential to sustained behaviour change.

• Can be created by allowing employees to do more self-managing and adding value to their
work by innovating, problem-solving and improvising.

• When someone achieves an intrinsic reward, there is a positive emotional reaction.

• Think of them as a pacemaker for a heart that is already beating. Their job is to keep the heart
on-pace and in rhythm.

Extrinsic rewards are usually financial or tangible rewards given to employees, such as pay raises,
bonuses, and benefits.

• They are extrinsic because they are external to completing the work itself and are controlled by
people other than the employee.

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 • They can be essential in jump-starting initial buy-in or participation from people in the initial
stages of readiness to change (pre-contemplation or contemplation).

• They usually have limited impact over time if they are not increased.
• They are a powerful lever to reinforce and drive the behaviours that a culture values most but
wouldn’t be the norm without. (e.g. sales commissions, performance bonuses, etc.)

• Think of them as a defibrillator to a stopped heart. Their job is to get the heart beating on its
own.

Monetary and Non-Monetary rewards and their impact on

Motivation
The motivational factors that motivate a person to work and which can be used to enhance
their performance can be classified into two categories—monetary factors and non-monetary
factors.

i. Monetary Factors:
Monetary factors are extrinsic to work, such as the following:
Salary or wages:
This is one of the most important motivational factors in an organization. Salaries and wages
should be fixed reasonably and paid on time.

Bonus:
Bonus is an extra payment over and above salary, and it acts as an incentive to perform better. It is
linked to the profitability and productivity of the organization.

Financial incentives:
The organization provides additional incentives to their employees such as medical allowance,
travelling allowance, house rent allowance, hard duty allowance and children educational
allowance.

Promotion (monetary pert):

Promotion is attached with increase in pay, and this motivates the employee to perform better.

Profit sharing:
This is an arrangement by which organizations distribute compensation based on some established
formula designed around the company’s profitability.

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ii. Non-monetary Factors:
Non-monetary factors are rewards intrinsic to work, such as the following:
Status:
An employee is motivated by better status and designation. Organizations should offer job titles
that convey the importance of the position.
Appreciation and recognition:
Employees must be appreciated and reasonably compensated for all their achievements and
contributions.

Work-life balance:
Employees should be in a position to balance the two important segments of their life—work
and life. This balance makes them ensure the quality of work and life. A balanced employee is
a motivated employee.

Delegation:
Delegation of authority promotes dedication and commitment among employees. Employees are
satisfied that their employer has faith in them and this motivates them to perform better.

Working conditions:
Healthy working conditions such as proper ventilation, proper lighting and proper sanitation
improve the work performance of employees.

Job security:
This promotes employee involvement and better performance. An employee should not be kept on
a temporary basis for a long period.

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 GENERATION Y & Z

AT WORKPLACE

GENERATION Y:
Generation Y is known as the generation which was born between the early 1980s and the
early 2000s. There are no precise dates for when this generation starts and ends and experts
also do not agree on when Gen Y started.

People in this generation are called Millennials or Digital Natives. They do not know a life
without the internet. Socializing via Facebook, Instagram and Co. is essential for them. The
Millennial generation, as it is often called, has grown up with the internet and new
technologies like smart phones, laptops and social media. Consequently, they supposedly
handle new technology much better than the older generation.

This generation is the most populated in modern history, and it can be worth noting that it is
also the generation to be born into the technological world and came of age in a new
millennium. However, this generation is also often defined as those who are born between
1980 and 1996, as it points to individuals who were old enough to experience and
comprehend 9/11.

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 This generation has witnessed the arrival of technological growth and development, and
perhaps because of it, can identify as being more progressive, creative and far-thinking than
earlier generations. Many millennials may also identify as being more concerned with
intrinsic and moral values over extrinsic and material ideologies.

Characteristics of Generation Y:

People of Gen Y can be described as self-confident and ambitious. Sometimes folks think
that they are not self-confident but rather arrogant. Success in Millennials careers’ is not as
important to them as their family and their friends are. Moreover, they are searching for new
challenges and they have high expectations. Gen Y often has excessive expectations, so it
turns out that reality is worse than their expectations are. People will be unhappy in that case.

Values meaningful motivation

Millennials value meaningful motivation. They may be characterized as being motivated by

creative work, sharing their gifts and making an impact on others and within their
communities. Oftentimes, these intrinsic motivators can be seen in a millennial's approach to

their careers. Many can frequently be found working toward helping others, imparting inspiration or
working to improve on a community or world-wide issue.

Additionally, many millennials aim for goals that offer ways to further their meaningful work rather
than monetary gains. While this generation's professional drive often helps them advance in their
careers, many seem to do so for reasons other than a salary increase or monetary bonuses.

