An analysis of work

motivation between
employees of public and
private sector organizations

A power packed presentation by Group 5

Akshay (05), Anupam(11), Bharat (17), Gaurav(25) ,Prashant(35) ,
Karan (29) , Ramankant(41), Shivam(47), Swapnil (53)
Agenda Style
01 Introduction

02 Methodology

03 Statistical Analysis

04 Conclusion
What motivated us to
take up this study?
 Course EMP has motivated us to GOAL THEORY
MDI take up this study

We strive to achieve
performance and mastery
over goals
 Insights from other researchers

2004 Storwall
study revealed that people working in the Banking industry are
the ones feeling best at work and are never tired of their job

Harrington
2003 By effectively utilizing the talented people, organizations may
achieve successful results and develop a highly productive work
force (Harrington, 2003)

2002 Goulet & Frank

There is general consensus in the matter that differences
between public and private sector employees exist
2001 Wright
work motivation among the public sector employees and its
management is very different from that of their private sector
counterparts

1999 Khojasteh
public servants are less motivated by financial rewards than
private sector employees

1998 Burgess and Ratto

show that money is not the only motivating factor for public
servants because civil servants are motivated by other benefits
and incentives than private sector workers

1993 Jurkiewicz et al.

find that public sector people place a stable and secure future
on the top, while private sector people put high salary on the
top of the rank order in terms of motivational factors.
 Data collection using survey
questionnaire

https://goo.gl/forms/zfdu5S1nEgXvpBKw2

Total responses collected : 118

Dimensions of motivation taken in the study
02 Environment –
Hygeine Factors
Motivation by
01 05
Authority
Benefits

03
Motivation by Self-
Esteem

04 Motivation by
Appreciation
Motivation by Hygiene
 MOTIVATION BY ENVIRONMENT: FACTOR 1
Concerned about organization's futrue

0.35
0.33

0.30

0.25
0.25
0.23 0.24

0.21

0.20 0.19
0.18
0.16

0.15 0.14

0.10

0.06
0.05

- Cumulative Top Three Scores %

Score 1 Score 2 Score 3 Score 4 Score 5
Public Sector 70
Private Sector Linear (Private Sector) Public Sector Linear (Public Sector) Private Sector 62
 MOTIVATION BY ENVIRONMENT: FACTOR 1
Environment Structure
0.40

0.35
0.35 0.34 0.34

0.30
0.30

0.25

0.21 0.21

0.20

0.15

0.11
0.10

0.06
0.05 0.04 0.04 Cumulative Top Three Scores %
Public Sector 85
Private Sector 90
-
Score 1 Score 2 Score 3 Score 4 Score 5
Private Sector Linear ( Private Sector ) Public Sector Linear ( Public Sector )
 MOTIVATION BY ENVIRONMENT: FACTOR 3
Goals and Vision
0.45

0.40 0.39

0.35

0.30
0.30
0.28

0.26
0.25
0.23
0.21
0.20 0.19

0.15

0.10
0.07 Cumulative Top Three Scores %

0.05 0.04 Public Sector 79

0.02 Private Sector 88

-
Score 1 Score 2 Score 3 Score 4 Score 5

Private Sector Linear (Private Sector) Public Sector Linear (Public Sector)
 Motivation by Authority
McClelland’s
Theory of
Needs
The Power Factor

• Can I perform work freely ??

• Can I implement my decisions …

• Can I use my ability and skills in the job??

.
 MOTIVATION BY AUTHORITY FACTOR
AUTHORITY FACTIOR 1 AUTHORITY FACTIOR 2 AUTHORITY FACTIOR 3

I M P L E M E N T I NG O W N DE CI S I O N a bi l i ty a nd ski l l s use d i n jo b Is sue s Spe a ki ng a bi l i ty

( p UB L I C s E C T O R ) (publ i c se c to r ) (Publ i c Se c to r )

Score 5 Score 5
Score 4 2% Score 5
Score 4 4% Score
11% 11%
11% Score 1 1 Score 1
Score 1 Score 1 Score 1
23%
30% Score 26%
2 Score 4 Score 2
Score 2 17%
Score Score 3
Score 3 Score 3 3
Score 3 36%
34% Score 2 Score 2
Score 4
Score Score 2 Score 4
28% 21% 4 Score 3 21%
26%
Score 5 Score Score 5
5

