MO Group Assignment in motivation and change management

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Table of content
1.0 Introduction to Ceylon Biscuits Limited.............................................................. 4
2.0 Employee Motivation in Ceylon Biscuits Limited................................................. 5
2.1 Motivational Theories those used in Evaluation............................................... 5
2.1.1 Designing Evaluation Questionnaire...................................................................6
2.2 Analysis and interpretation of the Evaluation........................................................ 7
2.2.1 Rank order of motivational factors .....................................................................7
2.2.2 Classification of factors according to Maslow’s hierarchy of needs....................... 7
2.2.3 Responses to statement in section C ...................................................................8
2.2.4 Graphical Illustration of individual factor averages............................................ 11
2.3 Recommendations ............................................................................................... 12
2.3.1 Salary............................................................................................................. 12
2.3.2 Opportunity for advancement & growth............................................................ 12
2.3.3 Recognition and appreciation of achievements. ................................................. 12
2.3.4 Training and development ............................................................................... 13
2.3.5 Performance appraisal..................................................................................... 13
2.3.6 Locus of control.............................................................................................. 14
3.0 Change Management strategies in Ceylon Biscuits Limited............................... 14
3.1 One of the Major Change Project in Ceylon Biscuits Limited’s sales force .......... 14
3.2 Proactive Change strategies in Ceylon Biscuits Limited...................................... 18
3.2.1 John Kotter’s Eight Steps and Ceylon Biscuits Limited...................................... 18
3.2.1 .1 Create sense of urgency............................................................................ 18
3.2.1.2 Form a powerful guiding coalition ............................................................. 19
3.2.1.3 Create uplifting vision and strategy............................................................ 19
3.2.1.4 Communication vision strategies ............................................................... 19
3.2.1.5 Remove obstacles and empower people to move......................................... 19
3.2.1.6 Create visible progress.............................................................................. 19
3.2.1.7 Consolidate improvement and produce still more change ............................ 19
3.2.1.8 In sectionalize new approaches.................................................................. 20
3.2.2 Kurt Lewin’s Change Management Model and CBL.......................................... 20
3.2.2.1 Unfreeze.................................................................................................. 20
3.2.2.2 Change .................................................................................................... 20
3.2.2.3 Refreeze................................................................................................... 20
3.2 Recommendations to improve Changes.......................................................... 21
Appendix ...................................................................................................................... 22

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Questionnaire............................................................................................................ 22
References..................................................................................................................... 28

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Executive Summary
This is an independent group assignment done by our group members for the subject
of Management of organization. We have used Ceylon Biscuits Limited for this
assignment. CBL is the one of the most reputed food manufacturing Company in Sri
Lanka and they export their products to more than forty countries. They always are
doing innovative products.
In this study ,we have studied How well does the Ceylon Biscuit Limited motivates its
workforce and What are the principal mechanisms in use to motivate employees, do
they fluctuate by grade? What are the main problems connected with using this type
of motivation approach and how would you indorse that the organization remedies
them
Not only that we have studied, how would we designate the CBL readiness for
change? Are proactive strategies in place to ensure that the CBL is well placed for
future changes and how have major change projects been handled in the past and what
recommendations do we have to improve the process going forward?
We have got latest management, strategic management, Change management and
Human resources management theories for this independent assignment not only that
we have done a small independent research for motivates the CBL workforce.

