Implementation of Motivational Factor in Public and Private Sector - IJIR

Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-9, 2016 ISSN: 2454-1362, http://www.onlinejournal.in

Implementation of Motivational Factor in Public and Private Sector: A study of District Jind in Haryana Saurabh Kant & Akanksha Assistant Professor, Department of Management, Chaudhary Ranbir Singh University, Jind-126 102 [India]. Student, Master of Business Administration, Department of Management, Chaudhary Ranbir Singh University, Jind-126 102 [India]. Abstract : Purpose: this paper aims to discuss about the implementation of motivational factors on public and private sectors to find the influence of motivation factors on basis of qualification, work experience, gender and to find out the difference between motivation level of public sector employees and private sector employees. Design/methodology/approach – The paper approaches the issue through self constructed questionnaire regarding motivation. The questionnaire consisting 30 statements depending upon motivation tools such as career development & basic facilities, supportive organization culture and working environment, involvement in job and organization, compensation and other benefits, appreciation and recognition, flexible working conditions. The research is based on sample size of 111 employees of Jind district. Findings – The results reveal that the motivation that employees of private service sector think there is good career development programs and facilities provided by organization in spite of public sector. There is more supportive organization culture and working environment in public sector. Employees of public sectors are more involved in job and organization. Employees of private sector get more appreciation and recognition for their work in comparison with public sector. Working conditions are more flexible in private organization. Keywords: Motivation, Dependency, Organizational Culture, Job Satisfaction Introduction In today era it is the human resource which is the most important asset for an organization. Success of an organization depends upon the human resource of that organization. Human resource

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provides competitive advantage to the organization. Every individual posses potential within themselves and it is duty of human recourse management to identify that potential and convert that potential into efficient performance. Performance can help in growth of individual and that of organization. In words of Edwin B. Flippo – Human resource management is “The planning, organizing, directing and controlling of the procurement, development, compensation, integration and maintenance of people for the purpose of contributing to organizational, individual and societal goal.” According to Indian Institution of personnel Management-“Human resource management is that part of management function which is primarily concerned with the human relationship within the organization. Its objective is the maintenance of those relationships on a basis which by consideration of the well being of the individual enables all those engaged in the undertaking to make their maximum contribution to the effective working of that undertaking.” Utilization of human energy for the achievement of purposeful goals is main function of human resource management. At the same time management must be aware of the needs of the organization as well as needs of individuals.

Motivation For being a successful HR manager and to achieve organizational objectives and goals it is essential to excites people to work for feat of desired objective that is motivation. Among the various factors of production, it is only the human factor which is dynamic and provides mobility to other physical resources. If human resources go static then other resources automatically turn immobile. Thus it becomes essential to motivate human resource to keep keeping them dynamic, aware and eager to

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Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-9, 2016 ISSN: 2454-1362, http://www.onlinejournal.in perform their duty. In words of Edwin B. Flippo“Motivation is a process of attempting to influence others to do your will through the possibility of gain or reward.” According to Dale Breachus“Motivation can be defined as a willingness to expand energy to achieve a goal or reward.” Motivation is a sudden strong and unreflective urge or desire to act in a person to perform goal directed behaviour. Therefore motivation is an inner desire of an individual to achieve the goal through activity. Motives are the mirror of a person needs. Motivation begins with a keen insight into the role of leader in organization should view himself as a coach, with responsibility to guide their team towards success. The way in which organization communicates their vision and their future is critical. Shared information is efficacious. Open and honest communication, itself can be a motivator. Employees feel engaged when they trusted with information about direction of organization leader. Motivation can be of two type intrinsic motivation and extrinsic motivation. Extrinsic motivation is external to the subject these are physiological needs, money, awards, vacation times, relationships and love. Human beings does not exist in isolation that is why they need recognition in society, require adequate money to fulfil their basic needs of food, shelter, clothes, water etc as well as to maintain standard of living for all these money work as biggest motivator. These motivators are basic salary, bonus, allowances, incentives ,leave policy, over time policy, health facilities, insurance, leave travel, retirement benefits, holiday homes, paid holidays, holiday pay, ownership by offering stocks, lay off compensation, retrenchment compensation , provident funds pension plans etc. These factors provide financial security to an individual. Entertainment facilities, employee counselling sessions, legal aids, organizing picnics and parties i.e. sound socialization environment provides an individual social and emotional security. Combination of all these factors provides extrinsic motivation to an employee. Desire of achieving which is uncommon, desire of performing a job with more responsibilities i.e. job enrichment, personal growth, performance improvement, utilization of own skills and abilities are the internal factors that motivate an employee etc. These factors are called intrinsic motivational factors. Motivation means a process of simulating people to accomplish desired goals. Motivation comes from motives which are expression of human needs by human being. The need can be defined as feeling of lackness for something and human being tries to get lackness removed (satisfaction). So motivation is the way in which urges, drivers, desires,


