FACTORS AFFECTING MOTIVATION OF

EMPLOYEES OF NEPAL DARSHAN COLLEGE

A Summer Project Report

By
Jenisha Shrestha
TU Registration No.: 7-2-20-575-2015
Exam Roll No.: 16087/2015

Submitted to
Faculty of Management, Tribhuvan University
in the Partial Fulfillment of the Requirements for the Degree of
Bachelor of Business Administration (BBA)

at the
Bhaktapur Multiple Campus
Tribhuvan University

Dudhpati, Bhaktapur
May 2019
 DECLARATION
This is to certify that I have completed the Summer Project entitled “Factors Affecting
Motivation of Employees of Nepal Darshan College” under the guidance of Mr.
Sanu Babu Bhujel in partial fulfillment of the requirements for the degree of Bachelor
of Business Administration at Faculty of Management, Tribhuvan University. This is
my original work and I have not submitted it earlier elsewhere.

May 2019 __________________

Jenisha Shrestha

ii
 CERTIFICATE FROM THE SUPERVISOR
This is to certify that the summer project entitled “Factors Affecting Motivation of
Employees of Nepal Darshan College” is an academic work done by “Jenisha
Shrestha” submitted in the partial fulfillment of the requirements for the degree of
Bachelor of Business Administration at Faculty of Management, Tribhuvan
University under my guidance and supervision. To the best of my knowledge, the
information presented by her in the summer project report has not been submitted
earlier.

_____________________

Sanu Babu Bhujel

(Lecturer)

May 2019

iii
ENDORSEMENT

iv
 ACKNOWLEDGEMENTS
This project entitled “Factors Affecting Motivation of Employees of Nepal Darshan
College” is entirely prepared as per the requirement for the fulfillment of degree of
Bachelor of Business Administration of the Faculty of Management, Tribhuvan
University. It is my great pleasure to present this report. I would like to express my
deep gratitude towards a number of people who have contributed their precious time
and advice in completing this report.

First and foremost, I would like to express my special thanks and gratitude to my
supervisor, Mr. Sanu Babu Bhujel, who granted me this wonderful opportunity to
hone my researching and report writing skills and of course for the guidance as well.

I would like to thank our honorable Director Mrs. Gyani Malla Shah for her co-
operation and guidance in this report creation.

I would like to express my gratitude to the employees of Nepal Darshan College for
their kind, co-operation and encouragement which help me in completion of this report.

I am highly indebted to Binisha Khatiwada and Pramisha Bhattarai for their co-
operation in the data collection phase of this report creation. Similarly, I would like to
thank all the friends of Nepal Darshan College (NDC) of Urlabari for their co-operation
in making this report.I hope that the report will definitely be useful for the readers to
gain some knowledge related to factors affecting motivation of employees of NDC.

Any suggestions and queries regarding the report would be highly appreciated.

Thank You,

Jenisha Shrestha

(BBA 7th semester)

v
 TABLE OF CONTENTS
DECLARATION .............................................................................................................ii

CERTIFICATE FROM THE SUPERVISOR .................................................................iii

ENDORSEMENT .......................................................................................................... iv

ACKNOWLEDGEMENTS ............................................................................................. v

TABLE OF CONTENTS................................................................................................ vi

LIST OF TABLES........................................................................................................ viii

LIST OF FIGURES ....................................................................................................... ix

LIST OF ABBREVIATIONS ........................................................................................... x

EXECUTIVE SUMMARY.............................................................................................. xi

CHAPTER I INTRODUCTION ................................................................................... 1

1.1 Context Information ............................................................................................. 1

1.2 Purpose of the Study ............................................................................................ 2

1.3 Significance of the Study ..................................................................................... 2

1.4 Limitations of the Study ....................................................................................... 3

1.5 Literature Survey .................................................................................................. 3

1.5.1 Review of Related Literature ........................................................................ 3

1.6 Research Methodology......................................................................................... 9

1.6.1 Conceptual Framework ................................................................................. 9

1.6.2 Research Design.......................................................................................... 10

1.6.3 Sampling Area ............................................................................................ 11

1.6.4 Population and Sample ............................................................................... 11

1.6.5 Sampling Technique ................................................................................... 11

1.6.6 Survey Technique ....................................................................................... 11

1.6.7 Tools used for data analysis ........................................................................ 11

1.6.8 Analysis Software ....................................................................................... 11

CHAPTER II DATA PRESENTATION AND ANALYSIS ...................................... 12

vi
 2.1 Introduction ........................................................................................................ 12

2.2 Basic Information ............................................................................................... 12

2.3 Result of survey.................................................................................................. 17

2.3.1 Traits of employee motivation .................................................................... 17

2.3.2 Factors that motivates the employees of Nepal Darshan College............... 23

2.3.3 Factors that NDC should change for the motivation of employees ............ 23

2.3.4 Factors that affect the employee’s ability to work ...................................... 24

2.3.5 Monetary incentives are more effective than non-monetary incentives ..... 25

2.3.6 Flexible working hours affect employee motivation .................................. 26

2.4 Findings and Discussion .................................................................................... 27

CHAPTER III CONCLUSION AND ACTION IMPLICATIONS............................ 30

3.1 Summary ............................................................................................................ 30

3.2 Conclusion and Action Implications .................................................................. 31

REFERENCES .............................................................................................................. 1

APPENDIX .................................................................................................................... 2

vii
 LIST OF TABLES
Table 1 Demographic Information of the Research ................................................... 12
Table 2 Traits of employee motivation ...................................................................... 17
Table 3 Factors that motivates the employees of NDC ........................................... 23
Table 4 Factors that NDC should change for the motivation of employees ........... 233
Table 5 Factors that affect employee’s ability to work........................................... 244
Table 6 Employee’s view towards monetay and non-monetary incentives ............ 255
Table 7 Employee’s view towards flexible working hours .................................... 266

viii
 LIST OF FIGURES
Figure 1 Schematic Diagram of Conceptual Framework ............................................. 9
Figure 2 Genders of respondents ................................................................................ 13
Figure 3 Marital statuses of respondents .................................................................... 14
Figure 4 Age groups of respondents ........................................................................... 14
Figure 5 Educational levels of respondents ................................................................. 15
Figure 6 Experience levels of respondents ............................................................... 155
Figure 7 Job levels of respondents ............................................................................ 166
Figure 8 Working departments of respondents ......................................................... 166
Figure 9 Traits of employees towards high salary ...................................................... 18
Figure 10 Traits of employees towards skill training ................................................. 18
Figure 11 Traits of employees towards increased responsibilities ............................. 19
Figure 12 Traits of employees towards positive work environment........................... 19
Figure 13 Traits of employees towards internal communication channel ................ 200
Figure 14 Traits of employees towards recognition ................................................. 200
Figure 15 Traits of employees towards autonomy .................................................... 211
Figure 16 Traits of employees towards promotion and career growth ..................... 211
Figure 17 Traits of employees towards job security ................................................. 222
Figure 18 Traits of employees towards attractive benefit packages ......................... 222
Figure 19 Factors that NDC should change for the motivation of employees.......... 244
Figure 20 Factors that affect the employee's ability to work .................................... 255
Figure 21 Effectiveness of monetary incentives and non-monetary incentives ....... 266
Figure 22 Effect of flexible working hours................................................................. 27

