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be good and the motivated employees will motivate other employees at the work place. Motivation of employees is one such function which every manager has to performs as a friend and motivator of his subordinates. It is an integral part of management process itself. Thus motivation of employees is essential and motivated employees are an asset to an organization [11]. Job Satisfaction: Job satisfaction is defined as any combination of psychological, physiological and environmental circumstances that causes a person truthfully to say I am satisfied with my job [12]. Job satisfaction is a positive effect of employees towards their job or job situation[13]. Job satisfaction has to do with the way how people feel about their job. That is why job satisfaction and job dissatisfaction can appear in any given work situation [14]. Job satisfaction can also be defined as the extent to which a worker is content with the rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation [15]. Job Satisfaction is essentially the extent to which someone likes his or her job [16]. Job satisfaction is
Figure-1 depicts the nature of association between individual motivational activities and employees motivation. The arrows indicate that all items of motivational activities affects employee motivation and employee motivation affects job satisfaction. The hypotheses implied in the research model are the following. 1) H1: Pay & Perks significantly affects employee motivation. 2) H2: Career & Development significantly affects employee motivation. 3) H3: Work life& Culture significantly affects employee motivation. 4) H4: Welfare Facilities significantly affects employee motivation. 5) H5: Employee Motivation significantly affects Job Satisfaction.
H1 through H4 measures the direct effect of motivational activities and facilities on employee motivation whereas H5 measures the indirect effect of motivational activities on job satisfaction through employee motivation; motivational activities effect employee motivation and employee motivation effects job satisfaction. For the purpose of testing these hypotheses the following structural response models have been formulated. Response Model I: EMi = a+bP&Pi+ui Response Model II: EMi = a+bC&Di+ui Response Model III: EMi = a+bW&Ci+ui Response Model IV: EMi = a+bWFi+ui Response Model V: JSi = a+bEMi+ui Where, EMi = Value of employee motivation variable of the ith respondent as per the sample respondent’s perception measured by average summated scale (i=1,2,3-------n=50). P&Pi = Value of Pay & Perks variable of the ith respondent as per sample respondent`s perception measured by average summated scale (i=1,2,3-------n=50). C&Di = Value of Career & Development variable of the ith respondent as per sample respondent`s perception measured by average summated scale (i=1,2,3-------n=50). W&Ci = Value of Worklife & Culture variable of the ith respondent as per sample respondent’s perception measured by average summated scale (i=1,2,3-------n=50). WFi = Value of Welfare Facility variable of the ith respondent as per sample respondent’s perception measured by average summated scale (i=1,2,3-------n=50). JSi = Value of Job Satisfaction variable of the ith respondent as per sample respondent’s perception measured by average summated scale (i=1,2,3-------n=50). a = Constant. b = Regression Coefficients. ui= Usual random term.
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V. THE DATA AND METHODOLOGY
1) The Data: This study is basically based on the primary data collected from a sample of 50 respondents i.e. executives (out of 328 executives) using well structured questionnaire prepared for this purpose. The questions are appended as Annexure-I. The judgement sampling technique- one of the non-parametric sampling- was considered appropriate and used for conducting the survey. It took about six weeks time during November-December 2019. Published and unpublished secondary data and websites related to the study have also been used. The five point response category of Likert type [18] has been used in preparing the data . The responses are quantified by allotting the numerical value 1 for Strongly Disagree (SD) and 5 for
Strongly Agree (SA) or 1 for Very Low (VL) and 5 for Very High (VH) as the case may be for each of the question considered.
At the time of evaluation and analysis of data, these Likert items, which happens to be inclusive are amalgamated or merged into one variable or scale which is composite in nature [19]. This type of pooled data is known as Likert scale or summated scale. Summated scale is one of the latest scale technique formulated in academic research. The summated scale, thus computed has been transformed into average summated scale for each of the 50 respondents for all six variables namely Pay & Perks scale, Career & Development scale, Worklife & Culture scale, Welfare Facility scale, Employee Motivation scale and Job
Satisfaction scale for further analysis. Four broad groups of motivational activities as identified earlier viz. pay & perks, career & development, worklife & culture and welfare facilities [20] have been used as determinants of employee motivation in this study.