Challenges the hierarchy status-quo

Millennials are known for their resolve in sharing their opinions and ideas, as well as challenging
their superiors when they feel it is warranted. While this trait can seem as though millennials share
contempt for authority on the whole, this characteristic actually comes from the idea that what is best
for the company results from active listening, collaboration and considering all points of view.

Millennials also seem to prefer working across many functions, offering creative solutions and
moving away from the boundaries of professional status and level. Additionally, this generation
seems to truly believe that approaches such as these are more beneficial to the workplace than merely
following orders passed down from the top of the professional hierarchy.

Places importance on relationships with superiors

More and more frequently, millennials have shown that when it comes to their careers, they prefer a
supervisor or manager that they can connect to as a mentor. This generation has made a point to get
comfortable working with their superiors and asking for advice and counsel about their career

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development. In addition to receiving advice and feedback, millennials place importance on building
rapport as well as pathways for frequent communication with their managers.

Intuitive knowledge of technology

As many millennials grew from childhood to adulthood, they witnessed the expansive growth of
technology. With that growth, millennials seem to have developed the ability to quickly adapt and
change according to new and more modernized technology as it becomes available.
Smartphone's, virtual reality, interactive software and even artificial intelligence may continue to see
the millennial generation adding to its development. In fact, the millennial generation may even be
the first generation to be fully globalized online during adolescence and early adulthood.

Open and adaptive to change

Not only are millennials described as adaptive to change, but many also embrace it. Oftentimes, this
generation has been one of ushering in changes in business, technology and the economy.

Most seem to recognize that these industries are constantly changing and that the methods of
working within the modern-day career field must change with them. Being adaptive to the
continuously changing atmosphere they live in also allows this generation to advance in and take on a
variety of roles.

Places importance on tasks rather than time

Millennials seem to be very task-oriented rather than time-oriented. This can appear in the form of
productivity with producing results, as well as placing a higher priority on the quality of a product,
deliverable or otherwise task-related output. This generation places importance on working toward
producing rather than being concerned with how many hours they can put in at a job. More often,
millennials may want to be flexible in their schedules, working outside of a traditional "9 to 5" career
so they may use more of their personal time to pursue things outside of work.

Passion for learning

Not only are millennials open to change and adaptive, but they also seem to possess an extraordinary
passion for learning new things. This generation exhibits deep curiosity about the world and displays
the desire to further develop skills and knowledge that can help them within their professional lives.
Furthermore, millennials seem to understand the importance of setting and achieving goals, both for
personal growth and their careers.

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Openly receptive to feedback and recognition

Rather than waiting to be reviewed on a biannual or annual basis, millennials also appreciate
regular feedback. This generation values input, advice and mentorship from their managers,
and they seem to be extremely receptive to continuous feedback on a weekly or daily basis.
Furthermore, performance management and development can often be priorities for
Generation Y, resulting in the need to hear from their supervisors about how they are
performing in their jobs.

Additionally, this generation seems to thrive off of open recognition, so positive praise in the
workplace is something that can benefit their motivation. Millennials generally appreciate
knowing that what they are doing is making a difference and that their talents are valued.

Free-thinking and creative

It could be from the vast availability of technological mediums, or the fact that millennials
grew up during the time of transition from conventional methods to modernized and
technologically advanced ways of working. Because of this innovation, millennials may tend
to be more imaginative in their thinking. If problems arise in the workplace, millennials
typically have the ability to come up with creative solutions to fix them.

Values teamwork and social interactions in the workplace

This generation also places a great degree of importance on working within a team
environment. Collaboration on projects, problem-solving with different points of view and
creating new and innovative approaches to working in their fields may be cooperative
endeavours that millennials undertake while working on a team.

In addition to productivity and quality results on their teams, it may seem that many

millennials also desire a social atmosphere in the workplace. Qualities like fun, relaxed and

comfortable can be used to describe most millennials' idea of a fitting and optimal workplace.

Some other characteristics of the Generation Y are:

• They are looking for a good work-life balance, flexible working hours and strong
diversity policies.

• They also expect to rise rapidly through the organization and move up the ladder very
fast.

• Corporate Responsibilities have to meet the expectations of the Millennials or they

will leave their employer.

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• They grew up with new technology. Consequently, they are affine to the digital world
and they will take advantage of it.

• People of Gen Y are image-driven. So it is important for them to represent their image
via personal statements or something else.

• Personal learning and development are more important for them than financial
rewards.

• Constant use of social media/social networks anywhere at any time is striking.

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GENERATION Z:
These are people who were born between 1996 to the early 2000s. So, a large chunk of them
today are either college students or just entering the workforce. That means you’ll be seeing
them soon as your co-workers or employees. And heads up! They are a lot different from
Millennials.

Generation Z has emerged as a pragmatic, risk-averse, non-entrepreneurial group motivated

by job security. Instead, a more nuanced picture emerged as we explored their career
aspirations, career development, working styles, core values, behaviour and character,
education, and stance on diversity.