ix
 LIST OF ABBREVIATIONS
NDC Nepal Darshan College

TU Tribhuvan University

BBA Bachelor of Business Administration

BBS Bachelor of Business Studies

Ms. Excel Microsoft Excel

SLC School Leaving Certificate

i.e. That is

e.g. Example

x
 EXECUTIVE SUMMARY
Any organization is highly dependent on the employees work motivation since a large
part of daily operations is tended by them. The motivated employees should perform
better in any institution. The objective of this research is to explore the motivational
factors to exert additional effort in their job and the effectiveness of these incentive
programs related to work motivation. However, in making this research some
limitations were there like the data collected is mainly based on questionnaire and based
on qualitative research, respondents may not disclose the accurate data, the findings and
conclusions may subject to bias, limited identification of variable, etc. This research
will help the college to realize more appropriate ways of motivating the teachers
through different incentive system, as well as forming policies or decision schemes to
motivate employees in order to increase overall performance.

The research is prepared using descriptive research design through which we have
concluded some independent variables that affect the motivational factor of the
employees in Nepal Darshan College. It is descriptive in nature and the study is based
on qualitative research and survey for collection of data is primary source. For the
collection of data, self-administered questionnaire is used. Data are analyzed through
different graphs such as pie chart, bar chart and table.

From the data collected they are discussed and probable explanations on the outcomes
are extracted. The objectives of the research are evaluated using the necessary statistical
tools and they are justified according to the results accumulated. The data are presented
in figurative form for e.g. pie charts, for more elaborative and clear explanation.

xi
 1

CHAPTER I
INTRODUCTION
1.1 Context Information
“Motivation is the desire to achieve beyond expectations, being driven by internal rather
than external factors, and to be involved in a continuous striving for improvement”.
(Torrington, Hall, Taylor & Atkinson, 2009)

Beardwell & Claydon (2007) stated Motivation, in the context of work, is a

psychological process that results from the interaction between an employee and the
work environment and it is characterized by a certain level of willingness. The
employees are willing to increase their work effort in order to obtain a specific need or
desire that they hold.

Motivation is the word derived from the word ’motive’ which means needs, desires,
wants or drives within the individuals. It is the process of stimulating people to actions
to accomplish the goals. In the work goal context, the psychological factors stimulating
the people’s behavior can be –desire for money, success, recognition, job-satisfaction,
team work, etc.

According to Arnold (1991), motivation consists of three components:

 Direction – what a person is trying to do?

 Effort – how hard a person is trying?
 Persistence – how long a person keeps on trying?

The majority of theory agrees that in today’s highly competitive and dynamic
environment, employee’s motivation is an integral part of any organization.
Contemporary research and observations show that well motivated employees are more
productive and creative towards achieving company or organizational goals. On the
other hand, less motivated employees are less responsive and tend to divert from
attaining organizational goals. Any organization is highly dependent on the employees
work motivation since a large part of daily operations is tended by them and also
because motivated employees are more likely to perform to their best than the non-
motivated employees. Since teachers are the major part of NDC organization, teacher’s
motivation on work is essential because with motivation, the work they do will be
contend and dedicated significantly contributing to the growth and development of the
 2

college. All the teachers who are motivated are willing to devote their time and
commitment to achieve organizational objective. In order to maximize the overall
performance of the NDC, it is vital for an employer to understand what motivates the
employees (teachers) and how to increase their job satisfaction. It might however be
challenging to find out what motivates the employees, especially because different
people are motivated by different things. A well designed and functional incentive
system is an efficient way to increase employee work motivation.

Motivation and its practice is a difficult subject touching on several disciplines.

Although a lot of research has been written on motivation, this subject is not clearly
understood and poorly practiced. But all organization regardless of their size, sector and
industry require motivated employees by developing an effective incentive system and
same goes to NDC. It should be able to understand the concept of incentives interpreted
by teachers and determine its effectives pertaining to work motivation.

1.2 Purpose of the Study

The primary purpose of the study is to determine the factors that motivate employees
at NDC. Other specific objectives of the study are as follows:

a) To examine the most important factors that affect the willingness of employees
to exert more effort in their job.
b) To determine effectiveness of incentive system this helps to generate employee
motivation.

1.3 Significance of the Study

This study will be significant for both NDC management and the teachers. It will help
the college to realize more appropriate ways of motivating the teachers through
different incentive system, as well as forming policies or decision schemes to motivate
employees in order to increase overall performance. On the other hand teachers will
receive feedback on their work motivation resulting in increased commitment to the
company. This work will equally assist in facilitating further studies by other
researchers and stakeholders who are interested to know much on the link between
motivation and reward.
 3

1.4 Limitations of the Study

The limitations of the study are as follows:

a) Data collected is mainly based on questionnaire and based on qualitative

research only.
b) Respondents may not disclose their accurate data.
c) The research conducted focuses only on the employees of NDC i.e. teaching
and non-teaching.
d) The findings and conclusions are based on knowledge and experience of the
respondents sometime may subject to bias.
e) Limited identification of variable and limited data has been used.

1.5 Literature Survey

The literature review presents from journal articles, working paper and thesis related to
research topic. The articles were reviewed from primary source and they are from
international research paper.

1.5.1 Review of Related Literature

Ajang (2007) submitted a C-level thesis entitled “Assessing the role of work Motivation
on Employee Performance”. The objective of the research was to assess the role of work
motivation on employee performance. The primary data were collected through survey
questionnaire and 200 surveys were administered and the secondary data were collected
from several different sources, they were books, scientific articles that were found on
the internet. For the data analysis purpose, descriptive statistics was used.

