An Empirical Study on the Factors That Affect Employee Motivation and Their Relationship with Job...

© 2013 Research Academy of Social Sciences

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International Journal of Management Sciences

Vol. 1, No. 4, 2013, 114-124

An Empirical Study on the Factors That Affect Employee Motivation

and Their Relationship with Job Performance

Lubna Javed1, Nida Javed

2

Abstract

This paper focuses on the importance of motivating the employees to get superior work behaviors in order to

accomplish organization's goals. Motivation is caused in employees through various extrinsic and intrinsic factors.

Today the employees in Pakistan seem to be demotivated because of various reasons. This study focuses on the

identification of factors of motivation and the relation of motivation with job performance. The main findings of this

study revealed that positive working environment, opportunity of gaining quality experience, alignment of skills and job

done by the employees and benefit packages have a significant effect on the motivation and the job performance

Key words: Motivation, work performance and rewards.

1. Introduction:

Motivation in employees always remains an important factor when it comes to success and attainment of

organization‟s goals. Motivation level in employees has decreased in Pakistan due to many reasons like financial means,

poor staff management in organizations, lack of training and direction, a misbalance between extrinsic and intrinsic

rewards, growing joblessness, speedy globalization, and bad economic conditions. To know the factors that cause

motivation and their relation to the employee and organization‟s performance is the aim of this study. A survey

technique is used to collect data

Background to the Study

Human resource is the most essential asset of any organization and managing and using assets affectively is one of

the main functions of any organization. Motivating employees remains an important part in the function of managing

the assets for the organization‟s performance. Baron (as cited in Shafi, 2011) emphasized that job performance and

motivation are strongly connected. Without using and managing the human resource in a right way, it is difficult for the

organizations to attain the goals as DeCenzo and Robbins (2005) also emphasize on the point that without the human

resource , organizational targets cannot be achieved

The word motivation is not simple and easy to understand. Different people have different definitions to the

single word of “Motivation”. Motivation can be defined as the human behavior which is thrilled, aimed and is

continuous ( Meija, Barkin & Cardy,2004) whereas, Tyson (2006) argues that motivation is a force inside the human

beings which pushes them to behave in variety of ways. Tyson (2006) also agrees to the point of Meija et al. that one of

the motivational behavior‟s characteristics is its certain direction. Similarly, Robbins and Judge (2008) agree that

motivational process reports how much a person tries hard and for how long he tries to achieve a bendeficial goal.

Motivation in employees serves as a competitive advantage in many of the successful organizations

Now, there remains a question as to how motivation should be induced in the employees as Robbins, Judge and

Sanghi (2007) assume that the question is not that if a person is motivated or not but its important to know the factors

that motivate the employees.As the human resource is the most essential asset of an organization, their motivation

should be the focal point for the managers to get superior work behavior and performances. As DeCenzo et al. highlight

the goal of motivation function that is to provide a supporitve atmosphere of encouragement that pushes the

skilled,updated, competent, knowledgable employees to put more efforts to attain the organizational goals.This study

concludes the relation of motivation and employee‟s performance and the factors behind the motivational force in the

employees.

There are few important theories for the understanding of motivation and its factors. Three of them are Abraham

Maslow theory, Fredrick Taylor theory and Herzberg two-factor theory.

1 Lecturer, Management Department, College of Business Administration, King Saud University

2 Research Scholar


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According to Frederick Winslow Taylor‟s main idea, monetary value can be a more important source of

motivation and according to his theory of scientific management, there should be a special Training, control and

supervision on the employees, breaking of bigger tasks to smaller tasks in order to get the work done.

Another important and renowned theory of Abraham Maslow helps out the managers in understanding the level of

employee‟s needs to be fulfilled in order to get them motivated. If a particular need is satisfied, the individual steps to

another need to get motivated. According to Maslow‟s theory, there is a hierarchy of needs and once lower level of need

is satisfied, higher level of need is generated. In employee‟s motivation context, managers should know the level of

need of an employee to get them motivated because an employee who has physiological needs to be fulfilled will not be

motivated if a manager will make a strategy which focuses on his social needs to be fulfilled to get him motivated.