aspirations, striving needs directly explains the behaviour of human beings. Job satisfaction in words of Locke (1976), who defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences" A more recent definition of the concept of job satisfaction is from Hulin and Judge (2003), who have noted that job satisfaction includes multidimensional psychological responses to an individual's job, and that these personal responses have cognitive (evaluative), affective (or emotional), and behavioural components. Job satisfaction scales vary in the extent to which they assess the affective feelings about the job or the cognitive assessment of the job. Job satisfaction and motivation are inter-related job satisfaction level tells how employee feels about their job, what parts of their jobs and their feelings are focused on, which departments are particularly affected and whose feelings are involved. This leads to a better upstanding of needs of employee for motivation.

Literature review Pace and Nave(2013) found that satisfaction with experience of volunteering is effectively correlated with the type of motivation that the volunteer represents, especially as far as the motivational factor values is concerned. Hong, Yang, Wang, Chiou, Sun and Huang(1995) reveals in their study that implementation of employee benefit programmes affects employees’ performance, Employee benefit programmes have greater impact on work-motivation than on productivity, Monetary benefit programmes are most highly valued by both executives and workers, There is a cognitive gap between management and worker on the importance of employee benefit programmes, Private-corporation employees have greater employee benefit demands than their public corporation counterparts, Female and male employees have different benefit demands, Single employees perceive more employee benefit impact on job performance than married ones, Employees with different education levels perceive different employee benefit impact, Employees with different positions perceive different employee benefit impacts, Employee benefit programmes have greater influence on job performance of younger employees. Hence it can be concluded there are various factors that affects the motivation and these factors has different impacts on individual according to their demographics. Tan (2000) founds eight factors in his study that have significant impact on motivation. These factors are Expectations to get to the top and building a large network, likelihood variables of attaining “self actualization at work” ,self motivation to manage

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Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-9, 2016 ISSN: 2454-1362, http://www.onlinejournal.in work and home simultaneously, “Belief on one’s ability”, Family dependent, Interrelation social oriented goal, Team/ financial goals and Selforiented intrinsic quality goal. Vuori and Okkanen (2012) concluded that motivation to share knowledge through an intraorganizational social media platform is the desire to help the organization reach its goals and helping colleagues, while financial rewards and advancing one’s career were seen as least motivating. Govindarajulu and Daily (2004) presented a theoretical framework for environmental performance by looking at the crucial employer and employee factors affecting environmental performance. Amar (2004) explained that last source of motivation is the organizational system, which includes the usual constituents of the management system, such as organizational policies, practices, culture, etc. and the establishment items, including the firm’s product line, image, position in its industry and market, financial soundness, and all the other related items that can excite employees about their organization as an entity. Word and Park (2014) supports that intrinsic motivation is an important aspect of job choice motivation for individuals in non-profit work force and suggested other characteristics including policies that enhance work life balance, advancement and job security, are important to understand the job choice motivations of non profit managers. Skudiene and Auruskeviciene (2010) found that CSR activities enhance employee’s internal motivation. Orpen (1997) suggested that formal mentoring can improve employee attitudes without necessarily raising their performance, at least in short term. Cruz, Pe´rez and Cantero (2009) examine in Asprona, knowledge transfer improves through intrinsic motivation, and however extrinsic motivation is not significant on knowledge transfer. This result is interesting bearing in mind that people are involved with a non-profit organization due to intrinsic reasons rather than for financial rewards. Rijn, Yang and Sanders (2013) suggested that both the motivational issue of “what do you want” and the self-identity issue of “who you are” are important for employee informal workplace learning. Cambre Kippers Veldhoven Witte (2012) found that there are substantial and reliable between-group differences in motivation within the banking sector. These effects are partially explained by job characteristics from the JDCS model at the individual level. At the aggregated level, only decision authority is statistically significant. Sutherland (2014) examined that there are differences in motivation between the selfemployed with no employees and those with employees, with the latter tending to be more likely