The major finding of the study was that the job satisfaction was the most important
motivational factor. The results indicate that the paramount and most popular
motivating factor by a low margin (20.9%) among all the survey participants was that
of Job satisfaction. The collective rank order of motivational factors by the entire group
of 122 respondents for this thesis indicated that: Job satisfaction, promotions and
 4

expectation, Recognition, Good salary, organisation/management styles were

considered to be the top five most important factors. The results of this study suggest
otherwise and therefore do not lend support to the general conclusion reached by other
authors. The results of this thesis indicated in general that lower order needs appeared
more important in ranking as motivational factors than higher order needs. From the
review of the data 20.9% or 63 of the participants ranked job satisfaction as the most
important motivational factor. In fact, it was the most popular number one motivational
factor across all the categories and subgroups in this survey. The remaining 79.1% was
shared among the 9 other factors while 1.7% ranked possibilities in layoffs occupying
the 10th position as the least important motivational factor. The second highest ranked
factor was promotion/expectation representing 18.2% of the total respondents, followed
by Team spirit 13.6%, Good working environment 13.65% respectively. The total
ranking given to “job satisfaction” was equal to 540 followed by
“Expectation/promotion” with a total ranking of 530. The least two factors: working
hours and threats of layoff” were both given a total rank of 423 and 331 respectively.
Note the lower the total ranking given to a factor; the less important it is as a
motivational factor and the lower the total ranking the lower it is as a motivational
factor. The entire group of survey participants and each of the subgroups consistently
ranked job satisfactions the most important motivational factor. Working conditions
and threats of layoffs were often than not given the least importance ranking than any
of the other factors. The respondents in this survey ranked as top five factors that
motivate them as future employees as follows: Job Satisfaction,
promotions/expectations, Recognition, Good salary, and management styles. This
thesis concluded that, these factors reflect the current state of affairs in terms of
employees needs and implies that especially job redesign strategies may be used to
reinforce and to motivate employees today. The general respondents in this research
placed high emphasis on job Satisfaction and other factors, which that are largely of
basic in nature. Therefore, organisations that may provide such enabling environments
facilitate and tirelessly promote these basic need factors could attract and retain high
calibre employees. This thesis also concluded that the ranking of work-related factors
that motivate employees may change over time and may differ significantly from one
person to another and also across different groups of employees. Furthermore, this
research found out that the important motivational value placed on each factor may vary
according to age and gender
 5

The recommendation from the research was that Growth rather than Deficient factors
are valued more by today’s employee. The research can be further carried considering
other factors such as company location, other demographic factors and regional
tendency. More surveys can be done to obtain more accurate results. The long-term
survival of any organisation depends largely on the motivation of its employees be it
financial or non-financial. Therefore, organisations should be willing to continuously
and on regular basis, undertake employee’s surveys such as this one in order to
understand what their employees expects from their current job. The result of such
exercises could prove useful for the organisation, because knowing what their
employees wants and efforts in meeting these needs facilitate a mutual working
environment for both the employees and its management.

The strength of this research is; it is presented through strong recommendations; the
findings of this thesis are generally applied and there were presentation of strong points
and those points were justified. The weakness of the research is that it was limited only
to the existing theory, it was not reliable for motivation hungry or too ill employees,
and there was no guarantee for the results to be favourable all the time.

Burton (2012) published a research article titled on ‘Employees Motivation’ in U.S.A.

The objective of the study was to examine how the employees should be motivated to
achieve their own personal goals and the organizational goals. The data were collected
from Indiana University. Perma model of motivation was used to conduct study.

The major findings of the study were that the critical success factor in employee
motivation is: extrinsic motivation, intrinsic motivation, interjected motivation, and
identified motivation. Intrinsic motivation is done for reasons that are internal to self.
It is for self-satisfaction and not for the fear of a consequence. The reward was within
the action itself and did not need external factors to steer behavior. Extrinsic motivation
came from external factors and the actions were done because of what has been said.
This means that if we were told to do something, we did it because of extrinsic
motivation. Interjected motivation also came from within one’s self, but if the action is
not done, then the person is filled with guilt. The main difference between interjected
and intrinsic motivation is the feeling of guilt. Lastly, identified motivation is defined
as when person knew that a task needed to be completed, but did nothing to complete
it ("Four Motivations”). These different definitions helped define the different types of
 6

motivation that employees encounter. As extrinsic motivation rose, intrinsic motivation

decreased because the person started to only look for external rewards instead of
working on something for personal satisfaction. There should always be a combination
of both, but in essence, the person must be able to motivate from within to truly gain
worth or a feeling of self-accomplishment from a task or goal.

The major recommendation of the study was that if the managers had the opportunity
to change the culture of the organization and create one where employees are valued
and motivated. It needs to be noted that not every employee is motivated in the same
way. Every employee is different and has different needs. The manager needs to take
this into account and recognize the differences between each employee to make sure
they are helping them meet their needs. People may not necessarily be motivated by
one particular factor, but it could be a combination of things that really want them to
work.

The article has systematically explained the impact of employee motivation on

educational sector. The strength of the study was the broad range of data was collected.
Weaknesses were no accurate statistical tools were used.

(Shaheen, Sajid, & Batool, Factors Affecting the Motivation of Acadmic Staff (A Case
Study of University College, Kotli, UAJ&K), 2013)Published a research article titled
“Factors Affecting the Motivation of Academic Staff” (A Case Study of University
College Kotli, UAJ&K). The objective of the study was to examine the impact of
administrative policies and reward/incentives on the motivation of the academic staff.
The data was collected through a dichotomous scale questionnaire compromising of 27
items which are categorized in under two variables. Percentages, tables and figures
were used to conduct study.

The major findings of this study are that 100 percent of academicians agreed that they
should be rewarded on showing good performance while 80 percent of them agreed that
their present salary should be improved. 60 percent academicians showed that they were
getting a reasonable amount of salary while 48 .60 percent showed that their salary was
sufficient to meet the financial needs of their family whereas 45.72 percent expressed
that they were getting less salary as compare to the work they are doing. 22.86 percent
academicians agreed on publishing their research papers in national or international
journals and getting financial benefits for it. 62.90 academicians agreed on getting
 7

support from administration in finding career development opportunities within or

outside of their university.60 percent teachers said that university administration have
fair and transparent placement policies while 51.40 percent agreed that their boss/head
appreciate them for participating in decision making.48.60 percent academic staff
expressed that university administration is best in communicating its policies and 40
percent teachers agreed on availing the opportunities of accomplishing M-S/M-
Phil/Ph.-d degree program whereas only 34.18 percent academicians agreed that
university is having an affective accountability system(both for teachers and students
).There are no major recommendations.

This article has explained the impact of administrative policies and reward/incentives
on the motivation of academic staff and found out that most of them are not motivated
and satisfied with their present salary and with the accountability system and placement
policies of the universities. The strength of the article was the points presented in the
article were clearly justified and clearly explained the factors affecting employee
motivation and was favorable for qualitative perspective. The weakness of the article
was that there was no major recommendation and no mathematical model were used
and other factors like recruitment &selection procedure, training, promotion policies,
working environment, collegial attitude were not given courage in the study.

Kotherja (2015) published a journal and social research article about the importance of
motivation in employees’ performance in schools. The objective of this study was to
examine the importance of motivational factors in the performance of the employees in
the institution and to demonstrate the importance of performance in educational system.
Data were collected from various secondary sources like other research studies and
primary sources like observation method. The data were examined by combining the
concept of motivation and motivational factors with the performance and narrative
presentation was used.