According to Herzberg, there are two factors that motivate employees in a work place which are motivators and

hygiene factors. Motivators are the factors whose presence causes satisfaction and absence causes no satisfaction.

Motivators are so called the intrinsic rewards. Motivators include; recognition, sense of achievement, growth and

promotional opportunities, responsibility and meaningfulness of the work where as the hygiene factors are those factors

which are essential for a working environment to have. Presence of hygiene factors prevents dissatisfaction in

employees and their absence causes dissatisfaction. Hygiene factors include; pay/salaries, company policies and

administrative policies, physical working conditions, status, interpersonal relations and job Security. In the employee

motivation context, Two-Factor theory guides the managers to assure the sufficiency of hygiene factors to avoid

dissatisfaction and meanwhile, the nature of work should also be focused to be exciting and rewarding enough to grab

the attention, hard work and superior and productive actions of the employees. This theory also emphasizes upon job-

enrichment to motivate the employees. Employee‟s skills and competencies should be used to its maximum. Essentially

successful work behaviors can be produced if the managers consider motivators and hygiene factors to be an important

tool.

Statement of the Problem

Today many of the employees seem to be de motivated with their work or job. This de motivation leads

organizations towards the failure and bad performance. Manzoor, Awan, and Mariam (2012) state that employees of all

areas are dealing with stress and hence their performance is getting effected.

According to Broni and Nanyele (2012), accompalishing and managing good performance of employees to

accompalish organizational goals is a difficult job for the managers

Furthermore, Buchanan (as cited in Broni, 2012) finds that psychologists of the organizations are trying very hard

for at least 50 years to get along with the relationship between motivation and job performance. To overcome this

problem, many organizations are tailoring effective strategies and techniques.

Objectives of the Study

There are two objectives of this study which are as follows:

i. To investigate the factors of motivation in Pakistani employees.

ii. To investigate the relationship between employee‟s job performance and motivation.

Research Questions

i. What are the factors that affect employee‟s motivation?

ii. What is the relationship between employee‟s job performance and motivation?

Hypothesis

There is a relationship between employee motivation and job performance

Significance of the Study

The concept of motivation in employees is grabbing a lot of attention and space in the strategic human

management environment of the organizations. Tella, Ayeni, and Popoola (2007) emphasized on the need of making

employees satisfied and dedicated to the work they do in order to get them motivated at different stages.

The findings of this study will help the organizations to know the factors of motivation in employees and the

relation between employee motivation and work performance. So this study will be useful for the managers to make

effective strategies for employee motivation, an important tool to attain the organization‟s goals as Tella et al. (2007)

suggest that by knowing the motivational sources of people, managers can set tasks and rewards accordingly.

L. Javed & N. Javed

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Limitation and Delimitation of the Study

This study is delimited to the employees studying in one Private University of Karachi.

Sample size and time frame had been the two major limitations of this study. Sample size of 50 couldn‟t get easily

generalized over the entire population of Karachi‟s professionals. Time frame of four months along with other courses

to study was quite short to gather more detailed data to make the study more interesting.

2. Review of Related Literature

The literature review in this study will discuss the argumentative comments of different researchers on the theories

of motivation and the affect of motivation on the performance of employees. These results from this literature review

will help managers in designing solutions and methodologies to motivate the employees.

According to the study conducted by Eisenberger, Rhoades, and Cameron (1999), factors such as good

performance, high perceived self-determination, and performance-reward expectancy positively impact employees‟

intrinsic motivation. In other words, if employees expect to be rewarded for performing a task well, their motivation

will increase to perform it well.

However, Mayo (as cited in Riley, 2012) states that Fredrick, in his theory ignored the point of meeting

employees‟ social needs in order to get them motivated. However, Tella et al. explains that Taylor also introduced

incentive systems to produce better performance, dedication, and contentment in workers.

