Project Report

On
“An Analysis of Motivation Among Employees in Hewlett
Packard Enterprise, Mohali”
Submitted for partial fulfillment of requirement for award of
degree
Of
Bachelors In Business Administration
Of
GNA UNIVERSITY, PHAGWARA
2015-2018

Submitted To :- Ms. Rajveer Kaur

Submitted By :- Bhupinder
 PREFACE

BBA is stepping stone to management career. In order to develop a healthy

management and administration skill among potential managers, someone has
rightly said that partial training is far better than the classroom training. To achieve
partial and concrete results, it is necessary that theoretical knowledge must be
supplemented with an exposure of the real business environment.

By doing this training I have learnt a lot which will help me a lot in the
future. The name of my project was “ANALYSIS OF EMPLOYESS
MOTIVATION” in which I worked.
 DECLARATION

I the undersigned solemnly declare that the report of the project work entitled “A
study on Recruitment & Selection in Corporate Organizations”, is based on
my own work carried out during the course of my study under the supervision of
Miss Shipra.
I assert that the statements made and conclusions drawn are an outcome of the
project work. I further declare that to the best of my knowledge and belief that the
project report does not contain any part of any work which has been submitted for
the award of any other degree/diploma/certificate in this University or any other
University.

___________________
(Signature of the Candidate)

ACKNOWLEDGEMENT

Any work of this magnitude requires input, effort and encouragement of people from all
sides. I am quite fortunate to that I had active Cooperation of many people at different
stages of the project. Without their invaluable cooperation, I would have not been able to
do Justice to this report. Although it would be difficult to thank all those who contributed
towards successful completion of report yet, it would be unfair on my part if I don’t
Thank the mentioned few. I would like to thank my project guide Ms. Shipra for her
unending support from the very beginning of the project. I would also like to Thank
Ms. Rajveer who helped me at different stages in completing this project.
Regards
 INDEX
1. Introduction………………………………………….
1.1 Overview of company…………………………...
1.2 Company profile…………………………………
2. Objectives of study…………………………………...
3. Review of literature………………………………….
4. Research methodology…………………………........
4.1 Sample size…………………………………….
4.2 Type of research design………………………..
4.3 Source of Data Collection……………………..
4.4 Sample Method………………………………...
4.5 Area of Study…………………………………..
4.6 Period of study…………………………………
4.7 Limitations of Study…………………………...
5. Data Analysis and Interpretation…………………
6. Findings ……………………………………………
7. Recommendations …………………………………
8. Conclusion …………………………………………
9. Sample Questionnaire……………………………..
10. Bibliography………………………………….

.
Company
Profile
 OVERVIEW
• Sector : Information Technology
• Industry : Hardware
• Sub-industry : Computer Hardware and storage
• Predecessor : Hewlett Packard
• Founded : November 1, 2015
• Headquarters : California, United States
• Area served : Worldwide
• Key People : Patricia Russo (chairwomen)
Meg Whitman (CEO)
• Revenue : US $50.1 Billion
• Number of Employees : 1,95,000
Hewlett Packard company (HP) is an American multinational Information
Technology organization that provides hardware and software services to small,
medium and large sized businesses across industries. It also has an extensive
range of IT products to offer.

Founders
The organization was founded by William “Bill” Redington Hewlett and Dave
Packard in 1939. It was started in a car garage in Palo Alto, California, where
today it is headquartered. The first product of HP was an audio oscillator. Today,
HP specializes in developing and manufacturing PCs, networking hardware,
computer storage and delivering services. HP’s product line includes PCs,
servers, networking products, storage devices, software, printers and imaging
products. There are more than 3,17,500 employees in the organization globally.
It’s noteworthy to mention some of the key milestones of HP since 1939. HP
became a public organization in 1957. In 1961 HP was listed on the New York
Stock Exchange. In 1962 HP entered the Fortune 500 list at position 460. HP
entered the Asian market in 1963. In 1964, Dave Packard was elected as the
CEO and Chairman of the Board and Bill Hewlett was elected as the President.

Company Background
HP is the first company in the United States to introduce flextime policy for
employees, an initiative to encourage work-life balance. The policy was firmed
up in 1973. In 1974 HP introduced world’s first programmable pocket calculator.
In 1980 HP manufactured its first PC named HP-85. In 1982, HP-75C debuted as
the first handheld computer and in 1983 the first touch screen PC was devised.
In 1993, Dave Packard retired as the Chairman and Lew Platt was elected to
replace him. In 1993, HP introduced the Omni book 300, a supportable PC with
extended battery life. In 1994, HP introduced the world’s brightest LED. In
1994, the first HP’s official personal printer-fax-copier was introduced. 2001
witnessed the creation of HP services to provide consulting and outsourcing
support and solutions deployment.

