"

, 2012 .

UNIVERSITY "GOCE DELCEV" - STIP

FACULTY OF ECONOMICS
Health - Managemen
STIP
Natasa Taneva
"THE IMPACT OF INTERNAL MOTIVATION ON IMPROVING
THE PERFORMANCES IN ORGANIZATIONS"
MASTER'S THESIS

Stip, 2012

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The impact of internal motivation on improving the

performances in organizations

Abstract
Motivation is the inner power or energy that pushes toward acting,
performing actions and achieving. Motivation has much to do with desire and
ambition, and if they are absent, motivation is absent too. Often, a workers
has the desire and ambition to get something done or achieve a certain goal,
but lacks the push, the initiative and the willingness to take action. This is due
to lack of motivation and inner drive. Motivation strengthens the ambition,
increases initiative and gives direction, courage, energy and the persistence
to follow one's goals. A motivated person takes action and does whatever it
needs to achieve his/her goals.
Internal motivation is the driving force that comes from inside, and
causes workers to do a good job because they feel good about ourselves
when they accomplish something. When workers are motivated, they operate
according to their own values. That is way the managers should know how to
recognize what's driving workers along, and to build a sense of pride in their
work.
Internal motivation becomes strong when workers have a vision, a
clear mental image of what they want to achieve, and also a strong desire to
materialize it. In this situation motivation awakens and pushes them forward,
toward taking action and making the vision a reality. Motivation can be applied
to every action and goal.

Key words: motivations, internal, external, factors, impact, employees,

improving, performance, organizations.

.......................................................................................................................10
1.
.............................................................13
1.1. ......................................................................13
1.1.1. ....................................................21
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..........................................................................................................56

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.........................................................................................64
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..............................................................74

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...........................................................77
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3.5.2. ........................................................................80
3.5.3. ........................................................80

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..............................................................................................................82
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...............................................................................87
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..............................................................123
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......................................................................130

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..................................................................................144


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Figure 9. Three criterions for measuring the strength of the organizational culture
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Figure 10. Influence of organizational culture on the overall performance of an
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62

Employee Motivation: Theory and practice Accel-Team, based on the West Coast of Cumbria,
UK, 2011 www.accel-team.com/motivation/ 18.12.2011 ., Copyright Accel Team,
2006

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) 27

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) 16

) 32%

) 25 30

) 14

) 28%

) 30 36

) 8

) 16%

) 39 45

) 6

) 12%

) 45 52

) 4

) 8%

) 52

) 2

) 4%

a)

) 3

) 6%

) 29

) 58%

) 21

) 42%

) 6

) 12%

) 1

) 2%

) 36

) 72%

():

)14

) 28%

) 37

) 74%

) 5

) 10%

95

) 1

) 2%

) 4

) 8%

) 3

) 6%

) 30

) 60%

) 5

) 10%

) 3

) 6%

) 5

) 10%

) 2

) 4%

) 3

) 6%

)1

) 2%

)1

) 2%

) 14

) 36

) 25

) 50%

) 14

) 28%

) 4

) 8%

) 4

) 8%

) 3

) 6%

a) 3

a) 6%

) 11

) 22%

) 9

)18%

) 17

) 34%

) 10

) 20%

) ,

,
9

) 28%
) 72%

) ,

10

) 36

) 72%

) 14

) 28%

) ,

a) 14

a) 14%

) 14

) 40%

) 22

) 46%

a)

a) 19

a) 39%

) 20

) 40%

) 11

) 21%

11

12

96


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11.

11.
Figure 11. Gender representation of respondents

50 54% ,
46% . ,

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12.

97

 12.
Figure 12. Gender of respondents

32% 19-25 , 28%

25-30 ,
52 .

.

, 13.

13.
Figure 13. Level of education of respondents

98

 58% , 42%
, 2% ,
12%, 6% .

,
14.

14.
Figure 14. Employees and part-time workers

72% , 28%
,
.
,
.

, 15.

99

 15.
Figure 15. Motives at working

74%
.

,
. 10%
, 8%
, 8%
.
2. x

Table 2. X value calculation according to the statements of the employees
motives in working

20

-14

196

9,8

20

-12

144

7,2

20

-18

324

16,2

10

20

-10

100

( f fi ')

( f fi ')2

(f1-f0)/f0

100

74

20

54

100

2916

145,8

3680

184

x 0,05=5,991
x =184
x

> x 0,05

x ja ,

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, 16.

60%

10%

10%
6%

4%

6%

2%

2%

16.
Figure 16. Statements of employees for first association workplace

101

 60% , 10%
, 6%
, 4% 2%
.

,
,
,
,
.


, 76%
19-35

,

.
3. x

Table 3. X value calculation according to the statements of the employees
for the first association for workplace

( f fi ')

( f fi ')2

(f1f0)/f0

60
10

12,5
12,5

47,5
-2,5

2256,25
6,25

180,5
0,5

12,5

-6,5

42,25

3,38

10
4
6
2

12,5
12,5
12,5
12,5

-2,5
-8,5
-6,5
-10,5

6,25
72,25
42,25
110,25

0,5
5,78
3,38
8,82

12,5

-10,5

110,25

8,82

2383,25

190,66

100
x 0,05=5,991
x =190,66

102

> x 0,05

x ja ,


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, 17.
80%

72%

60%
40%
20%

28%

0%

17.
Figure 17. Motivation on employees in the workplace

28% ,
, 72%,
.
4. x

Table 4. X value calculation according to the statements of the employees if
they are motivated enough of his job

( f fi ')

28
72
100

50
50

-22
22

( f

484
484
968

fi ')2

(f1f0)/f0

9,68
9,68
19,36

103

x 0,05=5,991
x =19,36
x

> x 0,05

x ja
,


.