2) Methodology: Appropriate statistical methods are used for estimation of models, testing the significance of association and overall significance of the models. The parameters of structural response models estimated using Ordinary Least Squares method. The significance of regression coefficients tested using two-tailed t-test. Adjusted R2 values and F- values computed and presented along with the results. The IBM SPSS 20 and Microsoft Excel 07 used for data preparation and data analysis.
VI. EMPIRICAL RESULTS AND TEST OF HYPOTHESES
This section has two parts. First presentation of descriptive statistics of variables including Cronbach`s alpha for testing the reliability and validity of scales. Second, presentation of empirical results of different combinations of independent and dependent variables for measuring the significance of associations.
A. Test of Reliability and Validity of Scales The descriptive statistics related to variables / scales along with Cronbach’s alpha computed and presented in Table-1. Table 1 : Descriptive Statistics
Scales Items Sample Size Mean Standard Deviation Cronbach`s alpha 1. Pay & Perks 04 50 3.85 0.66 0.656 2. Career & Development 04 50 3.40 0.61 0.620 3. Worklife& Culture 05 50 3.61 0.56 0.794 4. Welfare Facilities 06 50 3.32 0.56 0.747 5. Employee Motivation 19 50 3.55 0.42 0.853 6. Job Satisfaction 06 50 3.74 0.58 0.819 Source : Computed from the survey data.
Table-1 exhibits that the values of Cronbach`s alpha are more than the limit of reliability i.e. 0.60. This means that all scales are acceptable and their reliability is ideal for further analysis. These results also indicate that all items of different scales are valid and suitable to measure attitude of employees towards motivational activities, employee motivation and job satisfaction.
B. Test of Hypotheses The test of hypotheses conducted in the light of regression results for different combination of variables measuring association between them. The combination- wise results are presented in Table-2 through Table-16 and the relevant hypotheses tested.
C. Relationship Between Pay & Perks and Employee Motivation 1) Regression Results
Table 2 : Model Summary
Model R R Square Adjusted R Square
Std. Error of the Estimate 1 .654a 0.428 0.416 0.32464 a. Predictors: (Constant), M1 (Pay and Perks)
Table 3 : ANOVA(b)
Model Sum of Squares df Mean Square F Sig.
1 Regression 3.783 1 3.783 35.891 .000a Residual 5.059 48 0.105 Total 8.841 49 a. Predictors: (Constant), M1(Pay and Perks) b. Dependent Variable: M6(Employee Motivation)
Table 4 : Coefficients(a) Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
(1 (Constant) 1.753 0.303 5.777 0 M1 0.48 0.08 0.654 5.991 0 a. Dependent Variable: M6(Employee Motivation)
2) Hypothesis H1: Pay & Perks significantly affects Employee Motivation. This hypothesis is tested by the results in Table- 2 to Table- 4. These tables explain the nature and magnitude of relationship between pay & perks, one of the motivational activities of CCL and employee motivation. The regression coefficient (0.480) is positive and statistically highly significant at 1 percent level of significance using two-tailed t-test. [P (t>2.390)= 0.01]. The adjusted R2 value is 0.416 which indicates that 41.6 percent variation in employee motivation is explained by a single variable- pay & perks. F-value for degree of freedom v1=1,v2=48 is very high (35.89) and highly significant at 1 percent level of significance [P(F>7.08) = 0.01]. Thus primary cross-sectional data supports the hypothesis and, therefore, the hypothesis Pay & perks significantly affects employee motivation is accepted and established.
D. Relationship Between Career & Development and Employee Motivation 1) Regression Results
Table 5 : Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate 1 .653a 0.426 0.414 0.32515 a. Predictors: (Constant), M2(Career and Development)
Table 6 : ANOVA(b)
Model Sum of Squares df Mean Square F Sig.
1 Regression 3.767 1 3.767 35.628 .000a Residual 5.075 48 0.106 Total 8.841 49 a. Predictors: (Constant), M2(Career and Development) b. Dependent Variable: M6(Employee Motivation)
Table 7 : Coefficients(a)
Unstandardized Coefficients
Standardized Coefficients Model B Std. Error Beta t Sig. 1 (Constant) 1.751 0.305 5.747 0 M2 0.502 0.084 0.653 5.969 0 a. Dependent Variable: M6(Employee Motivation)
2) Hypothesis H2: Career & Development significantly affects Employee Motivation. The results presented in Table-5 to Table-7 have been used for testing this hypothesis. It is quite clear that the regression coefficient (0.502) is positive and highly significant at 1 percent level of significance. The adjusted R2 value (0.414) is very high. F-value (35.628) is also very high and highly significant at 1 percent level of significance. Thus the hypothesis’ Career & Development significantly effects employee motivation is accepted.
