Questionnaire - Frederick Herzberg\'s two-factor theory concludes that certain factors in the PDF

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Frederick Herzberg's two-factor theory concludes that certain factors in the workplace result in job satisfaction, but if absent, they don't lead to dissatisfaction but no satisfaction....

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Work Motivation Questionnaire 1. AimTo assess the work motivation of an individual using the work motivation questionnaire developed by K.G. Agarwal. 2. IntroductionThe word motivation has been derived from the Latin word “movere” which means “to move.” Motivation is defined as the process that initiates, guides, and maintains goal-oriented behaviours. It involves the biological, emotional, social, and cognitive forces that activate behavior. It can be described as goal-directed behaviour. People are motivated when they expect that a course of action is likely to lead to the attainment of a goal and a valued reward – one that satisfies their needs and wants. Work motivation is a psychological process that directs, energizes, and sustains action, in other words, it is “an inner desire to make an effort”. The two types of motivation are intrinsic motivation and extrinsic motivationIntrinsic motivation- It can arise from the self-generated factors that influence people’s behaviour. It is not created by external incentives. It can take the form of motivation by the work itself when individuals feel that their work is important, interesting and challenging and provides them with a reasonable degree of autonomy (freedom to act), opportunities to achieve and advance, and scope to use and develop their skills and abilities. Deci and Ryan (1985) suggested that intrinsic motivation is based on the needs to be competent and self-determining (that is, to have a choice). It can be enhanced by job or role design. Extrinsic motivation- It occurs when things are done to or for people to motivate them. These include rewards, such as incentives,

increased pay, praise, or promotion; and punishments, such as disciplinary action, withholding pay, or criticism. Extrinsic motivators can have an immediate and powerful effect, but will not necessarily last long. The intrinsic motivators, which are concerned with the ‘quality of working life’ (a phrase and movement that emerged from this concept), are likely to have a deeper and longer-term effect because they are inherent in individuals and their work and not imposed from outside in such forms as incentive pay. Theories of MotivationMaslow's Needs hierarchy Theory The American motivation psychologist Abraham H. Maslow developed the hierarchy of needs consisting of five hierarchic classes. According to Maslow, people are motivated by unsatisfied needs. The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as follows: ● Physiology (hunger, thirst, sleep, etc.) ● Safety/Security/Shelter/Health ● Social/Love/Friendship ● Self-esteem/Recognition/Achievement ● Self Actualization/achievement of full potential/can never be fully accomplished

The basic requirements build upon the first step in the pyramid: physiology. If there are deficits on this level, all behavior will be oriented to satisfy this deficit. Essentially, if you have not slept or eaten adequately,

you won't be interested in your self-esteem desires. Subsequently we have the second level, which awakens a need for security. After securing those two levels, the motives shift to the social sphere, the third level. Psychological requirements comprise the fourth level, while the top of the hierarchy consists of self-realization and self-actualization. Maslow's hierarchy of needs theory can be summarized as follows: ● Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not. ● Needs are arranged in order of importance to human life, from the basic to the complex. ● The person advances to the next level of needs only after the lower level need is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show. Herzberg's two-factor (Hygiene –Motivation) theory Frederick Herzberg's two-factor theory concludes that certain factors in the workplace result in job satisfaction, but if absent, they don't lead to dissatisfaction but no satisfaction. He distinguished between: ● Motivators (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and ● Hygiene factors (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation. Herzberg concluded that job satisfaction and dissatisfaction were the products of two separate factors: motivating factors (satisfiers) and hygiene factors (dissatisfiers). Some motivating factors (satisfiers) were: Achievement, recognition, work itself, responsibility, advancement, and growth. Some hygiene factors (dissatisfiers) were: company policy, supervision, working conditions, interpersonal relations, salary, status, job security,

and personal life. The name hygiene factor is used because, like hygiene, the presence will not improve health, but absence can cause health deterioration. 3. Review of LiteratureI. Varma S. in 2015 investigated the relationship between work motivation and quality of work life among garment sector executive employees. Quality of work life conditions and feelings were the independent variables of the study. Autonomy, work speed and routine, task related interaction, personal growth and opportunity, and work complexity were the sub factors of quality of work life conditions. Work motivation was the dependent variable of the study and was defined in terms of satisfaction in six areas i.e. dependence, organizational orientation, work group relations, psychological work incentives, material incentives and job situation. Results indicate that other than the relationship between few of the sub factors of both variables total quality of work life condition and feelings are not related with total work motivation. II. Kaushik N. in 2017 measured the work motivation and teaching effectiveness of government and private school teachers at secondary level. Teachers effectiveness Scale developed by Dr. Pramod Kumar and Dr D.N. Mutha and Work motivation questionnaire developed by Dr. K.G. Agarwal was used to measure the teacher effectiveness and work motivation of secondary teachers. The results reveal that Government teachers have a positive significant relationship between work motivation and teacher effectiveness, while Private teachers have positive insignificant relationship between work motivation and teacher effectiveness. III. Sharma G. et. al. in 2017 conducted a study to find out the work motivation level among college physical education lecturers working under K.U.K. & P.U.Chd. Work motivation was measured through

