SYNOPSIS REPORT
ON
“A STUDY ON EMPLOYEE MOTIVATION ”
By
Siddharth Singh
Roll No. : 2114501346
MASTER OF BUSINESS ADMINISTRATION
MANIPAL UNIVERSITY JAIPUR,
RAJASTHAN, INDIA-303007
August 2023
TABLE OF CONTENTS
1. INTRODUCTION 2
2. LITERATURE REVIEW 3
3. OBJECTIVE OF THE STUDY 4
4. RESEARCH METHODOLOGY 4
5. REFERENCES 5
1
INTRODUCTION
The efficiency of an individual depends upon skill and will. The first factor can be acquired
through education and training, while the second factor can be created by motivation. Motives
are products of needs and desires, often invisible and directed toward specific goals. Motivation
steers a person's inner drives and actions towards specific goals, resulting in a chain reaction of
felt needs and tensions. It is the process of stimulating people to strive willingly toward
achieving organizational goals.
Motivation concerns how behavior gets started, is energized, sustained, and directed. It results
from the interaction of both conscious and unconscious factors, such as the intensity of desire or
need, incentive or reward value of the goal, and expectations of the individual and their peers.
These factors are the reasons one has for behaving a certain way.
Most employees need motivation to feel good about their jobs and perform optimally. Some
employees are money-motivated, while others find recognition and rewards personally
motivating. Motivation levels within the workplace directly impact employee productivity.
Incentives are a motivating influence designed to drive behavior and motivate employees to
produce quality work. Employers use various types of incentives to increase production numbers,
including paid time off, bonuses, cash, and travel perks. Intrinsic motivation comes from within,
while extrinsic motivation arises from external factors. Intrinsic and extrinsic motivation can
vary across age, marital status, and generation. Younger individuals often exhibit stronger
intrinsic motivation, driven by personal interests and passions, while older individuals may
prioritize extrinsic factors like financial stability. Marital status can also influence motivation;
married individuals might prioritize family and financial security, while single individuals may
focus more on personal growth and self-fulfillment. Generational differences can be seen in
motivation too, with younger generations, such as Millennials and Gen Z, often valuing
purpose-driven work, while older generations may prioritize traditional job security.
Recognition and employee reward systems identify employees who perform their jobs well,
making them feel good and encouraging them to do good things.
2
LITERATURE REVIEW
Motivation is the core of management, as it inspires the workforce and creates a will to work.
Managers must use motivation effectively to energize employees to follow organizational
objectives. Compelling motivation involves determining workers' motives and providing an
environment with appropriate incentives for satisfaction. This leads to increased willingness to
work, increased efficiency, and better utilization of resources and workers' abilities. Job
satisfaction is a fulfilling and optimistic expression of one's activity (Azash et al., 2011).
Organizations recognize the significance of motivated and satisfied employees for long-term
objectives, catering to employee expectations and needs, and positively impacting performance
(Risambessy et al. 2012). Learning and competency development boost employee morale and
satisfaction; goal achievement significantly impacts motivation and job satisfaction (Lather and
Jain, 2005).
Managers and supervisors support employee participation, commitment, and understanding of
diversity for motivation and performance (Snyder et al., 2004). Organizational management
should align goals and objectives with employee motivation and satisfaction and align with
beliefs, principles, and values to achieve performance (Roos, Van Eeden, 2008).
Organizational potential lies in motivated, satisfied employees contributing to goals; effective
HRM systems boost morale (Kumar and Garg, 2011). Senior management's active participation
and interest are crucial for motivating and satisfying employees in the mining industry. This
includes reducing industrial unrest, ensuring compliance with health and safety rules, and
addressing risk factors to boost performance and contribute to the country's GDP (K R. Solanki,
(2013) Elizabeth Boye et al. (2016)).
Hackman and Oldham (1980) advocate for organizational restructuring to boost intrinsic
motivation through skill variety, task significance, autonomy, and feedback. Hafiza et al. (2011)
identified factors affecting employee performance, including training, working conditions,
employer-employee relationships, job security, and company rewards policies, emphasizing
motivation.
3
Achim, Dragolea, and Balan (2013) emphasize the importance of non-financial motivation for
employers and employees, emphasizing the potential of efficient non-financial plans for firm
performance. Ismajli et al. (2015) found that motivating employees in local government is
influenced by factors like salary, professional advancement, promotion opportunities, work
conditions, and objective performance assessment.
Muogbo's (2013) study found a significant relationship between employee motivation and
organizational performance, with extrinsic motivation being crucial.
OBJECTIVE OF THE STUDY
● To Investigate the impact of job promotions on employee dynamics.
● To Evaluate employee contentment regarding interpersonal relationships within the
organization.
● To Formulate actionable recommendations to enhance the organization's overall
performance
RESEARCH METHODOLOGY
Research methodology serves as a pivotal framework for shaping the trajectory of a research
endeavor, encompassing the design and tools essential for project execution. Its significance lies
in delineating the course of research, especially in understanding customer satisfaction linked to
products. The current research methodology is tailored to assess the extent of "A STUDY ON
EMPLOYEE MOTIVATION." By structuring the research process and employing appropriate
methodologies, this framework enables systematic exploration of the chosen subject. Through
well-defined methodologies, the research aims to gauge the levels of employee motivation,
shedding light on the factors that drive engagement and commitment within the workforce.
Ultimately, research methodology is a guiding compass, steering the project toward meaningful
insights and comprehensive findings.
4
REFERENCES
[1] Elizabeth Boye Kuranchie-Mensah and Kwesi Amponsah-Tawiah (2016), “Employee
motivation and work performance: A comparative study of Minning companies in Ghana,”
Journal of Industrial Engineering and Management, vol. 9, no: 2, Pg: 255-309. [Navaneetha et.
al., Vol.5 (Iss.5): May 2018] ISSN: 2454-1907 DOI: 10.5281/zenodo.1255343
Http://[Link]©International Journal of Engineering Technologies and Management
Research [25]
[2] Hackman, J.R., & Oldham, G.R. (1980). Work redesign. Readings, MA: Addison-Wesley.
[3] Hafiza, S.N., Shah, S.S., Jamsheed, H., & Zaman, K. (2011), “Relationship between rewards
and employee’s motivation in the non-profit organizations of Pakistan”, Business Intelligence
Journal, vol. 4, no: 2, Pg: 327-329, ISSN: 2013-8423.
[4] Ioan Moise Achim, Larisa Dragolea and George Balan (2013), “The importance of employee
motivation to increase organisational performance,” Annales Universitatis Apulensis Series
Oeconomica, vol.15, no: 2, Pg: 685 – 691.
[5] Naim Ismajli, Jusuf Zekiri, Ermira Qosja and Ibrahim Krasniqi. (2015), “The importance of
motivational factors on Employee performance at Kosovo Municipalities,” Journal of Political
Sciences Public Affairs, DOI: 10.4172/2332-0761.1000152.