While salary is the most important factor in deciding on a job, Generation Z values salary less
than every other generation: If given the choice of accepting a better-paying but boring job
versus work that was more interesting but didn’t pay as well, Gen Z was fairly evenly split
over the choice.

To win the hearts of Generation Z, companies and employers will need to highlight their
efforts to be good global citizens. And actions speak louder than words: Companies must
demonstrate their commitment to a broader set of societal challenges such as sustainability,
climate change, and hunger.

To attract Generation Z, employers must be ready to adopt a speed of evolution that matches
the external environment. That means developing robust training and leadership programs,
with a real and tangible focus on diversity.

Characteristics of Generation Z:

Generation Z is Financially Focussed:

Generation Z views their job as a means to an end. Unlike their Millennial counterparts who
often need to love what they do, Gen Z understands that work is performed for financial
reasons. They’ll readily accept employment that provides a steady income and necessary
benefits even if it isn’t their dream job.
It’s not to say they wouldn’t prefer to enjoy what they do, but it is not a necessity for Gen Z.
If the decision came down to doing something they love or getting a more substantial pay
check, the pay check will most often prevail.

This financial focus is a by-product of watching their Generation X parents lose significant
savings in a very short period of time during the market crash and recession of 2008. They
witnessed how quickly the money can disappear, so financially-driven actions lead much of
what they do.

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Generation Z is Entrepreneurial:

We regularly hear about rags-to-riches stories that have resulted from the technology boom.
Whether it’s the notable rise of Steve Jobs and Bill Gates from toiling in their garages to
accumulating limitless wealth, or the recurring stories of teenagers creating apps in their free
time that make them overnight millionaires, Gen Z knows there is money to be made from
good ideas.

They aren’t afraid to chase those ideas and believe that they have what it takes to have similar
successes. They are also keenly aware that everything they don’t currently know is a simple
click or two away, which makes the bold decision to be an entrepreneur less arduous and
easier to swallow.

Generation Z is All about Technology:

From the time of their birth, the internet and cell phones were commonplace. Gen Z wants
instant gratification and they know if that if they need information, it’s easily accessible.

Because being connected makes communication virtually limitless, it’s not uncommon for
members of Gen Z to have friends all over the world. For many, communicating with
someone halfway around the world may be easier than communicating with older relatives at
the dinner table during a holiday meal.

While phones may be confused for an extra appendage on members of Gen Z, cell phones are
used, first and foremost, for entertainment purposes. Members of this generation still prefer to
have face-to-face human contact whenever possible, especially with people they know.
Gen Z does a lot of research online and companies trying to reach this group would be well
served to attract them through online means compared with old-school methods of print,
radio or television. They research companies online, and rely on user reviews to back up their
gut instincts about a company before they actually do business with them.

Generation Z Enjoys Other People:

Gen Z likes face-to-face interaction, but it doesn’t always have to take place in the same
physical location. Regularly utilizing apps such as Face Time or Skype, members of Gen Z
will often have “face-to-face” conversations with thousands of miles separating the
participants, utilizing technology of which they are so adept.

The main difference between Gen Z and older generations is the reduced amount of eye
contact employed. The younger generation was born with a device in their hands and are
simply used to looking down. It’s not meant to be a sign of disrespect or disinterest in the

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person speaking to them, although older generations may interpret their lack of eye contact as
such.

Generation Z is Competitive:

This group is very focused and competitive in most areas of life. Not only do they want to get
into the best schools and get the highest paying jobs, they want to win every debate and every
sporting event. Competition constantly drives this group.

Competition may be against others or within themselves. And, competition against the clock
is a constant. They want what they want now! Patience is a lost art with Gen Z, knowing they
have to act quickly to get what they want fearing someone else may beat them to the punch.

Change is welcomed by Generation:

With limitless information at their fingertips, Gen Z has a lot of knowledge and exposure to
many different topics. With this breadth of knowledge, they constantly seek new ideas and
experiences. They will change direction on a dime without a second thought, leaving some of
the older generations shaking their heads trying to keep up.
Unlike previous generations, this youthful group is actively engaged in political
conversations despite many of them not yet being able to vote. Information is easier to find,
making them “experts” on subjects very quickly. With this mentality, they tend to rally
behind causes that resonate with them, often before they even take time to consider the “other
side.”

Diversity doesn’t even register with Generation Z:

They’ve grown up in a diverse world and it’s all they know. Neither race, sexual orientation
nor religion are the identifying characteristics that they may have been for previous
generations. People are just people to Gen Z. It doesn’t mean they won’t judge, however. Gen
Z is more likely to judge someone for what you are, rather than for who you are.

With changing demographics happening in America, Gen Z will be the last generation where
a majority of the population is white. Gay marriage and a black president is a way of life
during this group’s formidable years, making diversity “the norm” thus eliminating any need
to focus on the subject specifically.

