Employee Motivation 'Bangladesh institute of management (BIM)"

Bangladesh Institute Of Management – (BIM)
Post Graduation Diploma in Human Resource Management
Term Paper
On Employee Motivation
Of
Parkscene Bangladesh Ltd.
Submitted To: A. H. Mostofa Kamal Khan
Director (Training)
Bangladesh Institute of management (BIM)
Submitted By : Md. Mahamudul Alam
14DH237
Evening-III
Date of Submission: 21st
December, 2014
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Letter of Transmittal
December 21, 2014
To
A.H. Mostafa Kamal
Drector (Training)
Bangladesh Institute of Management (BIM)
4, Sobhanbag, Mirpur Road, Dhaka- 1207.
Subject: Submission of term paper on Employee Motivation of “Parkscene
Bangladesh Limited.”
Dear Sir,
Assalamualaikum.
With due respect and humble submission, I’ve the honor to bring to your kind notice
that, I’m the student of Post Graduate Diploma in Human Resource Management
(PGDHRM) course for the session: 2014, Evening Batch – III and wish to submit my
Term Paper on employee motivation of “Parkscene Bangladesh Ltd.”
I hope that, the paper will meet your expectation.
Sincerely yours,
………………………
Md. Mahamudul Alam
ID No.: 14DH237
Batch: Evening – III
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ACKNOWLEDGMENTS
I would like to express my gratitude to the people that guided and encouraged me
through this study.
First, I would like to thank Almighty Allah for his faithfulness and protection through
out our study that made it possible for me to encounter this success.
I take this great opportunity to sincerely thank a number of people and organization
that have made it possible for my term paper and PGD program to become a reality.
I would also like to thank Mr. Hasan,- AGM- HR, who encouraged my ideas before
the process ever started and helped me bring it to fruition.
I would also like to thank the “Parkscene Bangladesh Ltd.” management that allowed
me to survey their employees in my data collection process. I would also like to thank
the participants that shared their information for this study.
I would like to thank my parents for their love and support. My deepest gratitude is
dedicated to my spouse, beloved daughter & son for the love, support,
encouragement, and most of all, patience.
In particular, I am especially indebted to my research guide A.H. Mostafa Kamal
Khan, Director (Training), BIM, Dhaka for helpful and patient guidance. Without his
guidance, this term paper could not have been written so nicely
Finally, I would like to thank my friends for listening and encouraging me through the
thesis process.
Thank you.
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DECLARATION
I do declare that this term paper is submitted in partial fulfillment of the requirement
for the post Graduate Diploma in Human Resource Management of session-2014 of
the Bangladesh Institute of Management (BIM), Dhaka & it is my own research work
and written in my own language. That no part of this term paper consist of materials
copied or plagiarized from published or unpublished work of other writers and that all
materials , borrowed or reproduced from other published or unpublished sources have
either been put under quotation or duly acknowledge with full reference in appropriate
place. I understand that the diploma conferred or may be cancelled/ withdrawn if
subsequently it is discovered that this term paper is not my original work and that it
contains materials copied/ plagiarized or borrowed without proper acknowledgement.
But, in some cases, I took help for information from internet.
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ABSTRACT
The Garments sector plays a vital role in underpinning the economic development of
the country. This study attempts to evaluate motivation of employees in one renowned
Garments Industry “Parkscene Bangladesh Ltd.”. It focuses on the motivation factors
done by the employers and their impacts on the employees. It also investigates the
employees’ feelings about the topic & their free advice. The result shows that salary,
efficiency in work, fringe supervision, and co-worker relation are the most important
factors contributing to employee motivation. The overall motivation actions taken by
the management of Parkscene Bangladesh Ltd. is at the positive level. This research
paper highlights some problems and presents a picture of level of motivation among
employees of this Garments industry. It also identifies unique issues of job
satisfaction in the companies. In order to gain competitive advantage and adapt to the
dramatic changing environment, it is important for them to achieve management
efficiency by increasing employee motivation in the organization. Hence this research
was mainly undertaken to investigate on the significance of factors such as working
conditions, pay and promotion, job security, fairness, relationship with co-workers
and supervisors in affecting the job satisfaction. This paper presents a comprehensive
diagnosis of employee motivation.