In 2002, HP and Compaq merged and subsequently the company’s stock symbol
changed to HPQ. In 2010, HP acquired 3PAR, a leading storage provider. In 2011,
HP introduced the industries’ first wireless mouse. In 2013, HP came with the
revolutionary HP data protector 8.1.

Company Details
HP Enterprise Business (EB) incorporates HP Technology Services, HP Enterprise
Security Services and oversees services such as information security, network
security, and compliance. HP Software Division is the company’s enterprise
software unit. Under the office Strategy and Technology come HP Labs, which is
the research wing of HP.
HP also provides consulting managed services across the globe. The HP financial
services segment provides a broad range of financial value added life cycle
managed services.

Chairman, President, and CEO

The CEO of HP right now is Meg Whitman, an alumnus of Princeton University
and Harvard Business School. She was Vice President of Strategic Planning for the
Walt Disney Company during most of the 1980s.

Achievements and Milestones

HP has been in position 80 in the Global 2000 list, called out by Forbes and
number 31 in the World’s Most Valuable Brands category. Today HP is one of the
leaders in the global technology provider with the significant success story behind
it, the company sure has a long way to go.
INTRODUCTION
 INTRODUCTION TO PROJECT
MOTIVATION

Motivation is a problem and organizations keep looking for a solution. A recent

Gallup poll, for instance, found that a majority of US employees -55 % to be
extracted–have no enthusiasm for their work.

Management has used number of motivational approaches to improve employee

motivation. They’ve tried traditional approaches like increasing their pay and
giving them benefits.

It is one of the most frequently researched topics in the present scenario. In spite
of the facts that managers continue to search for innovative ways to motivate their
employees and that is significant proportion of today’s workers seems to be
unmotivated we actually know a great deal of about how to improve employee
motivation.

We’ll define motivation as the process that account for an individual’s intensity,
direction and persistence of effort towards attaining a goal.

Rensis Likert has called motivated motivation as the “core of management”.

Motivation is an important function which every manager performs for actuating
the people to work for the accomplishment of the objectives of the organization. It
is an effective instrument in the hands of the manager for inspiring the work force
and creating a confidence in it. By motivating the workforce, management creates
will to work which is necessary for the achievement of the organizational goals.
 Scope of the Project:-

In every sphere of life and at various face of act motivation play a vital role. So
one’s success and achievement depend upon motivation level of the individual. It
is root to all human activities. It is derived from the word “Mover’ which means to
move. In the lateral sense it is the process which arouses the energy in the
individual to proceed in activity. It is the process of arousing action, Sustaining
activity, regulation and directing patterns of activities with the organism.

According to Johnson,
“Motivation is the influence of general pattern of activities indicating and
directing behavior of the organism”.

According to Dale . S . Beach,

“Motivation can be defined as willingness to spend energy to achieve a goal of a
reward”.
According to Dalton McFarland,
“Motivation refers to the way in which urge, drives, desire, aspirations, or need
direct control or explain the behavior of human being”.

Features of motivation:-
i. It is a psychological process.
ii. It is an internal process.
iii. It is indicated by some mean or motive.
 iv. Directed towards some activity.
v. It satisfies the need or want.
vi. It helps in achievement of goals.
vii. It leads to satisfaction
Types of motives that leads to do some action to fulfill them:-
A. Primary motives: - They are also known as Biological, Innate or
Psychological motives. These are found in the child from very birth. These
motives help in satisfaction of biological needs without which one can’t live.
Some of important needs are: - Hunger, Thirst, Sleep (Rest), Respiration,
Elimination, Escape, Play, Laughter, Sex and Curiosity motives.
B. Secondary motives: - They are also known as Social or Acquired motives.
They are learnt due to social conditions in the society. This involves interaction
with the society, since they are learnt motives; their strength differs from one
individual to other. Some of them are: - Gregariousness, Freedom, Acquisition,
Achievement, Affection, Approval, Security, Praise and Blame, Self Assertive,
Self Submission, Self Actualization.