I m p l e m e n t i n g O w n De c i s i o n a bi l i ty a nd ski l l s use d i n jo b I s s u e s S p e a k i n g Ab i l i t y
(Pr i v a te Se c to r ) (pr i v a te se c to r ) (Pr i v a te Se c to r )
Score 5
Score 5 3%
Score 5 Score 4 1%
Score 1
3% 11% Score 4 Score
11% Score 1 Score
Score 4 15% Score 1 1
Score 1 1
18% 30%
27% Score
Score 2 Score 2
2 Score 3
Score 3 Score
Score 3 25% Score 18%
3
Score 2 3
34% Score
Score 4 Score Score 2 4
Score 2 4 34%
Score 3 Score
Score 5 35% Score
34% 5
5

Cumulative Top Three Scores % Cumulative Top Three Scores % Cumulative Top Three Scores %
Public Sector 85 Public Sector 87 Public Sector 72
Private Sector 79 Private Sector 87 Private Sector 82
7 Levels of Delegation

Increasing order of autonomy

Motivation by Self Esteem
Self esteem is a combination of self image, ideal self
and Pygmalion self.

 Self Image:- what we perceives ourselves to be

 Ideal Self:- how we want to be

 Pygmalion self:- our perception of what we believe

other people think of us

 Benefits of High Self Esteem
Growth Better Decision
Personal & making
Organisational

Focused Effective Interpersonal

contribution communication
 Motivation by self esteem
Job security Protection of rights Treatment by Boss
 Motivation by Appreciation

The hypothalamus, which controls basic bodily functions

such as eating and sleeping, and dopamine, the
‘reward neurotransmitter’ are heavily affected from
feelings of gratitude. 

Dopamine and gratitude (Zahn et al, 2008)

 Increased
Individual Increased Value to
Recognition Productivity &
Performance organisation
Satisfaction

Source: Cicero 2015 research: Employee performance : What causes great work?
Compensation linked Compensation linked
with my performance with Company’s performance
 Motivation by Benefits
Benefits is such type of variable that motivate
employees a lot in such a way if company offers
this opportunity to employees so in that way they
earn more and fulfil their needs and wants in
better way rather than their salary …
 Companies often use perks and incentives to make sure their talented employees
never leave. But some of these perks mean that employees that literally never have to leave
Direct benefits from Organization
 Workplace model

Source: Journal of Public Administration Research and Theory in Bradley E. Wright (2001)
STATISTICAL ANALYSIS
Methodology
• Conducted survey to find out the work motivation levels of employees
in public and private sector
• Different samples using convenient sampling a type of non-
probability sampling
• Questionnaire as our data collection technique for our research
• Interval scale is used for formulating the questions we have used five
likered scales ranging from strongly disagree to strongly agree
DESCRIPTIVE STATISTICS OF PVT
SECTOR DIMENSIONS
ENVIRONMENT   AUTHORITY   ESTEEM   APPRECIATION   BENEFITS  

Mean 2.35 Mean 2.40 Mean 2.80 Mean 3.95 Mean 3.00

Standard Error 0.08 Standard Error 0.07 Standard Error 0.08 Standard Error 0.12 Standard Error 0.09
Median 2.00 Median 2.00 Median 3.00 Median 5.00 Median 3.00
Mode 2.00 Mode 2.00 Mode 3.00 Mode 5.00 Mode 5.00

Standard Standard Standard Standard Standard

Deviation 1.11 Deviation 1.07 Deviation 1.42 Deviation 1.77 Deviation 1.55

Sample Sample Sample Sample Sample

Variance 1.23 Variance 1.14 Variance 2.01 Variance 3.12 Variance 2.41
Kurtosis (0.12) Kurtosis (0.68) Kurtosis (1.15) Kurtosis (0.83) Kurtosis (1.45)
Skewness 0.64 Skewness 0.36 Skewness 0.29 Skewness (1.08) Skewness 0.10
Range 4.00 Range 4.00 Range 4.00 Range 4.00 Range 4.00
Minimum 1.00 Minimum 1.00 Minimum 1.00 Minimum 1.00 Minimum 1.00
Maximum 5.00 Maximum 5.00 Maximum 5.00 Maximum 5.00 Maximum 5.00
Sum 500.00 Sum 512.00 Sum 795.00 Sum 841.00 Sum 851.00
Count 213.00 Count 213.00 Count 284.00 Count 213.00 Count 284.00
INFERENCES
• Descriptive statistics table shows the overall response of sampling
Mean in public organizations consisting of 47 people and 71 private
sector people with total sample size of 118 people
• Their response towards motivation level as a dependent variable is
2.90 (overall mean) which shows sample is neutral neither satisfied
nor dissatisfied, slightly on the satisfaction side.
CORRELATION MATRIX OF PVT
SECTOR DIMENSIONS
  ENVIRONMENT AUTHORITY ESTEEM APPRECIATION BENEFITS

