The document discusses factors affecting motivation, job satisfaction and productivity related to an organizational research proposal. It outlines the objectives of determining the relationship between motivation, job satisfaction and productivity on organizational performance. Several hypotheses are proposed regarding the relationship between motivational factors and productivity, job satisfaction and employee performance. Key variables like motivation and job satisfaction are defined and operationalized. The literature review discusses theories of motivation and how motivational factors can influence job attitudes and productivity.

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Factors effecting motivation and productivity related to job satisfaction
(PROJECT- SYNOPSIS)
BBA - 6
Foundation University Institute of
Engineering And Management Sciences
RESEARCH PROPOSAL
SUBMITTED BY
 SAIFULLAH MALIK
 BILAL AHMAD
 IBRAHEEM ANSER
 RAHEEM ANSER
 KHALID RAZZAQ
SUBMITTED TO
 DR. IQBAL SAIF

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Research Proposal Submission Approval Form
(Supervisor)
RESEARCH PROPOSAL
SUBMITTED BY registration no
 SAIFULLAH MALIK
 BILAL AHMAD
 IBRAHEEM ANSER
 RAHEEM ANSER
 KHALID RAZZAQ
Management Science
(Discipline)
Candidate for the degree of BBA (Hons)
This research proposal has been read by me and has been found to be satisfactory regarding
content, English usage, format, citations, bibliographic style, and consistency, and is ready for
submission for defense before the graduate studies committee
June 2, 2010
Prof.Dr. Iqbal Saif
(Thesis Supervisor)

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Table of content
 Abstract
Chapter1: introduction
 Introduction
 Knowledge gap
 Objectives
 Research problem
 Significance of the problem
Chapter 2: Literature review
 Literature review
Chapter3: theoretical frame work (hypothesis, variable and indicators)
 Theoretical framework
 Development of hypothesis
 Operationlization of concepts and variable
Chapter 4: Research Design
 Questionaire
 Bibliography

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ABSTRACT
Work is an important event, a fact that is inevitable in the life of an individual
whatever form, it is done, it is an activities and source of satisfaction ones
needs. Employee try to find satisfaction in what they do and as a result the
manager should be able to understand the problems faced by his workers and
find a way of satisfying their needs and aspiration.
Motivation or Productivity is an important success factor for all organizations
and, thus, it should also be managed. Motivation or Productivity measurement is
a traditional tool for managing motivation or productivity. There are several
different methods for motivation or productivity measurement. In certain
situations, these traditional methods may not be applicable suggesting that there
is a need for other kind of measures. Subjective productivity measures are not
based on quantitative operational information. Instead, they are based on
personnel’s subjective assessments. The data is collected, e.g., using
questionnaires.
Our basic research proposal is on the motivation or productivity effects in job
satisfaction or not.
Our synopsis is on assumptions we need a feedback from our supervisor

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Chapter 1: INTRODUCTION
MOTIVATION:
Motivation is the internal condition that activates behavior and gives it direction; and
energizes and directs goal-oriented behavior.
Motivation is the activation or energization of goal-oriented behavior. Motivation may
be intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can
also be used to describe the causes for animal behavior as well.
 Intrinsic motivation
comes from rewards inherent to a task or activity itself - the enjoyment of a puzzle or
the love of playing.[1] This form of motivation has been studied by social and educational
psychologists
 Extrinsic motivation
comes from outside of the performer. Money is the most obvious example, but coercion
and threat of punishment are also common extrinsic motivations.

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JOB SATISFACTION:
The sense of fulfillment and pride felt by people who enjoy their work and do it well.
This feeling is enhanced if the significance of the work done and its value are recognized
by those in authority.
The sense of fulfillment and pride felt by people who enjoy their work and do it well.
Various factors influence job satisfaction, and our understanding of the significance of
these stems in part from Frederick Hertzberg. He called elements such as remuneration,
working relationships, status, and job security "hygiene factors" because they concern
the context in which somebody works. Hygiene factors do not in themselves promote
job satisfaction, but serve primarily to prevent job dissatisfaction. Motivators contribute
to job satisfaction and include achievement, recognition, the work itself, responsibility,
advancement, and growth. An absence of job satisfaction can lead to poor motivation,
stress, absenteeism, and high labor turnover.
Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of one’s job an affective reaction to one’s job; and an attitude towards one’s
job.Weiss (2002) has argued that job satisfaction is an attitude but points out that
researchers should clearly distinguish the objects of cognitive evaluation which are
affect (emotion), beliefs and behaviors. This definition suggests that we form attitudes
towards our jobs by taking into account our feelings, our beliefs, and our behaviors