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Table of Contents
Introduction 7
Background of the Study 7
Objectives of the Study 8
Scope of the Study 8
Limitations of the Study 9
Methodology 9
Data Collection 9
Data Presentation 10
Organizational Information 11
Background of the Organization 12
Garments Industry in Bangladesh 13
Organizational Hierarchy 14
Chapter -02
Understanding Motivation 16
Sources of Motivation 16
Motivation Theory 17-18
Some latest techniques to motivate today’s employees 19
Additional techniques to motivate employees without raising Salary 19
Chapter -03
Employee Motivation in ParkScene Bangladesh Limited 20
Motivation factors that Parkscene Provide 20
Chapter -04
Questionnaire Survey Report, Recommendation & Conclusion 22-25
Reference 26
Appendix : 1 to 7 27-30
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1. Introduction
Employees are the assets of the company. This statement seems to be very attractive
for the employees working for different organization. However, practical
implementation of this statement is not as simple as the statement itself. Considering
the employees an important factor and treating them like an asset is not very easy, but,
it is the most necessary factors for the growth and success of any organization. But,
unfortunately, earning profit is still the primary focus of the organizations.
Motivating the employees is closely related to their Performance. If the employee is
not motivated and is not satisfied with the job he/she is performing then he will not be
able to serve the organization with full devotion and honesty. But, in the current
economic conditions, organizations are forced to drill down their operating costs and
the employees are the first who usually have to face this negative impact in most
organizations. But the organizations also understand the fact the high employee
turnover will not let them to sustain their competitive advantage and they will not be
able to serve their customers affectively. Generally it has been observed that if the
managers are allowed to handle the grievances issues of the staff members it can
reduce the employee turnover rate, but at the mean time organizations also have to
assure that no discretion is done at the workplace on the part of managers.
1.1 Background of the Study
People management is an important aspect of organizational processes. This emanated
from the recognition that the human resources of an organization and the organization
itself are synonymous. A well-managed business organization normally considers the
average employees as the primary source of productivity gains. These organizations
consider employees rather than capital as the core foundation of the business and
contributors to firm development. To ensure the achievement of firm goals, the
organization creates an atmosphere of commitment and cooperation for its
employees through policies that facilitate employee satisfaction. Satisfaction of
human resource finds close links to highly motivated employees. Motivated
employees then develop loyalty or commitment to the firm resulting to greater
productivity and lower turnover rates.
However, even with the widespread recognition of the importance of facilitating the
relationship between job satisfaction and motivation in facilitating organizational
commitment, there are varying perspectives on the means of doing this. The earliest
strategy is to use wage increases to link job satisfaction and motivation to
organizational commitment (Hill & Wiens-Tuers 2002. With the recognition that this
is not enough to bring about motivation expressed in job satisfaction, other
perspectives emerged giving particular importance to the training and skills
development of employees (Woodruffe 2000) applied through the underlying
principle of continuous organizational learning. Since this covers only an aspect of
human resource management, a holistic approach emerged that targets the
development of a certain quality of employment life (Champion-Hughes 2001) that
covers fair wages, benefits, other employment conditions, and career development to
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support the facilitation of motivation and job satisfaction directed towards
organizational commitment. This means that achieving motivation and job satisfaction
to develop organizational commitment is not simple or easy and works according to
the context of individual firms. Although, there are best practices within industries, it
is up to the individual organizations to determine which human resource strategies
meet its needs and objectives. To determine the manner that individual industries
develop and achieve organizational commitment through job satisfaction and
motivation, the study will investigate in-depth the human resource strategies of
Parkscene Bangladesh Limited, a join ventured Garments Industry of Bangladesh
1.2 Objective of the study
The objective of the study is as follows:
General Objective:
 To fulfill the requirement for completion of the Post Graduate Diploma in
Human Resources Management.
 To study the Motivation Level of the employees in an organization.
Specific Objective:
 To assess the satisfaction level of employees in Garment Industries
Employees’
 To identify the factors which influence the job satisfaction of employees
 To identify the factor which improves the satisfaction level of employees
 To Study the effectiveness of the techniques adopted by the company in
employee motivation.
 To make recommendation to the organization if needed.
 To relate theoretical knowledge and the practical knowledge.