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1.0 Introduction to Ceylon Biscuits Limited
In Sri Lanka, Ceylon biscuit limited (CBL) is one of the biggest companies in Sri
lanka and global world, CBL manufactures are well known in large numbers of
brands in biscuits, confectionery, cereal, organic product and various kind of other
manufactures. There is several kind of principal affect for the success of the company.
There are over the 40 years of experiences, technology and leadership and the quality
of the products. CBL is achieving their vision while becoming number one biscuit,
chocolates and confectionary manufactures in Asia by developing work force and
country. In Sri lanka market a lot of CBL brands market leader Munchee biscuits,
Lanka soy, Ritz bury, Tiara, Go jelly and Samaposhas are some of the examples.
Figure 1 CBL's Product Mix
Ceylon Biscuits Limited
Product Mix
Biscuits
Sweet Biscuits
Crackers
Puffs
Savoury Biscuits
Cream Biscuits
Marie
Cookies
Assorted
Herbal
Wafers
Carols
Others
Chocolates
Chocolate
Coated Biscuits
Chocolate slabs
Miniature
Cateres Range
Chocolate
Coated Beans
Chocolate
Coated Balls
Chocolate
Coated Candy
Bars
Speacialty
Chocolates
Chocolate
Coated Wafers
Soya Based
Products
Chicken
Flavoured
Mutton
Flavoured
Seafood
Flavoured
Vegetarian
Flavoured
UnFlavoured
Cakes
Layer Cakes
Portion Cake
Sponge Cake
Swiss Roll
Cereal Products
Breakfast Cereal
Energy Cereal
Cereal Pops
Cereal Bars
Jelly
Ready to eat
Jelly
Kids Range
Crystal Range
Herbal Porridge Soups
Organic
Products

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2.0 Employee Motivation in Ceylon Biscuits Limited
2.1 Motivational Theories those used in Evaluation
In the try to identify the specific forces which motivate employees, content theories
focus on both Intrinsic (needs and motives) and extrinsic motivators (money and
status) which can motivate Employees.
Some of the most popular and best Known of these older content theories of
motivation includes Abraham Maslow’s Hierarchy of needs theory, Aldermen’s ERG
theory of motivation, Hertzberg’s two-factor theory and McClelland’s learned needs
theory. As well as some of the most popular and well known process theories of
motivation, Skinner’s Reinforcement theory, Luck and Latham’s Goal-Setting theory
of motivation and Vroom’s Expectancy theory of motivation.
According to the analysis of the theories of motivation we learned in the lectures,
below factors having an impact on employee motivation.
 Rewards - valued and performance are linked with employee.
 Goal Setting - Challengeable goals and achievable.
 Feedback - performances and progress of employees are informed while
achieving the goals
 Job characteristics - Job that is Inspiring and interesting.
 Salary - As a influence.
 Advancement and growth opportunities - within the organization.
 Working conditions - Friendly working atmosphere, quality of equipment.
 Recognition and appreciation -According to the performance and
accomplishment
 Training and Development -increase skills and capability to improve
performance
 Job responsibility - accountable for own work
 Job security- future job security within the organization.
 Performance Appraisals –Effectively measure employee performance
throughout the work.
 Leadership – a reliable and respectful leader who leads the team.

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Factors of motivation identified during the analysis of the different theories of
motivation.
Motivating
Factors
Maslow
Hierarchy
of needs
Hertzber
g -Two
factor
Theory
ERG
theory
McClelland
learned
needs
Equity
Theory
Reinforcemen
t theory
Goal -
Setting
Theory
Expectancy
theory
1. xxx xxx xxx xxx Xxx xxx
2. xxx xxx Xxx Xxx xxx
3. xxx xxx Xxx xxx Xxx xxx
4. xxx xxx xxx Xxx Xxx xxx
5. xxx xxx xxx
6. xxx Xxx
7. xxx xxx xxx
8. xxx xxx xxx Xxx xxx xxx
9. xxx xxx Xxx xxx
10. xxx xxx xxx Xxx xxx
11. xxx xxx xxx
12. xxx Xxx xxx
13. xxx xxx xxx Xxx xxx xxx Xxx xxx
Table 1 Factors of motivation
As per the research ,estimation that is fair to state that the extent to which these
aspects are provided for in the organization would serve as an precise measurement
tool to assess the extent to which employees in the organization are motivated.
2.1.1 Designing Evaluation Questionnaire
Questionnaire is created according to following sections,
Section A, which is aimed to get the demographic information of the systems. Section
B is to identify the importance of the factors of motivations and to identify the
deference and commonalties with motivation theories. Section C, Aimed to measure
the factors of motivation provided in the organization and to determine the level of
motivation within the organization employees. Finally Section D aimed each
individual employees’ focus of control to identify the relationship exist between their
focus of control and their employees level of motivation.