E. Relationship Between Worklife & Culture and Employee Motivation 1) Regression Results
Table 8 : Model Summary Adjusted R Std. Error of
Model R R Square Square the Estimate 1 .886a 0.784 0.78 0.1994 a. Predictors: (Constant), M3(Worklife and Culture)
Table 9: ANOVA(b)
Mean Model Sum of Squares df Square F Sig. 1 Regression 6.933 1 6.933 174.374 .000a Residual 1.908 48 0.04 Total 8.841 49 a. Predictors: (Constant), M3(Worklife and Culture) b. Dependent Variable: M6(Employee Motivation)
Table 10 : Coefficients(a) Unstandardized Standardized Coefficients Coefficients Std. Model B Error Beta t Sig. 1 (Constant) 1.342 0.17 7.913 0 M3 0.609 0.046 0.886 13.205 0 a. Dependent Variable: M6(Employee Motivation)
2) Hypothesis H3: Work life & Culture significantly affects Employee Motivation. This hypothesis is tested by the results presented in Table-8 through Table- 10. The results reveal that regression coefficient (0.609) is positive and highly significant at 1 percent level of significance. Adjusted R2 value (0.780) is very high. The F-value (174.374) is also very high and highly significant at 1 percent level of significance. Thus the hypothesis `Work life & Culture significantly affects employee motivation` is accepted and established.
F. Relationship Between Welfare Facilities and Employee Motivation 1) Regression Results
Table- 11 : Model Summary
Adjusted R Std. Error of the
Model R R Square Square Estimate 1 .737a 0.543 0.533 0.29022 a. Predictors: (Constant), M4(Welfare Facilities)
Table- 12 :ANOVA(b)
Sum of Mean Model Squares df Square F Sig. 1 Regression 4.798 1 4.798 56.97 .000a Residual 4.043 48 0.084
Total 8.841 49
a. Predictors: (Constant), M4(Welfare Facilities) b. Dependent Variable: M6(Employee Motivation)
Table-13 : Coefficients(a)
Unstandardized Coefficients Standardized Coefficients
Model B Std. Error Beta t Sig. 1 (Constant) 1.611 0.26 6.191 0 M4 0.587 0.078 0.737 7.548 0
a. Dependent Variable: M6(Employee Motivation)
2) Hypothesis H4: Welfare Facilities significantly affects employee motivation. This hypothesis is tested by the results presented in Table-11 through Table-13. The regression coefficient (0.587) is positive and highly significant at 1 percent level of significance. Adjusted R2 value is 0.533. F-value at appropriate degree of freedom is 56.97, which is highly significant at 1 percent level of significance. Thus the cross-sectional data supports the hypothesis ` Welfare facilities significantly affects employee motivation ` and therefore accepted.
G. Relationship Between Employee Motivation and Job satisfaction 1) Regression Results
Table- 14 : Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .705a 0.497 0.486 0.4183
a. Predictors: (Constant), M6(Employee Motivation)
Table- 15 : ANOVA(b)
Model Sum of Squares df Mean Square F Sig.