1.3 Scope of the study
This study emphasis in the following scope:
1. To identify the employees level of satisfaction upon that job.
2. This study is helpful to that organization for conducting further research.
3. It is helpful to identify the employer’s level of satisfaction towards welfare
measure.
4. This study is helpful to the organization for identifying the area of
dissatisfaction of job of the employees.
5. This study helps to make a managerial decision to the company.
1.4 Limitations of the study
a) The survey is subjected to the bias and prejudices of the respondents. Hence
100% accuracy can’t be assured.
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b) The researcher was carried out in a short span of time, where in the
researcher could not widen the study.
c) The study could not be generalized due to the fact that researcher adapted
personal interview method.
d) Unavailability of relevant records and information in the organization is a
major constrains
e) Some of the respondents were afraid of in providing confidential
information and some of them showed less interest on such assignment and few of the
target people willingly avoid to provide information.
1.5 Methodology
A descriptive research design with survey method is applied in the study. The
researcher has used both the primary and the secondary data for the purpose of this
study. Secondary data were collected from available books, publications, research
studies, articles and websites.
A closed-ended interview-schedule was designed to collect primary data. Parkscene
Bngladesh Limited is selected Garments to collect primary data and the researcher
visited the garments to talk informally with Management Staffs for collecting
information regarding employee motivation. After collecting all necessary data, data
have been analyzed and tabulated descriptively. And, this tabulated information used
to measure perceived satisfaction and dissatisfaction level of the employees. To
measure the satisfaction level a 5 point scale has been used which is denoted by
1=SD, 2=D, 3=N, 4=A, and 5=SA.
Data Collection
For the task, I’ve selected PArkscene Bangladesh Limited, a renowned garments
industry in RMG sector. In preparing report, a reliable source of collecting data is
vital measures. In this report, both primary and secondary sources of information have
been used.
Primary data are observed and recorded as part of an original study. When the data
required for a particular study can be found neither n the internal records of the
company, nor in published sources, it may become necessary to collect original data,
i.e., to conduct first hand investigation. In the report the researcher has used the
following source to collect primary data:
Direct conversation with the HR employees
Communicating with some staff.
A set of Questionnaire which was filled-up by the employees of the
organization confidentially
Secondary Data are collected through the following sources
Office Record
Through Internet
Different books
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Data Presentation
Then I’ve analyzed all data from my angles in different aspect and present the
information in different segment according to their category in compact way. I’ve
highlighted different important things, which I’ve found & seems to important to me
during my survey. After doing all of those, I’ve submitted the report to the proper
authority.
However, the flowchart for preparing the report is:
↓
↓
↓
↓
Submission of Final
Term Paper
10
Topic Confirmation by BIM &
Selecting a site
Data Collection
Primar
y Data
Secondary Data
Data Presentation

Organization Information
PARKSCENE BANGLADESH LTD. A knit & Woven Garments Ltd.
Company
Status
Private Limited
Number of
Employee
4235 Persons
Nature of
Business
Knit – T-shirt, Polo Shirt, Tank Top, Fleece t-shirt , Fleece jacket,
Bottom, Woven– Denim Long & Short pant, three Quarter ,
Bermuda, Wind Breaker, Girls Dress, Swim Wear. Cargo Shorts.
Sister concerns: 1. PARKSCENE BD LTD. : KNIT GARMENT FACTORY. No of
Emp: 750
2. SEAVIEW KNIT COMPOSITE LTD : KNIT GARMENT
FACTORY. No of Emp: 350
3. PARKSTAR APPARELS LTD : WOVEN BOTTOMS
4. PARKVIEW DRESSES LTD : WOVEN BOTTOMS
5. ESPIRIT APPAREL LTD. : WOVEN BOTTOMS FACTORY.
No of Emp: 600
6. PQS PRINTING & EMBROIDERY LTD. : PRINT & EMB
7. SCARLET KNITWEAR LTD : KNIT GARMENT FACTORY.
No of Emp: 750
8. PARK ZONE LTD : BUYING KNIT & WOVEN No of Emp:
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50
Background of the Organization
Parkscene is a group of companies and one of The Leading 100% Export Oriented
Knit & Woven Garments Manufacturers headed by an efficient management team. All
together their pose production capacity of 25000 DZ /Month woven bottoms and
35000 DZ / Month knit wears.
Their some major buyers’ are: S Oliver, Zara, GAP, Tex Asia, JBC, La-Halle, Tex
Europe, G-Star etc.