The major findings of the study were, the internal as well as external factors affecting
motivation. Internal factors were motivating the teachers based on the satisfaction they
received from work to school, the satisfaction of teaching, career achievement and
control over others. External factors that affected their motivation were related prizes,
working conditions, free nutrition, professional achievement awards and free medical
 8

check. Regarding internal factors motivating the individual tasks it described as internal
motivation when they were characterized by key "motivational" responsibility,
cooperation, varieties and opportunity. Also, various tasks as identifying tasks, tasks
significantly, autonomy and feedback were based on the characteristics they exhibit
generate internal motivation. In relation to external motivation, motivation of teachers
were related to how teachers felt they were treated by the community, the conditions in
which they lived were related to salary and bonuses and conditions in which they
worked in school. This study showed the importance that should be given to conditions
in which employees worked, the wages they received to meet their economic side and
the respect that they received from individuals around them. These specially included
physical conditions where the employees worked. This article also claimed that the
ability task performance and contextual performance was related to motivation and
personality. Based on this understanding, the teacher performance was directly
dependent on motivational factors. This article discussed about the performance of
teachers focused on the fact that as teachers performed in the classroom and how that
performance was followed in two respects as to the achievements of students and their
assessments of pupils, colleagues, administrators and experts. A good performance was
associated with meeting basic needs of employees that made them feel motivated by
giving energy and their desire to work in the specific case of teachers work with
students that brought academic development as the best of the new generation. Also,
when a teacher felt motivated in the workplace, it is satisfied that visibly shows that in
that academic environment, their basic needs were met and that made them perform
much better and made teachers to take responsibility for reductions and promotions that
could display students during the academic year, which made them feel valued and that
encouraged a high level of productivity.

The major recommendations were managers, administrators should standardize policies

motivating teachers to reflect on the desire and needs of employees, managers should
often during various discussions should reward teachers showing the good work they
have done, employees must be provided with proper security for the workplace and
teachers must have a salary increase based on their qualifications, which will bring an
increased level of motivation and increase performance at work.
 9

The Strength of this article were that there were strong points provided to connect
motivation with performance and broad range of data were provided about the factors
that affected motivation. Also it provided some important and strong recommendations.
The article on the other hand also had some limitations. There were no accurate
statistical or mathematical models used in this study. Again the data were only focused
on qualitative and theoretical perspective and data used in this study were not reliable
and accurate.

1.6 Research Methodology

This section involves the overall methods and procedures that have been adopted to
conduct the study. The following issues have been considered regarding the
methodology of this study:

1.6.1 Conceptual Framework

Through identification of variables, the researchers have developed the following
conceptual framework. The research is directed to inductive logical reasoning and
developed a conceptual framework which is presented in figure:-

Independent variables Dependent variable

Salary increment

Promotion

Leave
MOTIVATION
Motivational Talk

Recognition

Figure 1.1: Schematic Diagram of Conceptual Framework

Variable definition

Motivation: Motivation refers to reasons underlying behavior (Guay et al., 2010).

Intrinsic motivation refers to personal enjoyment, interest and pleasure whereas
extrinsic is guided by reinforcement. Motivation within individuals tends to vary across
 10

various subject areas and age. In this research, motivation is the dependent variable,
and we attempt to measure the factors that affect it.

Salary increment: Salary increment usually represents a portion of what the employee
earns per year. Employers use increments to increase or decrease base salaries or to
award bonuses. Employees use them as a benchmark to either negotiate a pay increase
or a starting salary with a new employer. It can also be used as a method for employee
motivation to employees who are extrinsically motivated.

Promotion: Promotion refers to the act of moving someone to a higher or more

important position or rank in an organization, and is also a method of motivation.

Leave: Leave refers to permission to be absent, as from a place of worker duty.

Permission for leave is also serves as a method of motivation.

Motivational Talk: A Motivational speech is written to persuade, or convince the

listeners, to take action to improve. This might involve convincing someone that
increased effort and energy will lead to improved performance, and is hence a method
of motivation.

Recognition: Communication between management and employees help in reaching

specific goals or producing high quality results in the workplace. Recognizing or
honoring employees for this level of service is meant to encourage repeat actions,
through reinforcing the behavior you would like to see repeated. Recognition hence is
a motivational tool for employees.

1.6.2 Research Design

Descriptive research design is used for this research. Qualitative types of data are used
in different measurement of scale. The self-administered questionnaire is used in order
to collect the information related to motivation from teachers and other administrative
staff of NDC. The questionnaire consists of various questions regarding the factors
affecting motivation level.
 11

1.6.3 Sampling Area

The sample is carried out in Nepal Darshan College. This includes BBS and higher
secondary level.

1.6.4 Population and Sample

The respondent of the survey are the teachers and other staff of NDC teaching in
morning and day shift. The questionnaire is distributed to staff and teachers to know
their perception with total population of 200 and sample size of 60 i.e. 30% of the total
population.

1.6.5 Sampling Technique

Probability sampling technique is used for the identification of respondents.

1.6.6 Survey Technique

Different types of questions are designed for collecting the data for obtaining the
accurate information from the respondents. Questionnaire for this survey will consists
of different type of measurement scale. They are multiple response question, ranking
scale and rating scale are used.

1.6.7 Tools used for data analysis

After the data is collected, the data are edited, coded and tabulated according to related
identification of variables. Data are analyzed through different charts i.e. pie charts, bar
diagrams and tables.

1.6.8 Analysis Software

MS Excel software is used for analysis of collected information.
 12

CHAPTER II
DATA PRESENTATION AND ANALYSIS
2.1 Introduction
In this chapter collected data are presented and use of statistical tools and analysis of
data and discussion of finding of the research report.

2.2 Basic Information

In this section demographic information are collected and analyzed through different
graph and table forms.