In support of Mayo and contradiction to the Fredrick Theory, Al-Harthy (2008) proves that motivation caused

by appreciation has exceeded salary and benefit packages with a significant 10 % point difference. Similarly Chen, Wu

and Chen ( 2010) state that factors like encouraging work environment which makes the work interesting, the feeling of

accompalishment through demanding task, are usually neglected by the manager. However, the researcher of this study

observed that financial motivational sources also bring most constructive individual‟s creative behavior.

In addition to the above discussion of motivation, Tella et al. with respect to the Abraham Maslow‟s theory

declares that, motivation is what pushes the employees in accomplishing and satisfying the needs as Hansmann (2010)

states that Maslow assumes humans to be continuously motivated by needs. If a particular need is satisfied, the

individual steps to another need to get motivated. Furthermore Hansmann (2010) clarifies about Maslow‟s theory that

along with the hierarchically arranged needs, Maslow emphasized on the need for the consideration and knowledge of

the needs which has an impact on interest and motivation.

Now, when the researcher has mentioned as to what is motivation and how it‟s been effected through different

factors or what are the different factors gathered from different theories of motivation effect motivation in employees ,

researcher moves on to the importance of motivation in employees to perform better and accomplish organizational

goals along with personal goals.

According to Adewunmi, Omotuyole and John (2011), Job satisfaction and motivation are major determining

factors that assist in channeling the employee efforts towards the attainment of organizational goal. Similarly, Tella et

al. (2007) consider motivation as a factor which affects the individual‟s performance, However, there are other

important factors also which should be considered for example individual‟s ability and compitency, funds and working

situations. In addition to this, Chen et al. (2010) indicate that creative behavior at special levels is been effected by the

motivation while doing the job.

However, Meija et al. (2004) highlight that manager should have a clear understanding of work motivation

because employees with higher motivation produce a superior quality product or service than employees who lack in

motivation.

So, the researcher concludes that motivation in employees is brought through a combination of both, the

extrinsic and the intrinsic rewards. Organizational performance and its goal‟s achievement depend upon the will and

motivation of employees to achieve the personal goals aligned with the achievement of the organizational goals.

Without motivation, employees will be doing jobs just for the sake of necessity but not for the success of organization

which will finally result in dissatisfaction and decreased loyalty at ends, the manager and the employee.


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3. Research Methodology

This study aims to find out the factors that affect employee motivation and the relation of motivation with

employee performance. Quantitative data collection technique was used. Primary and secondary data was collected in

this study. Primary data was gathered through survey with structured and closed-ended questionnaires whereas the

secondary data was collected through various past studies. Primary data collection technique was used to collect an

accurate and reliable data for analysis and the secondary data was collected for the purpose of gathering some

background knowledge. Survey technique was selected to get a good amount of data within the given span of time. The

collected data will fulfill the purpose of this study by presenting the factors that motivate the employees and the relation

of motivation with the performance.

Population and sampling Technique

The population involved in this study was the business students studying in one private university of Karachi,

Pakistan. University‟s evening students was the sample used for this study. Random sampling technique was used in

this study to collect the data. The sample size was 50.University‟s evening students were selected because of the reason

that mostly evening students are professionals.

Research Instrument

The instrument was adapted from unpublished masters‟ theses of one private university of Karachi, Pakistan.

Research instrument used in this study is a five point Lickert scale close ended structured questionnaire in which option

1= strongly Disagree, 2= Disagree, 3=Undecided, 4= Agree and 5=Strongly Agree. Instrument consists of 19 items.

There were two sections of the instrument, A and B. Part A consisted of demographics which include gender, age,

profession and living area, Part B consisted of 19 items. The items were included on the basis of their connection with

the topic. It was made sure that the items in the instrument answer the research questions and are easily understandable

for the respondents.

Instrument’s Reliability

Items in the instrument constantly proceed towards the answers for the research questions. Responses to the items

in the instrument constantly served the main purpose of this study i.e. to know the factors of motivation and the relation

between motivation and performance of an employee.

It took five visits with the field expert in total to ensure that the instrument‟s items are related to study objective

and serve the purpose of study. Approval to collect data was given after important changes in the instrument‟s consent

part, demographics section, five point Lickert scale format and in the part of source of instrument.