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3. GARMENTS INDUSTRY IN BANGLADESH
In Bangladesh, the number of garments industry is about 5600 large and small
companies. According to BGMEA, around 4 million workers work in this sector &
thousands of management staff run this huge number of workforce. So, it is a very big
labour market & as human nature is “they are not always be satisfied & also have
unlimited wants.”
Table 1:
Growth of RMG Factories
in BD (Fiscal Year)
Number of
Factory
% Growth
1984-85 384
1985-86 594 54.69%
1986-87 629 5.89%
1987-88 685 8.90%
1988-89 725 5.84%
1989-90 759 4.69%
1990-91 834 9.88%
1991-92 1163 39.45%
1992-93 1537 32.16%
1993-94 1839 19.65%
1994-95 2182 18.65%
1995-96 2353 7.84%
1996-97 2503 6.37%
1997-98 2726 8.91%
1998-99 2963 8.69%
1999-00 3200 8.00%
2000-01 3480 8.75%
2001-02 3618 3.97%
2002-03 3760 3.92%
2003-04 3957 5.24%
2004-05 4107 3.79%
2005-06 4220 2.75%
2006-07 4490 6.40%
2007-08 4743 5.63%
2008-09 4925 3.84%
2009-10 5063 2.80%
2010-11 5150 1.72%
2011-12 5400 4.85%
2012-13 5600 3.70%
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Organizational Hierarchy
Managing Director
Executive Director
Deputy General Manager
Manager
Assistant Manager
Senior Executive
Executive
Officer
Line Chief
Supervisor
Worker
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2.1 Understanding Employee Motivation
Motivation means identification of need and want and conducting instrumental
behavior to reach the organizational goals. Motivation is the most important factor
that most organizations try to adopt in the work place. It refers to the drive and effort
to reach the goal.
All human being are running by motivation to satisfy his/her need. Motivation is a
temporal and dynamic state that should not be confused with personality or emotion.
In 1960, a number of psychologists (like Maslow, Herzberg, Mc. Greor) were
advocating that, managers should place a greater emphasis on the higher order need of
individuals.
Why do an organization need motivated employees? The answer is: Survival.
Motivated employees help organizations survive. Motivated peoples are more
productive.
2.2 Sources of Motivation
All motivation ultimately comes from within a person. In other words, all motivation
is self-motivation. Freemantle interviewed one of the team leaders at a medical care
institute who said, “I’m self-motivated….., I find it stimulating when I’m doing new
things which I’ve never done before. I like to use my brain. I dislike doing the same
thing day in and day out; repetitive work.” Freemantle emphasizes that, people are
already motivated. However, differences exist because we are motivated more or less
as a result of the ups & downs in life and what we encounter in the world that is
beyond our control. Furthermore, if a person is demotivated, it is because that a
person’s mind chooses to be de-motivated, whether consciously or unconsciously.
Motivation is therefore about what a person wants and about his emotional state,
which drives him in the direction of achieving what he wants.
Sources of motivation can be intrinsic or extrinsic (Jones & George). Intrinsically
motivated behavior that is performed for one’s own sake and extrinsically motivated
behavior is performed to acquire rewards or to avoid punishment.
Reasons for Employees’ Lack of Motivation in today’s world
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Managers today complain that their employees are no longer motivated to work.
However, it is often the managers and organizational practices that are the problem,
not the employees. When there is a lack of motivation, the problem usually lies in one
of the following areas: poor selection, unclear goals, an inadequate performance
appraisal system, unsatisfactory reward systems, or the manager’s inability to
communicate the appraisal and reward systems to the employees properly (Robbins)
A lack of motivation occurs when the employees see a weakness in any one of below
three relationships.
Firstly, the relationship between the employees’ effort and their performance.
Managers must make sure that, the employees believe that if they exert maximum
effort in performing their jobs, it will be recognized in their performance appraisal.
However, in most cases, the employees do not believe that, their efforts will be
recognized. It could lead to a lack of motivation.