,
18.

8%

6%

8%

50%

28%

18.
Figure 18. External motivation of surveyed employees

, 50%

, 28%
, 8%
, 6%
.

104

 5. x

Table 5. X value calculation according to the statements of the employees
which is the largest external motivation in the workplace

( f fi ')

( f fi ')2

50

20

30

900

45

28

20

64

3,2

20

-12

144

7,2

20

-12

144

7,2

6
100

20

-14

196
1448

9,8
72,4

x 0,05=
x =
x

(f1f0)/f0

5,991

72,4

> x 0,05

x ,

,
.

,
, 19.

105

40%
35%
30%
25%
20%
15%
10%
5%
0%

34%
22%

20%

18%

6%

19. ,

Figure 19. Statements to employees about major elements, components or

inducers of intrinsic motivation surveyed employees

, 34%
, 22%
, 20%

,
18%,

.

6. x

Table 6. X value calculation according to the statements of the employees
which is the largest external motivation in the workplace

,

20

( f fi ')

-14

( f fi ')2

(f1-f0)/f0

196

9,8

106

22
18

20
20

2
-2

4
4

0,2
0,2

34

20

14

196

9,8

20

20

400

20

100
x 0,05=5,991
x =20,000
x

> x 0,05

x ,

, ,

.
:

, 20.

80%
60%

72%

40%

20%

28%

0%

20.

Figure 20. The influence of external and internal factors on motivation in the
workplace

28%
, 72%
.

107

 7. x


Table 7. X value calculation according to the statements of the employees
on whether they think that external and internal factors have a much greater
role in motivation in the workplace

( f fi ')

28
72
100

50
50

-22
22

( f

fi ')2

484
484
968

(f1f0)/f0
9,68
9,68
19,36

x 0,05=5,991
x =19,36
x

> x 0,05

x ,


.

,

. ,
,
.

, 46%
,
40% ,
14%
.

108

46%
40%

14%

21.

Figure 21. Statements from employees about their feeling at workplace

, 63%
,
, 31% , 6%
.

6%
31%
63%

21-a.

Figure 21-. Statements from managers about the feeling on employees at
workplace

109

 x ,

, x
.
8.


Table 8. Absolute values of the statements of the employees for their feeling
at workplace and statements on managers

about

employees feeling at

workplace

14
46
40
100

63
31
6
100

77
77
46
200

9.


Table 9. Obtained theoretical values of the statements of the employees for
their workplace feeling and statements on managers about employees feeling
at workplace

,

38,5

38,5

77

38,5
23
100

38,5
23
100

77
46
200

,
x :

10. x

110

Table 10. X value calculation according to the statements of the employees for their
workplace feeling and statements on managers about employees feeling at
workplace

a
b
c
d
e
f

f1
14
63
46
31
40
6

f0
38,5
38,5
38,5
38,5
23
23

f1-f0
-24,5
24,5
7,5
-7,5
17
-17

(f1-f0)
600,25
600,25
56,25
56,25
289
289

(f1-f0)/f0
15,591
15,591
1,461
1,461
12,565
12,565

x =

59,234

-
.
x 0,05=5,991
x =59,234
x

> x 0,05

, c=0.478

x (x=
59,234) x. a
,
,
. ,
() 0,478 (C =
0,478),
.
,
.

111

 .
40%

, 21% , 39%
.

21%
39%

40%

22.
Figure 22. Statements from employees for their professional development

,

, 54%

, 36%

, 10%
.

112

10%

54%

36%

22-
Figure 22-.Statements from managers about development at employees

x ,

, x
.
11.

Table 11. Absolute values of the statements of the employees and managers for the
development of employees in the workplace

39
54
40
36
21
10
100
100

93
76
31
200

113

 12.

Table 12. Obtained theoretical values of the statements of the employees and
managers for the development of employees in the workplace

46,5
46,5
38
38
15,5
15,5
100
100

93
76
31
200

,
x :
13. x

Table 13. X value calculation according to the statements of the employees and
managers for the development of employees in the workplace

a
b
c
d
e
f

f1
39
54
40
36
21
10

f0
46,5
46,5
38
38
15,5
15,5

f1-f0
-7,5
7,5
2
-2
5,5
-5,5

(f1-f0)
56,25
56,25
4
4
30,25
30,25
x =

(f1-f0)/f0
1,21
1,21
0,105
0,105
1,952
1,952
6,533

- a
.
x 0,05=5,991
x =6,533
x

> x 0,05

, c = 0,178

114

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6,533) x. a
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0,178)
.

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115

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1. ........27,24%
2. .......22.50%
3. ............22,11%
4. .......18,35%
5. ..........10,50 %
:
6. ........28,68%
7. .......22.47%
8. ............20,67%
9. .......17,95%
10. ..........12,07%

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Figure 23. Proces of evaluation meeting goals and objectives

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 (CONCLUDING REMARKS)

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142


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143

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