By Dr. A.K.

Srivastava
 Name: Kishkinda Das
Enrollment No: A1516621091
PRACTICAL – 3
Title: Employee Motivation Schedule

1. Aim:To assess the level of work-manifest motivation of a professional using the

Employees Motivation Schedule developed by Dr. A.K. Srivastava.

2. Introduction:
Employee motivation is defined as the enthusiasm, energy level, commitment and the amount
of creativity that an employee brings to the organization on a daily basis.

Motivation is derived from the Latin word, “movere” which literally means movement. All
the definitions relate to the fact that motivation is behavior and one needs to channelize this
behavior in order to achieve desired goals and results. Employee motivation is all about how
engaged an employee feels in tandem to the organization’s goals and how empowered he/she
feels. Motivation is of two types:

 Intr insic 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, desire to achieve success.
 Extr insic 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. Research says
extrinsic rewards can sometimes promote the willingness in a person to learn a new
skillset. Rewards like bonuses, perks, awards, etc. can motivate people or provide
tangible feedback.

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.

According to Badu defines Motivation as "a human psychological characteristic that add to a
person's degree of commitment. It is the management process of influencing employees'
behavior".

A. Maslow’s Needs Hier ar chy Theor y (1954):

This theory talks about the human needs that form a five-level hierarchy consisting of
physiological needs, safety, belongingness/love/social motives, esteem, and self-
actualization, which were initially developed to explain human motivation in general.
However, now this theory talks about how these five levels are met within an organization,
and the employee is satisfied with his/her job.
he financial compensation and healthcare are some of the benefits which help an employee
meet their basic physiological needs:

Safety needs can manifest itself through employees feeling physically safe in their work
environment, as well as job security. When this is satisfied, the employees can focus on
feeling as though they belong to the workplace. This can come in the form of positive
r elationships with colleagues and super visor s in the wor kplace. Once satisfied, the
employee will seek to feel as though they are valued and appr eciated by their colleagues
and their organization.

The final step is where the employee seeks to self-actualize; where they need to grow and
develop to become everything, they are capable of becoming.

B. McClelland’s Theor y of Motivation:

David McClelland proposed that there are three basic needs that guide and mould human
behaviour. They are:
1. The Need for achievement
2. Need for affiliation
3. The Need for power
- THE NEED FOR ACHIEVEMENT:
The need for achievement refers to the human need to achieve or accomplish something great
in life. Individuals with a high need for achievement are highly creative and innovative. They
are efficient in finding novel and economical ways to finish their tasks. Such people are also
very realistic in terms of goal-setting. This is primarily because they have a good
understanding of their abilities and skills. They also prefer activities and tasks which are
optimally difficult. This means that their goals are neither unrealistically difficult nor too easy.
The goals are such that they challenge the individual but at the same time are achievable.
People with a high need for achievement also appreciate feedback. This is because they need
to hear from others that they are doing a good job. They also appreciate constructive negative
feedback.

- THE NEED FOR AFFLIATION:

The need for affiliation refers to the drive to have pleasant inter-personal relationships with
others. This need makes individuals interact in social situations and make friends. Individuals
with a high need for affiliation are extremely social and enjoy working in teams. This is
because they have a strong need to build long-lasting relationships and to be liked by others.
Hence this need lies opposite to the need for achievement. Very few people would have high
levels of both these needs. In general individuals with a high need for achievement have a
low need for affiliation. Individuals who have a high need for affiliation conform with the
group and organizational norms. They are the ones who easily pass the socialization phase
and adapt to the norms and culture of the organization really soon. Such people also hesitate
in raising their voice against the group or the authority because they fear rejection by the
group. Overall, such people are pleasant to work with and do not get into inter-personal
conflicts very often.

- THE NEED FOR POWER:

The need for power refers to the need to hold positions of power and authority and have
control over other people and important resources. They love to influence the thoughts and
perceptions of other people. They derive their sense of self-esteem by exercising power. They
are also highly ambitious and competitive. It is extremely difficult for them to accept failures
or opposition. They dislike losing arguments. As a result, they are not good team players.
individuals who have high need for power and achievement succeed in leadership positions.
This is because they have the drive to perform well and control other people too.