work Motivation Questionnaire (WMQ) by K.G. Agarwal (1971). Data was analyzed through t-test and it was found that lecturers of P.U.Chd. were highly work motivated than lecturers of K.U.K. in work group relations, psychological work incentive and material incentives dimensions of work motivation whereas no significant difference was found in remaining sub dimensions of work motivation i.e. dependence, organization orientation and job situation. IV. Beri N. et. al. (2019) carried out a study with the aim to compare the level of workplace happiness, work motivation, commitment and job satisfaction with respect to gender of secondary schools’ teachers under Samdrup jongkhar and Trashigang districts of Bhutan. Sample participated in the study was 225 (Male = 140, female = 85) from 10 secondary schools from two districts (Samdrupjongkhar & Trashigang) of Bhutan. The result in the present study revealed that the female teachers are having higher work motivation, organizational commitment and job satisfaction in comparison to male teachers of those selected secondary schools in two districts. V. Singh S.P in 2016 examined the impact of work motivation on job satisfaction. A sample of 240 teachers was randomly taken from selected professional Institutions of Western UP in India. The sample was administered the measures of work motivation and job satisfaction. Results revealed that Work Motivation had a significant impact on job satisfaction of teachers in professional Institutions. 4. MethodI. Description of the testWMQ developed by Agarwal K G (1990) is used to measure the work motivation of the sample. It consists of 26 Likert type items with 5 alternatives. It is used to measure the work motivation of employees of different strata in any industry or organization.

This questionnaire consists of 6 dimensions namely Dependence, Organizational orientation, Work group relations, Psychological work incentives, Material incentives and Job situation. ❖ ReliabilityInternal consistency of the instrument was found out by split half method. The reliability co- efficient by Spearman Brown formula was very high i.e. 0.99. ❖ ValidityFace validity, items validity and factorial validity were established for the scale. Face validity computed by taking the opinion of22 judges and resulted in high agreement for different items of ranking. Item validity was established by correlating each item with total scores and obtained co-efficient varying from 0.24 to 0.67 (all are significant beyond 1% level). Factorial validity was computed by using the principal component method (by carrying out varimax rotation criteria). Six factors were identified and these factors were found to measure what intended to measure. ❖ ApplicationsThe work motivation can be used to measure several concepts like● The level of work motivation and job satisfaction on several levels in different sectors in India. ● The correlation between extrinsic or intrinsic motivation and job satisfaction in people. II.

Material RequiredWork Motivation Questionnaire and WMQ Manual, Pencil, Paper and Stopwatch.

III.

Demographic Information of the participantName - S.S Age- 26 years old Educational Qualification- MBA Gender- Male Occupation- Human Resource

IV.

AdministrationIt is a self-administering scale appropriate for individual and group testing. Good rapport between testee and tester is important in administering the test. Instructions to answer the items are printed on the title cover of the test booklet. There is no limited time period for completion of the test items. It was administered on college students.

V.

Instructions“For the purpose to understand your organisation in a better perspective, on the following pages 26 statements have been given. Each statement has five alternatives for an answer. You are to put a mark in the proper alternative box which is close to your answer for the statement. Mark only one alternative for each statement. Answer to all the 26 statements. Though there is no time limit, you can conveniently do this questionnaire in 15 minutes. Your answer will be kept confidential.”

VI.

ProcedureThe participant entered inside the room and gave the instructions along with the assurance that their name will not be disclosed to anyone. As the rapport was already formed and the participant was comfortable they were able to attempt it easily while asking doubts freely whenever faced with one.

VII.

Observational ReportAs the participant was comfortable he was able to attempt the test and did it within 20 minutes. He had to think and give time to several statements before marking an option.

VIII. Introspective Report“The test didn’t take long to finish so it was not monotonous but the statements really needed some thinking to do”. IX.