ENVIRONMENT 1.00

AUTHORITY 0.24 1.00

ESTEEM 0.11 (0.05) 1.00

APPRECIATION 0.00 (0.03) 0.02 1.00

BENEFITS 0.22 (0.03) (0.09) (0.03) 1.00

Inferences
• Correlation shows the interdependency of variables like how much
dependent variable depend on independent variables
• The table shows that one time change in Supportive Environment
brings 0.11 changes in motivation level of employees in private
sector.Shows there is positive relationship between motivation level
of Supportive Environment and esteem dimension.
• One time change in Authority brings 0.24 changes in motivation level
of employees in private sector. This shows there is positive
relationship between motivation level of employees and Authority.
ANOVA of motivation dimensions – PVT
SECTOR DIMENSIONS Count Sum Average Variance
ENVIRONMENT 213.00 500.00 2.35 1.23
AUTHORITY 213.00 512.00 2.40 1.14
ESTEEM 284.00 795.00 2.80 2.01
APPRECIATION 213.00 841.00 3.95 3.12
BENEFITS 284.00 851.00 3.00 2.41

ANOVA
Source of Variation SS df MS F P-value F crit
Between DIMENSIONS 357.11 4.00 89.28 44.44 0.00 2.38
Within DIMENSIONS 2,414.56 1,202.00 2.01

Total 2,771.67 1,206.00        

The value of F-test is 44.44, and the significance level is 0.000, it indicates that this is a best fitted
model for research of Motivation level in Public sector and this model is helpful for future
research.
DESCRIPTIVE STATISTICS OF PUBLIC
SECTOR VARIABLES
APPRECIATI
ENVIRONMENT   AUTHORITY   ESTEEM   ON   BENEFITS  

Mean 2.23 Mean 2.48 Mean 3.08 Mean 3.67 Mean 3.21

Standard Standard
Standard Error 0.10 Standard Error 0.10 Standard Error 0.11 Error 0.16 Error 0.12
Median 2.00 Median 3.00 Median 3.00 Median 5.00 Median 3.00
Mode 1.00 Mode 3.00 Mode 5.00 Mode 5.00 Mode 5.00

Standard Standard
Standard Deviation 1.17 Standard Deviation 1.17 Standard Deviation 1.55 Deviation 1.89 Deviation 1.61

Sample Sample
Sample Variance 1.38 Sample Variance 1.38 Sample Variance 2.39 Variance 3.58 Variance 2.60
Kurtosis (0.90) Kurtosis (0.71) Kurtosis (1.50) Kurtosis (1.51) Kurtosis (1.53)
Skewness 0.47 Skewness 0.32 Skewness 0.01 Skewness (0.71) Skewness (0.15)
Range 4.00 Range 4.00 Range 4.00 Range 4.00 Range 4.00
Minimum 1.00 Minimum 1.00 Minimum 1.00 Minimum 1.00 Minimum 1.00
Maximum 5.00 Maximum 5.00 Maximum 5.00 Maximum 5.00 Maximum 5.00
Sum 315.00 Sum 350.00 Sum 579.00 Sum 517.00 Sum 603.00
Count 141.00 Count 141.00 Count 188.00 Count 141.00 Count 188.00
COV ANALYSIS OF PUBLIC SECTOR
VARIABLES
  ENVIRONMENT AUTHORITY ESTEEM APPRECIATION BENEFITS