Table 2.1
Demographic information of the Research

Demographic Variables Respondents Frequency Percentage

(%)
Gender Male 43 71.7

Female 17 28.3

Marital status Married 54 90

Unmarried 6 10
Education Below SLC 7 11.9
Intermediate 5 8.5
Bachelor’s Degree 14 23.7
Master Degree 23 39
Above Master 10 16.9
Degree
Experience > 1 year 0 0
1-4 years 4 6.7
5-9 years 24 40
10-14 years 19 31.7
Over 14 Years 13 21.7
Job Level Operative Employee 34 56.7
Supervisor 2 3.3
Manager 1 1.7
Full Time Faculty 23 38.3
Working Department Teaching 37 61.7
Non-Teaching 23 38.3
Age Group 20-29 2 3.3
30-39 22 36.7
40-49 24 40
Above 50 12 20
(Source: Questionnaire survey, 2019)
 13

From the above table, we can say that out of 60 respondents,71.7% of respondents are
male and 28.3% of respondents are female, 90% are married and 10% are unmarried,
11.9% are below SLC, 8.5% are intermediate, 23.7% are bachelor’s degree, 39% are
master degree and 16.9% are above master degree. There is no any employee who are
experience level of less than 1 year, 6.7% of respondents are experience level of 1-4
years, 40% are experience level of 5-9 years, 31.7% are experience level of 10-14 years
and 21.7% are experience level of over 14 years.56.7% of respondents are operative
employee, 3.3% are supervisor, 1.7% are manager and 38.3% are full time
faculties.61.7% are in teaching department and 38.3% are in non-teaching
department.3.3% of respondents are fall under age group of 20-29, 36.7% are in age
group of 30-39, 40% are in age group of 40-49, and 20% of respondents are in age
group of 50 and above.

Figure representations of the data tabulated in Table 2.1 are as follows:

Bar diagram showing gender of respondents

80
71.7
70

60
Percentage(%)

50

40

Percentage(%)
28.3
30

20

10

0
Male Female

Gender

Figure 2.1: Genders of respondents

Above figure shows the gender of the respondents. Out of 60 respondents, 71.7% of
respondents are male and 28.3% of respondents are female.
 14

Bar diagram showing marital status of respondents

100
90
90
80
70
Percentage(%)

60
50
40 Percentage(%)

30
20
10
10
0
Married Unmarried
Marital status

Figure 2.2: Marital status of respondents

Above figure shows the marital status of respondents. Out of 60 respondents, 90% of
respondents are married and 10% of respondents are unmarried.

Bar diagram showing age group of respondents

45.00%
40%
40.00% 36.70%
35.00%
Percentage(%)

30.00%
25.00%
20%
20.00%
Percentage(%)
15.00%
10.00%
5.00% 3.30%

0.00%
20-29 30-39 40-49 Above 50
Age group

Figure 2.3: Age groups of respondents

Above figure shows the age group of respondents. Out of 60 respondents, 3.30% of
respondents are age group of 20-29 years, 36.70% are age group of 30-39 years, 40%
are age group of 40-49 years and 20% are age group of above 50 years.
 15

Bar diagram showing level of education of respondents

Percentage(%)
45
39
40
35
percentage(%)
30
23.7
25
20 16.9
15 11.9
8.5
10
5
0
Below SLC Intermediate Bachelor’s Degree Master Degree Above Master
Degree
Educational level

Figure 2.4: Educational levels of respondents

Above figure shows the educational levels of respondents. Out of 60 respondents,
11.9% of respondents are below SLC, 8.5% are intermediate level, 23.7% are
bachelor’s degree, 39% are master’s degree and 16.9% are educational level of above
master’s degree.

Bar diagram showing experience level of respondents

45%
40%
40%
35% 31.70%
Percentage(%)

30%
25% 21.70%
20%
15% Percentage(%)

10% 6.70%
5%
0%
0%
> 1 year 1-4 years 5-9 years 10-14 years Over 14 Years
Experience level

Figure 2.5: Experience levels of respondents

Above figure shows the experience levels of respondents. Out of 60 respondents, 0%
of respondents are experience level of less than 1 year i.e. there is no any employees
who are experience level of below 1 year, 6.70% of respondents are experience level of
1-4 years, 40% are experience level of 5-9 years, 31.70% are experience level of 10-14
years and 21.70% are experience level of over 14 years.
 16

Bar diagram showing job level of respondents

60.00% 56.70%

50.00%
38.30%
Percentage(%)
40.00%

30.00%

20.00% Percentage(%)

10.00%
3.30% 1.70%
0.00%
Operative Supervisor Manager Full Time Faculty
Employee
Job level

Figure 2.6: Job levels of respondents

Above figure shows the job levels of respondents. Out of 60 respondents, 56.70% of
respondents are operative employee, 3.30% are supervisor, 1.70% are manager and
38.30% are full time faculty.

Bar diagram showing working department of respondents

70.00%
61.70%
60.00%

50.00%
Percentage(%)

38.30%
40.00%

30.00%
Percentage(%)

20.00%

10.00%

0.00%
Teaching Non-Teaching
Working department

Figure 2.7: Working departments of respondents

Above figure shows the working departments of respondents. Out of 60 respondents,
61.70% of respondents are in teaching department and 38.30% of employees are in non-
teaching department.
 17

2.3 Result of survey

The results of the survey can be shown by the following sub-heading:

2.3.1 Traits of employee motivation

The traits of employee motivation can be shown as following table and figures:

Table 2.2
Traits of employee motivation

Motivational Factors Yes No

1.High Salary 73.3% 26.7%
2.Skill Training 66.7% 33.3%
3.Increased Responsibilities 60% 40%
4.Positive Work Environment 78.3% 21.7%
5.Internal Communication Channel 75% 25%
6.Recognition 66.7% 33.3%
7.Autonomy 38.2% 61.8%
8.Promotion & Career Growth 76.7% 23.3%
9.Job Security 70% 30%
10.Attractive Benefit Packages 83.3% 16.7%
(Source: Questionnaire Survey, 2019)

Above table shows that, out of 60 respondents, 73.3% of total respondents said ‘Yes’
i.e. they are motivated by high salary and 26.7% said ‘No’ i.e. they are not motivated
by high salary, 66.7% said that they are motivated by skill training and 33.3% said that
they are not motivated by skill training.60% said that they are motivated by increased
responsibilities within current job and 40% said that they are not motivated by increased
responsibilities within current job, 78.3% said that they are motivated by positive work
environment but 21.7% said not.75% said that they are motivated by internal
communication channel while 25% said that they are not motivated by internal
communication channel.66.7% said that they are motivated by recognition and 33.3%
said that they are not motivated by recognition, 38.2% said that they are motivated by
autonomy and 61.8% said that they are not motivated by autonomy.76.7% of
respondents said that they are motivated by promotion and career growth and 23.3%
said that they not motivated by promotion and career growth. Similarly, 70% said that
they are motivated by job security and 30% said that they are not motivated by job
 18

security, and 83.3% said that they are motivated by attractive benefit packages and
16.7% said that they are not motivated by attractive benefit packages.

Figure presentation of traits of employee motivation:-

Pie chart showing traits of employee towards high salary

26.70%
Yes
No
73.30%

Figure 2.8: Traits of employees towards high salary

In the above figure, out of 60 respondents, 73.30% employees said that they are
motivated by high salary and 26.70% employees said that they are motivated by high
salary.

