CHAPTER 1

MOTIVATION AND ITS SIGNIFICANCE

1.1-Motivation:

In the organizational setting the word “Motivation” is used to describe the drive that
impels an individual to work. A truly motivated person is one who “wants” to work. Both
employees and employers are interested in understanding motivation. If employees know
what strengthens and what weakens their motivation, they can often perform their jobs
more effectively to find more satisfaction in their job. Employers want to know what
motivates their employees so that they can get them to perform better.
When people speak of motivation or inquire about the motives of person, they are really
asking the reason for which the person acts, or why the person acts in his/her own
manner. The concept of motivation implies that people choose the path of action they
follow.
When behavioral scientists use the word motivation, they think of it as something
steaming from within the person technically. The term motivation has its origin in the
Latin word “mover” which means “to move”. Thus the word motivation stands for
movement. One can get a donkey to move by using a carrot or a stick; with people one
can use incentives, or threats or reprimands. However, these only have a limited effect.
These work for a while and then need to be repeated, increased or reinforced to secure
further movement.

Motivation is the core of management. Motivation is an effective instrument in the hands

of the management in inspiring the work force. It is the major task of every manager to
motivate his subordinate or to create the will to work among the subordinates. It should
also be remembered that the worker may be immensely capable of doing some work;
nothing can be achieved if he is not willing to work. Creation of a will to work is
motivation in simple but true sense of term.

Motivation is an important function which every manager performs for actuating the
people to work for accomplishment of objectives of the organization. Issuance of well
conceived instructions and orders does not mean that they will be followed. A manager
has to make appropriate use of motivation to enthuse the employees to follow them.
Effective motivation succeeds not only in having an order accepted but also in gaining a
determination to see that it is executed efficiently and effectively.
In order to motivate workers to work for the organizational goals, the managers must
determine the motives or needs of the workers and provide an environment in which
appropriate incentives are available for their satisfaction. If the management is successful
in doing so; it will also be successful in increasing the willingness of the workers to work.
This will increase efficiency and effectiveness of the organization. There will be better
utilization of resources and workers abilities and capacities.

1.2-Significance of Motivation

Motivation involves getting the members of the group to pull weight effectively, to give
their loyalty to the group, to carry out properly the purpose of the organization. The
following results may be expected if the employees are properly motivated:

1. The workforce will be better satisfied if the management provides them with
opportunities to fulfill their physiological and psychological needs. The workers
will cooperate voluntarily with the management and will contribute their
maximum towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills and
knowledge so that they are able to contribute to the progress of the organization.
This will also result in increased productivity.

3. A motivated employee generally is more quality oriented. This is true whether we

are talking about a top manager spending extra time on data gathering and
analysis for a report or a clerk taking extra care when filing important document.

4. Motivated employees are always looking for better ways to do a job. This
statement can apply to corporate strategists and to production workers. It is the
responsibility of managers to make employees look for better ways of doing their
jobs.

5. The rates of labor turnover and absenteeism among the workers will be low.
 6. There will be good human relations in the organization as friction among the
workers themselves and between the workers and the management will decrease.

7. The number of complaints and grievances will come down. Accident will also be
low.

In addition to these, there will be increase in the quantity and quality of products, wastage
and scrap will be less and better quality of products will also increase the public image of
the business.
1.3-Motivational theories:
The various theories of motivation play an important role in relation to employees in
almost all the organizations. The following are the main theories of motivation

1.3.1-Maslow’s Hierarchy of Needs

Abraham Maslow’s theory proposed that human beings have different levels of needs in a
particular order. He identified five levels of needs in order of hierarchy. This theory deal
with - in an ascending scale - physiological needs, safety needs, social needs, esteem and
self-actualization needs (Refer to Fig 1.1: Maslow’s Hierarchy of Needs).