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2.2 Analysis and interpretation of the Evaluation
2.2.1 Rank order of motivational factors
Factor
Rank
Reward 8
Goal Settings 9
Feed Backs 10
Job Characteristics 7
Salary 1
Advancement & Growth 4
Working Conditions 11
Recognition & Appreciation 05
Training & development 03
Job responsibility 12
Job Security 2
Performance appraisals 13
Leadership 6
Table 2 Rank order of motivational factors
2.2.2 Classification of factors according to Maslow’s hierarchy of needs
Rank 1 2 3 4 5 6 7 8 9 10 11 12 13
MotivationFactors
Salary
JobSecurity
TrainingandDevelopment
Advancement&grown
Recognition&appreciation
Leadership
Jobcharacteristics
Performancerelatedrewards
Goalsettings
FeedBacks
WorkingConditions
JobResponsibility
PerformanceAppraisals
Lower Order
Needs
X X X

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Higher Order
Needs
X X X X X X X X X X
Table 3 Classification of factors according to Maslow’s hierarchy of needs
When results compared with the Maslow’s hierarchy of need , results are indeed very
interesting. This Figure indicating classification of factors according to the Maslow’s
hierarchy of needs on to lower – order or higher order.
Salary and Job Security is to ranked factors on lower order need. It shows significant
motivational importance to the employees. Other factors all in the higher order need,
while only exception is working condition.
2.2.3 Responses to statement in section C
Statement
Rewords Disagr
ee
Agree
1 Your organization’s current
incentive scheme motivates you to
perform better
25% 75%
2 Your organization is aware of what
rewards employee value as
important
17% 83%
Goal setting Disagr
ee
Agree
3 You feel the goals you are
supposed to achieve are realistic
and attainable
13% 87%
4 You assist your manager/supervisor
in setting your goals
31% 69%
Feedback Disagr
ee
Agree
5 You receive adequate feedback
from your manager/supervisor
30% 70%

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6 Feedback from your
manager/supervisor is clear and
directed at improving your
performance
24% 76%
Job Characteristics Disagr
ee
Agree
7 Your job is both interesting and
challenging
15% 85%
8 Employees are rotated in the
organization in order to learn new
task
25% 75%
Salary Disagr
ee
Agree
9 You are of the opinion that your
salary is market related
47% 53%
10 You feel that your current salary
motivates you to perform?
60% 40%
Opportunity for advancement &
growth
Disagr
ee
Agree
11 There are good promotion
opportunities for employee within
your organization
39% 61%
12 The advancement and growth
opportunity within the organization
motivates you to perform better?
32% 68%
Working Conditions Disagr
ee
Agree
13 You are provided with the
necessary equipment to adequately
perform your duties
05% 95%
14 You have a pleasant working
environment?
15% 85%
Recognition and appreciation Disagr Agree

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ee
15 You receive recognition for your
achievements from your
manager/Supervisor
28% 72%
16 Employee achievements are
publicized throughout the
organization
51% 49%
Training and development Disagre
e
Agree
17 You receive ongoing training to
improve your ability and skills?
52% 48%
18 You are cross-trained in order to
perform duties in other department
77% 23%
Responsibility Disagre
e
Agree
19 Your manager/ supervisor lets you
take responsibility for the task you
perform
05% 95%
20 Your manager/Supervisor allows
you to make your own decisions on
how to perform your task in order to
achieve your goals?
12% 88%
Job security Disagre
e
Agree
21 You have no fear about the financial
stability of the organization
16% 84%
22 You feel secure about your within
the organization
19% 81%
Performance appraisals Disagre
e
Agree
23 You feel that the current
performance appraisal system used.
Adequately measure your turn
53% 47%

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performance
24 Your current performance appraisal
system motivates you to achieve
your goals and improve your
performance
48% 52%
Leadership Disagre
e
Agree
25 You receive adequate guidance and
support from your
manage/supervisor
23% 77%
26 Your supervisor/ Manager is
trustworthy
21% 79%
Table 4 Responses to statement in section C
2.2.4 Graphical Illustration of individual factor averages
Figure 2 Graphical Illustration of individual factor averages
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Disagree
Agree
Agree Benchmark