Ethical Consideration

Before the collection of data, respondents‟ consent was taken. They were been informed the reason and intention

of this study. It was made sure that the respondents confidentially should be maintained and there should be no harm to

the respondents in any case. Even in the instrument, all the factors which might affect respondent‟s confidentiality were

considered and eliminated.

Research Procedure

Quantitative data collection technique was used in this study. Among many primary data collection techniques,

survey technique was selected. The targeted population was the students of one private university of Karachi, Pakistan.

The sample was the evening students of the private university. Research instrument used in this study is a five point

Lickert scale close ended structured questionnaire. After checking the reliability of the instrument, permission was taken

for the data collection. Data was collected from the respondents by using the random sampling technique. The data was

collected in two visits.

After the data collection, the collected data went through a process of physical cleaning. The response rate

88%.After the physical cleaning the remaining data went through a process of keying it into IBM SPSS , Statistical

Product and Service Solutions, version 20.Frequency,cross tab and mean reporting tables were used to report the

findings and then to analyze the data.

4. Data Analysis and Statistical Tool

Descriptive means, frequencies and cross tabulations were obtained and examined through IBM SPSS , Statistical

Product and Service Solutions, version 20 to analyze the factors of motivation in employees and their relation with the

performance of employees.

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Findings

Findings of this study showed the responses of the employees studying in private universities of Karachi, Pakistan;

every item of the instrument was evaluated on the basis of gender. Data from the respondents was gathered through the

survey technique by using the five point Lickert scale questionnaire where 1= Strongly Disagree; 2 = Disagree; 3 =

Undecided; 4 = Agree; and 5= Strongly Agree

Table 1: Demographics of the employees studying in

private universities

Table 2: Items in the instruments

Source: Adapted from, Khan. H. (2011). Impact of incentives on employee motivation.

Unpublished Master‟s Theses, IQRA University, Pakistan

Table 1 shows that among 44 respondents, 37 were male respondents and 7 were female respondents according to

gender. There was no respondent of the age below 18. There were 7respondents with the age of 18-23years, 29

respondents with the age of 24-27years, 4 respondents with the age of 28-31years, 2 respondents with the age of 32-

Demographics f %

Gender Male

Female

37

7

84.1

15.9

Age less than 18 years

18-23years

24-27years

28-31years

32-35years

Over 36years

-

7

29

4

2

2

-

15.9

65.9

9.1

4.5

4.5

Part of country

Rural

Urban

6

38

13.6

86.4

1 I first look towards the extrinsic rewards the intrinsic rewards while selecting a job

2 Attractive benefit packages boost my motivation to work hard

3 Learning opportunities motivate me more than attractive benefit packages

4 My financial needs are the main motivating factor for good performance in a job

5 Job security motivates me to perform higher

6 I am eager to gain quality experience

7 Better learning opportunities motivate me more than attractive salaries

8 I feel motivated if job requirements are aligned with my skills.

9 If I am granted autonomy, I will be motivated

10 A good relationship with whom I work is a motivating factor

11 My financial appraisal is an important way to help me to continuously improve

12 Appreciation and recognition motivate me more than financial benefits

13 The personality of my supervisor comforts me more than the monetary benefits

14 A positive working environment is important for me to perform well on my job

15 I make sacrifices today to benefit my future

16 Promotion in future attracts me more than the job security

17 My motivation directly effects my performance level

18 I perform well whether I am satisfied and motivated with my job or not

19 I believe motivation and performance are strongly interrelated


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35years and 2 respondents with the age of over 36.The table further demonstrates that all the 44 respondents were

professionals or business persons. With respect to the part of country where the respondents live, 6respondents live in

rural part and the rest of the 38 respondents live in urban part of the country.