C. Her zber g’s Motivator -Hygiene Theor y:

Herzberg’s motivator-hygiene theory suggests that job satisfaction and dissatisfaction are not
two opposite ends of the same continuum, but instead are two separate and, at times, even
unrelated concepts. ‘Motivating’ factors like pay and benefits, recognition and achievement
need to be met for an employee to be satisfied with work. On the other hand, at the absence
of ‘hygiene’ factors (such as working conditions, company, policies, and structure, job
security, interaction with colleagues and quality of management) employees will be
dissatisfied with their jobs.

D. Vr oom’s Valence-Instr umentality-Expectancy Theor y (1964) :

Here the assumption is that behaviour in organisations is viewed as a function of the

interaction of personality, e.g., ability, values, needs, expectations, instrumentalities and role
demand, and general environments; in short organisational contingencies, environmental
constraints, supervision, job or task requirements.

3. Review of Literature :

A. Mensah, Boye (2016). In their research talked about employee motivation and its impact
on performance in Ghanaian Mining Companies. The study witnessed that due to the life
threating factors during work, motivation to work effectively and efficiently is required.
Therefore, the employees are asked to comply with the health and safety rules while working.
Moreover, this paper fills the gap perceived that employee in this sector are highly motivated
in spite of the challenges being faced by them, and knowing more about what keeps
employees moving is still of national interest.
B. Shahzadi, J aved (2014) in their research talked about Work inspiration/motivation that is
considered as a power that drives the representatives toward achieving explicit objectives and
targets of the association. Fundamental reason of this review was to ask that what sort of
elements impact utilize inspiration in Pakistan and finding up to which degree inspiration
influences the utilize execution. Information was gathered from 160 instructors of
Government and tuition-based schools by utilizing self-controlled survey. Relapse
examination is applied to track down the impact of representative inspiration on worker's
presentation including four factors worker inspiration, representative execution, inherent
prizes and worker saw preparing viability. The aftereffects of this review showcased that
critical and positive relationship exists between worker inspiration and representative
execution. According to some of the respondents, art; design or architecture could be feasible
motivational forces but they did not clearly state these forces to have a direct impact on
motivation.

C. Samir a Al J asmi (2012), in her research paper focused on the link between employee
work motivation, workplace performance, and corporate productivity. The basic goal was to
locate the link between employee motivation and their performance, including that of the
company too. The method used for data collection was Interview method, and the sample size
was 35 from seven different operational as well as technical divisions. The interview
consisted of questions divided into four parts. The first part was about the salary and wages
employees in the organization get. The second part was about assigning new roles to
employees and the questions were examining if they are getting the support from their
management regarding assigning new responsibilities and roles to them or no. also,
examining if there are encouraged to take new responsibilities and how this will affect their
motivation and satisfaction. The third part was about appreciation where the question aims to
get the employees answers regarding if their work is recognized and appreciated from their
management. The last part was about recognition. The questions were pointing to if the
employees feels that their work is recognized and in which way and also if the work
recognition affects their motivation or no. The analysis interviews showed that most of the
participants were satisfied with the financial allowances they get from the company like
housing, transportation and children education. Most of the participants feel satisfied and
motivated when they get extra duties and responsibilities. It also stated that management
support and communication with their employees has a major effect on their performance and
motivates them toward the best. Thus, it is concluded that in oil and gas organisation the
employees lack motivation to work.

D.Hamad, Nadeem, et.al (2014) in their research talks about employee motivation and its
importance for the employee’s performance and efficiency and for the private firm’s success.
A questionnaire was used as the method of data collection for estimating effect of employee
motivation on firm’s performance. Convenience sampling method was used. It was observed
that in Pakistan employees lack motivation to work thus, leading to their lower growth and
other motivational problems.

E. Maseko (2017). In his research talks about organizational culture and motivation
hierarchical culture and inspiration are urgent factors in each Organization. This is because of
the general acknowledgment that these factors don't just impact the singular worker's
presentation yet the entirety. Association's viability, execution and food. The interest in
Organizational culture originates from the conviction that culture impacts conduct, navigation,
Organizational methodologies, individual inspiration and Hierarchical execution.
Representatives are aware of Organizational culture, and they learn it in their life at work
environment, then, at that point, adjust their expert objectives with the Organization's
objectives. The degree to which they learn and embrace the Organizational culture shifts not
really settled, somewhat, by the Organization's way of life being either feeble or then again
solid. Non-persuaded representatives, for the most part depict a disappointed mentality at
work, subsequently are less dedicated, and are bound to stop the Organizational. The reason
for this audit was to think about the effect of solid and powerless Authoritative culture on
representative inspiration.