ENVIRONMENT 1.00

AUTHORITY 0.26 1.00

ESTEEM 0.00 0.10 1.00

APPRECIATION (0.39) (0.13) (0.12) 1.00

BENEFITS 0.05 0.02 (0.13) (0.13) 1.00

ANOVA OF MOTIVATIONAL
DIMENSIONS – PUBLIC SECTOR
DIMENSIONS Count Sum Average Variance
ENVIRONMENT 141.00 315.00 2.23 1.38
AUTHORITY 141.00 350.00 2.48 1.38
ESTEEM 188.00 579.00 3.08 2.39
APPRECIATION 141.00 517.00 3.67 3.58
BENEFITS 188.00 603.00 3.21 2.60

ANOVA
Source of Variation SS df MS F P-value F crit
Between
DIMENSIONS 191.11 4.00 47.78 20.81 0.00 2.38
Within DIMENSIONS 1,822.53 794.00 2.30

Total 2,013.64 798.00        

The table shows that the value of F-test is 20.81, and the significance level is 0.000, it
indicates that this is a best fitted model for research of Motivation level in Private sector
and this model is helpful for future research
t-tests TO COMPARE THE TWO SECTORS
ENVIRONMENT t-Test: Two-Sample Assuming Unequal Variances AUTHORITY DIMENSION
t-Test: Two-Sample Assuming Unequal Variances DIMENSION

  PUB AUTH PRI AUTH

  PUB ENV PRI ENV Mean 2.48 2.40
Mean 2.23 2.35 Variance 1.38 1.14
Variance 1.38 1.23
Observations 141.00 213.00
Observations 141.00 213.00
Hypothesized Mean Difference -
Hypothesized Mean Difference -
df 288.00 df 280.00
t Stat (0.91) t Stat 0.64
P(T<=t) one-tail 0.18 P(T<=t) one-tail 0.26
t Critical one-tail 1.65 t Critical one-tail 1.65
P(T<=t) two-tail 0.36 P(T<=t) two-tail 0.52
t Critical two-tail 1.97   t Critical two-tail 1.97  
NO SIGNIFICANT DIFFERENCE BETWEEN THE TWO OBSERVATIONS NO SIGNIFICANT DIFFERENCE BETWEEN THE TWO OBSERVATIONS

t-Test: Two-Sample Assuming Unequal Variances APPRECIATION t-Test: Two-Sample Assuming Unequal Variances BENEFIT

  PUB APP PRI APP   PUB BEN PRI BEN

Mean 3.67 3.95 Mean 3.21 3.00
Variance 3.58 3.12 Variance 2.60 2.41
Observations 141.00 213.00 Observations 188.00 284.00
Hypothesized Mean Difference - Hypothesized Mean Difference -
df 285.00 df 390.00
t Stat (1.41) t Stat 1.41
P(T<=t) one-tail 0.08 P(T<=t) one-tail 0.08
t Critical one-tail 1.65 t Critical one-tail 1.65
P(T<=t) two-tail 0.16 P(T<=t) two-tail 0.16
t Critical two-tail 1.97   t Critical two-tail 1.97  
NO SIGNIFICANT DIFFERENCE BETWEEN THE TWO OBSERVATIONS NO SIGNIFICANT DIFFERENCE BETWEEN THE TWO OBSERVATIONS
T TEST WITH SIGNIFICANT FINDING
t-Test: Two-Sample Assuming Unequal Variances ESTEEM DIMENSION

  PUB ES PRI EST

Mean 3.08 2.80
Variance 2.39 2.01
Observations 188.00 284.00
Hypothesized Mean Difference -
df 376.00
t Stat 1.99
P(T<=t) one-tail 0.02
t Critical one-tail 1.65
P(T<=t) two-tail 0.05
t Critical two-tail 1.97  
SIGNIFICANT DIFFERENCE BETWEEN THE TWO OBSERVATIONS
CONCLUSIONS OF THE STUDY
• T tests indicate that esteem dimension has a significant difference in
the private and public sector employees
• On the whole, the results of this study suggest there are limited
difference between private sector employees and public sector
employees
• The finding of no difference in the general values of public sector
employees suggests that at most general psychological level,
employees in both sector are highly similar when demographic
difference are considered in the current macroeconomic scenario
Contd…

• This study added further support to the common finding that private
sector employees are more committed to the organization than public
sector employees as motivation is high and esteem dimension is
highly associated
• By studying all the aspects of public sector employees and private
sector employees we find that motivation level of public sector
employees is high as compared to private sector employees
(comparing the descriptive statistics of the two sectors) and our
model support our results and among variables relation exist
Thank You
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