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2.3 Recommendations
2.3.1 Salary
Base on Evaluation, salary is a sterility aspect and not a motivator and also the
evaluation exposed that sterility factors unable to motivate employees. This will lead
to employee unhappy if these factors are not sufficiently provided. Consequently it
remains important not to desertion any of the sterility factors. Also study has decided
that job features, ranked as the 02nd most important factor of motivation, and working
conditions, which are both sterility factors, are more than sufficiently provided for by
the organization.
Investigation also exposed that employees will equate their salaries with their peers to
establish if they are fairly or equability rewarded.
2.3.2 Opportunity for advancement & growth
This is a crucial factor when we examine the Opportunity for advancement and
growth for employee development. Furthermore it is vital to create organizational
commitment towards, opportunities may equally and create sense of fairness among
employees also the promotions according to the ranks should be highlighted and
employees should prepared for next level training programs and development
mentorship programs.
On the other hand organization should always communicate future expansions. This
will avoid the employees from being de motivate from poor communications.
.
2.3.3 Recognition and appreciation of achievements.
Recognition and appreciation is one way to encourage employees, this will leads
achievements. According to Maslow’s hierarchy of need it categorized under esteem
need, Furth all humans have a need to be respected, to have self-esteem self-respect
and to respect. Esteem presents the normal human desire to be accepted and valued by
others. These include ones internal needs foe self-respect, autonomy, and achievement
as well as ones external for status and recognition.
This must be practice through the entire organization; some of the recognitions will
make them high flyers and build loyalty.
 Post a thank you note on an employee door

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 Take a time to explain to new employees the norms and culture of your
department.
 Give special assignments to people who show creativity.
 Arrange for a team to present the result of its result of its efforts to upper
management.
 Encourage and recognize staff that pursues continuing education.
 Acknowledge individual achievement by using employees name when
preparing stus repot.
 Make a thank you card by hand.
 Select the best achiever and reward.
It is vital that all achievements are immediately identify by management and support
them maximum and make them satisfying, while the feeling of achievement is still
fresh in the mind.
2.3.4 Training and development
Training and development is major topic of organization when concern proper
strategies for improve Knowledge Skills &Attitude (KSA). At the present staff
expect, the organization will arrange privileges for training and development
according to First in First Serve (FIFS) method. As a result T&D is support to
enhance (KSA) individually and organization therefore it is beneficial for both parties
The major purpose of training, enhance their abilities, which will also enhance stride
of organization to achieve above achievement. Organization must arrange more
Sector Education and Training Authority (SETA) seminars for employees to
implementing sector skills plans, learner ships, Qualifications frameworks, Quality
assurance etc.
E-training also aims at enhancing KSA of present employee. E-Training officer can
develop e training system of organization e.g. intranet, it can be made the rest of the
organization, promote internet efficiency and improve productivity of organization
2.3.5 Performance appraisal
It is processed of review of achievement goals of organization including employees’
work behaviors by comparing present standards. It shows where improvements are

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needed. Organization performance appraisal can determine who need, which training
they need, it must evaluate of iniquity among employees, because it effects to
organization performance
In here according recommend score card system improve with correct performance
evaluation method. Score card system can use claims per day, rejection per day,
average of debtors, rand value collected per week etc.
This type of appraisal systems help to enhance employee motivation and employee
can monitor themselves also this appraisal system be used as an organization reward
2.3.6 Locus of control
Stimulate and control of internal is one of recommendation. Employee satisfaction
and productivities are indicating that employee’s internal locus of control. Individual
loci of control can be altered which involve to implication of external and internal
orientations for individuals.
3.0 Change Management strategies in Ceylon Biscuits
Limited
3.1 One of the Major Change Project in Ceylon Biscuits Limited’s sales force
What is organizational change in General management? Organizational change is
about significant strategic changes in profitable companies are which many
employees are impacted. It is not about change of an individual manager or daily
change.