1 Regression 8.289 1 8.289 47.374 .000a Residual 8.399 48 0.175 Total 16.688 49 a. Predictors: (Constant), M6(Employee Motivation) b. Dependent Variable: M7(Job Satisfaction)
Table- 16 : Coefficients(a)
Unstandardized Coefficients Standardized Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 0.296 0.503 0.589 0.558 M6 0.968 0.141 0.705 6.883 0 a. Dependent Variable: M7(Job Satisfaction)
2) Hypotheses H5: Employee Motivation significantly affects Job satisfaction. This hypothesis is tested using the results presented in Table -14 to Table-16. The regression co-efficient (0.968) is positive and highly significant at 1 percent level of significance. The adjusted R2 value (0.486) is very high. F-value at appropriate degree of freedom is 47.374 which is highly significant at 1 percent level of significant. Thus the cross-sectional data supports the hypothesis Employ motivation significantly affects job satisfaction and therefore accepted and established. Thus the empirical study indicated that the motivational activities and facilities provided by the CCL to the executives as measured by the schemes of pay & perks, career & development, worklife & culture and welfare facilities, sufficiently motivated the executives for doing good works for the organization. This is indicated by the significantly positive regression coefficients of the structural response models. This study also indicated that employee motivation significantly affects the job satisfaction of executives. Another qualitative response analysis [20] also shows that CCL has greatly succeeded in motivating its employees with monetary factor i.e. attractive pay & perks, but the magnitude of success is not so great in the case of non-monetary factors like career & development, worklife & culture and welfare facilities. Reference [21], however, shows that the relationship is strong for intrinsic than extrinsic rewards and monetary rewards do not account for the variance in intrinsic motivation above that of nonmonetary rewards. It has also been observed that pay and appreciation are not directly effecting the employee motivation job satisfaction also has no direct link with employee motivation but training of employees, expectancy and knowledge transfer have direct relationship with employee motivation[22].
VII.CONCLUSION
The empirical study based on 50 executives of CCL, indicated that motivational activities like pay & perks, career & development, work life & culture and welfare facilities significantly determines the level of employee motivation as revealed by significantly positive regression coefficients in the response models. This study also indicated that employee motivation significantly affects job satisfaction of executives. In other words the motivational activities directly affect employee motivation and indirectly affect job satisfaction through employee motivation. The conclusion is that motivation is an important antecedent of job satisfaction.
VIII. LIMITATIONS OF THE STUDY
The Sample Size is only 50 respondents. Greater Sample Size could have produced more constructive results. The response analysis is based on respondent’s responses which are subject to respondent’s bias. The Likert Scales used in quantitative analysis are a direct measure of fairness, wherein the respondents might have experienced a conformatory bias in attempting 25 questions considered in the questionnaire. This is a Single method and a Single respondent study, which as a limitation can be addressed in future researches as an extension of this methodology.
IX. ACKNOWLEDGEMENT
The author wishes to acknowledge Prof. Dr. L.N. Bhagat, Retd. Prof. of Economics, Ranchi University, Ranchi and Former President, Association of Indian Management Schools (AIMS) for thought provoking comments and fruitful suggestions for improving the previous drafts of this article.
REFERENCES
[1] V, Eeden, Roos,” The relationship between employee motivation, job satisfaction and corporate culture”, SA Journal of Industrial Psychology, 34 (1), pp. 5463,2008. [2] A.Risambessy,B. Swasto, A. Thoyib and E.S.Astuti,” The influence of transformational leadership style, motivation, burnout towards job satisfaction and employee performance”, Journal of Basis Applied Science Research, 2 (9),pp.8833-8842, 2012. [3] K.R. Solanki, “ Flextime association with job satisfaction, work productivity, motivation & employee stress levels”, Journal of Human Resource Management, 1(1),pp. 9-14,2013,DOI: 10.11648/j.jhrm. 20130101.12/ [4] Dina,Maria LUT, Connection between Job Motivation, Job Satisfaction and Work Performance in Romanian Trade Enterprises, Annals of “Dunarea de Jos”
University of Galati Fascicle I, Economics and Applied Informatics, XVIII (3), pp. 45-50,2012. [5] M.A.Tietjen and R.M. Myers,”Motivation and Job Satisfaction”, Management Decision, 36(4),pp.226-231,1998,MCB University Press [ISSN 2229-3795]. [6] Tung-Liang Chen, Ming-Yi Huang and Tchiu-Hui,Su,”Work Motivation, Work Stress and Job Satisfaction in between Taiwan and China- An Empirical Study”