Secondly, the relationship between the employees’ performance and organizational
rewards is important. Managers must make sure that, the employees believe that if
they get a performance appraisal, it will lead to organizational rewards. Many
employees see this relationship as weak because, the organization does not give
rewards just on their performance. So, there is a lack of motivation.
Thirdly, the important relationship is the one between the rewards received and the
rewards desired. The managers must know whether the rewards received by the
employees are the exact ones which they desire. Some employees might want
promotion instead of salary incentives or vice versa. Sometimes the managers assume
that, all employees want the same reward and so fail to notice the motivational effects
of individualizing rewards. If this is the case, employees’ motivation is likely to
suffer.
2.3 Motivational Theories
The theories of motivation attempt to explain people’s behavior. They provide
understanding to both the managers and the employees of how to motivate others;
how others are trying to motivate a person, and how that person can engage more in
his/her own motivation efforts and others’ efforts in trying to motivate him/her.
2.3.1 Maslow’s Hierarchy of needs theory
Maslow’s motivational theory is perhaps the widely used among the motivational
approaches. In his theory, he has mentioned five different levels of motivational
stages and also showed how people try to reach to the next stage after getting
fulfillment from the previous stage.
Here no one will not be motivated until unless fulfillment the previous stage.
Stages of the theory are as below:
Self-actualization—realizing one’s potential for personal growth and development
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Esteem—positive self-image/self-respect and recognition and respect from others.
Belongingness—love and affection
Security—a safe physical and emotional environment
Physiological—basic survival and biological function
2.3.1 (a) Relevance of Maslow’s Theory for Managers
 Beyond physical and safety needs, which higher order needs will emerge,
cannot be predicted.
 A fulfilled need do not motivate an individual.
 Effective managers can anticipate emerging needs based on individual need
profiles and provide opportunities for fulfillment.
 The esteem level of needs satisfied by jobs and recognition provides managers
with the greatest opportunity to motivate better performance.
“Maslow proposed that, the adult has satisfied 85% of physiological needs, 70% of
the safety & security needs, 50% of the belonging needs, 40% of the esteem needs but
only 10% of the self-actualization needs.” If managers can recognize which level of
the hierarchy a worker has reached, s/he can motivate the employee in the most
appropriate way.
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2.3.2. Herzberg’s two-factor theory
Frederic Herzberg developed the two-factor theory of motivation based on satisfiers
and dissatisfies. Satisfiers are motivators associated with job satisfaction while
dissatisfies are motivators associated with hygiene or maintenance. Satisfiers are all
intrinsic motivators that are directly related to rewards attainable from work
performance and even the nature of work itself. Dissatisfires are extrinsic motivators
based on the work environment and include a company’s policies and administration
such as supervision, peers, working conditions and salary. Herzberg believed,
providing of hygiene and maintenance needs could prevent dissatisfaction but not
contribute to satisfaction. He also believed that, satisfiers hold the greatest potential
for increased work performance.
2.4 Some Latest techniques to motivate today’s employees
Every theorist and manager has his (or) her own way of motivating employees. After
research and interviews, Mr. Nelson (the founder of Nelson Motivation Inc.)
identified the top ten ways to motivate today’s employees. In order of priority, they
are:
1. Give personal thanks to employees for a job well done in verbal form or in
writing or both, in a timely manner and sincerely.
2. Be willing to take time to communicate with the employees.
3. Provide feedback on the performance of each individuals , the department and
the whole organization.
4. Create a work environment that is open, trusting and creative.
5. Provide information on the company and how the person fits in with the
overall plan. In other words, be transparent.
6. Encourage decision making among the employees
7. Create a sence of ownership in the work and the work environment.
8. Provide recognition and reward, and promote employees based on their
performance.
9. Create a learning organization and a partnership with each employee.
10. Celebrate the success of the company, the department and the individuals in it.
2.5 Additional techniques to motivate employees without raising their
salary
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A. Recognition / Attention
B. Training
C. Career Path
D. Job Title
E. Good Working Environment
F. On the spot Praise
G. Leadership Role
H. Team Spirit
I. Social Gathering
J. Casual Dress Day
K. Stress Management
3.1. Employee Motivation in “Parkscene Bangladesh Ltd.”
Management of Parkscene Bangladesh Ltd. play important role in motivating
employees. They are responsible for the tasks to be accomplished and for the workers
to be satisfied and productive. Parkscene management is the people, who have to lead
the entire company. They are responsible for setting the goals for the company and
communicating it to the employees in a correct way. Managers are the leaders of the
company.