Table 3: Responses of the students studying in private university of Karachi on the basis of gender

According to table no.3, the responses to statement no.1 i.e. I first look towards the extrinsic rewards the

intrinsic rewards while selecting a job, showed that 7 male and 3 female respondents disagree while 20 males and 4

female respondents agree and 10 respondents are indecisive about the statement. For statement no.2 i.e. attractive

benefit packages boost my motivation to work hard, 5male respondents and 1 female respondent disagree while 3

respondents were indecisive and 29 male and 6 female respondents agree. For statement no.3 i.e. learning opportunities

motivate me more than attractive benefit packages, 7male respondents and 1female respondent disagree to the

statement; 5respondents are indecisive about the statement while 26 male and 5 female respondents agree to the

statement. For statement no.4 i.e. 5male and 3 female respondents disagree, 4 respondents are indecisive about the

statement while 29 male and 3 female respondents agree to the statement. For statement no.5 i.e. job security motivates

me to perform higher, 9male and 2 female respondents disagree with the statement, 3 respondents are indecisive while

25 male and 5 female respondents agree with the statement. For statement no.6 i.e. I am eager to gain quality

experience, 1 male and 1 female respondent disagree, 5 respondents are indecisive about the statement while 31 male

and 6 female respondents agree to the statement. For statement no.7 i.e. better learning opportunities motivate me more

than attractive salaries, 7 male respondents and 1 female respondent disagree, 7 respondents are indecisive about the

statement while 24 male respondents and 5 female respondents agree with the statement. For statement no.8 i.e. I feel

motivated if job requirements are aligned with my skills, 2male respondents and 1 female respondent disagree

with the statement, 1 respondent is indecisive about the statement whereas 34 male respondents and 6 female

respondents agree with the statement. For statement no.9 i.e. if I am granted autonomy, I will be motivated, 4male

respondents and 1 female respondent disagree, 7 respondents are indecisive about the statement while 27 male

respondents and 5 female respondents agree with the statement. For statement no.10 i.e. a good relationship with whom

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Male Female Male Female Male Female Male Female Male Female

f (%) f (%) f (%) f (%) f (%) f (%) f (%) f (%) f (%) f (%)

1 3(8.1) 1(14.3) 4(10.8) 2(28.6) 10(27.0) - 14(37.8) 4(57.1) 6(16.2) -

2 2(5.4) 1(14.3) 3(8.1) - 3(8.1) - 13(35.1) 4(57.1) 16(43.2) 2(28.6)

3 - 1(14.3) 7(18.9) - 4(10.8) 1(14.3) 22(59.5) 4(57.1) 4(10.8) 1(14.3)

4 1(2.7) 1(14.3) 4(10.8) 2(28.6) 3(8.1) 1(14.3) 19(51.4) 3(42.9) 10(27.0) -

5 4(10.8) 1(14.3) 5(13.5) 1(14.3) 3(8.1) - 10(27.0) 2(28.6) 15(40.5) 3(42.9)

6 1(2.7) 1(14.3) - - 5(13.5) - 14(37.8) 3(42.9) 17(45.9) 3(42.9)

7 2(5.4) 1(14.3) 5(13.5) - 6(16.2) 1(14.3) 16(43.2) 4(57.1) 8(21.6) 1(14.3)

8 1(2.7) 1(14.3) 1(2.7) - 1(2.7) - 20(54.1) 2(28.6) 14(37.8) 4(57.1)

9 2(5.4) 1(14.3) 2(5.4) - 6(16.2) 1(14.3) 22(59.5) 4(57.1) 5(13.5) 1(14.3)

10 - 1(14.3) 3(8.1) - 4(10.8) - 24(64.9) 5(17.43) 6(16.2) 1(14.3)

11 1(2.7) 1(14.3) 3(8.1) - 5(13.5) 1(14.3) 13(35.1) 5(71.4) 15(40.5) -

12 1(2.7) 1(14.3) 8(21.6) - 8(21.6) - 13(35.1) 4(57.1) 7(18.9) 2(28.6)

13 3(8.1) 1(14.3) 10(27.0) 1(14.3) 5(13.5) 1(14.3) 16(43.2) 3(42.9) 3(8.1) 1(14.3)

14 - 1(14.3) 1(2.7) - 3(8.1) - 17(45.9) 3(42.9) 16(43.2) 3(42.9)

15 3(8.1) 1(14.3) 3(8.1) 2(28.6) 4(10.8) - 11(29.47) 1(14.3) 16(43.2) 3(42.9)