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PRODUCTIVITY
Productivity has been generally defined as a ratio of a measure of output to a
measure of some or all of the resources used to produce this output. Defined in
this way, one or a number of input measures can be taken and compared with
one or a number of output measures.
Productivity ratios usually relate units of one single input, for example $'s labor cost,
number of worker days or total cost, to one single output, for example financial measures
such as profit or added value, or physical measures such as tonnes produced or standard
minutes of work produced.
 Efficiency
The concept of efficiency presupposes an ability to identify a change in the
productivity ratios. Managers are more likely to want to compare with their
competitors and assess the scope there might be for productivity improvement.
Efficiency takes this aspect of productivity into account and makes comparisons
to some known potential.
Traditional labor measures of productivity where standard hours are compared
to productive hours give good examples of efficiency measures, as they give both
an index of labor productivity as well as a concept of how well labor is working
or being utilized. Such measures show whether organizations are 'doing things
right', but they give no indication of whether an organization is doing the 'right
things'.

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 Effectiveness
Simon (1957) defined the criterion of efficiency as dictating "that choice of
alternatives which produce the largest result for the given application of
resources". The conclusion to this approach has led, it is claimed (Minzberg
(1982)), to "the maximization of efficiency as a value".
In practice it does not mean the greatest benefit for the cost, but instead the
greatest measurable benefit for the measurable cost. Baldamus (1961) points out
that "as the word efficiency has no scientific fundament, we are inclined to
assume without question that to maximize efficiency is desirable if not indeed
the chief purpose of industrial enterprise". Writers have related the
preoccupation with efficiency to the development of a measurement cult that
precludes many of the less quantifiable yet nevertheless essential ingredients of a
successful enterprise.

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KNOWLEDGE GAP
After World War II, early retirement became the norm. In 1900, almost 70% of
American men age 65 or older were working. By 1950 the percentage had fallen
to 46%, and by 1980 it had fallen to just over 19% (Mor-Barak and Tynan, 1993).
This trend, however, began reversing in the early 1990s. Since 1990 the number
of men working beyond the traditional retirement age of 65 has increased 34%.
Almost 60% of current workers age 19 and older expect to work past the age of
65 (Sullivan and Duplaga, 1997).
Description of the Problem
In order to meet the demands of the 21st century, companies must attract,
motivate, and retain a cadre of productive knowledge workers older than 55
years. Some prominent theorists in human behavior contend that retention and
productivity of workers is a function of how well the individual is motivated.
Herzberg, Mausner, and Snyderman (1959) contended that "a demonstration of
the relationship between measures of attitudes and resulting behaviors is of the
first importance." Their research focused on "factors in job attitudes,” relating to
workers without regard to age. Little research has been focused in the factors
contributing to retention and motivation of workers. Considering the reality and
urgency of the need for motivation and retention of the older worker in the
workforce, the quantity of research, studies, and publications is inadequate
(Forte and Hansvick, 1999).

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RESEARCH OBJECTIVES
The general objective of this study is to determine the
relationship of motivation, job satisfaction and productivity,
to the organizational performance
The specific objectives are to:
1. Determine the levels motivation, job satisfaction and productivity
2. Determine how much variance in organizational performance
can be explained by scores on ; motivation, job satisfaction and productivity
3. Determine the best predictor of organizational performance:
motivation, job satisfaction and productivity
RESEARCH PROBLEM
1. Is there any relationship between motivational factors and higher
productivity ?
2. Is there any relationship between motivational factors and workers
productivity ?
3. Is there any relationship between motivational factors and attitude to
work ?
4. Is there any relationship between motivational factors and approach to
work of less experienced?
5. Is there any relationship between motivational factors and approach to
work of old members with in organization?

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6. Is there any relationship between motivational factors and attitude to
work of young members of staff in Organization?
PURPOSE OF STUDY
The research will attempt to proffer answers to the question agitating the minds
of management of the organization, as to what to do to adequately motivate her
workers to contribute their quota to their company’s productivity and growth
The research also will look at motivation from the perspective of the workforce.
While seeking to refute or validate the various models and theories of
motivation by finding out from the “horse mouth” what really motivates the
workers in the organization of today and the causes of poor performance and
productivity.
The purpose of this study include finding our whether there is any relationship
between adequate motivational factors and productivity to work among
management, senior staff, junior staff and contract staff respectively of the
organization under study.