One of the first things, which a manager should do, before thinking of the ways to
motivate his employees, is to examine his own approach toward the work. It is
impossible to motivate someone, if one is not motivated himself. It is important for a
manager to enjoy his work and feel connected and responsible towards it.
Managers must understand that, organizational goals are somewhat different from
those of its employees. There are many things to consider before finding the best
method for motivating employees. People vary greatly in their needs, and its this
makes it very difficult for managers to find out correct approach.
Whenever a manager tries to identify the employees’ goals, he must examine each
person separately. As was mentioned above, every person is different and needs
different approach. This might be a difficult task; but it will guarantee the success of
the motivating process.
In addition, motivating employees must not be considered as a task or a project. It is a
never-ending process, it should always be maintained and further developed.
Motivating requires a lot of time and energy; however, it can be gone very easily.
Person’s life constantly changes and consequently, so does his behavior. In order to
prevent certain problems before emerge, managers must always be flexible in their
methods and approaches toward people.
Finally, managers must think of the ways to reward workers for the changes
performed by them. Good results always must be noticed and encouraged. It is
essential for the employee to feel satisfied with his own work. It is also important for
workers to feel their supervisors are satisfied with their performance.
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3.2. Motivation factors that Parkscene Provide
Financial Methods Non Financial Methods
Healthy Salary Job Enlargement
Yearly Increment Job Enrichment
Transport Team Working
Festival Bonus Job Rotation
Lunch with token price Annual Leave
Performance Related Pay
Basically, the employees of this organization are satisfied for their working
environment, which shows clearly in collecting information with a set of
questionnaire.
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4. Questionnaire Survey Report, Recommendation & Conclusion
A set of questions were developed to find the motivation factor and employees puts
their valuable comments on it. In total 37 nos. employees were assigned to put their
confidential report on employee motivation done by the organization Key items of the
questionnaire Reports are shown on below Table:
Table: Summary of Survey in Employee Motivation
Level of motivation factors Mean
Salary Increments 63.25%
Financial Incentives 59.40%
Performance Appraisal 77.55%
Job Security 68.20%
Relation with Co-Workers 54.45%
Freedom in Decision
Making
72.60%
0.00%
20.00%
40.00%
60.00%
80.00%
Salary Increments Financial Incentives
Performance Appraisal Job Security
Relation with Co-Workers Freedom in decission making
4.1 Descriptive Statistic’s
a) Salary Increment as a Motivation Factor:
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In terms of Salary increment as motivation factor, the study found that 18
respondent’s perceived atmosphere to be “Neutral”, about 8 respondents comments as
“Agree”, while 5 respondents “Disagree” with this sort of motivating factor. A few,
only 2 employee “Strongly Agree” & 5 of them “Strongly Disagree” with this kind of
motivation. At last, the mean score is 2.87, so the Salary Increment is “Neither Agree
nor Disagree”
b) Financial Incentives:
In terms of “Financial Incentives”, 5 staff out of 40 “Strongly Disagree”, 5 “Strongly
Agree”. While, 7 employee “Disagree” & 19 of them “Agree”. Only 4 nos. of
employee have failed to choose whether is it a good motivating facts or not! Finally,
the mean score is 3.30, so the financial incentives is “somewhat agree”.
c) Performance Appraisal:
Statistics shows, people want evaluation of his work. only 1 employee “Strongly
Disagree” where, 9 employee puts vote on “Strongly Agree”. 10 Vs, 15 voted on
“Disagree” & “Agree” respectively. 5 employees have no choice. Mean Score goes to
3.52 which indicates majority of the employees “Agree” with the performance
Appraisal as a motivating factor.
d) Relationship with Team Member:
In terms of relationship with co-workers, the study found that, 17 people focuses
against this kind of motivation by marking “Strongly Disagree” as well as 4 said
“Disagree”. Only 4 believes it is a very good motivating factor & 9 people says it is
good. Whereas, 6 employee keeps them neutral. As a result, mean score only 2.47
which means, employees are “Disagree” which reflects typical Bangladeshi nature.
e) Freedom in decision making:
In terms of decision making, majority wants freedom – 19 are Agree & 3 are Strongly
agree. Only 10 likes to work in traditional format, of them 3 are absolutely against the
freedom while, around 20% of employee give no comment. At a glance, mean score
carried 3.30 which is an indicator that Employees are “Somewhat Agree” in their
freedom in decision making.