Generation Z Prefers Independence:

A key differentiator between Gen Z and their Millennial counterparts is Gen Z’s preference to
work independently. Millennials are all about collaboration, but the competitive nature of

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Gen Z contributes to them wanting to control their own destiny and not rely on others for
their own success.

Workplaces who lowered cubicle walls and created open work areas for the Millennial
workforce may want to rethink this strategy because it is typically not embraced by members
of Gen Z.

Generation Z can be a Lot like Their Parents:

No matter how much they may try to fight it, Gen Z can be a lot like their Gen X parents.
Behaviourally, Millennials tend to reflect many of the characteristics of their Baby Boomer
parents, a key distinguishing difference between the two groups. With an individualistic focus
and a certain level of scepticism, they are relatively optimistic even if they aren’t overtly
trusting.

LITERATURE
REVIEW

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Motivation is one of the most important matters for any organization, either public or private
(Muogbo, 2013; Zameer, Ali, Nisar, & Amir, 2014). Particularly, to drive the success of an
organization, motivation has a significant role.
Maduka and Okafor (2014) viewed the concept of motivation as the deliberate wish of an
individual in directing his behaviour towards achieving specific objectives. In other words,
motivation refers the feelings of internal stimulation and willingness of an employee to
complete work tasks efficiently.
According to Merriam Webster (2017) motivation is defined as the “condition of being
eager to act or work”. It derives from the equal collaboration of conscious and unconscious
influences including the strength of the individual’s desire or need, perceived reward value
and finally the prospects of the person and their peers.

Motivation is described as the internal desire to fulfil an unfulfilled need and to improve
performance in achieving a particular objective (Dobre, 2013).

Integrated and identified motivation was shown to decrease with proceeding generations.
Baby Boomers are most motivated by work activity, which is instrumentally important to the
achievement of personal goals (intrinsic motivation) and Generation Y is least likely to view
work as important to personal achievements. (Generational Motivation and Preference for
Reward and Recognition, August 2015)

The research justified that the cooperation of different age-groups could provide not only
conflicts, but positive results as well for the organisation, of which additive implementation
the HR has important roles. Changing present HR activities is by all means necessary in order
to have the new generation with their new requirements and new features as active and
productive members of the organisation. (Y and Z Generations at Workplaces) (Bencsik
Andrea, Horváth-Csikós Gabriella, JuhászTímea, September 2016)

It is reported that a number of motivational factors can enhance the presentation of an

employee in the organization. The factors include salaries and wages, job security, promotion
and bonus (Zameer et al., 2014).
According to Priya and Eshwar (2014, p. 4) “Motivation means, processes which express
and control employee’s behaviour to achieve some specific goals. Motivation is a factor that
exercises a powerful force on our activities and exertion”. For the organisations of today
determining how to effectively and successfully motivate employees is becoming an
increasingly important topic. When an employee is motivated they are innately interested in
their work (Ford, 2011), and will align the achievement of their own individual goals with the
focus of accomplishing the goals of the organisation (Dobre, 2013).

Webster’s international Dictionary defines reward as “something given in return for good
done; recompense, remuneration, compensation for service” (Webster cited in Hansen, et
al., 2002).

According to Bratton and Gold (1994) reward refers to 12 all aspects of monetary benefits,
palpable services and benefits that a worker receives as pert of the employment relationship
within the organisation. This involves all monetary, non-monetary and psychological costs
the organisation offers to employees in return for their work.

Page | 26
Taylor (2015) defines reward as a tangible benefit given to employees in recognition of
service, effort or achievement.

Rewards is also one of the key strategies to reinforce employees’ motivation to contribute
their best capabilities to come up with innovation ideas that could improve the functionality
of business and further increase the organizational performance, either financially or
nonfinancially (Aktar et al., 2012; Kawara, 2014).
Rewards and reward management is important for organisations as it increases the level of
efficiency and performance of workers on their jobs which in turn improves organisational
performance (Priya&Eshwar , 2014).

A good rewards programme improves employee performance by motivating workers to do

their best and reach new levels of performance (Bowen, 2004).

Many researchers have focused on the effect of reward programmes on employee motivation
with some denoting that they can have a detrimental effect (Deci& Ryan, 1985)
(Applebaum, 1993). While many other researchers believe rewards can increase employee
motivation (Saile&Schlechter, 2012) (Priya&Eshwar, 2014).

The study aimed to identify and list motivation drivers that Generation Z associates with their
future work, and according to study, Generation Z members attribute work motivation to a
wide range of job-related, organization-related, and employee-related factors, originating
both in and out of the work reality. (What Motivates Generation Z at Work)
(ZuzanaKirchmayer, Jana Fratričová, April 2018)

According to Chen, Ford and Farris (1999) rewards can be classified in various different
ways such as intrinsic and extrinsic, monetary and non-monetary, collective and individual
and finally fixed and variable rewards. For the purpose of this research, the focus is going to
be on Intrinsic and Extrinsic rewards and monetary and non-monetary rewards.