All the activities of human beings are caused and behind every action there is
particular need or motive. Rensis Likert has called motivation as a ‘core of
management’. Motivation is an important function which every manager performs
for actuating the people to work for the accomplishment of objectives of the
organization. A manager has to make appropriate use of various techniques of
motivation to stimulate the employees to follow them. Motivation is an effective
instrument in he hands of a manager for inspiring the workforce and creating a
confidence in it.

Features of motivated Behavior

i. Eagerness.
ii. Concentrated attention.
iii. Energy mobilization.
iv. Achievement of Goal or Motive.
v. Reduction of tension.
Conclusion: -
According to this hierarchy of needs unless physiological, security, affection, self
esteem needs satisfied first, the self actualization need can’t emerge in its real
form. Firstly physiological need must be satisfied for looking at any other need.
For instance : If the person is sure that he will get food only then he will be able
to worry about safety need and so on. If these needs are fulfilled then only person
will enjoy his life well and can develop his potentials and then he can reach self
actualization need.

1.MCGREGOR’s PARTICIPATION MODEL: -

Douglas McGregor was a known psychologist. He propounded two contrasting

theories of human behavior which is called as Theory X and Theory Y. these
theories contains two pair of assumptions about human beings which he thought
were implied by action of autocratic and permissive managers. It may be noted
that these set of assumptions are merely intuitive, deductions and they are not
based on any research studies.

Theory X: -
It includes autocratic managers and they often make the following assumptions: -
 The average human being has an inherent dislike of work and will avoid it, if he
can
 The average human being is lazy and avoids responsibility.
 The average human being is indifferent to organizational goals.
 The average human beings prefer to be directed, wish to avoid responsible, has
relatively little ambition and wants security above all.

According to him, this is the traditional theory of what workers are like and what
managers must do to motivate them. Workers have to be persuaded and pushed
into performance. Management can offer rewards to worker who shows higher
productivity and can push him if his performance is below standard. This is also
called as “carrot and stick” approach to motivation.

Theory Y:-
Manager with Theory Y orientation make the following assumptions about
people: -
 The average human being does not inherent dislike work. Depending upon
controllable conditions, work may be a source of satisfaction or a source of
punishment.
 The average human being will exercise self direction and self-control in the
service of objectives to which he is committed.
 Commitment to objectives is a function of rewards associated with their
achievement.
 An average human being learns under proper conditions, not only to accept, but
also to seek responsibility.
 The capacity to exercise a relative high degree of imagination, ingenuity and
creativity in solution of organizational problems is widely, not narrowly,
distribution in the population.

Theory Y assumes that goal of the organization and those of the individual are not
necessarily incongruent. The basic problem in most of the organizations is that of
securing commitment of workers to organizational goals.

1.HERZBERG’S TWO FACTOR MODEL: -

Herzberg attended City College of New York, but left part way through his studies
to enlist in the army. As a patrol sergeant, he was a firsthand witness of the
Dachau concentration camp. He believed that this experience, as well as the talks
he had with other Germans living in the area was what triggered his interest in
motivation. Herzberg graduated from City College in 1946 and moved to the
University of Pittsburgh to undertake post-graduate studies in science and public
health. He earned his PhD in psychology with a dissertation entitled “Prognostic
variables for electroshock therapy on Alain Meiar and Olivier Perbet”. He started
his research on the workplace while teaching as a professor of psychology at Case
Western Reserve University in Cleveland and later moved to the University of
Utah where he held the position of professor of management in the college of
business. Herzberg proposed the Motivation-Hygiene Theory, also known as the
Two factor theory (1959) of job satisfaction. According to his theory, people are
influenced by two factors:

 Satisfaction, which is primarily the result of the motivator factors. These

factors help increase satisfaction but have little effect on dissatisfaction.
 Dissatisfaction is primarily the result of hygiene factors. These factors, if
absent or inadequate, cause dissatisfaction, but their presence has little effect on
long-term satisfaction.

No dissatisfaction Hygienic factors Dissatisfaction

(If Present) (If Absent)

Satisfaction Motivating factors No Satisfaction

(If Present) (If Absent)

Fig. 2. Role of Hygienic and Motivational Factors.