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Figure 3 Types of changes in organization.
In order structure, field sales managers have to pay their attention one product only.
But in the new structure, they have to consider about three product categories why
CBL`s management do this. because there was no much attention to cake and
chocolate categories so CBL`s aim is to provide more attention on chocolate and
cakes in get more profit from this category.
Figure 4 Normal Top Management
Types of Changes
in Organization.
Re-
Structuring(c
hangingthe
organizationa
l structure
and reporting
lines)
Re-
Engineering(c
hangingthe
processes the
way work is
done)
Mergers and
Acquistion(ch
angingthe
identities of
organization)
Strategy
change(chang
ingthe
priorities and
ultimate
direction and
purposes.)
Cultural
change(chann
ging values,
attitude)
Group General
Manager
National Sales
Manager
(Biscuits)
National Sales
Manager
(Chocolate and
Cakes)
National Sales
Manager
(Soya based foods
and Samaposha)
National Sales
Manager
(Modern Trade)

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Figure 5 old sales force structure
CBL uses special extraordinary sales force hierarchy to solve their problems. There
are four new designations in the newest structure. In the present, there`s no sales
reprentatives in CBL. Sales reprentatives change as fumitory sales officers by doing
this kind of new titles employees motivates and it helps to gain job satisfaction for the
example, Sri Lankan people call REPA for sales for sales reprentatives. But now in
CBL, there is no any sales reprentatives; they are officers, Job satisfaction of the sales
representatives.
Feild sales
Manager
Biscuits
(western )
Area sales
Managers
08
Sales supervisors
21
sales
Repesentatives
121
Feild sales
Manager
Biscuits
(Northern)
Feild salesManager
Soya based products
and Samaposha
(Southern)
Feild salesManager
Soya based product
and Samaposha
(Nothern)

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Figure 6 New sales force structure
Affect positively for CBL and customers as well. Because they can directly deal with
customers through this process, sales reprentatives can get customers idea about the
job, they don`t tend to do additional tasks, which help to succeed like training another
sales reprentatives. As examples dissatisfied employees not offer to volunteer for
committees that plan the annual company co-operate social responsible projects.
In new structure, there is a regional sales manager, deputy territory managers and
senior territory sales officers. Employees can develop their careers through these new
Field salesManager
Biscuits,Chocolate,C
akes,soya based
products and
Samaposha
(western and
Southern)
Regional Sales Manager
02
Area sales Managers
07
Deputy Territory
Manager
03
Sales supervisors
18
Senior Territory sales
officer
08
Territory sales officer
152
Field salesManager
Biscuits,Chocolates,
soya based products
and Samaposha
(Central)
Field salesManager
Biscuits,Chocolates,
soya based products
and Samaposha
(Eastern)
Field salesManager
Biscuits,Chocolates,
soya based products
and Samaposha
(Nothern)

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positions, because their carrier path is very clear in CBL. Currently Sri Lankan job
market is very competitive. CBL has to compete with other competitive products in
the fast moving consumer goods industries. (FMCG). CBL should plan more in the
way of career development. Because every employee thinks about the advancement in
financial compensation. According to the idea of CBL`s change agent they believe
employees can become brand ambassadors of CBL products. Management of the CBL
hope that employees will build up CB`s reputation.
The new structure of the CBL is very important for the employees and company to
achieve either professional target and personal targets. CBL`s main target is focus on
chocolate and cake. According to the earlier sales structure they are not FSMS for
chocolates and cake before.
In old structure, sales managers focus only one categories now they are considering
about three products. Change management principal are applicable here. Because
FMGS are resisting to change their work. According to that, they have to study about
other products and their details also.
3.2 Proactive Change strategies in Ceylon Biscuits Limited
3.2.1 John Katter’s Eight Steps and Ceylon Biscuits Limited
3.2.1 .1 Create sense of urgency
CBL’s top management had recognized following things.
 Thin career pathway in the sales force
 Not as much of profits from Chocolate and Cakes Group
 Less focus on increasing considerable sales areas
 Increasing new market chances
 Cost is very high for continue their sales force
For those causes CBL’s Top management was seeing for change.