to be satisfied. There are differences in motivation between managers in smaller establishment and managers in larger establishments, but not for the three process-related job aspects associated with procedural utility. For the self-employed, there is a predominantly positive and sometimes statistically significant correlation between an individual’s motivation overall and satisfaction with the ten job aspects. For the waged worker, there is a uniformly positive and predominantly statistically significant correlation between an individual’s motivation overall and satisfaction with the ten job aspects. Artz (2010) found that fringe benefits are significant and positive determinants of motivation. The potential endogeneity between fringe benefits and motivation is not shown in this dataset while controlling for fixed effects does not remove the significant impact of fringe benefits. Petrescu Simmons (2008) found that several HRM practices raise workers’ overall motivation and their satisfaction with pay. However, these effects are only significant for non-union members. Satisfaction with pay is higher where performancerelated pay and seniority-based reward systems are in place. It can be concluded that reward system should be linked with performance to improve the efficiency of employee and that of organization. Chen Silverthorne (2008) finds out that individuals with a higher internal locus of control are more likely to have lower levels of job stress and higher levels of job performance and satisfaction. M. de Menezes (2012) conclude that although motivation is positively associated with desired workplace outcomes (organizational commitment, productivity and quality), no significant link between quality management and employee motivation is found. By contrast, a positive association between job enrichment and motivation is confirmed, which may be weakened in the presence of quality management. Linz Semykina (2013) concluded that for women, motivation is positively linked to both extrinsic and intrinsic rewards, but for men, motivation tends to be positively linked to extrinsic rewards. Kant and Punia (2014) found in their study that a highly level of satisfaction towards the performance of all Academic Staff Colleges of Haryana in imparting knowledge. A positive feedback by the participants regarding the effectiveness in imparting knowledge and over all development about all Academic Staff Colleges of Haryana but academic staff college of Guru Jambheshwar University found to be more effective in such a case. Research Methods This study was designed to evaluate the impact of qualification and work experience on the basis of various motivational factors. This study finds out

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Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-9, 2016 ISSN: 2454-1362, http://www.onlinejournal.in whether there is a significant difference in perception of different age groups and employees having different working experiences about motivational factors. Design, Methodology and Approach The study is descriptive in nature and is based on primary data through self constructed questionnaire regarding motivation. The questionnaire consisting 30statements depending upon motivation tools such as career development & basic facilities, supportive organization culture and working environment, involvement in job and organization, compensation and other benefits, appreciation and recognition, flexible working conditions. The research is based on sample size of 111 employees of Jind district.

employee. With the help of factor analysis the motivational factors was divided in five categories and named as: 1.

Career development & basic facilities

2.

Supportive organization culture and working environment

3.

Involvement in job and organization

4.

Compensation and other benefits

5.

Appreciation and recognition

6.

Flexible working conditions Cronbach’s alpha comes out to be 0.788 and the value greater than 0.7 is considered as significantly reliable according to Field (2000). Field discussed that the higher value of Cronbach’s alpha shows high internal consistency which is considered as the best method of reliability testing.

Purpose of study 1.

2.

To find the influence of motivation factors on basis of demographic and professional variables. To find out the difference between motivation level of public sector employees and private sector employees.

The respondent of the study are teachers, Government employee, private employees, and the research questionnaires are distributed to 150 respondents. The respondents belong to private and public banks and schools. Only 111 respondents gave the responses. This study used questionnaire as a mean to obtain the data based on the people assumptions about organizational work. The questionnaire is about the experiences the employees get while working with organisation. The questionnaire consists of demographic statements for collecting information about gender, work experience, qualification, profile and type of organisation. There were 30 statements in questionnaire. The statements consist of all motivation factors that affect the motivation of an

The scores were analysed with the help of mean, S.D., t- TEST and ANOVA. The one-way analysis of variance (ANOVA) is used to determine whether there are any significant differences between the means of two or more independent (unrelated) groups (although you tend to only see it used when there are a minimum of three, rather than two groups). Also, it is important to realize that the one-way ANOVA is an omnibus test statistic and cannot tell you which specific groups were significantly different from each other; it only tells you that at least two groups were different. Since you may have three, four, five or more groups in your study design, determining which of these groups differ from each other is important. The independent-samples t-test (or independent t-test, for short) compares the means between two unrelated groups on the same continuous, dependent variable.