According to Herzberg intrinsic rewards are those that stem from the work itself and include
aspects such as achievement, autonomy, responsibility, professional growth, recognition and
praise from subordinates and seniors (Mahaney&Lederer, 2006).

According to Tymon, Stumpf and Doh (2010) intrinsic rewards are generally associated
with feelings of passion, energy and enthusiasm of work. There have been some links
between intrinsic motivation and intrinsic rewards including experiencing work
meaningfulness, choice, progress and competence. When employees experience these four
things within the workplace they denote that their work is intrinsically rewarding. Extrinsic
rewards on the other hand are said to be rewards that are external to the job itself and are the
physical benefits provided by the organisation such as pay, bonus, benefits and career
development opportunities (Priya&Eshwar, 2014).

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Rewards are divided by Armstrong (2002) into two groups; these are monetary and non-
monetary rewards. Further to this Armstrong (2002) denotes that monetary rewards include
aspects such as base pay, merit pay, incentives, commission, bonus and healthy allowances.
Non-monetary rewards include recognition, decision making roles, promotion, flexible
working hours and company uniforms.

According to Perkin, Johnston, Buckland, Brookes and White (2004) employees want to
earn reasonable salaries, as money represents the most important incentive to employees.

Monetary motivators involve the employee receiving a reward which the organisation spends
money on (Burton, 2012).

This study contributes to the literature with the compared analysis, of the work values and
work motivation of Gen Z and Gen Y, important in R&D services. R&D employees prefer to
challenge themselves generally to do better than others, due to the requirements of their roles
in creativity and risk-resistance. Overall, generational characteristics have a strong impact on
the work attitude and motivation that creative R & D employees. It appears to be unwise to
have similar working motivation factors for all generations. Working conditions (such as
motivation and value factors) that ignore the generational preferences of the employee may
make work results less efficient and could harm the well-being of the employee, at least in
the case of the creative R&D employees covered by this study. (GENERATIONAL
MOTIVATION DIFFERENCES AT THE R&D CENTERS: GEN Y AND GEN Z)
(Prof.Dr.AfşinGüngör, 2019)

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 RESESRCH
METHODOLOGY

Page | 29
Objectives:
The overall aim of the research is to determine what motivates Millennials and Gen Zwhile
also examining the associated rewards which impact them.

Specifically, the objectives of this research are to:

1. Understand employee motivation and the associated rewards which impact it while also
gaining insight in the generational age cohorts of Millennials and Generation Z.

2. To investigate the effectiveness of Monetary and Non-monetary rewards on the

motivation of Millennials and Generation Z.

3. To establish if Millennials and Gen z are intrinsically motivated by the work that they do.
4. To determine which individual rewards best motivate Millennials and Generation Z.
5. To study significant differences amongst generation Y and Z with respect to their
motivation at workplace.

6. To study significant differences amongst generation Y and Z with respect to reward

system.

Types of data:
Primary data:

Primary data was collected through structured questionnaire.

Secondary data:

Secondary information or data was collected from newspaper, research articles, magazines
and websites.

Source and tools for data collection:

Source: Industrial Sector

Tools and techniques of analysis:

• Google form
• The statistical tools used for data analysis are excel sheet and SPSS software to evaluate
the analysis into percentage and draw the tables and charts.

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HYPOTHESIS
Two hypotheses are created within the research objective to investigate the effectiveness of
monetary rewards on the motivation of Millennials and Gen Z while further establishing if
there is a generational difference in their relationship with monetary rewards.

Hypothesis 1: Monetary rewards are the most important motivators for Millennials and Gen
Z.

Hypothesis 2: There is a relationship between the two generational age groups and their level
of agreement with the statement.

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 DATA
ANALYSIS

Page | 32
1. Generation:

Generation to which respondent belong

Valid Cumulative
Frequency Percent Percent Percent
Valid Born between 1981 to 1994 100 50.0 50.0 50.0
born between 1995 to present 100 50.0 50.0 100.0
Total 200 100.0 100.0

Interpretation:-
As per research data 1:1 ratio will maintained between generation Y and generation Z
employees.

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 2. GENDER:
Gender of respondent
Generation to which respondent
belong
Born between born between 1995
1981 to 1994 to present Total
Gender of Male 62 52 114
respondent Female 38 48 86
Total 100 100 200

Interpretation:-
114 male and 86 female respondents are there.
62 male and 38 female are belong to generation Y.
52 male and 48 female are belong to generation Z.

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3. Industry:
Most of the respondent of generation Y are from pharmaceutical industry.

Most of the respondent of generation Z are from software and service industry.

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4. Department:
Most of the respondents are from production depertment.

As per research data

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5. Education :
Most of the respondents from generation Y are post graduated.