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3.2.1.2 Form a powerful guiding coalition
From chairman to bottom sales representative try to change effect CBL has instilled
coalition with HR people in company and market people in the company few sales
representative also members on this change coalition.
3.2.1.3 Create uplifting vision and strategy.
The aim of the company is to acquire more market share than other competitive
products. They have built up long term and short term objectives to archive the target
finally they converted these objectives as individual target.
3.2.1.4 Communication vision strategies
CBL communicate their change efforts in annual sales meetings monthly progress
analysis meeting and quarter meetings. they hope to get suggestion of employees by
using various methods . The company uses communications system effectively
3.2.1.5 Remove obstacles and empower people to move
As we know people always resist ton change. But CBL use some strategies to avoid
resistance. CBL create more career opportunity via the organization. Employees tend
to achieve something with the change.
3.2.1.6 Create visible progress.
CBL gives a lot of benefits for their employees with the change effort. Such as new
designation and visible career path and Gives chance to deal with new technology as
well as mental relaxation also Increase allowance and other benefits.
3.2.1.7 Consolidate improvement and produce still more change
CBL always looking for new blood to keep their change effort more of effective
manner further, company is using kaizen suggestion scheme to reach for the
improvement of change effort. They select low and middle level employees, who one
engages in change effort system. Because they are result oriented personality as a
future changes agents. CBL is always in alert. What is the right thing and who needs
to improve?

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3.2.1.8 In sectionalize new approaches
CBL`s top management always looking for giving award to original change coalition
committed and courage in annual general meetings. CBL has introduced this change
effort to new employed in the orientation and they tell about their success stories
about the change
3.2.2 Kurt Levin’s Change Management Model and CBL
This is one of the key theoretical concepts of change management. Kurt Lewin is the
founder of this model. This model is very useful for each and every organization,
When mange the change situations in effective and efficiency way. . There are main
three steps in this model: Unfreeze, Change and Refreeze.
3.2.2.1 Unfreeze
This change occurred due to the change of sale force structure at Ceylon biscuits
limited. This was not a sudden change, the company was prepared. There are many
positive impacts in this change situation.
3.2.2.2 Change
CBL had to go through this changing process due to the change the sale force
structure which was a updated, communicated and reactive one. Therefore the
company had to absorb this change according to their plan. Here at CBL have lot of
strengths, like; they have innovative and effective sales force, they have god brand
name. They use new technologies etc.
3.2.2.3 Refreeze
This is the third stages of the Kurt Levin’s model. This step provides guidance on how
to move with people to change. CBL had made more opportunities to grow their
employees in the organization.. They give lot of facilities to employees and not only
that management got ideas from their sales force. They use the kizzen theory for
sustain this change situation. Finally they reward their people.

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3.2 Recommendations to improve Changes
The new structure of the CBL is very important for the employees and company to
achieve their professional target and personal targets. CBL`s main target is focus on
chocolate and cake. According to the earlier sales structure they are not FSMS for
chocolates and cake before.
In old structure, sales managers focus only one category now they are considering
about three products. Change management principal are applicable here. Because
FMGS are resisting to change their work. According to that, they have to study about
other products and their details also

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Appendix
Questionnaire
Section A: Express your choice by making the appropriate block with an (X)
Management Level Employees (National sales manager, Field Sales
manager, Regional sales manager, Area sales manager, Deputy territory
manager)
Sales supervisors
Senior territory sales officer
Territory sales officer
Section B: Rank importance of aspects of motivation
Rank all the following thirteen factors of motivation in order of critical to you. as an
example: the factor that in your opinion will motivate you the most will be ranked as
number 1.
Factors of motivation Rank
Order
1 Rewards-that are linked to performance and valued by the
employee
2 Goal setting-Goals that are challenging but achievable
3 Feedback –that informs employees of their level of performance
and progress towards achieving your goals
4 Job Characteristics-a job that is interesting and challenging
5 Salary- what you are paid monthly
6 Advancement and growth-opportunities within the organization
7 Working condition- quality of equipment, office environment etc.
8 Recognition and application- of employee achievement and
performance
9 Training and development- to enhance skill and ability to improve
performance