Table 1: Dependency of Motivational Factors on Qualification Factors Career Development & Basic Facilities Supportive Organization Culture And Working Environment Involvement In Job And Organization

Qualification

N

Mean

Pg Graduate Under Graduation Pg Graduate Under Graduation Pg Graduate Under Graduation

50 47 14 50 47 14 50 47 14

3.3943 3.6778 3.3061 4.2960 4.1617 4.2143 4.1800 4.0585 4.1964


Std. Deviation .73501 .60277 .95398 .53489 .54316 .66316 .65082 .63463 .38203

F value (p value) 2.522 (0.085) .714 (0.492) .560 (0.573)

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Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-9, 2016 ISSN: 2454-1362, http://www.onlinejournal.in Compensation And Other Benefits

Appreciation And Recognition

Flexible Working Conditions

Pg Graduate Under Graduation Pg Graduate Under Graduation PG Graduate Under Graduation

50 47 14 50 47 14 50 47 14

3.9400 3.8176 3.8776 4.1800 4.0904 3.8750 3.5600 3.7234 3.6071

.64478 .68298 .82894 .59556 .53524 .55253 .70450 .82626 .96434

.386 (0.681) 1.613 (0.204) 0.525 (0.593)

*Significant at 0.05 level That means it is the supporting factor motivates PG’s up to a great extent. Involvement in job and in organization of under graduation (mean=4.1964) is high. PG’s are most satisfied with Compensation and Other Benefits. Compensation package motivate the employees who are post graduate. PG’s feel they get satisfactory Appreciation and Recognition for their work in compression with graduates and under graduates. Graduate (mean= 3.724) feels the organization have more flexible environment.

Dependency on Qualification Table1 discusses about the influence on qualification on motivation level of employees. The result shows that Career Development & Basic Facilities gives high motivation to graduates (mean = 3.6778) feels more motivated in compression with post graduates and under graduate however Fvalues indicates that there is no significant difference. Further ANOVA is applied on factor Supportive Organization Culture and Working Environment and result shows post graduate (mean=4.2960) feels more support of organization.

Factor

Table 2: Dependency of Motivational Factors on Work experience Age category N Mean SD

Career Development & Basic Facilities

Supportive Organization Culture And Working Environment

Involvement In Job And Organization

Compensation And Other Benefits

Appreciation And Recognition Flexible Working

Up To 5 Years

55

3.4701

.68439

6-10 Years 11-15 Years 16-20 Years Above 20 Years Up To 5 Years 6-10 Years 11-15 Years 16-20 Years Above 20 Years Up To 5 Years 6-10 Years 11-15 Years 16-20 Years Above 20 Years Up To 5 Years 6-10 Years 11-15 Years 16-20 Years Above 20 Years Up To 5 Years 6-10 Years 11-15 Years 16-20 Years Above 20 Years Up To 5 Years

17 4 9 26 55 17 4 9 26 55 17 4 9 26 55 17 4

3.8824 3.6429 2.8730 3.5220 3.9927 4.4353 4.1000 4.4222 4.5462 3.9182 4.2500 4.1875 4.1944 4.4712 3.6364 4.1429 4.1429 4.0952 4.1099 4.0136 4.1176 4.0000 4.1944 4.2692 3.6091

.61701 1.16934 .67930 .69979 .55373 .48081 .41633 .33830 .45802 .62185 .68465 .37500 .39087 .48128 .67052 .48969 .38686 .59761 .72653 .53233 .58039 .45644 .56978 .64391 .76794

9 26 55 17 4 9 26 55


F (p value)

3.177 (0.017)*

6.701 (0.000)*

4.283 (0.003)*

3.865 (0.006)*

.989 (0.417) 1.276

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Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-9, 2016 ISSN: 2454-1362, http://www.onlinejournal.in Conditions

6-10 Years

17

11-15 Years 16-20 Years Above 20 Years

4 9 26

3.8529

.87971

(0.286)

.50000 4.2500 3.3889 .41667 3.5385 .87090 F-values (0.017) indicate that there is a significant difference. Involvement in job and in organization of employees having experience more than 20 years is high. F-values (0.000) indicate that there is a significant difference. Employees having experience between 11 to 15 years (mean=4.1429) are most satisfied with Compensation and Other Benefits. F-values (0.003) indicate that there is a significant difference. Employees with Experience more than 20 Years (mean=4.2692) feel they get satisfactory appreciation and recognition for their work. Employees having experience 11 to 15 years feels the organization have flexible working environment in compression with others.

*Significant at 0.05 level Dependency on Work Experience Table 2 shows the influence on work experience on motivation level of employees .The result shows that Career Development & Basic Facilities gives high motivation to employees having experience 610 years (mean = 3.8824) .F-values indicates that there is a significant difference. Further ANOVA is applied on factor Supportive Organization Culture And Working Environment and result shows employees having experience more than 20 years (mean=4.5462) feels more support in organization.