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Chapter2: LITERATURE REVIEW
LITERATURE REVIEW
Work is an important event, a fact that is inevitable in the life of an individual
whatever form, it is done, it is an activities and source of satisfaction ones
needs. Employee try to find satisfaction in what they do and as a result the
manager should be able to understand the problems faced by his workers and
find a way of satisfying their needs and aspiration
The general assumption is that an adequately motivated worker will in turn give
in his or her best towards the attainment of a general consensus. Consequently
when a worker is motivated the question of poor performance and inefficiency
will be forgotten issue in an organization. Manager who are successful in
motivating employees are made often providing an environment in which
appropriate or adequate goals called incentive are made available for the
needed satisfaction of the employee.
A good number of workers are adequately paid in their jobs so as to work hard
and maintain a high standard of productivity while some even work hard but do
not receive much material gains to show for it. The issue under consideration is
how does a worker in an organization with a particular set of needs achieve the
reward he desires? Generally management do withhold rewards to motivate

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employee to achieve high performance or productivity.
Today manager cannot rely solely on the manipulation of pay, benefit or
working conditions to encourage workers to perform effectively and efficiency.

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Chapter3: Theoretical Frame Work (hypothesis, variable and indicators)
HYPOTHESES
I believe that work can be meaningful and satisfying to a given job in office
only when it elicits and stimulates his inner motivation. These views raise some
research questions, which form the basis of the hypotheses for this study. To
put this in proper perspective, the following hypotheses were formulated for
testing.
1. The significant relationship between motivational factors and
work productivity.
2. In the organization will performance better when the satisfaction the
workers derives from doing their work outweighs the discomfort and
sacrifices that are involved.
3. Monetary incentives and rewards exert a stronger influence on
workers than any form of motivational incentive
4. The job itself is meaningful to the satisfaction of the worker

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VARAIBLES:
DEPENDENT: (JOB SATISFACTION)
Job satisfaction is dependent variable because when employee’s motivation is
high than they satisfy with their job so they perform their work with full
attention and concentration and it is beneficial for the organization it is positive
sign for company growth.
INDEPENDENT :( MOTIVATION)
Motivation is independent variable because when motivation is high than the
employees satisfy with their job motivation increase the employee’s will power
motivation is helpful foe company growth motivation is very important element
in company progress
MOTIVATION JOB SATISFACTION
(Independent) (Dependent)
PRODUCTIVITY
MODERATING
MOTIVATION JOB SATISFACTION
(Independent) (Dependent)
PRODUCTIVITY EMPLOYEES PERFORMANCE

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INTERVENING
MOTIVATION JOB SATISFACTION
(Independent) (Dependent)
PRODUCTIVITY EMPLOYEES PERFORMANCE
T1 T2
OPERATIONALIZATION OF THE CONCEPT AND VARIABLES
Hypothesis 1: the significant relationship between motivational factors and
work productivity
To better understand employee attitudes and motivation, Frederick Herzberg
performed studies to determine which factors in an employee's work
environment caused satisfaction or dissatisfaction.
The studies included interviews in which employees where asked what pleased
and displeased them about their work. Herzberg found that the factors causing
job satisfaction (and presumably motivation) were different from those causing
job dissatisfaction. He developed the motivation-hygiene theory to explain these
results. He called the satisfiers motivators and the dissatisfiers hygiene factors,
using the term "hygiene" in the sense that they are considered maintenance
factors that are necessary to avoid dissatisfaction but that by themselves do not
provide satisfaction.

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FACTORS AFFECTING JOB ATTITUDES
Leading to Dissatisfaction Leading to Satisfaction
Company policy Achievement
Supervision Recognition
Relationship w/Boss Work itself
Work conditions Responsibility
Salary Advancement
Relationship w/Peers Growth
Motivation towards better performance depends on the satisfaction of needs for
responsibility, achievement, recognition and growth.
Needs are felt, and their intensity varies from one person to another and from
time to time, and so does the extent to which they are motivating.'
'Behaviour is learned, earned reward encourages even better performance, thus
reinforcing desired behaviour'.
o Primary Needs
 Physiological. Survival needs. Examples: Food, drink, health.

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 Safety. Physical and emotional security. Such as clothing, shelter, protection
against attack (unemployment benefits, redundancy pay, old age pension).
 Affection needs. Affection and the need to belong. Examples: Family unit,
other small groups such as work groups.
 Esteem needs. For self-respect, for accomplishment, for achievement. The
achievement must be recognized and appreciated by someone else.
 Self-fulfillment needs. To utilize one's potential to the maximum working
with and for one's fellow beings
 Higher Order Needs
Once primary needs are satisfied they cease to act as drives and are replaced by
needs of a higher order. So that higher order needs are predominant when
primary needs are satisfied.
Hypothesis 2: In the organization will performance better when the
satisfaction the workers derives from doing their work outweighs the
discomfort and sacrifices that are involved
Seeks to provide practitioners of management with a sense of the importance of
strategically leveraging social responsibility in that it provides a sustainable
competitive advantage and requires a culture that can successfully execute a
combination of activities. These activities include deeply studying the forces that
can shape the future of the industry and gathering intelligence about current and
potential social and political issues, involvement of stakeholders, managing
stakeholder expectations, decision making, incorporating the decisions into the