Fig 1.1: Maslow’s Hierarchy of Needs

With reference to the above figure, the theory is based on the assumption that all
individuals strive to maximize their potential to do what they are capable of doing. If one
or more of the needs in Maslow’s hierarchy are unfulfilled the theory suggests that the
individual will be motivated to act in a certain manner to try to fulfill these unfulfilled
needs. The needs in the hierarchy are innate and shall not be mistaken for wants.Starting
from the bottom, individual’s progress up the triangle systematically, meeting needs of
each category without any jumps. If an individual attempts to meet one of the higher
needs and suddenly a lower one arises, he/she will refocus on the lower need until it’s
met. The physiological needs in the bottom of the hierarchy may be the most important
needs since they are related to survival. Hunger and thirst are two such survival-related
needs that perhaps are more basic than any other. When the physiological needs are
satisfied the motivation comes from safety needs. The needs of safety are concerned with
physical and psychological freedom from danger. Examples of such needs are security,
stability, structure, law limits, freedom from anxiety and chaos. Emotionally it can be to
avoid an individual that poses an emotional threat to a person in the form of intimidation
or manipulation. Social needs start to be motivational when the safety needs are fulfilled.
This can be needs for friendship, belongingness to a group, acceptance and love. Then
comes the esteem needs. The need for esteem emerges first when the previous three
groups of needs are satisfied. These are needs for self-respect, respect from others, status
and recognition. It can be the desire for achievement, for confidence in the face of the
world, for fame and glory, for dominance etc. Finally, when the other four categories of
needs are fulfilled, the self-actualization needs come to surface. This need is described as
the need to fulfill one’s potential. The need is only concerned with satisfying oneself, not
with others’ opinions or views. Maslow defines self-actualization as “the desire to
become more and more what one is, to become everything that one is idiosyncratically
capable of becoming” This discussion around Maslow’s hierarchy gives the impression
that hunger is one of the most common motivations of a human being. Maslow says
though that this is a practically unwise choice of a paradigm for all other motivation
states since extreme hunger of emergency type is rare. The typical drive, need or desire is
not related to a specific isolated somatic base, it is more a need of the whole individual
why the desire for money is a more realistic base for a research model. Common
immediate motivations are for example clothes, automobiles, friendliness, praise and
prestige.
1.3.2- Hertzberg’s Two Factor Model Of Motivation

Frederick W. Herzberg has developed the two factor model of motivation that to a great
extent builds on Maslow’s theory but in work situations only. It is not really two factors
but two sets of factors that affect personnel behavior at work, namely dissatisfies and
satisfiers. The dissatisfies are related to the context of jobs while the satisfiers are related
to the content of jobs. Hertzberg was of the opinion that high motivation can never be
achieved with help of dissatisfies. His investigations showed that dissatisfies do not give
satisfaction but prevent individuals from being dissatisfied. Examples of dissatisfies are
working conditions, salary, status, security, personal life, relationships with colleagues,
supervisors, subordinates and administration. These factors are classified as extrinsic to
the individual and reflect stage one to four in Maslow’s hierarchy of needs. If there are
any dissatisfaction the individual is not affected by satisfiers, i.e., cannot be motivated.
Examples of satisfiers are recognition, responsibility, advancement, growth and the work
itself. These factors are social, emotional or intrinsic to the individual and can therefore
be hard to satisfy. Herzberg suggests that the satisfiers create job satisfaction and positive
job attitudes because they satisfy the individual’s need for self-actualization. However,
the absence of satisfiers does not signify dissatisfaction and likewise the absence of
dissatisfies does not provoke satisfaction but rather no dissatisfaction. Looking at the
researchers’ motivational picture through this perspective, they should not be dissatisfied,
because if they were they would not be affected by satisfiers such as recognition and
growth, which it is suggested that they are.

1.3.3- Alderfer’s ERG Theory of Motivation

The need scientists have disputed about which are the most important needs. Alderfer’s
meant that existence, relatedness and growth (ERG) are the only groups of needs that
exist, hence the name of the theory; ERG. The need of existence refers to the fundamental
physiological needs, and can be compared to Maslow’s lowest hierarchy levels,
physiological needs and safety needs. The need of relatedness is the human need of social
relations and reflects the next level in Maslow’s hierarchy, the social level. And last, the
need of growth refers to the individual’s inner need of being able to use his/her maximal
capacity and personal development, which is the same as Maslow’s self-actualization
need in the top of the hierarchy.
Despite these obvious similarities between Alderfer’s and Maslow’s theories, there is a
fundamental difference; Alderfer is of the opinion that there is no hierarchal order
between the different needs, and one need does not have to be fulfilled in order for
another one to arise. Maslow’s approach has actually been criticized for that factor; for
example, it doesn’t cover the phenomena with the artist that starves himself in an attic -
creativity emerges from setback. As far as we understand, Alderfer’s approach does. The
essence of it is that people are motivated to act in a specific manner to obtain satisfaction.
The word satisfaction here refers to “the internal state of a person who has obtained what
he was seeking”. This type of approach makes more sense to us when thinking of the
researchers supposed motivation because it is not likely that they are motivated
differently than other occupational groups just because their fundamental needs of food
and safety are fulfilled. Those needs should be fulfilled for most other occupational
groups as well in today’s society. But, as mentioned, Maslow does not mean that a
specific need necessarily must be 100 per cent fulfilled before the individual reach for a
higher level, only to some extent. The difference is that Maslow believes the needs to
come in a hierarchical order.