Motivator Factors: -

 Achievement
 Recognition
 Work Itself
 Responsibility
 Promotion
 Growth
Hygiene Factors: -

 Pay and Benefits

 Company Policy and Administration
 Relationships with co-workers
 Physical Environment
 Supervision
 Status
 Job Security

Hygiene Dynamics: -

1. Hygiene factors focus on the context in which the job is done, the conditions
that surround the doing of the job. The underlying dynamic of hygiene is the
avoidance of pain from the environment.
2. When hygiene factors deteriorate to a level below that which the employee
considers acceptable, then job dissatisfaction ensues. Hygiene factors directly
affect job attitudes, primarily satisfaction and dissatisfaction.
3. When these factors have been satisfied or provided to a level which the
employee considers acceptable, there will be no dissatisfaction, but neither will
there be significant positive attitude.
4. People are made dissatisfied by a bad environment, but they are seldom made
satisfied by a good environment.
5. The prevention of dissatisfaction is just as important as encouragement of
motivator satisfaction.
6. Hygiene factors operate independently of motivation factors. An individual
can be highly motivated in his work and be dissatisfied with his work
environment.
7. All hygiene factors are equally important, although their frequency of
occurrence differs considerably.
8. Hygiene improvements have short-term effects. Any improvements result in a
short-term removal of, or prevention of, dissatisfaction.
9. Hygiene needs have an escalating zero point and no final answer.
1. VROOM VALENCE-EXPECTANCY THEORY:-

This theory states that motivation is the result of 3 variables: -

Valence: - It means strength of individual to achieving the reward. It is the value

one places on the outcomes. It may vary from individual to individual. Valence is
influenced by conditions such as age, education and type of work. Range of
valence = -1 to +1.e.g.: - The young employees will have high valence for
promotion whereas Old employees will have high valence for re-employment.

Expectancy: - Effort performance probability extent to which person believes his

efforts would lead to completion of task. It is association between effort and
performance. It ranges from 0 to 1.

Instrumentality: - Probability to which the performance will lead to desired

rewards .e.g. - Individual wants promotions and feels that superior performance is
very important, Superior performance acts as instrumentality. It ranges from 0 to
1.

Motivation (M) = Valence (V) * Expectancy (E) * Instrumentality (I)

Here, if any of the variable approaches to 0 then the probability of the motivated
performance will be zero.

2. POTER AND LAWLER’S MODEL OF MOTIVATION: -

It is an improvement over Vroom’s Expectancy model. This model is based on

the assumption of the positive relationship between satisfaction and performance.

Effort: - It is amount of energy exerted by the person on the job.

Value of reward: - It is the out come of a particular behavior which has specific
valence of each.

Perceived Effort Reward Probability: - It refers to the individual perception

reward depend on the different degrees of effort.
Performance: - Efforts leads to performance. But both may not be equal. If an
individual is lacking in ability or has wrong role perception, his performance is
bound to be unsatisfactory in-spite of his putting great efforts

Reward: - It may lead to 2 kinds of rewards Intrinsic such as self actualization

and extrinsic such as status and working conditions

Satisfaction: - If the actual rewards meet or exceed perceived equitable rewards,

then the individual will feel satisfied and if it is less than equitable rewards, the
individual will feel dissatisfied.

Perceived

Value Equitable

of reward Ability Intrinsic

Rewards

Efforts Performance

Perceived effort Role perception Extrinsic

Reward probability Rewards

Satisfaction

3. TRIO OF NEEDS:-

Trio Of Need theory also known as “Three Need Theory”.

This theory was given by David McClelland who believes in the existence of trio
of needs i.e. the need for power, need for affiliation and for achievement.
1) Power: - The power need relates to an individuals desire to control his/her
environment. It includes the need to control other person and various objects. This
need appears to be closely related to ego need. In that many individual experience
increased self esteem when the exercise power over objects/people.
2) Affiliation: - The affiliation need suggest that behavior is strongly influenced
by desire for friendship, acceptance or belonging. People with high affiliation
needs tend to socially depend on others. They often select goods which they feel
will meet the approval of friends. This need is very similar to that of Maslow’s
social need.
3) Achievement: - Individuals with the strong need for achievement often regard
personal accomplishment as the end in itself. This need is closely related with self
actualization. People with high need of achievement tend to be more self
confident, they enjoy taking risks. Actively research and give value feed back.
Monitory rewards provide an important type of feedback as to how they are doing
things. People with high achievement need prefer situation in which they are
personally responsible for finding solutions.

4. GOAL SETTING THEORY: -

Employees set goals for themselves and put in efforts in order to achieve them.
There are four elements in this mock:-
1) Goal Acceptance: - it means employees should understand the implications of
goals and also accept them.

2) Goal specificity: - It identifies the target in quantitative terms.