16 2(5.4) - 5(13.5) 2(28.6) 2(5.4) 2(28.6) 16(43.2) 2(28.6) 12(32.4) 1(14.3)

17 1(2.7) - 3(8.1) 1(14.3) 4(10.8) - 14(37.8) 3(42.9) 15(40.5) 3(42.9)

18 5(13.5) 2(28.6) 9(24.3) 2(28.6) 5(13.5) 1(14.3) 18(48.6) 2(28.6) - -

19 4(10.8) 1(14.3) 1(2.7) - 4(10.8) - 18(48.6) 3(42.9) 10(27.0) 3(42.9)

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I work is a motivating factor, 3male respondents and 1 female respondent, 4 respondents are indecisive about the

statement while 30 male respondents and 6 female respondents agree with the statement. For statement no.11 i.e. my

financial appraisal is an important way to help me to continuously improve, 4male respondents and 1 female respondent

disagree, 6 respondents are indecisive about the statement while 28 male respondents and 5 female respondents agree

with the statement. For statement no.12 i.e. appreciation and recognition motivate me more than financial benefits,

9male respondents and 1 female respondent disagree, 8 respondents are indecisive about the statement while 20 male

respondents and 6 female respondents agree with the statement. For statement no.13 i.e. the personality of my

supervisor comforts me more than the monetary benefits, 13 male respondents and 2 female respondents disagree, 6

respondents are indecisive about the statement and 19 male respondents and 4 female respondents agree with the

statement. For statement no.14 i.e. a positive working environment is important for me to perform well on my job, 1

male respondent and 1 female respondent disagree with the statement and 3respondents are indecisive about the

statement while 33 male respondents and 6 female respondents agree with the statement. For statement no.15 i.e. I

make sacrifices today to benefit my future, 6 male respondents and 3 female respondents disagree with the statement,

4respondents are indecisive about the statement and 27 male respondents and 4 female respondents agree with the

statement. For statement no.16 i.e. I make sacrifices today to benefit my future, 7 male respondents and 2 female

respondents disagree with the statement, 4respondents are indecisive about the statement and 28 male respondents and 3

female respondents agree with the statement i.e. my motivation directly affects my performance level, 4 male

respondents and 1 female respondent disagree with the statement, 4respondents are indecisive about the statement and

29 male respondents and 6 female respondents agree with the statement. For statement no.18 i.e I perform well whether

I am satisfied and motivated with my job or not, 14 male respondents and 4 female respondents, 6 respondents are

indecisive about the statement and 18 male respondents and 2 female respondents strongly agree with the statement. For

statement no.19 i.e. I believe motivation and performance are strongly interrelated, 5 male respondents and 1female

respondent disagree and 4 respondents are indecisive about the statement whereas, 28 male respondents and 6 female

respondents strongly agree with the statement.

Table 4: Mean Ratings of factors of motivation and their relation with professionals studying in private

university

Motivational factors and their relation with performance

Mean Ratings Overall

Mean

Ratings Gender

Male Female

Priority of extrinsic rewards over the intrinsic rewards in the selection of a job. 3.43 3.00 3.36

Motivation to work hard through benefit packages 4.03 3.86 4.00

Motivation through learning opportunities is greater than the motivation through

benefit packages. 3.62 3.57 3.61

Financial needs are the main motivating factor for good performance in a job 3.89 2.86 3.73

Job security motivates to perform higher 3.73 3.71 3.73

Eager to gain quality experience 4.24 4.00 4.20

Learning opportunities motivate more than attractive salaries 3.62 3.57 3.61

Motivated if job requirements are aligned with skills. 4.22 4.14 4.20

Having autonomy causes motivation 3.70 3.57 3.68

Motivation because of good relationship with working partner 3.89 3.71 3.86

Motivational factors and their relation with performance

Mean Ratings

Overall

Mean

Ratings

Gender

Male Female

Financial appraisal, an important factor in continuous improvement. 4.03 3.43 3.93

Appreciation and recognition motivate more than financial benefits 3.46 3.86 3.52