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strategic plan and tactical activities, communicating symbols to stakeholders,
and ethical business behavior.
Hypothesis 3: Monetary incentives and rewards exert a stronger influence on
workers than any form of motivational incentive
A review of the applied literature on practices and actual examples in the
Pittsburgh area have shown that innovative responsible strategy, exceeding
government requirements and considering multiple stakeholders, is a long-term
objective.
Early research suggested that when extrinsic rewards such as monetary
incentives were linked to performance on interesting and appealing tasks,
intrinsic motivation decreased. The reason for this effect was that when workers
were rewarded for doing work they already enjoyed, they observed themselves
accepting a reward and inferred that they must be working for the reward rather
than for intrinsic enjoyment of the task. Extrinsic rewards thus dampened
intrinsic interest (Deci; Lepper, et al.). This finding received a great deal of
attention, but subsequent research, however, provided limited support. One
review of 24 relevant studies found that while 14 reported a negative impact of
extrinsic rewards on intrinsic motivation, 10 reported no such impact (Boon &
Cummings). It is now clear that extrinsic rewards can impair orenhance intrinsic
motivation, depending upon how the rewards are constructed and construed.
Harackiewicz, Manderlink, and Sansone explain that rewards have three aspects:
evaluation, performance feedback, and reward value. Each aspect can have a

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different impact on intrinsic motivation. The evaluation aspect promotes feelings
of external control and thus reduces intrinsic motivation. The feedback aspect
promotes feelings internal control and thus enhances intrinsic motivation. The
reward value aspect � the incentive as a symbolic cue of achievement � makes
competence salient and thus enhances intrinsic motivation. In a series of
experiments, Harackiewicz and colleagues showed that introducing contingent
rewards can either enhance, inhibit, or have no effect on intrinsic motivation,
depending upon which of the three aspects is made most salient. Other
researchers have obtained similar results (Enzle & Ross). Researchers are just
starting to address the most interesting question: under what conditions will a
given aspect be most salient
Hypothesis 4: The job itself is meaningful to the satisfaction of the worker
Managing Job Satisfaction.
Increasing job satisfaction is important for its humanitarian value and for its
financial benefit.
Job Satisfaction Is A Motivating Factor , due to its effect on employee behavior.
Various Researches have included measures of job satisfaction in all our
employee surveys. Clear patterns have emerged.
Employees with higher job satisfaction:
believe that the organization will be satisfying in the long run
care about the quality of their work are more committed to the organization
have higher retention rates, and are more productive.

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Frequently, work underlies self-esteem and identity while unemployment lowers
self-worth and produces anxiety. At the same time, monotonous jobs can erode a
worker's initiative and enthusiasm and can lead to absenteeism and unnecessary
turnover. Job satisfaction and occupational success are major factors in personal
satisfaction, self-respect, self-esteem, and self-development. To the worker, job
satisfaction brings a pleasurable emotional state that often leads to a positive
work attitude. A satisfied worker is more likely to be creative, flexible,
innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is
motivated and committed to high quality performance. Increased productivity—
the quantity and quality of output per hour worked—seems to be a byproduct of
improved quality of working life. It is important to note that the literature on the
relationship between job satisfaction and productivity is neither conclusive nor
consistent. However, studies dating back to Herzberg's (1957) have shown at
least low correlation between high morale and high productivity, and it does
seem logical that more satisfied workers will tend to add more value to an
organization. Unhappy employees, who are motivated by fear of job loss, will
not give 100 percent of their effort for very long. Though fear is a powerful
motivator, it is also a temporary one, and as soon as the threat is lifted
performance will decline.