1.3.4-McClelland’s theory of motivation

In opposition to Alderfer, McClelland consider needs of power, social affiliation and

success to be most important in an organizational environment. They refer to, in the same
order, the need to influence and control other people, the need to be liked and accepted by
others, and finally the individual’s strive to always do a good job and to do better than
earlier.
McClelland sees these needs as part of an individual’s personality, which also means that
they are different from individual to individual. All individuals have all three needs but
they vary in strength and intensity. While one person is driven by a strong need of power
another one might primarily be driven by the need of social affiliation. For example, a
person with a very strong need of power is more interested in status and influencing other
people than in doing a good job himself, and a person with a strong need of social
affiliation prefer cooperation to competition. If we compare this theory with Maslow’s
hierarchy of needs we find that all three needs can be found in the upper part of the
hierarchy, none of them are among the fundamental needs. We think the need of social
affiliation can immediately be referred to Maslow’s social level, and the need for success
reflects the self-actualization need. The need of power is harder to place but would
probably end up somewhere between the hierarchy levels of esteem and self-
actualisation. Note though that here, as in Alderfer’s approach, exists no hierarchal order,
but the needs co-exist with different intensity within an individual. Looking at the
presented picture of the researchers’ motivation through McClellands perspective, we
perceive that they are supposed to primarily be driven by a need to do a good job and
have less strong needs for control and acceptance which will be further discussed in the
analysis.

1.4-Motivation Process

The motivation process includes the following:

1. Identification of need
2. Tension
3. Course of action
4. Result –Positive/Negative
5. Feed back

1.5- Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it
will drink only if it's thirsty - so with people. They will do what they want to do or
otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory
tower' they must be motivated or driven to it, either by themselves or through external
stimulus.

Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated,
for motivation is a skill which can and must be learnt. This is essential for any business to
survive and succeed.

Performance is considered to be a function of ability and motivation, thus:

 Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a
slow and long process. On the other hand motivation can be improved quickly. There are
many options and an uninitiated manager may not even know where to start. As a
guideline, there are broadly seven strategies for motivation.

These seven strategies for motivation include the following:

 Positive reinforcement / high expectations

  Effective discipline and punishment
 Treating people fairly
 Satisfying employees needs
 Setting work related goals
 Restructuring jobs
 Base rewards on job performance

Essentially, there is a gap between an individual’s actual state and some desired state and
the manager tries to reduce this gap. Motivation is, in effect, a means to reduce and
manipulate this gap.
 Chapter- 2

OBJECTIVES, SIGNIFICANCE AND LIMITATIONS OF THE

STUDY

In the organizational setting the word “Motivation” is used to describe the drive that
impels an individual to work. A truly motivated person is one who “wants” to work. Both
employees and employers are interested in understanding motivation. If employees know
what strengthens and what weakens their motivation, they can often perform their jobs
more effectively to find more satisfaction in their job. Employers want to know what
motivates their employees so that they can get them to perform better.

Employee motivation is one of the major issues faced by every organization. It is the
major task of every manager to motivate his subordinates or to create the ‘will to work’
among the subordinates. It should also be remembered that a worker may be immensely
capable of doing some work; nothing can be achieved if he is not willing to work. A
manager has to make appropriate use of motivation to enthuse the employees to follow
them.

