Study of construction operative motives.

2. CONDUCT A SURVEY OF CONSTRUCTION
OPERATIVES’ MOTIVES
Project Advisor: Engr Shahzad Rasool

3. Group Members
Zohaib Hassan B-15077
M. Zohair B-15086
Adnan Ahmad B-15201
Owais Rauf B-15571
Nazir Zada B-16110

4. Motivation
Motivation is the word derived from the word
“motive” which means needs, desires, wants or
drives within the individuals. It is the process of
stimulating people to actions to accomplish the
goals. In the work goal context the psychological
factors stimulating the people’s behavior can be
desire for money, success, recognition, job-
satisfaction, team work, etc.
 Motivation - Intrinsic and Extrinsic
A person is motivated to do what they do because of
extrinsic and intrinsic factors. This means that a
person could be motivated by factors within a
person or a person could be influenced by external
forces.

5. Intrinsic Motivation
Intrinsic motivation involves engaging in a
behavior because it is personally rewarding;
essentially, performing an activity for its own
sake rather than the desire for some external
reward.
Examples:
Participating in a sport because you find the
activity enjoyable
Solving a word puzzle because you find the
challenge fun and interesting
Playing a game because you find it exciting

6. Extrinsic Motivation
Extrinsic motivation occurs when we are motivated
to perform a behavior or engage in an activity in
order to earn a reward or avoid a punishment. This
type of motivation is everywhere and frequently
used within society throughout your lifetime. When
you are motivated to behave, achieve, learn or do
based on a highly regarded outcome, rather than for
the fun, development or learning provided within an
experience, you are being extrinsically motivated.
Examples:
Studying because you want to get a good grade
 Participating in a sport in order to win awards

7. Importance of Motivation
Motivation is important because it is the
psychological catalyst, employees and owners
require reaching the goal.
Motivation is important in construction because
it impacts mental and physical human reactions.
Highly-motivated individuals and staff have a
willingness to get the job done efficiently and
effectively, resulting in higher productivity,
increased revenue, cost savings and satisfied
employees and owners.

8. Employee Motivation
 Employee motivation in construction industry has been in the
interest of many scholars and researchers for many years. The
performance of workers in construction organizations can be
judged by the hard work, alertness, their attitude of working
and the way they conduct and do their jobs.
 The success of companies in construction industry depends
on how well managers and leaders in this type of organization
manage workers who actually carry out task on their behalf.
This means that the most important asset of companies in
construction industry is its employees. This is because for the
company to get a high level of organizational outcome, they
must provide good leadership skills for managers who will be
responsible for not only management jobs, but also to
increase capabilities and productivity of their employees.

9. Theories of Motivation
Maslow’s Hierarchy Of Needs Theory
Herzberg’s Two-Fact Theory

10. Maslow’s Hierarchy Of Needs Theory
 Maslow Argues that each levels in needs
hierarchy must be substantially satisfied before
the next need becomes dominant.
 An individual moves up the needs hierarchy from
one level to the next.
 He considered psychological and safety
needs(lower order needs)
 He considered social, esteem, self actualization
needs (higher order needs)
 Lower order needs are predominantly satisfied
externally
 Higher order needs are satisfied internally

11. Maslow’s Hierarchy Of Needs Theory

12. Maslow’s Hierarchy Of Needs in
Construction Firms
Maslow's hierarchy of needs can help
managers of construction firms to know how
they can apply the idea of the model into the
existing motivation strategies and techniques
in order to influence their workers to give
their greatest contribution towards the
assigned tasks and to make them feel like
staying with the company for a long-term
span. For example, workers who have
children may want a good package pay with
annual holiday to spend time with their
families.

13. Herzberg’s Two-Factor Theory
Also Called motivation hygiene theory.
Two Factor Theory states that there are certain
factors in the workplace that cause job
satisfaction, while a separate set of factors cause
dissatisfaction.
Satisfaction:
which is mostly affected by the "motivator factors".
Motivation factors help increase the satisfaction but
aren't that affective on dissatisfaction.

14. Herzberg’s Two-Factor Theory
Dissatisfaction:
Is the results of the "hygiene factors". These
factors, if absent or inadequate, cause
dissatisfaction, but their presence has little effect
on long-term satisfaction.

15. Herzberg’s Two-Factor Theory
 Motivators:
which give positive satisfaction, arising from intrinsic conditions of
the job itself, such as recognition, achievement, or personal growth.
 Hygiene factors:
which do not give positive satisfaction, although dissatisfaction
results from their absence.