World Academy of Science, Engineering and Technology, 68,pp. 1446-1450,2012. [7] Sony Kumari, “ Motivational activities and their impact on the organization : A case study of Central Coalfields Limited, Ranchi, Jharkhand” International
Research Journal of Management and Commerce, 5 (12),pp. 28-41,2018. [8] B. Berelson and G.A. Steiner, Human Behavior: An Inventory of Scientific Findings, Harcourt Brace & World Inc, New York, 1964. [9] M.S. Viteles, Motivation and Morale in Industry, W.W. Norton & Co. New York, 1953. [10] E.Paul, 10 Ways to improve employee motivation, 2017 (online) Available : http://www.emptrust.com/blog/ways-to-improve-employee-motivation [Accessed :
Aug.3,2020]. [11] Adi Bhat, Employee Motivation: Definition, Types, Importance and Ways to Improve It,2018, A question Pro Products, Available: https://www. Question pro.com/blog/employee-motivation [Accessed: May 7, 2020]. [12] R. Hoppock, Job Satisfaction, Harper and Brothers, New York, 1935. [13] P. E. Spector, Job Satisfaction: Application, Assessment, Causes and Consequences, Thousand Oaks, C.A. Sage Publication, Inc.,1997. [14] D. Statt, The Routledge Dictionary of Business Management, Third Edition, Routledge Publishing, Detroit, p. 78 as quoted in B, Aziri , Job Satisfaction: A
Literature Review, Management Research and Practice, 3(4),pp. 77-86,2011. [15] E. Locke, The nature and causes of job satisfaction, in Handbook of Industrial Organizational Psychology, Edited by M.D. Dunnette (Chicago : Rand Mc Nally, 1976), pp.901-969. [16] R. Kreitner and A. Kinicki, Organizational Behavior ( Seventh Edition), Boston, M.A. : Mac Grow- Hill, Irwin, 2007. [17] J.M. George and G.R. Jones, Understanding and Managing Organizational Behavior ( Fifth Edition), Upper Saddle River, New Jersey, Pearson Rrentice Hall, 2008. [18] Rensis Likert, A Technique for the Measurement of Attitudes, The Science Press, New York, Also in Archives of Psychology, 22 (40), pp.1-55,1932. [19] H.N. Boone and D.A. Boone, Analyzing Likert Data, Journal of Extension, 50(2),pp.1-5,2012. [20] Sony Kumari, “Monetary and non-monetary factors affecting employee motivation: Empirical Study of a Public Sector Organization,” The International
Journal of Analytical and Experimental Model Analysis, XII (12),pp.1836-1852,2020,DOI : 18. 0002. IJAEMA,2020. V12i12. 200001.015685901775 [21] A. Nujjoo and I. Meyer, “ The relative importance of different types of rewards for employee motivation and commitment in south Africa, SA Journal of
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APPENDIX
Appendix 1: Questions used in the Questionnaire Please make your response by using ( ) mark in the appropriate column for the below mentioned questions in a scale of 1 to 5.
S. No. Questions Questions related to Pay & Perks.
1
2
3 What you consider the pay & perks of CCL as compared to other companies ? What is your expectation about getting the arrear of pay & perks in time ? What is your expectation of getting the salary revision done in time ?
4 What is your expectation about getting the retrial benefits in time ? VL L N H VH
1
2
3
4
1
2
3
4
5 Questions related to Career & Development What is your expectation that you will be promoted to the next higher level in time ?
What is the likelihood of continuing your service in CCL, at least for next three years ?
How you evaluate the various training programmes organized by CCL for the employees ?
What is the chance that you would recommend CCL to other prospective job seekers ?
Questions related to Worklife & Culture What is the extent of your feeling that your immediate supervisor maintains good relationship and guide you in your work ?
To what extent your expectation of getting mentorship from the experienced employees of CCL is fulfilled ?
What is the extent of your feeling that your work schedule fits your lifestyle ?
What is the extent of your feeling that CCL motivates you for better performance/ contribution / excellent work ?
What is the extent of your feeling that CCL management takes care of balancing your work and personal life ?
Questions related to Welfare Facilities 1 How do you mark the hospital facilities? 2 What is the level of housing facilities in CCL?
3 What is the level of canteen facilities in the campus?
4 What is the level of educational facilities provided to the children in schools funded by CCL?
5 To what extent the loan facilities are provided to the employees?
6 What is the level of sports facilities given to the employees?
1
2
3
4
5
6 Questions related to Job Satisfaction
Do you agree that you are satisfied with your job and the kind of work you do?
Do you agree that you get enough relevant training for your present job? Do you agree that CCL has provided all necessary materials/ equipment’s/ human resources/ tools required to do your work well ? Do you agree that the working conditions in CCL is very satisfactory to you at the present time ? Do you agree that your superior recognizes and acknowledges your good performance ? Do you agree with the statement that "overall, I am satisfied with my present job ?