The necessity to motivate the employees is inherent in the primary objective of any
organization for increasing profit. It is an established fact that satisfied and highly
motivated employees contribute their best in the workplace. Thereby, maximizing the
profits for an organization. There are many ways to motivate the employees in their
workplace. Apart from deploying financial and physical resources, every organization
must utilize its human resources effectively. Motivation enables an organization to do so.
Employees must be attracted to remain in an organization. They must perform the tasks
for which they have been hired and must do so in a dependable manner. They must go
beyond this dependable role performance and engage in some form of creative,
spontaneous, and innovative behavior at work. So for all these motivation is required.
Motivation can be achieved extrinsically by monetary incentives, or through punishments
and intrinsically through non-monetary incentives.

A sound health care sector is very essential for improving the socio-economic status of
the country. The health care facilities in the north-eastern region is mostly urban centric,
with Guwahati and Dibrugarh being the hub. Guwahati being the gateway of the
northeast, a number of hospitals have come up and here patients from all over north east
throng the health care market.

Health care sector being in the services sectors requires the services of dedicated and
motivated staff at all levels to provide the services. As the customer satisfaction level in
this sector is judged by the patient / people based on the services delivered and the
delivery of the service is based on the service providers (employees of the organization).
As such, it becomes very essential not only to have qualified and trained employees but
also to retain them in such a way that better service can be provided to the customers.
This will be possible only when the employees of this sector will be motivated to perform
their duties; this can be done through the use of financial and non-financial means of
motivating employees.

Thus, through this study an attempt has been made to study the factors which motivate
the employees and the organizational functions by non-financial incentive for motivation
in the hospital sector.

2.1-SIGNIFICANCE OF THE STUDY:

The study is intended to evaluate motivation of employees through non-financial means

in the organization. A good motivational program procedure is essential to achieve goals
of the organization. If efficient motivational programmes of employees are made not only
in this particular sector but also in any other sector; organizations can achieve the
efficiency and can also develop a good organizational culture.

Motivation has variety of effects. These effects may be seen in the context of an
individual’s physical and mental health, productivity, absenteeism and turnover.
Employee delight has to be managed in more than one way. This helps in retaining and
nurturing the true believers “who can deliver value to the organization. Proliferating
and nurturing the number of “true believers” is the challenge for future and present
HR managers.

This means innovation and creativity. It also means a change in the gear for HR policies
and practices. The faster the organizations nurture their employees, the more successful
they will be. The challenge before HR managers today is to delight their employees and
nurture their creativity to keep them a bloom.
This study helps the researcher to realize the importance of effective employee
motivation. This research study examines types and levels of employee motivational
programmes and also discusses management ideas that can be utilized to innovate
employee motivation. It helps to provide insights to support future research regarding
strategic guidance for organizations that are both providing and using reward/recognition
programs.

2.2-OBJECTIVES OF THE STUDY:

The objectives of the study include the following:

2.2.1-Primary objective:

1. To study the important factors which are needed to motivate the employees.

2.2.2-Secondary objective:

1. To study the effect of non-monetary benefits provided by the organization on the

employee’s performance.

2. To study the effect of job promotions on employees.

3. To learn the employee’s satisfaction on the interpersonal relationship exists in the

organization.

4. To provide practical suggestion for the improvement of organization’s

performance.

2.3- LIMITATIONS OF THE STUDY:

The limitations of the study are the following

 The data was collected through questionnaire. The responds from the respondents
may not be accurate.

 The sample taken for the study was only 50 and the results drawn may not be
accurate.
 Since the organization has strict control, it acts as another barrier for getting data.

 Another difficulty was very limited time-span of the project.

 Lack of experience of Researcher.

 CHAPTER 3

NON-FINANCIAL INCENTIVE FOR MOTIVATION

Motivation at workplace is very important as it increases job performance. Motivation is

of two types: Extrinsic and Intrinsic. It is an established fact that satisfied and highly
motivated employees contribute their best in the workplace. Thus the profits are
maximized. Apart from deploying financial and physical resources, every organization
must utilize its human resources effectively. Motivation enables an organization to do so.
Employees must be attracted to remain in an organization. They must perform the tasks
for which they have been hired and they must do so in a dependable manner. They must
go beyond this dependable role performance and engage in some form of creative,
spontaneous, and innovative behavior at work. So for all these we need motivation.
Motivation can be achieved extrinsically by monetary incentives, or through punishments
and intrinsically through non-monetary incentives.
Intrinsic motivation is better than extrinsic motivation after a certain minimum level of
the latter. Intrinsic motivation is attained through various non-monetary incentives. These
incentives aid self-management whose rewards result in intrinsic motivation. Various
theories of motivation also support intrinsic motivation over extrinsic motivation. It is
found that various non-monetary incentives given by various organizations motivate the
employees intrinsically and improve their performance. Non-monetary rewards can be
particularly useful in the current financial climate as local authorities struggle, with
constrained finances and increasing demand for resources, to offer the salary increases
that were once the norm.
The present study basically focuses on the scope of non-monetary incentives in
motivation of employees.