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Tangible ways in which job satisfaction benefits the organization include
reduction in complaints and grievances, absenteeism, turnover, and termination;
as well as improved punctuality and worker morale. Job satisfaction is also
linked to a more healthy work force and has been found to be a good indicator of
longevity. And although only little correlation has been found between job
satisfaction and productivity, Brown (1996) notes that some employers have
found that satisfying or delighting employees is a prerequisite to satisfying or
delighting customers, thus protecting the "bottom line." No wonder Andrew
Carnegie is quoted as saying: "Take away my people, but leave my factories, and
soon grass will grow on the factory floors. Take away my factories, but leave my
people, and soon we will have a new and better factory" (quoted in Brown, 1996)
Chapter 4: Questionnaire

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This questionnaire is designed for academic purpose to carry out research in job
environment to check the level of motivation in employees for organization and
their job satisfaction. Your answers would be used for further research on this
topic.
Age :__________( in years)
Gender: Male Female
Education: Undergraduate Graduate Masters PhD /
M.Phil
Job Category: Top Management Middle Management
Lower Management
Strongly Disagree Neither Agree Agree Strongly
Agree
Disagree nor Disagree
1 2 3 4 5
Kindly encircle the selected answer number in the given box.
MOTIVATION
I arrive at the office on time and do not leave early.
1 2 3 4 5

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I expect the same levels of accuracy in my own work as my employees
1 2 3 4 5
I do not blame others. I take responsibility for my part in mistakes.
1 2 3 4 5
I do not encourage gossip or rumor.
1 2 3 4 5
I ensure that staff has the training they require.
1 2 3 4 5
I participate in training to improve my own skills and competencies.
1 2 3 4 5
Being expected to take responsibility for tasks
1 2 3 4 5
Having to train a new member of staff
1 2 3 4 5
I do not build rapport with my team by sharing my weaknesses and fears. I am honest
but professional
1 2 3 4 5
I trust my staff.
1 2 3 4 5
JOB SATISFACTION
Other people view my job as a valuable profession.
1 2 3 4 5
I am satisfied with the way that this agency is managed.
1 2 3 4 5
I am confident of my abilities to succeed at my work.
1 2 3 4 5
I believe that my position at work is a professional position.
1 2 3 4 5
I am satisfied with my income.
1 2 3 4 5
I believe that my supervisors care deeply for me and for our clients.

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1 2 3 4 5
I believe that the work atmosphere is friendly.
1 2 3 4 5
My superior encourages my development.
1 2 3 4 5
My associates are committed to doing quality work.
1 2 3 4 5
The purpose of my company makes me feel that my job is important
1 2 3 4 5
Motivation
(1) I take time to understand different kinds of 1 2 3 4 5
motivation.
(2) I provide regular positive feedback to the
people who work with me. 1 2 3 4 5
3) I pay more attention to the positive things
people do rather than the negative. 1 2 3 4 5
(4) People who work for me would say that I
genuinely care for them as individuals. 1 2 3 4 5
(5) I set clear achievable goals with people. 1 2 3 4 5
(6) I make regular efforts to build trusting
professional relationships. 1 2 3 4 5
(7) I ensure that the employees have the tools
they need and a healthy working environment. 1 2 3 4 5
(8) I try to find creative ways to vary people’s
roles and responsibilities. 1 2 3 4 5
(9) I make sure people know when they have
done a great job. 1 2 3 4 5

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(10) I look for ways to increase people’s level of
engagement. 1 2 3 4 5
Job Satisfaction
(1) I had a good idea of what this position involved 1 2 3 4 5
before I began
(2) I have ample opportunities for advancement in this
profession. 1 2 3 4 5
(3) If I felt that I needed extra training, it would be
made available for me. 1 2 3 4 5
(4) I believe that my supervisors care deeply for me and
for our clients. 1 2 3 4 5
(5) I am satisfied with the benefits offered to me
through this job. 1 2 3 4 5
(6) I regularly think/worry about work issues when I
am at home. 1 2 3 4 5
(7) I feel overwhelmed by my responsibilities at
work and my work activities are personally meaningful 1 2 3 4 5
to me.
(8) Having good equipment to work with is important 1 2 3 4 5
to employees.
(9) I am fully able to use my skills in this position. 1 2 3 4 5
(10) I am confident of my abilities to succeed at work 1 2 3 4 5
PRODUCTIVITY (Performance Assessment Questions)
• What should the employees be doing now that they are not doing?

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• What are the employees doing now that they should not be doing?
• When the employees are working most effectively, what does it look like?
• What is preventing them from reaching the goal you have envisioned?
• Do they know the standards that are expected of them?
• Are the standards reasonable and achievable?
• Do they have the proper job aids and other performance tools to work to
standard?
• What would you like to see changed that would help you to work more
effectively?
• What would you like to see invented that would help you work more
effectively?
• What are your competitors doing better than you are?
• What do your customers want that you are not providing?

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behaviour.htm
http://www.enotes.com/business-finance-encyclopedia/job-satisfaction
http://www.garnetroom.com/id40/employee_motivation_questionnaire_free.html
www.shl.com
http://www.shldirect.com/motivation_questionnaire.html
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