4.2 Results of the survey:
Employee motivation can improve the service quality and increase employee
productivity. In this circumstance, policy makers and managers have to turn their
attention to provide different kinds of facilities to their employees in order to motivate
them. The results suggest that, the factors had Strongly Agree or Agree comments –
policy makers and managers should focus on that factors to motivate their employees.
Based on the results for the standardizes values, we are able to see that, salary
increment, financial incentives, performance appraisal for promotion, freedom in
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decision making are key factors for motivation. Money is a good motivator. Actually,
all employees work for money, employees need money. A good salary & a good
compensation are key factor in motivating employees. We can increase the
employee’s salary to motivate him by proper using of performance appraisal of an
individual’s. A good payback can be one of the key factors for motivation, also by
this one can increase the service quality & organizational performance. A good work
environment and good work conditions can increase employees work performance. So
it is also a good motivating factor. In private companies, job security is more
important for an employee. If management assures his job security, he must be
motivated to perform his job with sincerity.
4.3 Recommendation
Opportunities for future study have emerged as a result of this study. In addition to
overcoming the limitations of data gathering, additional research is needed to observe
the relationship between employee motivation and salary increment, financial
incentives, performance appraisal, job security, relationship with supervisor and co-
workers. The limitations have contributed to the lack of arriving at many strongly
statistically proven findings and conclusions. For future research, the following
suggestions should be considered:
I) It is suggested that, for future research, a proportionate stratified random sample
be used to compare several RMG industry by using a larger sample.
II) The research is needed to future investigate.
III) Qualitative investigators must conduct research regarding employee motivation.
Based on the study and analysis of the answers of questionnaire & physically finding
some problem, this paper makes the following recommendations to the policy makers
and managers of the organization:
a) Create a favorable work condition in the organization
b) Create Leadership roles among the employees.
c) Buildup a good team in the organization.
d) Arrange proper training for improving performance
e) Reduce workload of employees by using stress management.
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Conclusion
Employees are asset for the company. A strong team needs individuals who are
dedicated to giving their best work. Highly self-motivated, committed, ambitious
employees give the most to their company and get the most from their work. But, if
there is lacking of employee motivation in the workplace the effects can be dramatic.
Low team moral, lack of initiative, lack of energy, mistakes and high staff turnover
are just some of the causes that motivation is an issue. People are the key source in
any organization. Everyone in every organization – no matter what the product,
service or their position – has to achieve results with and through the efforts of other
people. Our main premise is that, in order to work effectively need to develop insight
into what motivates individuals and teams to maximize their performance. Armed
with this fresh perspective, we can then manage interaction with others to ensure that
they work with a sense of commitment rather than merely complying with the
minimum need to get by.
25

References
F Herzberg (1859): The motivation to work
Nelson (2003): Top ten ways to motivate your employees
Robbins, Stephen P, Judge, Timothy A (2010): Organizational Behavior, Perason
Education
BGMEA Web Portal
Google search engine
Different Lecture Slides presented on BIM
26

APPENDIX: 01
Employees’ Satisfaction Interview Schedule
The following questions are designed only for research purpose. The researcher has no intention to
represent this information negatively in his paper. The information will be kept confidently. For the
following questions, respondents should be asked to indicate whether they Agree (A), Disagree (D),
Strongly Agree (SA), Strongly Disagree (SD), or are Neutral (N).
Employee Motivation Survey Questionnaire:
Employee Name: …………………………………………………………………
Designation: ……………………………….Department: ………………………….
General
Q.1. Gender (Are you Male or Female): a) Maleb) Female
Q.2 Is the present Employer the first Employer?
a) Yes b) No
Q.3 Science when are you working with the present job?
a) 1-6 Months b) 6-12 Months c) 1-2 Years
d) 2-5 Years 5) More than 5 Years
Basic Needs
Q.1 The Salary Increments given to employees who, do their jobs very well, motivates them.
a) Strongly Agree b) Agree c) Neither Agree nor Disagree
d) Disagree e) Strongly Disagree
Q.2 Financial Incentives motivates me more than non-financial incentives
Q.3 I’m Satisfied with my Present Salary compared my job Responsibility
Q.4 I’m Satisfied with the Lunch break, Rest breaks & Leaves given by the Organization
Q.5 What Types of Incentives motivates the employee more?
a) Financial b) Non-financial c) Both
Q.6 Is Performance Appraisal activities helpful in motivating?