3.1-Types of motivation:

3.1.1-Intrinsic Motivation:

It is an internal motivation. When a person is motivated on his / her own, out of his/ her
interests, desires or likes which originate from within him / her then this form of
motivation is said to be intrinsic motivation. People get motivated by the inherent nature
 of the activity, pleasure of mastering something new or the natural consequences of the
activities.

3.1.2-Extrinsic Motivation:

When human motives are stimulated by external rewards then that from of motivation is
extrinsic motivation. Extrinsic motivation is directed towards goals, which are external to
person, such as money, grade in school, higher designation in the organization,
promotions etc.

3.2-Incentives

An incentive is something which stimulates a person towards some goal. It activates

human needs and creates the desire to work. Thus, an incentive is a means of motivation.
In organizations, increase in incentive leads to better performance and vice versa.

3.3-Need for Incentives:

Man is a wanting animal. He continues to want something or other. He is never fully

satisfied. If one need is satisfied, the other need arises. In order to motivate the
employees, the management should try to satisfy their needs. For this purpose, both
financial and non-financial incentives may be used by the management to motivate the
workers. Financial incentives or motivators are those which are associated with money.
They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non-
financial motivators are those which are not associated with monetary rewards. They
include intangible incentives like ego-satisfaction, self-actualization and responsibility.

INCENTIVES

Financial Incentives Non-financial incentives

- Wages and Salaries. - Competition

- Bonus - Group recognition
- Medical reimbursement - Job security
- Insurance - Praise
 - Housing facility - Knowledge of result
- Retirement benefits. - Workers participation.
- Suggestion system.
- Opportunities for growth

Fig:-

3.4-Non-Monetary Incentives:

It means that the employees are motivated because of the satisfaction they get while
doing their job. It comes from within him rather than from any extrinsic rewards such as
monetary incentives. An employee who is motivated intrinsically is mostly motivated by
non-monetary factors like responsibility, growth, recognition etc. Intrinsic motivation
also shows that the employee is more interested in the job which interests him with a
good working environment and a sense of responsibility to perform that task. An
individual who is intrinsically motivated will excel in his task either because he finds it
challenging or else interesting enough to give him satisfaction after completing it. This
type of motivation is considered to be very much effective in the long run of the company
as the employees do their work according to their own will as it interests them than just
merely trying to escape from it once the task allotted is done. So these are basically non-
monetary rewards which an employee wants if he is intrinsically motivated. But the only
concern in non-monetary rewards is that it varies according to the career stage and age.
The older the employee the more focus on retirement or related to retirement income with
temporary jobs, while the younger the employee the more focus on job satisfaction and
work environment. So this also shows that the needs of incentives should be according to
the needs of the employee rather than having a uniform approach for all, which is then
impersonal and sometimes in effective. Non-monetary incentives include flexible work
hours, training, and sabbaticals.

3.4.1-Non-Financial Methods of Motivation:

 The use of non-financial methods of motivation is attempts by employers, to apply in the
workplace the ideas behind the theories of Mayo, Maslow and Hertzberg. Examination of
these theories has shown us that motivation to achieve quality of output is best achieved
through satisfaction of higher needs (Maslow), awareness of the role of groups in the
workplace (Mayo), and the need to provide Motivators (Herzberg). The non-financial
methods of motivation outlined below can be linked to one of more of these theories.
The various types of non-financial methods of motivation include the following:
 Job Enrichment: This means giving workers more control over the tasks that they
complete. Allowing workers to complete tasks that have a meaning, and are complete in
themselves. For example a worker who has a job fitting the tube to a TV, may have his
job enriched by testing that the tube works, and being able to make adjustments so that
the required level of quality is achieved. The ability to do this range of tasks means that
the worker becomes more committed to achieving quality. The cost associated with this
method, are of course, the time spent in training the worker to complete these extra tasks.
Effective job enrichment depends upon workers having interesting tasks to complete. Job
design is a key part of Herzberg's ideas.
 Job Enlargement: Job enlargement means increasing the number of tasks completed by
a worker. So a secretary previously employed to answer calls might now have duties,
which include, filling, letter writing etc. This adds interest to the job, and involves the
employee in a more complete role within the business.
 Communication: Communication is a key part of motivation, and effective use of
methods of communication is a complex management issue.
 Empowerment: This means giving workers the power to control their own jobs, make
decisions, and implement their own ideas. It is often used in an artificial way, for
example allowing counter workers in burger bars to decide the greeting they use when
they meet customers.
 Quality Circles: These are groups of workers that meet on a regular basis to discuss
problems in the manufacturing or service provision process and offer solutions. They may
involve groups of workers from the same department, or come from a variety of
disciplines. For example they may include designers, buyers, and production workers. It
is important that for quality circles to have value the members have the ability and the
authority to implement changes suggested.
 Training: The provision of a formal training scheme is important. As Herzberg stated,
without training, workers will not be able to fulfil their potential. Training can be on-the-
job, learning by doing, or off the job. On the job training has costs such as management
or supervisor time spent on training, and potential reduction in quality of output. Off the
 job training, means lost production, and disruption, also the newly qualified worker may
seek to use his qualifications to seek better employment elsewhere.
 Autonomous Work Groups: The use of AWG's is an extension of the ideas behind job
enrichment. In this case a group of workers are given full responsibility over a logically
connected set of tasks. This responsibility may extend to make decisions about the best
method to complete the work, the sub-division of responsibility within the group, and the
ability to communicate with other departments, groups or suppliers who provide goods or
services to the group. For example, a car production line might include an AWG
responsible for wiring the electrical system on a car; everything from lights to ignition.
The members of the group would be trained to complete all tasks, check quality and liaise
with suppliers. This approach allows problem solving, where it should occur, by workers
doing the job, not by management separated by layers of hierarchy.

 The single status workplace: When all artificial barriers separating workers have been
removed, then the single status workplace can be said to exist. For example, all
employees wear the same basic clothes, use the same dining facilities, have access to the
same pension schemes, leisure facilities and so on. This is strongly linked to the higher
levels of Maslow.

3.4.2-Advantages of non-monetary incentives:

 Memory Value: The value of an honorary or informal recognition award, whether it's a

plaque, a mug, or a similar item, is longer-lasting than cash since cash is spent and gone,
whereas the recognition items remain on employees' desks or in their homes.
 Trophy Value: Nonmonetary awards can often be shown to co-workers and friends as a
trophy given in appreciation of good work. A check or a bank statement is generally
something that employees don't display.
 Flexibility: The type of nonmonetary recognition given can be designed to emphasize
particular organizational or team goals. For example, a mug or a tee-shirt with the team's
logo could be awarded to a team that has accomplished a short-term goal on time. The
award recognizes good performance and promotes teamwork.
 Cash Awards Cost More: A study of private sector awards found that employers spent
less money on nonmonetary awards than cash awards. However, the survey also found that
employers reported about the same level of performance improvement with cash and
nonmonetary awards and that the awards held approximately the same perceived value.
  More Socially Acceptable to Acknowledge: Most people are uncomfortable bragging
about cash, but enjoy talking about their new golf clubs or trip. With tangible non-cash
incentives being visible and socially acceptable to praise, question, or bring up, there is no
need to go out of one’s way to call attention to them. By providing a better means to
indirectly call attention to the award and what was accomplished to earn it, the value of
earning a non-cash incentive is enhanced relative to the cash value of the incentive.

3.4.3-Problems with implementing non-financial methods of motivation:

 Existence of Theory X Managers. These managers will see no value in using expensive
methods of motivation when workers have no commitment to the business or quality of
the product.
 Cost. All these methods are expensive in management time, systems implementation and
training. To effectively use these methods there is a high level of cost. Managers must
balance cost against increased output and quality.
 External Factors. Once workers are used to having their jobs enriched, enlarged etc., it
may be difficult to remotivate them when financial circumstances caused by recession or
competitors actions, force cost cutting upon a firm. Unavoidable redundancies can take
away hygiene factors from those workers that remain.
 Structure of Work force. If a large part of the work force is not core to producing the
added value of the business, there is probably no need to apply many of the methods
given above.