Education of respondent
Generation to which respondent
belong
Born between born between 1995
1981 to 1994 to present Total
12th/ Diploma 20 7 27
Graduation 34 60 94
Post -Graduation 44 32 76
Other 2 1 3
Total 100 100 200

Interpretation: Where from generation Z majority of respondents are graduated and

postgraduated.

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6. Experience:

Experience of respondent
Generation to which respondent
belong
Born between 1981 born between
to 1994 1995 to present Total
Less than 5 years 6 87 93
5 to 10 years 61 13 74
More than 10 years 33 0 33
Total 100 100 200

Interpretation:-
As per data from generation Y most of the respondents have experience of 5 – 10 years and
from generation Z most of the respondents have less than 5 years’ experience.

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 7. “There is a reward programme at my workplace” State your level of satisfaction.
Both generation are agreed with the statement that they had reward programme in their
workplace.

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 “
8. I enjoy my work”State your level of satisfaction.

Interpretation:- As per data from generation Y most of respondents are strongly agreed and
from generation Z most of the respondents are agreed that they enjoy their work.

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9. I am proud of my work”State your level of satisfaction.

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Page | 42
10. I work because I find my work valuable and interesting”State your level of
satisfaction.

Interpretation:-
Research data shows that almost both the generations are strongly agree that they work
because they find their work valuable and interesting.

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11. “If myjob is challenging and gives me a sense of responsibility, I will perform even if the
salary is not as good as a perceived equal” State your level of satisfaction.

As per graph generation Y respondents are neutral to the statement.

Generation Z respondents are agreed to statement.

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12. “Enjoyable work is more important than a good salary”State your level of satisfaction.

Interpretation:-
As per graph most of the respondents from generation Y are neutral to the statement that they
prefer work instead of salary.

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 Respondents of generation Z are agreed that they prefer work instead of salary.
13. “Recognition from management is important to me”State your level of satisfaction.

As per data both the generations Y and Z are agree to the statement that recognition from
management is important to them.

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14. “Job security is more important than salary”State your level of satisfaction.

Interpretation:-
As per data both the generation are agree to that job security is more important than salary.

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15. “Flexible working hours is important to me”State your level of satisfaction.

Interpretation:-
As per data demand for flexible working hour is more in generation Z with compare to
generation Y respondents.

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16. “A decision making role is rewarding to me” State your level of satisfaction.

As per data respondents from both generation agreed that decision making role is rewarding
to them.

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17. “I would choose monetary reward over all other rewards” State your level of
satisfaction.

Interpretation:-
In choosing monitory reward over other rewards the respondents from both the generations
are choosing monitory reward.

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18. “Monetary rewards alone would motivate me to work harder” State your level of
satisfaction.

Here data state that monitory reward for motivate towards work is more affected on
generation Y employees.

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19. Please indicate following rewards in order of motivation: A. Pay increase/ Bonus:

Respondents from both generations are demanded for more pay increase or bonus at their
workplace.

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As per data both the generations are demanded for the flexible working conditions.

Page | 53
B. Opportunities for advancement /Promotion:

Interpretation:-
As per data both the generations gives more importance to opportunity for the promotion in
same industry.

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C. Job Security:

Interpretation:-
As per data respondents of generation Y are more concern about job security.

Page | 55
D. Interesting and challenging work:

Respondents from generation Z gives more importance to interesting and challenging work at
workplace.

Page | 56
Page | 57
Page | 58
RELIABILITY TEST

Table A: Reliability test of motivating factors for employees

Reliability Statistics

Cronbach's Alpha Based

Cronbach's Alpha on Standardized Items N of Items
.838 .847 12
Interpretation:
The overall alpha is 0.838. If the deletion of an item increases Cronbach’s Alpha then this
means that the deletion of that item increases the reliability. Here, on the basis of
standardized items Cronbach’s Alpha is 0.847, which is greater than overall alpha. These
both values reflect a reasonable degree of reliability.

Table B: Reliability test of rewards for employees

Reliability Statistics
Cronbach's Alpha Based
Cronbach's Alpha on Standardized Items N of Items
.756 .761 5

Interpretation:

The overall alpha is 0.756. Here, on the basis of standardized items Cronbach’s Alpha is
0.761, which is greater than overall alpha. These both values reflect a reasonable degree of
reliability.

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Mann-Whitney U Test
On the basis of Generation:
H0: There is no significant relation between Average Motivation and Generation of
Employees

H1: There is significant relation between Average Motivation and Generation of

Employees
Table 1: Average Motivation to employees
Test Statistics
Average motivation
Mann-Whitney U 4723.000
Wilcoxon W 9773.000
Z -.678
Asymp. Sig. (2-tailed) .498
a. Grouping Variable: Generation to which respondent belong

Table 2: Average Motivation to employees (Ranks)

Ranks

Generation to which Sum of

respondent belong N Mean Rank Ranks Average
Born between 1981 to 1994 100 97.73 9773.00 motivation born between
1995 to present 100 103.27 10327.00

Total 200

Interpretation:-
Table 1 presents data on the calculated z-values and the approximately calculated statistical
significance of differences between the crossed variables. The z-value is -0.678. The amount
of its probability that something happened by accident is not equal to or less than 0.05. The
same is shown by the approximately calculated statistical significance of differences (p =
0.498), which is greater than 0.05. Hence Null Hypothesis (H0) will be accepted.
Therefore, it can be conclude that there is no statistically significant relation between
average motivation and generation of employees.