27

Safety
Q.1 Good Physical Working conditions are provided by the organization
Q.2 I’ve job security in the organization.
Q.3 The retirement benefits are available & are sufficient.
Q.4 The medical benefits provided in the organization are satisfactory
Esteem
Q.1 Visibility with top management is important to me
Q.2 I feel that, my superior always recognizes to work done by me
Q.3 I feel the job I do gives me a good status
Q.4 I’m satisfied with the responsibility & role that I’ve in my work
Love
Q.1 The quality of the relationships in the formal workgroup is quite important to me
Q.2 I’m satisfied with the support from the HR department
Q.3 In this organization there is fair amount of team spirit
Q.4 I feel more motivated while participating in activities done here like : Annual Picnic, Sports
week
28

Self Actualization
Q.1 I want to be the best at my own job
Q.2 I generally like to schedule my own work and to make job-related decisions with a minimum
of supervision
Q.3 I find opportunities for advancement in this organization
Q.4 My aim is self-knowledge & enlightenment. The most important thing to me is realizing my
ultimate personal potential.
Appendix: 02. Salary Increment
Satisfaction Level Value of
(X)
Frequency
(f)
d = X-A fd Calculation
Strongly Disagree
Disagree
Neither Agree nor
Disagree
Agree
Strongly Agree
1
2
3 (A)
4
5
5
7
18
8
2
-2
-1
0
1
2
-10
-7
0
8
4
X = A+(∑fd / ∑f)
= 3 + (-5/40)
= 3 – 0.125
= 2.875
∑f = 40 ∑fd = -5
Appendix: 03. Financial Incentives
(X)
Frequency
(f)
Strongly Disagree
Disagree
Neither Agree nor
Disagree
Agree
Strongly Agree
1
2
3(A)
4
5
5
7
4
19
5
-2
-1
0
1
2
-10
-7
0
19
10
X = A+(∑fd / ∑f)
= 3 + (12/40)
= 3 + 0.3
= 3.03
∑f = 40 ∑fd = 12
Appendix: 04. Performance Appraisal
(X)
Frequency
(f)
Strongly Disagree 1 1 -2 -2 X = A+(∑fd / ∑f)
29

Disagree
Neither Agree nor
Disagree
Agree
Strongly Agree
2
3(A)
4
5
10
5
15
9
-1
0
1
2
-10
0
15
18
= 3 + (21/40)
= 3 + 0.525
= 3.525
∑f = 40 ∑fd = 21
Appendix: 05. Job Security
(X)
Frequency
(f)
Strongly Disagree
Disagree
Neither Agree nor
Disagree
Agree
Strongly Agree
1
2
3(A)
4
5
2
8
16
12
2
-2
-1
0
1
2
-4
-8
0
12
4
X = A+(∑fd / ∑f)
= 3 + (4/40)
= 3 + 0.1
= 3.10
∑f = 40 ∑fd = 4
Appendix: 06. Relationship with Team Member
(X)
Frequency
(f)
Strongly Disagree
Disagree
Neither Agree nor
Disagree
Agree
Strongly Agree
1
2
3(A)
4
5
17
4
6
9
4
-2
-1
0
1
2
-34
-4
0
9
8
X = A+(∑fd / ∑f)
= 3 + (-21/40)
= 3 – 0.525
= 2.475
∑f = 40 ∑fd = -21
Appendix: 07. Freedom in decision making
(X)
Frequency
(f)
Strongly Disagree
Disagree
Neither Agree nor
Disagree
Agree
Strongly Agree
1
2
3(A)
4
5
3
7
8
19
3
-2
-1
0
1
2
-6
-7
0
19
6
X = A+(∑fd / ∑f)
= 3 + (12/40)
= 3 + 0.3
= 3.30
∑f = 40 ∑fd = 12
30

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