PrecautionsThe following precautions were taken while the test was being

conducteda. Though, there was no fixed time limit but it was still made sure that the participant didn’t take that long. b. The test was being conducted in a room with minimum noise and distractions. X.

Scoring of the Test: This scale consists of 5 responses ‘very satisfied’ to ‘very dissatisfied’. For the positive items the scoring is 5 for ‘very satisfied’ and ‘very dissatisfied’. But for the negatively keyed items the scoring is in reverse order i.e. 1 for ‘very satisfied’ and 5 for ‘very dissatisfied’. The possible total raw score for this scale ranges from 26 to 130.

This scale is multidimensional yielding six dimensions. Further, dimension wise scores are obtained by adding all the items scores thus obtained are transformed into standard (T) scores. 5. Results ObtainedFactor

I

II

III

IV

V

VI

Total Score

Raw Score

20

23

13

16

12

13

97

Z- score +0.11

+0.78

+0.14

+1.00

+0.85

+1.18

+0.30

Grade

C

D

D

C

C

D

D

Work Motivation Level

Average/Moderate

Table 1. Result table of WMQ based on six factors. From table 1 it can be seen that there are six factors based on which work motivation is being measured. For the first factor the raw score is 20 with z-score +0.11 and grade D, likewise, factor III and IV have the same grade with score 13 (+0.14) and 16 (+1.00), respectively. Factor II, V and VI scored grade C with raw score as 23, 12 and 13 along with z-score being +0.78, +0.85 and +1.18, respectively. Overall the total score is 97, with z-score +0.30 and grade D. This shows the work motivation level of the subject is around Average/Moderate. 6. Discussion and ConclusionThe aim of the practical was to measure the work level motivation in an individual with the help of Work Motivation Scale by K.G. Agarwal. This questionnaire consists of 26 items which are divided into six factors that measure the motivation of an individual towards their work and what they think about their organisation. As it can be seen from table 1, the subject scored 20 with z-score +0.11 and grade D in Factor 1 which is

‘Dependence’, this shows how much an individual depends on others for cooperation, recognition and, perhaps trust. The II factor is based on ‘Organisational Orientation’ which is about the activities on the work front, under this the subject scored 23, z-score of +0.78 and grade C. ‘Work group relations’ determine the kind of work an individual has to do, being Factor III the participant scored 13 with z-score of +0.14 and grade D. Factor IV is ‘Intrinsic Motivation’ which refers to internal motivation of an employee to work like job satisfaction, he scored 16, z-score +1.00 and grade D. Breaks during work hours, salary and chances of getting promoted is what can be described as ‘Material Incentives’ of Factor V, the subject scored 12, z-score of +0.85 and grade C. Lastly, the VI factor which is ‘Job Situation’ comprises three variables, chances of learning, chances to use abilities and general pattern of working, in this the score was 13, z-score +1.18 and grade C. Overall, the total score was 97, z-score as +0.30 and fell in the category of Average/Moderate level of work motivation. From various studies it can be found that work motivation and engagement level is higher in females than males, so it might be the reason why the subject has only an average level of motivation towards work (Beri N. et al. 2019). This issue can be resolved by letting the employees talk with each other so that their relations improve, by not interfering in their work but by encouraging them to give their best, increase their material incentives it is important that the organisation give them the freedom to take breaks but also set a limit to it which will directly increase their intrinsic motivation. Lastly, to improve their job situation, they can be given several opportunities to learn and apply their skills. All these suggestions can increase the motivation in an employee for work. References1. Arora, S. (2014). WORK MOTIVATION IN ENTREPRENEURS. Social Science International, 30(2). 2. Gyeltshen, C., & Beri, N. (2019). COMPARISON ON THE LEVELS OF WORKPLACE HAPPINESS, JOB SATISFACTION,

ORGANIZATIONAL COMMITMENT AND WORK MOTIVATION WITH RESPECT TO GENDER. 3. KAUSHIK, D. N., VERMA, D., & STUDENT, M. WORK MOTIVATION AND TEACHERS EFFECTIVENESS OF GOVERNMENT AND PRIVATE SECONDARY SCHOOL TEACHERS. 4. Singh, S. P., & Sharma, H. K. (2016). Impact of Work Motivation on Job Satisfaction of Teachers in Professional Education. The International Journal of Research Publications. Research Journal of social science and management, 6(05), 90-96. 5. Varma, S. (2015). Quality of work life and work motivation among garment sector executive employees. The International Journal of Indian Psychology, 3(1), 115-123....