Employee Motivation 'Bangladesh institute of management (BIM)"

Bangladesh Institute Of Management – (BIM)Post Graduation Diploma in Human Resource Management

Term PaperOn Employee Motivation

Of Parkscene Bangladesh Ltd.

Submitted To: A. H. Mostofa Kamal KhanDirector (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 KamalDrector (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.: 14DH237Batch: Evening – III

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ACKNOWLEDGMENTS

I would like to express my gratitude to the people that guided and encouraged methrough 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 nicelyFinally, 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 employeesCommunicating with some staff.A set of Questionnaire which was filled-up by the employees of the

organization confidentiallySecondary Data are collected through the following sources

Office RecordThrough InternetDifferent 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

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Topic Confirmation by BIM &Selecting a site

Data Collection Primary 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 FACTORY. No of Emp: 750

4. PARKVIEW DRESSES LTD : WOVEN BOTTOMS FACTORY. No of Emp: 825

5. ESPIRIT APPAREL LTD. : WOVEN BOTTOMS FACTORY. No of Emp: 600

6. PQS PRINTING & EMBROIDERY LTD. : PRINT & EMB FACTORY. No of Emp: 210

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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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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Chapter 2

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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 employees7. 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 / AttentionB. TrainingC. Career PathD. Job TitleE. Good Working EnvironmentF. On the spot PraiseG. Leadership RoleH. Team SpiritI. Social GatheringJ. Casual Dress DayK. 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 EnlargementYearly Increment Job EnrichmentTransport Team WorkingFestival Bonus Job RotationLunch with token price Annual LeavePerformance Related PayBasically, 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 MeanSalary 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 organizationb) Create Leadership roles among the employees.c) Buildup a good team in the organization. d) Arrange proper training for improving performancee) 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.

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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

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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 Yearsd) 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 Disagreed) Disagree e) Strongly Disagree

Q.2 Financial Incentives motivates me more than non-financial incentivesa) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Q.3 I’m Satisfied with my Present Salary compared my job Responsibilitya) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Q.4 I’m Satisfied with the Lunch break, Rest breaks & Leaves given by the Organizationa) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

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?

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a) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Safety

Q.1 Good Physical Working conditions are provided by the organization


Q.2 I’ve job security in the organization.a) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Q.3 The retirement benefits are available & are sufficient.a) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Q.4 The medical benefits provided in the organization are satisfactorya) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Esteem

Q.1 Visibility with top management is important to mea) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Q.2 I feel that, my superior always recognizes to work done by mea) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Q.3 I feel the job I do gives me a good statusa) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Q.4 I’m satisfied with the responsibility & role that I’ve in my worka) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Love

Q.1 The quality of the relationships in the formal workgroup is quite important to mea) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Q.2 I’m satisfied with the support from the HR departmenta) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Q.3 In this organization there is fair amount of team spirita) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

Q.4 I feel more motivated while participating in activities done here like : Annual Picnic, Sports week

a) Strongly Agree b) Agree c) Neither Agree nor Disagree

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d) Disagree e) Strongly Disagree

Self Actualization

Q.1 I want to be the best at my own joba) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

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 organizationa) Strongly Agree b) Agree c) Neither Agree nor Disagreed) Disagree e) Strongly Disagree

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 DisagreeDisagreeNeither Agree nor DisagreeAgreeStrongly Agree

123 (A)

45

5718

82

-2-10

12

-10-70

84

X = A+(∑fd / ∑f) = 3 + (-5/40) = 3 – 0.125 = 2.875

∑f = 40 ∑fd = -5

Appendix: 03. Financial Incentives


Frequency (f)



123(A)

45

574

195

-2-10

12

-10-70

1910

X = A+(∑fd / ∑f) = 3 + (12/40) = 3 + 0.3 = 3.03

∑f = 40 ∑fd = 12

Appendix: 04. Performance Appraisal


Frequency (f)


Strongly Disagree 1 1 -2 -2 X = A+(∑fd / ∑f)

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DisagreeNeither Agree nor DisagreeAgreeStrongly Agree

23(A)

45

105

159

-10

12

-100

1518

= 3 + (21/40) = 3 + 0.525 = 3.525

∑f = 40 ∑fd = 21

Appendix: 05. Job Security


Frequency (f)



123(A)

45

2816

122

-2-10

12

-4-80

124

X = A+(∑fd / ∑f) = 3 + (4/40) = 3 + 0.1 = 3.10

∑f = 40 ∑fd = 4

Appendix: 06. Relationship with Team Member


Frequency (f)



123(A)

45

1746

94

-2-10

12

-34-40

98

X = A+(∑fd / ∑f) = 3 + (-21/40) = 3 – 0.525 = 2.475

∑f = 40 ∑fd = -21

Appendix: 07. Freedom in decision making


Frequency (f)



123(A)

45

378

193

-2-10

12

-6-70

196

X = A+(∑fd / ∑f) = 3 + (12/40) = 3 + 0.3 = 3.30

∑f = 40 ∑fd = 12

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Employee Motivation 'Bangladesh institute of management (BIM)"

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