Pie chart showing traits of employee towards skill training

33.30%
Yes
No
66.70%

Figure 2.9: Traits of employees towards skill training

In the above figure, out of 60 respondents, 66.70% employees said that they are
motivated by skill training and 33.30% employees said that they are not motivated by
skill training.
 19

Pie chart showing traits of employee towards increased

responsibilities

40%
Yes
No
60%

Figure 2.10: Traits of employees towards increased responsibilities

In the above figure, out of 60 respondents, 60% employees said that they are motivated
by increased responsibilities within current job and 40% said that they are not motivated
by increased responsibilities within current job.

Pie chart showing traits of employees towards positive work

environment

21.70%

Yes
No

78.30%

Figure 2.11: Traits of employees towards positive work environment

Above figure shows that out of 60 respondents, 78.30% employees are motivated by
positive work environment and 21.70% employees are not motivated by positive work
environment.
 20

Pie chart showing traits of employees towards internal

communication

25%

Yes
No

75%

Figure 2.12: Traits of employees towards internal communication channel

Above figure shows that out of 60 respondents, 75% of employees are motivated by
internal communication channel and 25% of employees are not motivated by internal
communication channel.

Pie chart showing traits of employees towards recognition

33.30%

Yes
No

66.70%

Figure 2.13: Traits of employees towards recognition

Above figure shows that out of 60 respondents, 66.70% of employees are motivated by
recognition and 33.30% of employees are not motivated by recognition.
 21

Pie chart showing traits of employees towards autonomy

38.20%
Yes
No
61.80%

Figure 2.14: Traits of employees towards autonomy

Above figure shows that, out of 60 respondents, 38.20% of employees are motivated
by autonomy and 61.80% of employees are not motivated by autonomy.

Pie chart showing traits of employees towards promotion and

career growth

23.30%

Yes
No

76.70%

Figure 2.15: Traits of employees towards promotion and career growth

Above figure shows that out of 60 respondents, 76.70% of employees are motivated by
promotion and career growth and 23.30% of employees are not motivated by promotion
and career growth.
 22

Pie chart showing traits of employees towards job security

30%

Yes
No

70%

Figure 2.16: Traits of employees towards job security

Above figure shows that out of 60 respondents, 70% of employees are motivated by job
security and 30% of employees are not motivated by job security.

Pie chart showing traits of employees towards attractive benefit

packages

16.70%

Yes
No

83.30%

Figure 2.17: Traits of employees towards attractive benefit packages

Above figure shows that out of 60 respondents, 83.30% of employees are motivated by
attractive benefit packages and 16.70% of employees are not motivated by attractive
benefit packages.
 23

2.3.2 Factors that motivates the employees of Nepal Darshan College

The following table shows the factors that motivates the employees of NDC:

Table 2.3
Factors that motivates the employees of NDC

Motivational Factors Most Important Neutral Less Unimportant

Important (%) (%) important (%)
(%) (%)
Salary Increment 35 16.67 21.67 13.33 13.33
Promotion 25 48.33 15 10 1.67
Leave 10 8.33 23.33 20 38.33
Motivational talks 6.67 18.33 13.33 40 21.67
Recognition 23.33 8.33 28.33 15 25
(Source: Questionnaire Survey, 2019)

From the above table, out of 60 respondents, we can say that 35% of respondents
believes that salary increment is the most important motivational factor, 25% of
respondents believes that promotion is most important factor, 10% believes that leave
is most important factor, 6.67% believes that motivational talks is most important factor
and 23.33% believes that recognition is the most important motivational factor.

2.3.3 Factors that NDC should change for the motivation of employees
The following table and figure shows the factors that NDC should change for the
motivation of employees:

Table 2.4
Factors that NDC should change for the motivation of employees

Factors Percentage (%)

1.Employer employee relation 26.7
2.Safety regulations 25
3.Lunch hours 16.7
4.Working hours 15
5.Salary increment 16.7
(Source: Questionnaire Survey, 2019)
 24

In the above table, out of 60 respondents, 26.7% of total respondents said that NDC
should focus on employer employee relation, 25% said that NDC should focus on safety
regulations, 16.7% said that NDC should focus on lunch hours, 15% said that NDC
should focus on working hours and 16.7% said that NDC should focus on salary
increment.

Pie chart showing factors NDC should change to encourage the

motivation of employees

16.70%
Employer employee relation
Safety regulations
26.70%
15% Lunch hours
Working hours
25%
Salary increment
16.70%

Figure 2.18: Factors that NDC should change for the motivation of employees
In the above figure, out of 60 respondents, 26.7% of total respondents said that NDC
should focus on employer employee relation, 25% said that NDC should focus on safety
regulations, 16.7% said that NDC should focus on lunch hours, 15% said that NDC
should focus on working hours and 16.7% said that NDC should focus on salary
increment.

2.3.4 Factors that affect the employee’s ability to work

The following table and figure shows the factors that affect the employee’s ability to
work:

Table 2.5
Factors that affect employee's ability to work

Factors Percentage (%)

1.Challenges 16.7
2.Lack of adequate salary 18.3
3.Competition 16.7
4.Co-operation 30
5.Recognition 18.3
(Source: Questionnaire Survey, 2019)
 25

In the above table, out of 60 respondents, 16.7% of respondents said that challenges
affect their ability to work, 18.3% said that lack of adequate salary affect their ability
to work, 16.7% said that competition affect their ability to work, 30% said that co-
operation affect their ability to work and 18.3% said that recognition affect their
ability to work.

Pie chart showing factors that affect the employee's ability to work

18.30% 16.70% Challenges

Lack of adequate salary

18.30% Competition
Co-operation
30%
Recognition
16.70%

Figure 2.19: Factors that affect the employee's ability to work

In the above figure, out of 60 respondents, 16.7% of respondents said that challenges
affect their ability to work, 18.3% said that lack of adequate salary affect their ability
to work, 16.7% said that competition affect their ability to work, 30% said that co-
operation affect their ability to work and 18.3% said that recognition affect their
ability to work.

2.3.5 Monetary incentives are more effective than non-monetary incentives

The following table and figure shows the employee’s view towards monetary incentives
and non-monetary incentives:

Table 2.6
Employee's view towards monetary and non-monetary incentives

Responses Percentage (%)

Yes 51.7
No 31.7
Neutral 16.7
(Source: Questionnaire Survey, 2019)
 26

Above table shows that out of 60 respondents, 51.70% of total respondents said ‘Yes’
monetary incentives are effective than non-monetary incentives, 31.7% said ‘No’
monetary incentives are not effective than non-monetary incentives and 16.7% said
‘Neutral’ which means that they are not sure what factors motivates than or they don’t
want to disclose their idea for the statement.