Priority of supervisor‟s personality over the monetary benefits in making an employee

comfortable. 3.16 3.29 3.18

A positive working environment affects positively on job performance 4.30 4.00 4.25


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Table 4 shows the overall mean ratings of factors of motivation and their relation with the performance of the

employees studying in private university of Karachi.37 male and 7 female participated in this study. The table clearly

shows that the male respondents have significantly higher mean ratings on items: „priority of extrinsic rewards over the

intrinsic rewards in the selection of a job‟ (3.43), „motivation to work hard through benefit packages‟ (4.03), „financial

needs are the main motivating factor for good performance in a job‟ (3.89), „eager to gain quality experience‟ (4.24),

„motivated if job requirements are aligned with skills‟ (4.22), „having autonomy causes motivation‟ (3.70), „motivation

because of good relationship with working partner‟ (3.89), „Financial appraisal, an important factor in continuous

improvement‟ (4.03), „a positive working environment affects positively on job performance‟ (4.30), „making sacrifices

today to benefit future‟ (3.92), „promotion in future attracts more than the job security‟ (3.84) and „performance is not

affected by motivation‟ (2.97), almost equal on items: „motivation through learning opportunities is greater than the

motivation through benefit packages‟ ( m=3.62; f=3.57), „job security motivates to perform higher‟ ( m=3.73; f=3.71)

and „learning opportunities motivate more than attractive salaries‟ ( m=3.62; f=3.57).

Table 5: Overall mean ratings of the factors of motivation and their relation with the performance of

employees in Rank Order.

Female respondents have higher mean rating than male respondents on items: appreciation and recognition

motivate more than financial benefits (3.86), „priority of supervisor‟s personality over the monetary benefits in making

Making sacrifices today to benefit future 3.92 3.43 3.84

Promotion in future attracts more than the job security 3.84 3.29 3.75

Motivation directly affects the performance level 4.05 4.14 4.07

Performance is not affected by motivation 2.97 2.43 2.89

Motivation and performance are strongly interrelated 3.78 4.00 3.82

Motivational factors and their relation with performance Overall Mean

Ratings

A positive working environment affects positively on job performance 4.25

Eager to gain quality experience 4.20

Motivated if job requirements are aligned with skills. 4.20

Motivation directly affects the performance level 4.07

Motivation to work hard through benefit packages 4.00

Financial appraisal, an important factor in continuous improvement. 3.93

Motivation because of good relationship with working partner 3.86

Making sacrifices today to benefit future 3.84

Motivation and performance are strongly interrelated 3.82

Promotion in future attracts more than the job security 3.75

Financial needs are the main motivating factor for good performance in a job 3.73

Job security motivates to perform higher 3.73

Having autonomy causes motivation 3.68

Learning opportunities motivate more than attractive salaries 3.61

Motivation through learning opportunities is greater than the motivation through benefit packages. 3.61

Appreciation and recognition motivate more than financial benefits 3.52

Priority of extrinsic rewards over the intrinsic rewards in the selection of a job. 3.36

Priority of supervisor‟s personality over the monetary benefits in making an employee comfortable. 3.18

Performance is not affected by motivation 2.89

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an employee comfortable‟ (3.29), „motivation directly affects the performance level‟ (4.14) and „motivation and

performance are strongly interrelated‟ (4).

Table 5 shows the ranking order for the importance of factors of motivation and their relation with the

performance for the employees studying in one private university of Karachi. It is clear from the table that positive work

environment has strong impact on the job performance followed by the eagerness of gaining quality experience than the

aligning of job requirements with the skills. Both the male and female employees studying in one private university of

Karachi strongly believe that motivation directly affects the performance level and benefit packages cause motivation

followed by the financial appraisal for continuous improvement, motivation because of good relationship with working

partner, readiness for sacrificing today to benefit future. Both the male and female employees studying in one private

university of Karachi believe that motivation and performance are strongly interrelated. Moreover, the ranking order is

been followed in the way like Promotion in future and financial needs, autonomy, learning opportunities rather than the

benefit packages, appreciation and recognition more than the financial needs, priority of extrinsic rewards over the

intrinsic rewards while selecting a job. Priority of supervisor‟s personality over the monetary benefits in making an

employee comfortable has not got higher rating and the item with the least rating is that of performance is not affected

by motivation.