Table3: Comparison between public service sector and private service sector t value (sig. value) 62 3.2834 .71147 -3.816 (0.000)* 49 3.7813 .64425 62 4.3774 .57614 2.726 (0.007)* 49 4.0857 .53852 62 4.2016 .65104 1.373 (0.172) 49 4.0408 .55982 62 4.0737 .63506 3.534 (0.001)* 49 3.6356 .66564 62 4.1774 .61967 -0.195 (0.845) 49 4.2194 1.54164 62 3.5242 .78106 -1.680 (0.096) 49 3.7755 .78436 Employees of private sector get more appreciation and recognition for their work n comparison with public sector. working conditions are more flexible in private organization

Organization Factors Career Development and Basic Facilities by Organization Supportive Organization Culture and Work Environment Involvement in Job and Organization Compensation and Other Benefits Appreciation and Recognition Flexible Working Conditions

• • •

*Significant at 0.05 level Table 3 describes Employees of private service sector think there are good career development programs and facilities provided by organization in spite of public sector. There is more supportive organization culture and working environment in public sector. Employees of public sectors are more involved in job and organization.

Public Private Public Private Public Private Public Private Public Private Public Private • •

N

Mean

Std. Deviation

Table 8: Dependency of Motivational Factors on Gender Factors Career Development and Basic Facilities by Organization Supportive Organization

Gender

N

Mean

Std. Deviation

Male

76

3.5301

.70482

Female

35

3.4449

.76991

Male

76

4.2395

.57133


t-value (significant value) 0.575 (0.580) -2.46

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Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-9, 2016 ISSN: 2454-1362, http://www.onlinejournal.in Culture and Work Environment Involvement in Job and Organization Compensation and Other Benefits Appreciation and Recognition Flexible Working Conditions

Female

35

4.2686

.59398

Male

76

4.1809

.63587

Female

35

4.0214

.56024

Male

76

3.8402

.73917

Female

35

3.9673

.53574

Male

76

4.2204

1.30446

Female

35

4.1429

.53648

Male

76

3.6184

.86359

Female

35

3.6714

*Significant at 0.05 level Dependency on Gender Table8 discusses about the influence on gender on motivation level of employees .The result shows that Career Development & Basic Facilities gives high motivation to males (mean = 3.5301). They feel more motivated in comparison with females .However t-values indicate that there is no significant difference. Further t-test is applied on factor Supportive Organization Culture and Working Environment and result shows females (mean=4.2686) feels more support of organization. Involvement in job and in organization of males (mean=4.1809) is highly. Females are most satisfied with Compensation and Other Benefits. Males (mean=4.2204) feel they get satisfactory Appreciation and Recognition for their work in comparisons females. Females (mean= 3.6714) feels the organization have more flexible environment.

Conclusion and suggestion The study was designed to find out the difference between the motivational factors of Employees public and private sector in Jind District. The result of the study clearly signify that employees of private service sector think there is good career development programs and facilities provided by organization in spite of public sector. There is more supportive organization culture and working environment in public sector. Employees of public sectors are more involved in job and organization. Employees of private sector get more appreciation and recognition for their work in comparison with public sector. Working conditions are more flexible in private organization. Motivation results from the interaction of both conscious and unconscious factors such as the ,intensity of desire or need,


.60565

(0.806) 1.273 (0.206) -0.912 (0.364) 0.338 (0.736) -0.328 (0.744)

incentive or reward value of the goal, and expectations of the individual and of his or her peers. These factors are the reasons one has for behaving a certain way. Graduates, employees having experience 6 to 10 years, private sector employees and males are motivated by Career and development facilities. Career development facilities include training sessions, career development programs, canteen facilities etc. Post graduates, employees having experience above twenty years, public sector employees and male employees are motivated by supportive nature of organisation. Employees should be provided with familiar working environment. There should be sense of belongingness in employees of organisation. Public sector employees have perception that they are satisfied with their involvement in job. Compensation packages have a great impact on motivation level of post graduates and public sector employees. Public sector employees enjoy the benefits of good compensation packages. Appreciation and recognition motivates the post graduate employees, employees having experience more than 20 years.

Suggestions 1. 2. 3. 4. 5.

6.

There should be acceptable work load in organization There should be time to time counselling sessions to deal with stress. Organization should plan good career development programs for employees. There should be good cafeteria facilities in organization. Compensation package should be adequate, acceptable, incentive providing, balanced and equitable. Employees should get appreciation and recognition for their significant achievements.

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Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-9, 2016 ISSN: 2454-1362, http://www.onlinejournal.in

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