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H0: There is no significant relation between Average Rewards and Generation of
Employees.

H1: There is significant relation between Average Rewards and Generation of Employees.
Table 3: Average Rewards for employees
Test Statistics
Average Reward
Mann-Whitney U 4110.000
Wilcoxon W 9160.000
Z -2.191
Asymp. Sig. (2-tailed) .028
a. Grouping Variable: Generation to which respondent belong

Table 4: Average Rewards for employees (Ranks)

Ranks
Generation to which Sum of
respondent belong N Mean Rank Ranks
Average Born between 1981 to 1994 100 109.40 10940.00
Reward born between 1995 to 100 91.60 9160.00
present
Total 200

Interpretation:-
In table 3 the z-value is -2.191. The amount of its probability that something happened by
accident is not equal to or less than 0.05. But the approximately calculated statistical
significance of differences (p = 0.028), which is less than 0.05. Hence Null Hypothesis (H0)
will be rejected.
Therefore, it can be conclude that there is a statistically significant relation between
average reward and generation of employees.

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On the basis of Gender:
H0: There is no significant relation between Average Motivation and Gender of
Employees.

H1: There is significant relation between Average Motivation and Gender of Employees.
Table 5: Average Motivation to employees
Test Statistics
Average Motivation
Mann-Whitney U 4336.500
Wilcoxon W 10891.500
Z -1.398
Asymp. Sig. (2-tailed) .162
a. Grouping Variable: Gender of respondent

Table 6: Average Motivation to employees (Ranks)

Ranks
Sum of
Gender of respondent N Mean Rank Ranks
Average Male 114 95.54 10891.50
Motivation Female 86 107.08 9208.50
Total 200

Interpretation:-
In table 5 the z-value is -1.398. The amount of its probability that something happened by
accident is not equal to or less than 0.05. The same is shown by the approximately calculated
statistical significance of differences (p = 0.162), which is greater than 0.05. Hence, Null
Hypothesis (H0) will be accepted.
Therefore, it can be conclude that there is no statistically significant relation between
average motivation and gender of employees.

H0: There is no significant relation between Average Rewards and Gender of Employees.

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H1: There is significant relation between Average Rewards and Gender of Employees.
Table 7: Average Rewards for employees (Test Statistics (a)) Test
Statistics

Average Rewards
Mann-Whitney U 4705.500
Wilcoxon W 11260.500
Z -.489
Asymp. Sig. (2-tailed) .625
a. Grouping Variable: Gender of respondent

Table 8: Average Rewards for employees (Ranks)

Ranks
Gender of respondent N Mean Rank Sum of Ranks
Average Male 114 98.78 11260.50
Rewards Female 86 102.78 8839.50
Total 200

Interpretation:-
In table 7 the z-value is -0.489. The amount of its probability that something happened by
accident is not equal to or less than 0.05. The same is shown by the approximately calculated
statistical significance of differences (p = 0.625), which is greater than 0.05. Hence, Null
Hypothesis (H0) will be accepted.
Therefore, we can conclude that, there is no significant relation between average rewards
and gender of employees.

Page | 63
Kruskal-Wallis H Test
On The basis of Education:
H0: There is no statistically significant difference between education level of employees and
distribution of average motivation.

H1: There is a statistically significant difference between education level of employees and
distribution of average motivation.

Ranks
Education of respondent N Mean Rank
Average 12 th/ Diploma 27 110.76
Motivation Graduation 94 98.00
Post-Graduation 76 98.61
Other C ourses 3 134.33
Total 200

Test Statistics
Average Motivation
Kruskal-Wallis H 2.139
Df 3
Asymp. Sig. .544
a. Kruskal Wallis Test
b. Grouping Variable: Education of respondent

Interpretation:-
From the above Kruskal-Wallis Test it can be seen that the value of 2-tailed test is 0.544,
which is greater than 0.05. Hence, Null Hypothesis (H0) will be accepted.
Thus, it can be conclude that there is no statistically significant difference between
education level of employees and distribution of average motivation.

H0: There is no statistically significant difference between education level of employees and
distribution of average rewards.

Page | 64
H1: There is a statistically significant difference between education level of employees and
distribution of average rewards.