4. Description of the Test:

a. ABOUT THE TEST:

Employee’s motivation schedule was developed by A.K. Srivastava in 1999 to access the
level of motivation of the employees. The development of this test is based on the assumption
that the individuals operating in context of industries are motivated by a number of needs,
individually or in different combinations. This scale purpose to assess the magnitude of work
motivation generated by following needs of the employees:

1. Need for personal growth: improvement of self and of competence, learning new things.

2. Need for achievement: High production, goal achievement and competition.

3. Need for monetary gains: Immediate monetary gains or rewards, increments and in salary
or wages.

4. Need for self-control: Alert sincere to job responsibilities, attainment of goal dead line.

5. Need for autonomy and self-actualization.

b. APPLICATION OF THE TEST

This scale can be administered across all categories of professions, whether it being
engineers, doctors, advocates, college teachers etc. It can be administered on rural
and urban area both.

c. RELIABILITY

d. VALIDITY
In the process validation of the scale the homogeneity of the items
constituting seven sub-scales was ascertained. For the purpose correlation
(Bi-serial) between the score on each item and the score on the sub-scale, of
which the item was part, was computed. The responses on the items selected
to be included in various scales were found to be considerably consistent with
 the responses on the corresponding sub-scales as a whole.

5. Methodology :
A. PRELIMINARY INFORMATION:
 NAME: Sudhir Shekhawat
 AGE:34
 EDUCATIONAL QUALIFICATION: M. Com
 GENDER: Male
 OCCUPATION: Accountant

B. MATERIAL REQUIRED:
Employee’s motivation schedule booklet, pen/pencil.

C. RAPPORT FORMATION:

The subject was made to sit comfortably and was engaged in a short informal communication
to make him feel relaxed and comfortable. Informed consent followed with basic instructions
and details of the test were given. The subject was assured that the results would be kept
confidential and his identity would not be revealed an any point. All his doubts and questions
were answered both before and after the test.

D. INSTRUCTIONS:
The questionnaire is being administered to you with the purpose of a psychological
investigation. The questionnaire consists of a number of such statements which the
employees often give or feel with reference to their jobs. four alternatives to respond each of
the statements are given. You have to select either of their four alternatives with most
suitably applies to represent or describe your views and feeling, in respect of your job. Kindly
answer all the questions.

E. ADMINISTRATION:

a. The EMS was administered individually.

b. The testing environment was comfortable and free of any kind of
disturbances/distractions. Adequate lightening was also provided.
c. A clipboard, EMS Booklet, and pencil were given to the subject.
d. After providing with the booklet, the respondent was asked to read the instructions and
turn over the page to fill the preliminary information at the beginning.
e. No time limit was given, though the respondent completed the test in 15 minutes.
f. Necessary suggestions/report was communicated later to the subject.

F. NTROSPECTIVE REPORT:

As the subject reported “I was initially excited and a bit nervous, but as soon as I was made
comfortable and provided with the details, it became easy and smooth for me to complete the
test within 15 minutes. I am eager to know my interpretations now”.

G. OBSERVATIONAL REPORT:
It was observed that the subject was nervous initially but soon after rapport formation, he
was relaxed and answered the all questions comfortably. At the end of the test, he was
eager to know his work motivation level.

H. SCORING:

The responses given to the items may be converted into scores according to following
guidelines.
For each category of responses, i.e.,
NEVER, the score to be given will be 1, for SELDOM the score to be given will be 2, for
MOSTLY the score to be given will be 3 and for ALWAYS the score to be given will be 4.
The scores were also divided as to indicate low, moderate and high levels of work motivation
on the basis of quartile 1 to 3.
6. Result:
EMPLOYEE MOTIVATION TEST
Sub Scale Sub Scale Descr iption Question Number
Sub Scale 1 Personal growth 1 to 10
Sub Scale 2 Achievement 11 to 20
Sub Scale 3 Self-control 21 to 30
Sub Scale 4 Monetary gains 31 to 40
Sub Scale 5 Non-financial gain 41 to 50
Sub Scale 6 Social affiliation and 51 to 60
conformity
Sub Scale 7 Autonomy and self- 61 to 70
actualization

SCORE Employee
Motivation
Schedule
Question ALWAYS MOSTLY SOMETIMES NEVER TOTAL Level Of
Number Motivation