3) Goal challenge: - it means difficult but feasible goals are to be provided than
easy goals.

4) Performance feedback: - It is performed to know about how well the things

are moving became proper feedback can motivate individual further.
2.1(b) Geographical area: -
This survey was conducted in the premises of Hewlett Packard Enterprise in
Mohali and
The survey was conducted on workers and staff members.
Objective
Of
Study
1) The main objective of this project was to study the Motivation Level of the
employees in Hewlett Packard.

2) To know the satisfaction level of the employees in Hewlett Packard.

3) To identify the factors which influences the satisfaction level of employees in

Hewlett Packard.
 Review
Of
Literature
In a complex and dynamic environment, leader of the organization used to create
the environment in which employee feel trusted and are empowered to take
decisions in the organization which leads to enhance motivation level of
employee and ultimately organizational performance are enhanced.
Likewise “Luthans and Stajkovic” (1999) concluded that advancement of human
resources through rewards, monetary incentives, and organizational behavior
modification has generated a large volume of debate in the human resource and
sales performance field.

According to “Orpen” (1997) better the relationship between mentors and

mentees in the formal mentoring program, the more mentees are motivated to
work hard and committed to their organization.

Crino and White (1998) examined the effect of feedback on intrinsic motivation to
perform a task. The study supported the work done by Deci suggesting a negative
impact of feedback on motivation to do an interesting task. Authors suggested that
feedback may have a positive effect only up to a point; increasing frequency of
feedback shifts the receiver's attention from the task itself to the feedback
provided.

Deckop and Cirka (2000) investigated the influence of merit pay on intrinsic
motivation on employees of a non-profit organization. Results indicated a decline
in intrinsic motivation of employees after the introduction of a merit pay plan.

“Ashmos and Duchon” (2000) recognizes that employees have both a mind and a
spirit and seek to find meaning and purpose in their work, and an aspiration to be
part of a community, hence making their jobs worthwhile and motivating them to
do at a high level with a view to personal and social development.
 “Malina and Selto” (2001) conducted a case study in one corporate setting by
using balance score card (BSC) method and found out that organizational
outcomes would be greater if employees are provided with positive motivation.
The establishment of operations-based targets will help the provision of strategic
feedback by allowing the evaluation of actual performance against the operations -
based targets.

“Kunz and Pfaff ” (2002) stated no substantive reason to fear an undermining

effect of extrinsic rewards on intrinsic motivation.

According to“ Smith and Rupp” (2003) stated that performance is a role of
individual motivation, organizational strategy, and structure and resistance to
change, is an empirical role relating motivation in the organization.

“Den and Verburg” (2004) found the impact of high performing work systems,
also called human resource practices, on perceptual measures of firm
performance.

Goal-directed behavior and strategic feedback are expected to enhance

organizational performance ( “Chenhall” 2005)
 Research
Methodology
SAMPLE SIZE
Sample of the present study consist of 10 respondents.
RESEARCH DESIGN
This study is descriptive in nature.

DATA COLLECTION:
Type of data collected: -
In this project I had collected data through:

 Primary source i.e. through surveys, interviews.

 Secondary process i.e. through internet, books and websites.

SAMPLE METHOD : -
 Sampling technique used in this project was non probability convenient

sampling technique .
 The survey was conducted through questionnaires and face to face interview

within the organizational premises.

 Data Analysis
And
Interpretation

ANALYSIS AND FINDINGS

Q1: Financial incentives motivates employees more than Non-Financial
INTERPRETATION:-
50% Employees strongly disagree to the statement that financial incentives
motivates them more than the non- financial incentives.

Q2:Are you satisfied with the salary you draw at present?

1
Interpretation:-
Only 10% employees are satisfied with the salary they draw from HP and 40% are
not satisfied with their pay scale . Rest 50% are neither satisfied nor dissatisfied.

Q3: The medical benefits and other benefits provided in the organization are
satisfactory ?

Interpretation:-
More than half of the employees are not satisfied with the medical and other
benefits provided to them by the organization .
Q4 : As an employee in the organization Do you feel secured with your job?

Interpretation :-
Only 30% employees feel secure with their job, remaining 70% are insecure about
their jobs. They have a fear of becoming jobless at any time.

Q5: Which of the motivational tools motivates employees?

Interpretation :-
People in HP get motivated with promotion and recognition more than increasing
salary and leaves. Promotion motivates them the most and motivational talks have
least effects. Only 3.30% employess get motivated with motivational talks.
Q6:Superiors have good relationship with employees and motivates them?