Discussion

The findings of this study follow the framework of Herzberg two-factor theory which is discussed earlier in the

literature review which states that employees are motivated by two factors. One is motivator, the intrinsic rewards and

the other is hygiene factors which are the extrinsic rewards hence the motivation in employees studying in one private

university of Karachi prove to be a balanced package of extrinsic and intrinsic rewards because according to table no.5,

the job performance and motivation are significantly affected by positive working environment, opportunity of gaining

quality experience, alignment of skills and job done by the employees and also through benefit packages. Similarly it is

proved by Sofat (2012) in her study of motivation on employee performance and Organizational, factors that affect

employee motivation are salary, job protection, promotion and appreciation as well as consideration, bonuses and

independence. This is similar to the previous study by Eisenberger, Rhoades, and Cameroon (2009) which determined

that rewards/pay for performance increase motivation among employees.

The findings also showed that 80% employees consider performance to be directly affected by motivation. This

result is similar to the study of Sofat (2012) in which 90% of the employees agreed to the point that motivation and

performance are related and therefore the organizational productivity is also affected with the level of motivation. In

addition to this Manzoor (2012) in her study of Impact of employees motivation on organizational effectiveness

concludes that motivated employees are good for a company‟s future overall performance and for the outcome of all

their assigned tasks.

It is evident with the higher mean rating of the male on item no.1, 2, 4, and 11 and lower mean rating on item

no.12 and13 in table no. 4 that male employees value extrinsic rewards and benefits more for motivation rather than the

intrinsic reward however, the male employees are more motivated with the learning opportunities also. Both male and

female employees are motivated if their job is aligned with their skills. Bull (as cited in Danish and Usman, 2010) state

that employees feel satisfied and motivated when they participate in difficult tasks where they practice their expertise

and talents. However, intrinsic rewards have their own contribution in the motivating process for employees. Following

the framework of Abraham Maslow‟s theory which is discussed in the literature review and the findings of Hansmann

(2010), this study shows that employees are motivated by needs which are evident from the strong positive responses on

item no.4 in table no.3. Job security motivates both the male and female employees almost equally. Male employees are

more eager to gain quality experience as shown in table no.4 with higher mean rating on item no.6.Male employees are

more motivated than the female employees if they are granted autonomy as shown in table 4 on item no.9.Male

employees, on item no.10 in table no.4 show significantly higher mean rating on the point of motivation because of

good relationship with working partner because males need to socialize more than the female employees. Chances of

promotion affect the motivation level in male employees more but it also affect on employees regardless of their gender

as Danish and Usman (2010) identify that there is a positive relation between opportunities of promotion and the

motivation at job. Appreciation and recognition affects the employees‟ motivation but it has a significant effect on the

female employees. As, Danish et al. further examine a positive relation between recognition and motivation.


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5. Conclusion & Recommendations

Conclusion

This research was carried out to know the factors of motivation and their relation with the performance of the

employees studying in one private university of Karachi. The findings of this study presented the factors of motivation

and further showed that the male employees are slightly more oriented towards the extrinsic rewards than the female

employees. However, they have same needs of learning opportunities and job security in order to get motivated and

perform well. This study will help the managers to motivate the employees in getting their superior work behaviors by

designing different benefit packages and rewards.

Recommendations based on the Findings

To accomplish organization‟s goals, motivation in employees is necessary because it would produce superior work

behavior and therefore, managers of the organizations should identify the motivational sources of their employees

because male and female employees are usually different in their motivational sources and the managers should give

strong importance on the needs that both, male and female employees have in common to get motivated.

Recommendations for the Future Research

Future researchers can gather more secondary data for the deep understanding of the topic and primary data for

generalizing the results on a larger segment. This research study was conducted in Karachi; future researchers can

conduct the same nature of study in other various cities of the different or the same country. Moreover, future

researchers can also get the data with respect to the different levels of management because employees have different

needs at different managerial levels.

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