CHAPTER 4

RESEARCH METHODOLOGY

4.1- RESEARCH HYPOTHESIS:-

A hypothesis is a preliminary or tentative explanation or postulate by the researcher of

what the researcher considers the outcome of an investigation will be. It is an
informed/educated guess. It indicates the expectations of the researcher regarding certain
variables.  It is the most specific way in which an answer to a problem can be stated.
Research hypotheses are the specific testable predictions made about the independent and
dependent variables in the study. Hypotheses are couched in terms of the particular
independent and dependent variables that are going to be used in the study. The research
hypothesis of this study is as follows.

Ho: There is no significant relationship between incentives and employee’s performance.

Ho: There is no significant relationship between career development opportunities and

the extent of employee motivation

Ho: There is no significant relationship between performance appraisal system and the
extent of motivation.

Ho: There is no significant relationship between interpersonal relationship in the

organization and extent of motivation.

4.2- RESEARCH METHODOLOGY:-

Research is a systematic and scientific method of finding solutions to problems. It is

essentially an investigation, a recording and an analysis of evidence for the purpose of
gaining knowledge. According to Clifford woody, “Research comprises of defining and
redefining problem, formulating hypothesis or suggested solutions, collecting, organizing
and evaluating data, reaching conclusions, testing conclusions to determine whether they
fit the formulated hypothesis”.

4.3- Sampling Design:-

A sample design is a finite plan for obtaining a sample from a given population.
Convenient and judgmental sampling has been used for this study.

4.4-Universe:-
The universe chosen for the research study are the employees of healthcare sector in and
around Guwahati city.

4.5-Sample Size:-
The number of sampling units selected from the population is called the size of the
sample. Sample of 100 respondents were obtained from the population.

4.6- Sampling Procedure:-

The procedure adopted in the present study is non-probability sampling. Under this
sampling design, every item of the frame is selected based on the judgement and opinion
of the researcher.

4.7-Methods of Data Collection:-

The data have been collected through primary and secondary sources.

4.7.1-Primary Sources:-
Primary data are in the form of “raw material” to which statistical methods are applied for
the purpose of analysis and interpretations.
The primary sources are discussion with employees, data’s collected through
questionnaire.

4.7.2-Secondary Sources:-
Secondary data are in the form of finished products as they have already been treated
statistically in some form or other.
The secondary data means the already available data collected from websites, company
profiles, and discussion with the management of the organizations, journals, magazines
and books.

4.8-Research design:-
Exploratory and descriptive type of research design has been employed for this study.
This has been done keeping in view that this research study falls in the field of
management in social science.

4.9-Questionnaire:-
A well-defined questionnaire that is used effectively can gather information on both
overall performance of the test system as well as information on specific components of
the system. A questionnaire was carefully prepared and specially numbered. The
questions were arranged in proper order, in accordance with the relevance.
4.9.1-Nature of Questions Asked:-
The questionnaire consists of open ended, dichotomous, rating and ranking questions.

4.10-Sample:-
A finite subset of population, selected from it with the objective of investigating its
properties called a sample. A sample is a representative part of the population. A sample
of 100 respondents in total has been randomly selected. The response to various elements
under each questions were totaled for the purpose of various statistical testing.

4.11-Variables of the Study:-

The direct variable of the study is the employee motivation. Indirect variables are the
incentives, interpersonal relations, career development opportunities and performance
appraisal system.

4.12-Presentation of Data:-
The data are presented through charts and tables.

4.13-Tools and Techniques for Analysis:-

Correlation is used to test the hypothesis and draw inferences.

4.14-Pilot Survey:

A pilot survey was conducted covering ten (10) respondents who were mainly employees
of Health care sector. This was done to incorporate any required changes in the
questionnaire and the overall study and thereby avoid any errors or drawbacks in them. In
the absence of this pilot study, such errors or drawbacks would have resulted in
inaccurate results for this study and hence the entire effort would have been a failure.
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