Ranks
Education of respondent N Mean Rank
Average 12 th/ Diploma 27 109.61
Reward Graduation 94 100.67
Post-Graduation 76 100.45
Other C ourses 3 14.50
Total 200

Test Statistics
Average Reward
Kruskal-Wallis H 7.404
Df 3
Asymp. Sig. .060
a. Kruskal Wallis Test
b. Grouping Variable: Education of respondent

Interpretation:-
From the above Kruskal-Wallis Test it can be seen that the value of 2-tailed test is 0.060,
which is greater than 0.05. Hence, Null Hypothesis (H0) will be accepted.
Thus, it can be conclude that there is no statistically significant difference between
education level of employees and distribution of average rewards.

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On The basis of Experience:
H0: There is no statistically significant difference between experience of employees and
distribution of average motivation.

H1: There is a statistically significant difference between experience of employees and

distribution of average motivation.

Ranks
Experience of respondent N Mean Rank
Average Less than 5 years 93 98.27
Motivation 5 to 10 years 74 106.85
More than 10 years 33 92.53

Total 200

Test Statistics
Average Motivation
Kruskal-Wallis H 1.661
Df 2
Asymp. Sig. .436
a. Kruskal Wallis Test
b. Grouping Variable: Experience of respondent

Interpretation:-
From the above Kruskal-Wallis Test it can be seen that the value of 2-tailed test is 0.436,
which is greater than 0.05. Hence, Null Hypothesis (H0) will be accepted.
Thus, it can be conclude that there is no statistically significant difference between
experience of employees and distribution of average motivation.

H0: There is no statistically significant difference between experience of employees and

distribution of average rewards.

H1: There is a statistically significant difference between experience of employees and

distribution of average rewards.

Page | 66
 Ranks
Experience of respondent N Mean Rank
Average Less than 5 years 93 94.50
Reward 5 to 10 years 74 108.40
More than 10 years 33 99.70

Total 200

Test Statistics
Average Reward
Kruskal-Wallis H 2.420
Df 2
Asymp. Sig. .298
a. Kruskal Wallis Test
b. Grouping Variable: Experience of respondent

Interpretation:-
From the above Kruskal-Wallis Test it can be seen that the value of 2-tailed test is 0.298,
which is greater than 0.05. Hence, Null Hypothesis (H0) will be accepted.
Thus, it can be conclude that there is no statistically significant difference between
experience of employees and distribution of average reward.

Page | 67
REFERENCES

WEBLIOGRAPHY
• https://www.questionpro.com/blog/employee-motivation/
• https://en.wikipedia.org/wiki/Employee_motivation
• https://www.knowledgehut.com/tutorials/project-management/motivation-theories
• https://en.wikipedia.org/wiki/Reward_management
• https://croner.co.uk/resources/pay-benefits/employee-incentives/
• https://www.bravowell.com/resources/intrinsic-vs.-extrinsic-rewards-to-
improveemployee-engagement

• https://www.yourarticlelibrary.com/motivation/monetary-and-non-monetary-
factorsof-motivation/32391

• https://www.researchgate.net/publication/329519715_A_Study_on_the_Impact_of_R
ewards_and_Recognition_on_Employee_Motivation

• https://smallbusiness.chron.com/role-reward-employee-motivation-18814.html
• https://en.wikipedia.org/wiki/Millennials
• https://en.wikipedia.org/wiki/Generation_Z
Page | 69
 ANNEXURE
1. Name of respondent:

___________________

2. Gender: o male o female

3. Generation which you belong from? o

born between 1981 to 1994 o born
between 1995 to present

4. Industry to which you belong? o

Chemicals and petrochemicals o
Electronics o Pharmaceuticals o
Software and service o Construction and
engineering o Machine tools o Auto
industry o Other

5. Department o Human Resources o

Sales/Marketing o IT- Software o IT-
Hardware o Production o Finance o
security o Other

6. Education: o 12th / Diploma o

Graduation o Post-Graduation o Other
7. Experience o less than 5 year o 5 to 10
years o more than 10 years

8. Please indicate your level of agreement

with the following statements;

Page 70
 Strongly Agree Neutral Disagree Strongly
Agree Disagree

There is a reward programme in my

workplace

I enjoy my work
I am proud of my work
I work because I find my work
valuable and interesting

If my job is challenging and gives

me a sense of responsibility, I will
perform even if the salary is not as
good as a perceived equal

Enjoyable work is more important

than a good salary

Recognition from management is

important to me

Job security is more important than

salary

Flexible working hours

is
important to me
A decision making
role is
rewarding to me
I would choose monetary reward
over all other rewards

Monetary rewards alone would

motivate me to work harder

9. In terms of motivation, please rank the

following workplace rewards in order of

Page 71
importance (where 5 = most important, 4
= important, 3 = moderately important, 2
= slightly important and 1 = not
important)
1 2 3 4 5
Pay increase / bonus
Flexible working conditions
Opportunities for advancement /Promotion
Job Security
Interesting and challenging work

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