Pie chart showing effectiveness of monetary incentives and non-

monetary incentives

16.70%

Yes
No
51.70%
31.70% Neutral

Figure 2.20: Effectiveness of monetary incentives and non-monetary incentives

Above figure shows that out of 60 respondents, 51.70% of total respondents said ‘Yes’
monetary incentives are effective than non-monetary incentives, 31.7% said ‘No’
monetary incentives are not effective than non-monetary incentives and 16.7% said
‘Neutral’ which means that they are not sure what factors motivates them or they don’t
want to disclose their idea for the statement.

2.3.6 Flexible working hours affect employee motivation

The following table and figure shows the employee’s view towards flexible working
hours:

Table 2.7
Employee's view towards flexible working hours

Responses Percentage (%)

Yes 51.7
No 20
Neutral 28.3
(Source: Questionnaire Survey, 2019)
 27

Above table shows that 51.7% of total respondents said ‘Yes’ flexible working hours
affect their motivation, 20% said ‘No’ flexible working hours doesn’t affect their
motivation and 28.3% said ‘Neutral’ which means that they are not sure what factors
motivates them or they don’t want to disclose their idea for the statement.

Pie chart showing effect of flexible working hours

28.30%

Yes
No
51.70%
Neutral

20%

Figure 2.21: Effect of flexible working hours

Above figure shows that out of 60 respondents,51.7% of total respondents said ‘Yes’
flexible working hours affect their motivation, 20% said ‘No’ flexible working hours
doesn’t affect their motivation and 28.3% said ‘Neutral’ which means that they are not
sure what factors motivates them or they don’t want to disclose their idea for the
statement.

2.4 Findings and Discussion

This study was conducted to know about the factors affecting motivation of employees
of Nepal Darshan College. A total of 60 employees are given questionnaire to collect
the view regarding the factors affecting motivation of employees. All the respondents
actively participated on the responding section. The findings from the data analysis
section of this report are discussed in the following sections:

a) It is found that 71.7% are male and 28.3% are female, 90% are married and 10%
are unmarried, most of the employees i.e. 40% of employees are age group of
40-49 and 39% of respondents are master degree holder.
 28

b) It is found that 60% of respondents said that they are motivated by money and
40% said that they are not motivated by money and 73.3% of respondents said
that they are motivated by high salary and 26.7% of respondents said that they
are not motivated by high salary.
c) It is found that 66.7% of respondents are motivated by skill training and 33.3%
of respondents are not motivated by skill training and 60% of respondents said
that they are motivated by increased responsibilities and 40% of respondents
said that they are not motivated by increased responsibilities within current job.
d) It is found that 78.3% of respondents are motivated by positive work
environment and 21.7% of respondents are not motivated by positive work
environment and 86.2% of respondents are motivated by supportive
management and 13.8% of respondents are not motivated by supportive
management.
e) It is found that 66.7% of respondents believe that they are motivated by
recognition and 33.3% of respondents believe that they are not motivated by
recognition and 61.7% of respondents are motivated by granted autonomy and
38.3% of respondents are not motivated by granted autonomy.
f) It is found that 76.7% of respondents said that promotion and career growth
motivates them and 23.3% of respondents said promotion and career growth
don’t motivates them and 70% of respondents said that they are motivated by
job security and 30% of respondents said that they are not motivated by job
security.
g) It is found that 83.3% of respondents are motivated by attractive benefit
packages and 16.7% of respondents are not motivated by attractive benefit
packages and 80% of respondents said that they are motivated by work appraisal
and 20% of respondents said that they are not motivated by work appraisal.
h) Similarly, it is found that 35% of respondents said that salary increment is the
most important factor of motivation, 15% of respondents said that promotion is
the most important motivational factor, 10% of respondents said that leave is
the most important motivational factor, 6.67% of respondents said that
motivational talks is the most important motivational factor and 23.33% of
respondents said that recognition is the most important motivational factor.
i) 26.7% of respondents said that NDC should change employer employee
relation, 25% of respondents said that NDC should focus on safety regulation,
 29

16.7% of respondents said that NDC should increase lunch hours, 15% of
respondents said that NDC should change working hours and 16.7% of
respondents said that NDC should focus on salary increment for the motivation
of employees of NDC.
j) 16.7% of respondents said that challenges affect their ability to work,18.3% said
that lack of adequate salary affect their ability to work, 16.7% of respondents
said that competition affect their ability to work, 30% said that lack of co-
operation affect their ability to work and 18.3% of respondents said that lack of
recognition affect their ability to work.
k) It is also found that 51.7% of respondents said that ‘yes’ i.e. they are motivated
by monetary incentives rather than non-monetary incentives, 31.7% of
respondents said that ‘No’ i.e. they are not motivated by monetary incentives
and 16.7% said that ‘Neutral ‘which means that they are not sure what factor
motivates them or they don’t want to disclose their idea for the statement.
l) At last, it is found that 51.7% of respondents said ‘Yes’ which means they are
motivated by flexible working hours, 20% said ‘No’ which means they are not
motivated by flexible working hours and 28.3% of respondents said ‘Neutral
’which means that they are not sure what factor motivates them or they don’t
want to disclose their idea for the statement.
 30

CHAPTER III
CONCLUSION AND ACTION IMPLICATIONS
3.1 Summary
The responses of respondents show that there are positive and significant outcomes for
all variables. The genders of respondents are 71.7% male and 28.3% female. The
marital statuses of respondents are 90% married and 10% unmarried. The education
levels of the respondents are 11.9% below S.L.C., 8.5% intermediate level, 23.7%
Bachelor’s Degree and 39% Master’s Degree and 16.9% above master’s degree. The
experience of the respondent are 0% less than one year, 6.7% between one and four
years, 40% between five and nine years, 31.7% between ten and fourteen years and
21.7% over fourteen years. The job levels of the respondent are 56.7% as operative
employees, 3.30% as supervisors, 1.7% as Manager and 38.3% as full time faculty. The
departments of the respondent are 38.3% in non-teaching and 61.7% in teaching
department. The age group of the respondent are 3.3% between twenty and twenty-nine
years, 36.7% between thirty and thirty-nine years, 40% between forty and forty-nine
years and 20% over fifty years.

The statistical result of the first objective including ranking scale, closed ended
questions and rating scale and all statistical results are positive and significant. The
collected information is reliable and valid. The data shows that most of the respondents
agree with the statement. The respondents ranked salary in number 1 and rank leave in
number 5. Most of the respondents said that NDC should focus on employer employee
relation and safety regulation within the institution and also said that co-operation affect
their ability to work in the institution.