16. Development of Questionnaire
Questionnaire development has three, sometimes
conflicting, objectives.
1. A questionnaire must facilitate the collection of the
data needed to answer the research questions, which
requires the data to be valid, reliable and relevant.
2. The survey must be as user-friendly and convenient
as possible for the respondent and interviewer.
3. It must be possible to develop process and modify
questionnaires efficiently. It may be important to be
able to respond rapidly to events and changing
circumstances, not only for new themes, but also
where revision is needed because of changes in
legislation

17. Development of Questionnaire used in this Project
We have developed the questionnaire by
following steps
Fist of all we selected the motivating factors
from literature.
We developed questions according to each
motivating factor.
Questions are such that these can target the
employees in organization.
All the basic and important motivating factors
are covered in the questionnaire.
Scale used in this questionnaire is Likert Scale.

18. How to fill the Questionnaire
1.Please answer all questions.
2. Please complete the questionnaires honestly and by
yourself.
3. Please fill in the following questionnaire on the basis of
the facts of your organization.
4. Please (√) box for selection of options.
5. It will take about 10 minutes or less to fill.
6. If you have questions or if anything is unclear, please
don’t hesitate to ask.
7. 1 = Strongly Disagree 10 = Strongly Agree

19. Questionnaire
Do on time salary credits greatly influence your
performance?
Does innovation, influence your performance?
Does promotion affect your performance?
Do the salary increments given to you motivate
you?
Does involvement in decision making enhance
your performance?

20. Questionnaire
Does the work itself motivate you?
Does the company prestige affect your
performance?
Does the visibility with top management
is important to you?
Does good supervision enhance the
efficiency of your work?
Are you satisfied with working
environment in your organization?

21. SPSS
It is a software used for data analysis in
business research. Can be used for:
◦ Processing Questionnaires
◦ Reporting in Tables and Graphs
◦ Analyzing
SPSS comes into picture after data has been
collected by lets say: questionnaires
 Translate the Questionnaire into codes and
enter data in SPSS

22. Reliability
The ability of a system or component to perform
its required functions under stated conditions for a
specified period of time. Reliability is
theoretically defined as the probability of success
(Reliability=1-Probability of Failure)
Objectives of reliability:
i. To apply engineering knowledge and specialist
techniques to prevent or to reduce the likelihood
or frequency of failures.
ii. To identify and correct the causes of failures
that do occur despite the efforts to prevent them.

23. Reliability
 To determine ways of coping with failures that do
occur, if their causes have not been corrected.
 To apply methods for estimating the likely
reliability of new designs, and for analyzing
reliability data.
 Cronbach's Alpha (α):
Cronbach's alpha is the most common measure
of internal consistency ("reliability"). It is most
commonly used when you have multiple Likert
questions in a survey/questionnaire that form a
scale and you wish to determine if the scale is
reliable.

24. Reliability
The value of Cronbach’s Alpha obtained by
reliability analyses using SPSS is 0.923. which
shows data is very reliable.

25. Results
Top ten motivators and their agree percentage.

26. Results
 Graphical Representation of top ten motivators.

27. Conclusions
In our survey the motivator “on time salary” gets
the highest percentage by the participants as a top
motivator while surprisingly “innovation” ranked
second by the participants among the top
motivators which a good sign is showing that
peoples mind is accepting the new challenges of
modern era. The third one among the top
motivators is promotion which is not much
surprising as everyone wants to get promoted in
his professional life. While number four on the list
is “salary increments” as participants see salary
increments as a highly rank motivator.

28. Conclusions
Number five motivator is ”involvement in
decision making”, involvement in decision
making shows that management respects
employees’ opinion which in return increase
employees’ efficiency. Next motivator is “work
itself” which refers towards the type of work as
the famous saying, “choose the job you love and
you will never have to work for a single day in
your life”, and describes it beautifully. Next
motivator is “company’s prestige” which shows
employees takes company’s prestige seriously.
Next top ranked motivators are “visibility with
management”, “good supervision”, “and working
environment” and so on.

29. Future Recommendations
Questions can be arranged into various groups
those can be analyzed by SPSS and will give more
accurate results.
Number of participants can be increased in order
to get more responses
Lower ordinate can be included in the survey.
Comparison can be carried out between the
responses from higher management and lower
ordinate
General rules of preparing questionnaire should
be followed while preparing the questionnaire.