INTERPRETATION:-
Most of the employees agree with the statement that they have good relations their
superiors and they motivates them.
Q7:How often do you consider quitting your job?

Interpretation:-
Most of the employees are looking for better option if they will get better job than
they will leave their current job in HP.
Q8 : Employees got lots of opportunities to grow
Interpretation:-
More than half of the employees disagrees to the fact that they get lots of
opportunities to grow.
Q9: Does the Top management involves you in decision related to your
department?

INTERPPRETATION:-
63.4% employees says that management didn’t involve them in the decision . HP
adopts autocratic style of leadership, management takes all decisions by
themselves.
Findings
 Data collected indicated that employees in HP can be
motivated with :
• Rewards and Recognition
• Job Security
 Non-Financial incentives motivates them more than Financial
Incentives.
 Most of the Employees are not satisfied with their Pay-scale.
 66.7% employees disagrees that the medical and other benefits
provided to them are satisfactory
 Career Advancement opportunities are not provided to
employees.
 Most of the employees feel neglectble.
 65% employees are not satisfied with their job.
Limitations
 Respondents were not reluctant to disclose complete and correct
information.

 Employees were busy with the work therefore they could not give enough
time for interview.

 Sample size was too small.

Suggestions .
• Salary should be according to employees qualification and
experience.
• Proper medical and other benefits should be provided to
employees.
• Promotion should be given to deserved employees.
• Employees must be involved in the decision that effects their
department or work.
• Rewards and recognition should be provided timely
Conclusion

According to above given figures:

 40% Employees are not satisfied with their job
 Proper motivating techniques should be used.
 Most of the employees are in favor of non-financial
incentives.
 A STUDY OF EMPPLOYEE MOTIVATION IN HEWLETT
PACKARD
ENTRPRISE, MOHALI
SURVEY FORM
PERSONAL DETAILS :
1. Name :
2. Gender : Male Female
3. Age :
a) 20 – 25 year
b) 25 – 30 year
c) 30 - 30 year
d) 30- above
4. Salary :
a) Rs 15,000 - Rs 20,000
b) Rs 20,000- Rs 25,000
c) Rs 25,000- Rs 30,000
d) Rs 30,000 – Above
5. Please Select your level of agreement to the following questions :
A. Salary increments given to me motivates :
i. Strongly Agree
ii. Agree
iii. Neutral
iv. Disagree
v. Strongly Disagree
B. Financial incentives motivates me more than Non-Financial:
i. Strongly Agree
ii. Agree
iii. Neutral
iv. Disagree
v. Strongly Disagree
 C. I am satisfied with the salary I draw at present
i. Strongly Agree
ii. Agree
iii. Neutral
iv. Disagree
v. Strongly Disagree
D. The medical benefits and other benefits provided in the organization
are satisfactory
i. Strongly agree
ii. Agree
iii. Neutral
iv. Disagree
v. Strongly Disagree
E. As an employee in the organization I feel secured with my job
i. Strongly Agree
ii. Agree
iii. Neutral
iv. Disagree
v. Strongly Disagree
6. I feel motivated while participating in the activities done here like energy
hour, personality grooming etc
i. Yes
ii. No
7. I am pleased with the career advancement opportunities available to me
i. Strongly Agree
ii. Agree
iii. Neutral
iv. Disagree
v. Strongly Disagree
8. I am inspired to meet my personal goals at work
i. Strongly Agree
ii. Agree
iii. Neutral
 iv. Disagree
v. Strongly Disagree
9. My supervisor motivates me and we have good working relationship.
i. Strongly Agree
ii. Agree
iii. Neutral
iv. Disagree
v. Strongly Disagree
10. How often do you consider quitting your job?
i. Extremely often
ii. Quite Often
iii. Moderately Often
iv. Slightly Often
v. Not at all Often
11. I got lots of opportunities to grow
i. Strongly Agree
ii. Agree
iii. Neutral
iv. Disagree
v. Strongly Disagree
12. Top Management is interested in motivating the employees
i. Strongly Agree
ii. Agree
iii. Neutral
iv. Disagree
v. Strongly Disagree
13. Which of these Motivates you ?
i. Increasing Salary
ii. Promotion
iii. Leaves
iv. Motivational Talks
v. Recognition
14. Top management involves you in decision related to your department?
i. Yes
 ii. No
iii. Sometimes