The statistical result of the effectiveness of the incentive system which helps to generate
employee motivation includes the use of close ended questions and the result shows
that 51.7% of the respondent agree that monetary incentive are effective, whereas
31.7% of the respondent disagree that monetary incentives are effective and 16.7% of
the respondent are unsure of what factor motivates them or they don’t want to disclose
their idea for the statement.
 31

3.2 Conclusion and Action Implications

This study is carried out to know about the factors affecting motivation of employees
of NDC. Among all the motivational factors, salary increment is found to be most
important and leave is the least important factor that motivates the employees of NDC.
Most of the employees believe that NDC should focus on employer employee relation,
safety regulation as well as salary increment for the motivation of the employees of
Nepal Darshan College. It is also found that employees are not working properly due
to the lack of co-operation between employers, challenges as well as lack of adequate
salary. So, the institution should focus on co-operation as well as to provide adequate
salary to the employees so that they can do their work with full capacity. The statistical
results show that the chosen monetary factors are significant factors to motivate the
employees of NDC. Thus, from the statistical result, we can conclude that monetary
incentives motivate the respondent more than the non-monetary incentives.

After having the intense analysis of factors affecting motivation of employees of Nepal
Darshan College and the collection of valuable and timely suggestions further
recommendations can be put forward on the basis of findings and conclusions in order
to increase the performance and efficiency of NDC.

The further implications of the reports can be explained as follows:

a) In order to increase motivation of employees of NDC, a higher salary or

incentive package should be provided by the management annually. Deserving
employees should be given promotion timely. Recognition being the other
important factor for the willingness of employees to work, various celebratory
rewards distributing program should be held. In addition, various seminars,
workshops, etc. should be conducted frequently so that the employees would be
motivated and updated. From the research we recommend that providing leave
to the employees is the least important factor so, excessive and unnecessary
leaves can be avoided as much as possible.
b) Likewise, another implication of the research finding is that the respondents
have viewed the monetary and non-monetary incentives to be somewhat equally
effective, So NDC can carry out both types of incentive plans for the employees.
Under the monetary incentive system, more specifically increment in the salary
of the employees should be prioritize more so, if the management thinks it is
 32

necessary, implementation of such increment plans should be done accordingly.

NDC can conduct several interactive meetings (both formal and informal),
building up the two way communication in the organization. For the flexibility
of the working hours, especially to the part time employees, the working hours
can be prepared that is convenient for their overall schedule.
c) The institution should focus on employer employee relation as well as safety
regulation and salary increment for the motivation of employees.
d) Employees are not performing well due to lack of co-operation as well as lack
of adequate salary and recognition, so the institution should focus on co-
operation with employees and increase the salary as required by the time and
effort. So that they get satisfied and motivated to do better performance which
helps to increase the efficiency of the institution.
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Arnold, et al (1991) Three components of motivation. Motivation. [Online].

[Accessed May, 2018]. Available at: <https://www.ukessays.com/>

Beardwell, J., & Claydon, T. (1994), Human Resource Management (5th ed., p.
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Burton, K. (2012). A Study of Motivation: How to Get Your Employees Moving.

Indiana University.

Guay, F., Chanal, J., Ratelle, C. F., Marsh, H. W., Larose, S., & Boivin, M. (2010).
Intrinsic, identified, and controlled types of motivation for school subjects in
young elementary school children. British Journal of Educational Psychology,
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Kotherja, M. & Rapti, P. (2015). The Importance of Motivation in Employees'

Performance in Schools. Journal of Educational and Social Research, Vol.5
(No.2), 117-122.

Shaheen, I., Sajid, M., & Batool, Q. (2013). Factors Affecting the Motivation of
Academic Staff (A case study of University College
Kotli,UAJ&K). International Journal of Business and Management
Invention, Vol.02 (No.01), 105-112.

Torrington, D., Hall, L., Taylor, S., & Atkinson, C. (2009). Fundamentals of
Human Resource Management (1st ed., p. 439). Pearson Education Limited.

What is Motivation. (2019). Managementstudyguide.com. Retrieved 28 April

2019,from<https://www.managementstudyguide.com/what_is_motivation.ht
m>
 APPENDIX
Sample Questionnaire

I am the student of Nepal Darshan College. This is the survey questionnaire where
the research is to be conducted as the partial fulfillment of BBA, TU. The survey is
done to examine the Factors Affecting Motivation of Employees of Nepal
Darshan College (NDC). The responses will be used for academic purpose only
and will be kept confidential. I would be grateful if you fill out this questionnaire
as your answers will be part of research project. Without your co-operation, it is
impossible to go on. Will you please take a few minutes to answer the following
questions? Kindly Co-operate. Thank you.

A.BASIC INFORMATION

1. Name (Optional)

………………………………………..

2. Gender

1.Male 2.Female

3. Marital Status

1.Married 2.Unmarried

4. Age group

1.20-29 years 2.30-39 years 3.40-49 years 4. Above 50 years

5. Level of education

1. Below SLC 2. Intermediate 3. Bachelor 4. Master 5.Above

degree Degree Master Degree

6. Experience

1. less than 1 year 2. 1-4 years 3. 5-9 years 4. 10-14 5. over 15 years
years
7. Job Level

1. Operative employee 2.Supervisor 3.Manager 4.Full time faculty

8. Working Department

1. Teaching 2.Non-Teaching

B. TRAITS OF EMPLOYEE MOTIVATION

(Please tick your answer for the following)

1. High salary motivates me to exert more effort in my work.

a) Yes b) No

2. Skill training provides me the confidence to put more effort to perform

better in my job.
a) Yes b) No

3. An increased responsibility within current job motivates me to higher

performance.
a) Yes b) No

4. A positive work environment is important for me to perform well on my

job.
a) Yes b) No

5. I believe having an effective internal communication channel motivates

employees.
a) Yes b) No

6. When I received recognition I am more motivate to perform better.

a) Yes b) No

7. When I am granted Autonomy I perform better.

a) Yes b) No

8. Promotion and career growth is key motivator.

a) Yes b) No
 9. Job security motivates me to higher performance.
a) Yes b) No

10. Attractive benefit packages will be one of the most essential factors to
work hard.
a) Yes b) No

C. RANK THE FOLLOWING

(1=Most Important, 2=Important, 3=Neutral, 4=Less important, 5=unimportant)

Factors that motivates you

S.N. Factors Rank

1. Salary Increment
2. Promotion
3. Leave
4. Motivational talks
5. Recognition

D. MULTIPLE CHOICE QUESTIONS

(Please tick one or more options below)

1. Factors of working environment that you think NDC should change that can
encourage the motivation of employees

a) Employer employee relation

b) Safety Regulations
c) Lunch hours
d) Working hours
e) Salary increment

2. Factors that affect your ability to work

a) Challenges
b) Lack of adequate salary
c) Competition
d) Cooperation
e) Recognition
E. CLOSE ENDED QUESTIONS

(Please tick your answer for the following)

1. Monetary Incentives are more effective than non-monetary incentives.

a) Yes b) No c) Neutral

2. Flexible working hours effect your motivation

a) Yes b) No c) Neutral