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10 Job responsibility- responsible for own work
11 Job security- confidence about future within the organization
12 Performance Appraisals-that is non-subjective and accurately
measures an employee’s performance level
13 Leadership- a trustworthy and respectful leader who leads by
example
Section C: Factors of Motivation
Please complete the questionnaire with an (x) what extent each of the following
statements is true
Statement
Rewords Strongl
y
Disagr
ee
Disagr
ee
Agree Strongl
y agree
1 Your organization’s current
incentive scheme motivates you to
perform better
2 Your organization is aware of what
rewards employee value as
important
Goal setting Strongl
y
Disagr
ee
Disagr
ee
Agree Strongl
y agree
3 You feel the goals you are
supposed to achieve are realistic
and attainable
4 You assist your manager/supervisor
in setting your goals
Feedback Strongl
y
Disagr
ee
Agree Strongl
y agree

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Disagr
ee
5 You receive adequate feedback
from your manager/supervisor
6 Feedback from your
manager/supervisor is clear and
directed at improving your
performance
Job Characteristics Strongl
y
Disagr
ee
Disagr
ee
Agree Strongl
y agree
7 Your job is both interesting and
challenging
8 Employees are rotated in the
organization in order to learn new
task
Salary Strongl
y
Disagr
ee
Disagr
ee
Agree Strongl
y agree
9 You are of the opinion that your
salary is market related
10 You feel that your current salary
motivates you to perform?
Opportunity for advancement &
growth
Strongl
y
Disagr
ee
Disagr
ee
Agree Strongl
y agree
11 There are good promotion
opportunities for employee within
your organization
12 The advancement and growth

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opportunity within the organization
motivates you to perform better?
Working Conditions Strongl
y
Disagr
ee
Disagr
ee
Agree Strongl
y agree
13 You are provided with the
necessary equipment to adequately
perform your duties
14 You have a pleasant working
environment?
Recognition and appreciation Strongl
y
Disagr
ee
Disagr
ee
Agree Strongl
y agree
15 You receive recognition for your
achievements from your
manager/Supervisor
16 Employee achievements are
publicized throughout the
organization
Training and development Strongl
y
Disagre
e
Disagr
ee
Agree Strongl
y agree
17 You receive ongoing training to
improve your ability and skills?
18 You are cross-trained in order to
perform duties in other department
Responsibility Strongl
y
Disagre
e
Disagr
ee
Agree Strongl
y agree

26. 26 | P a g e
19 Your manager/ supervisor lets you
take responsibility for the task you
perform
20 Your manager/Supervisor allows
you to make your own decisions on
how to perform your task in order to
achieve your goals?
Job security Strongl
y
Disagre
e
Disagr
ee
Agree Strongl
y agree
21 You have no fear about the financial
stability of the organization
22 You feel secure about your within
the organization
Performance appraisals Strongl
y
Disagre
e
Disagr
ee
Agree Strongl
y agree
23 You feel that the current
performance appraisal system used.
Adequately measure your turn
performance
24 Your current performance appraisal
system motivates you to achieve
your goals and improve your
performance
Leadership Strongl
y
Disagre
e
Disagr
ee
Agree Strongl
y agree
25 You receive adequate guidance and
support from your

27. 27 | P a g e
manage/supervisor
26 Your supervisor/ Manager is
trustworthy
Section D: Locus of control
Listed below are 10 factors that might have hampered your career or which have had
a restricting or negative effect on your own performance Mark only the top 5 reasons
by placing an(x) next to the factor
I would have been more successful if?
1 I had better/more skills and abilities
2 I received the support I needed
3 I had more knowledge or experience
4 Communication in the organization was better
5 I tried harder, put in more real effort
6 I received more encouragement and
recognition
7 I made less errors
8 Management(my senior) were more effective
9 I had more motivation and interest
10 I had more opportunities to prove myself
Thank you for your time in with this questionnaire

28. 28 | P a g e
References
Robbins.S.P and Judge.T.A (2013) Organizational Behavior. San Diego state
university, Perason publishers
http://www.muncheelk.com/
http://www.kotterinternational.com/the-8-step-process-for-leading-change/
Mello J.A (2006).Strategic Human Resource Management, south- western Cengage
Learning, USA
Kotter J.P (1996), Leading Change, Harvard Business Press, USA
http://www.change-management-coach.com/kurt_lewin.html