1 to 10 36 3 0 0 39 HIGH
11 to 20 32 3 4 0 39 HIGH
21 to 30 40 0 0 0 40 HIGH
31 to 40 12 9 6 1 28 MODERATE
41 to 50 36 3 2 0 41 HIGH
51 to 60 24 3 4 1 32 MODERATE
61 to 70 32 6 0 0 38 HIGH
TOTAL 212 27 16 2 257 HIGH
SCORE
6. Discussion and Analysis
This practical was conducted to assess the level of work-manifest motivation of a
professional using the Employees Motivation Schedule developed by Dr. A.K. Srivastava.
The booklet is based on work motivation and the factors responsible for an employee’s
motivation to work efficiently in one’s work. The employee’s motivation schedule consists of
70 items (10 for each area) relating to seven subscales namely, Personal growth,
Achievement, Self-control, Monetary gains, non-financial gain, social affiliation and
conformity, and Autonomy and self-actualization.

The test was conducted on a 34-year-old male, who has been working for 14 years in the
corporate sector. He has done his professional degree (M.com) and stays in Delhi. He is
currently pursuing his BA.LLB degree from Rajasthan in distant mode. He was initially
lethargic and nervous, but after completion was eager to know the results too. The motivation
levels as interpreted are as follows:

The raw score of the subject in need for per sonal gr owth was 39, which corresponds to a
HIGH level of motivation. Thus, it can be interpreted that the subject is always ready for
improvement of self and that of competence; moreover, is keen in learning new things.

The raw score of the subject in need for achievement was 39, which corresponds to a HIGH
level of motivation. Thus, it can be interpreted that the subject is always focused towards
achieving his goals, is high on productivity and competition.
The raw score of the subject in need for self- contr ol was 40, which corresponds to a HIGH
level of motivation. Thus, it can be interpreted that the subject is alert, sincere towards his job
responsibilities and attainment of goals via the deadlines.

The raw score of the subject in need for monetar y gains was 28, which corresponds to a
MODERATE level of motivation. Thus, it can be interpreted that the subject is averagely
satisfied with the salary and incentives he receives.

The raw score of the subject in need for non-financial gains was 41, which corresponds to a
HIGH level of motivation. Thus, it can be interpreted that the subject is highly satisfied with
the status, recognition, appreciation, and prospects received from his job.

The raw score of the subject in need for social- affiliation and confor mity was 32, which
corresponds to a MODERATE level of motivation. Thus, it can be interpreted that the
subject is average in co-operation, group influence, and group conformity.

The raw score of the subject in need for need for autonomy and self- actualization was 38,
which corresponds to a HIGH level of motivation. Thus, it can be interpreted that the subject
is highly aware about one’s belief and value system, and has achieved all his levels of self-
actualization.

7. Conclusion:

The work motivation of the professional was determined using the EMPLOYEES
MOTIVATION SCHEDULE given by Dr . A.K. SRIVASTAVA. The subject is recorded
to have HIGH level of motivation in his job. This implies that experience, personal growth,
achievement, monetary gains, etc., correlates positively with employee’s motivation.
Moreover, this particular questionnaire gave a better insight about the importance of
motivation in any field. It elaborated on the different sub-scales that hold one’s motivation in
the respective field and how they can be the building blocks of one’s professional satisfaction
and achievement. It was a very amazing experience to know more about the employee
motivation schedule and what purpose it serves.
 REFRENCES:
1. Samaira Al Jasmi. (2012). A Study on Employees Work Motivation and its Effect on
their Performance and Business Productivity. The British University in Dubai.
2. Shahzadi, I., Javed, A., Pirzada, S., Nasreen, S., Khanam, F. (2014). Impact of
Employee Motivation on Employee Performance. European Journal of Business and
Management, Vol.6, No.23.
3. Mensah, K., Boye, E., Tawiah, A., Kweshi. (2016). Employee motivation and work
performance: A comparative study of mining companies in Ghana. Journal of
Industrial Engineering and Management (JIEM) [ISSN:] 2013-0953 [Volume:] 9
[Year:] 2016 [Issue:] 2 [Pages:] 255-309.
4. Maseko, T. (2017) Strong vs. Weak Organizational Culture: Assessing the Impact on
Employee Motivation. Arabian Journal of Business and Management Review, 7:1.
5. Hamad, N., Nadeem, M., Abdullah, M., Ahmad, N. (2014). Impact of Employee
Motivation on Employee Performance (A Case Study of Private firms: Multan
District, Pakistan). International Letters of Social and Humanistic Sciences, 25, 51-58.
APPENDIX: