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Table of ContentsAcknowledgement.................................................................................................................................2

Executive Summary...............................................................................................................................3

Chapter 1 - Introduction........................................................................................................................5

Chapter 2 - Literature Review...............................................................................................................6

2.1. Employee Motivation.................................................................................................................6

2.1.1. Job Satisfaction and Employee Turnover.............................................................................6

2.1.2. Herzberg’s Two Factor Theory and Maslow’s Hierarchy of Needs.....................................8

2.1.3. Psychological Well-being of the Employees.........................................................................8

2.2. Company Profile – Faysal Bank Ltd.........................................................................................10

Chapter 3 - Research Methodology.....................................................................................................11

3.1. Adopted Research Methodology...............................................................................................11

3.2. Data Collection.........................................................................................................................11

3.2.1. Secondary Data.................................................................................................................11

3.2.2. Primary Date.....................................................................................................................11

3.2.3. Sampling............................................................................................................................12

3.3. Limitation.................................................................................................................................12

Chapter 4 – Findings and Discussion...................................................................................................13

4.1. Interview...................................................................................................................................13

4.2. Findings....................................................................................................................................13

4.3. Discussion................................................................................................................................14

Chapter 5 - Conclusion........................................................................................................................15

5.1. Conclusion................................................................................................................................15

5.2. Recommendations....................................................................................................................15

List of References................................................................................................................................17

Appendices..........................................................................................................................................19

Appendix 1 – Leadership Theories and Assumptions.......................................................................19

Appendix 2 - Questionnaire.............................................................................................................21

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Executive Summary

This paper aims at studying the importance of employee motivation and the factors

influencing it. The report examines a number of factors that lead to employee satisfaction and

dissatisfaction. The present study was conducted on the employees of Faysal Bank and the

factors influencing their work behavior were studied in detail. The main focus of the paper is

on how employees are managed in the organization and what measures are taken by the

management to motivate existing employees and attract more employees. The paper makes

use of different motivational theories for the analysis of the result.

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Chapter 1 - Introduction

The importance of employee motivation is now being recognized by all the major

organizations as it has a significant impact on the overall performance of the organization.

For any organization to achieve its goals it is important to keep their employee motivated and

satisfied. When employees are motivated the individual quality and quantity of performance

increases which directly has a positive effect on the overall performance of the organization.

Employee motivation leads to job satisfaction which also plays an important role in

increasing the overall efficiency of the organization. The presence of these factors may not be

as important but the absence of these factors can have an adverse affect on the organizational

performance. One of the main jobs of a manager is to motivate his or her employees. This

paper studies the level of employee motivation at Faysal Bank, DHA, Phase IV branch. In

order to develop a better understand of employee motivation and factors affecting it, the

paper begins with a review of the literature and theories related to employee motivation. Then

the adopt research methodology is discussed in Chapter 3. The next chapter includes the

findings and the results of the study. Conclusion and recommendations are explained in

Chapter 5.

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Chapter 2 - Literature Review

2.1. Employee Motivation

In order to achieve the goal of strategically solving organizational problems, it is very

important for the managers to adopt various approaches to make sure that the employee

performance is consistently getting better. The reason why researchers and investigators have

been stressing on the selection of appropriate leadership style is because effective leadership

and right style of leadership can help in motivating employees (Goleman 2010). Some of the

most popular leadership theories and their assumptions are mentioned in Appendix I in the

order in which they were proposed. It has been noted that the four basic emotional need, or

drives, to “acquire (obtain scarce goods, including intangibles such as social status); bond

(form connections with individuals and groups); comprehend (satisfy our curiosity and

master the world around us); and defend (protect against external threats and promote

justice)” (Nohria, Groysberg, & Lee, 2008, p. 1). Empirical evidence suggests that a

motivated workforce results in a better overall performance of an organization and so

managers who seek to improve the motivation of their employees must take note of the above

mentioned needs and drives.

2.1.1. Job Satisfaction and Employee Turnover

Locke described job satisfaction as “…a pleasurable or positive emotional state

resulting from the appraisal of one’s job or job experiences” (Locke, 1976, p. 1304). It can

thus be said that when jobs are evaluated, both thinking and feelings are involved (Saari &

Judge, 2004). Studies have shown that there is a positive relationship between job satisfaction

and employee’s performance and factors such as “fair promotion, reasonable pay system,

appropriate work itself, and good working condition” increases the level of job satisfaction

(Nimalathasan & Brabete, 2011, p. 3). However, there may be other factors present leading to

job satisfaction. Studies have also shown that job dissatisfaction and lack of involvement in

the job leads to an increase in the employee turnover (Lee, 1988). W. H. Mobley was the first

person to explain the process of job dissatisfaction leading to employee turnover in 1977.

Mobley proposed the following seven stages of job dissatisfaction leading to employee

turnover (Mobley, 1977):

i. the thought of quitting the job

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ii. Evaluation of the “expected utility of searching for another job and the costs

associated with quitting the present job” (Lee, 1988, p. 263).

iii. the intention to look for another job surfaces

iv. the employee then finally starts searching for an alternative job

v. once the alternative is identified, the employee then evaluates its acceptability

vi. a comparison is then made between the current job and the alternative

vii. an intention to quit the current job emerges after the comparison leading to

employee turnover

It can be said that there is a strong relationship between job dissatisfaction and

employee turnover and it is only one of the negative effects of job dissatisfaction. Employee

dissatisfaction also brings down the overall productivity of an organization and decreases the

morale of the work force. According to Price’s preliminary causal model of turnover, four

main external factors have a significant impact on job satisfaction and employee turnover

(Price, 1975). These factors include pay, primary group, communication, and centralization

(Price, 1975).

Figure 1 – Preliminary Causal Model of Turnover

According to the model, pay will only be an important determinant if it plays an

important role in the employee’s life otherwise it will not have a significant impact on the

employee satisfaction. The second variable describes the participation in a primary group, for

instance, importance of kinship-type systems was highlighted by the Western Electric

Research (Roethlisberger & Dickson, 1939). Communication in the model refers to the flow

of information in the organization between the members and the sharing of ideas, where as

centralization refers to the distribution of power in the organization (Price, 1975). It was

hypothesized by Price, that employee turnover is likely to be low if the primary group

participation and communication in an organization is high. The significance of pay,

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however, is perceived to be high as all employees consider it to be important. Centralization,

on the other hand, increases the employee turnover and has a negative impact on an

organization. The model also identifies two intervening variables of job satisfaction and

opportunity that have different affect on employee turnover. The model suggests that if the

exogenous variables have a positive effect on job satisfaction is likely to be low. However, if

the exogenous variable produce more dissatisfaction than satisfaction, and if there are other

job opportunities present in the environment, employee turnover is likely to be high (Price,

1975).

2.1.2. Herzberg’s Two Factor Theory and Maslow’s Hierarchy of Needs

Frederick Herzberg’s two-factor theory, also known as intrinsic/extrinsic motivation,

assumes that job satisfaction at workplace is influenced by certain factors and their absence

can lead to dissatisfaction (Willmott 2007). The two factors identified by him are:

i. Hygiene Factors: Even thought hygiene factors such as, security, salary,

fringe benefits, working condition, interpersonal relations, etc, do not motivate

people at a work place nor inspire them; their absence can lead to

dissatisfaction which can have an adverse affect on the overall performance

(Willmott 2007).

ii. Motivation Factors: These factors, which include recognition, growth, interest

in job, advancement at work, etc, are used to motivate the employees to

perform better.

A combination of these two factors results in job satisfaction and employees working

under these situations tend to perform better than employees who work in the absence of

these factors. This theory has been applied in the fields of information systems in particular.

Herzberg also concluded that the factors leading to job satisfaction are different from the

factors that lead to job dissatisfaction and so the managers should focus on eliminating the

factors leading to dissatisfaction. Another theory of motivation, perhaps the most popular

theory of motivation, is Abraham Maslow’s hierarchy of needs theory. He proposed that there

is a hierarchy of five needs in each individual that needs to be satisfied.

2.1.3. Psychological Well-being of the Employees

A study was conducted by Terry, Nielsen, and Prachard in 1993 to study the

relationship between work stress, social support, and the well-being of the employees. The

study was conducted on a large public sector organization from which a sample of 153

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employees was randomly drawn. These employees were put under different working

conditions and then the impact of these conditions on their psychological well-being was

observed. The following two hypotheses were tested in this research: H1: “the high levels of

work stress would have a negative impact on job satisfaction and psychological well-being

[of the employees]” (Terry, Nielsen, & Perchard, 1993, p. 168). H2: “the perceived

availability of support of work-related problems would have both direct and stress-buffering

effects on levels of well-being” (Terry, Nielsen, & Perchard, 1993, p. 168). It was found that

there was a strong relationship between role conflict and role ambiguity and psychological

well-being and job dissatisfaction (Glazer & Beehr, 2005). It was also found that

underutilization of skills had some impact on the psychological well-being of the employees.

Moreover, it was found that the support of the supervisor had a positive impact on the

psychological well-being of the employees, regardless of the level of the work stress. These

findings are consistent with the stress-support matching hypothesis which suggests that work-

related support provides as a shield against work-related stress (Cohen & Willis, 1985).

Figure 2 – Maslow’s Hierarchy of Needs

The needs identified by Maslow include the physiological needs of food, drink,

shelter, and other physical requirements, Safety needs include security and protection from

physical and emotional harm along with the assurance that these physical needs will be met

in future, Social needs of affection, belongingness, acceptance, and friendship, Esteem needs

or self-respect, autonomy, status, recognition, etc, and finally, Self-actualization needs that

include achieving one’s potential and self-fulfillment, i.e. the drive to become what one is

capable of becoming (Miller, Vandome, & McBrewste, 2010). He proposed that even though

no need is ever fully satisfied, a substantial satisfied need no longer motivates the person and

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in order to motivate a person, his or her level of need on the hierarchy and then efforts should

be made to satisfy the needs at or above that level.

2.2. Company Profile – Faysal Bank Ltd.

Faysal Bank Limited was incorporated in Pakistan on October 3, 1994, as a public

limited company under the Companies Ordinance, 1984. Currently, the Bank's shares are

listed on the Karachi, Lahore and Islamabad Stock Exchanges. Faysal Bank is engaged in

Commercial, Consumer, Corporate and Islamic Banking activities.

Following the acquisition of RBS Pakistan, Faysal Bank’s footprint has expanded to

over 220 branches, with combined business assets of over PKR 250 billion, further

strengthening its balance sheet and placing it amongst the top ten banks in Pakistan. Faysal

Bank’s ambition is to provide par excellence service for its customers while meeting all their

financial needs.

Faysal Bank has a 3 fold objective in their processing of clientele.

Vision

Excellence in all that they do

Mission

Achieve leadership in providing financial services in chosen markets

through innovation.

Values

Daily code of conduct is exemplified by eight core values: 

Four threshold values — values at the heart of the brand. 

Four differentiator values — values that set the brand apart.

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Chapter 3 - Research Methodology

3.1. Adopted Research Methodology

A research may be qualitative or quantitative in nature. The present study has adopted

a qualitative research methodology which may be defined as a “multi-method

[approach]...involving an interpretive, naturalistic approach to its subject matter” that

required its researchers to “study things in their natural settings, attempting to make sense of,

or interpret, phenomena in terms of meanings people bring to them” (Britten, Jones, Murphy,

& Stacy, 1995, p. 104). Qualitative approach is more suitable for this research as the study

requires an analysis of opinions and behavior that is descriptive in nature and depends upon

the researcher’s own interpretation of data collected. This is the reason that this method of

research is also known as an interpretative approach (Smith, 1987). Because of the diverse

nature of qualitative approach adopted for the present study, two approaches that can be

applied are inductive and deductive. However, keeping in view the data to be analyzed and

findings to be presented in this report, inductive approach has been used that may be defined

as “a systematic procedure for analyzing qualitative data where the analysis is guided by

specific objectives” (Thomas, 2003, p. 2).

3.2. Data Collection

Collecting data to conduct a research is the most important part since all the

assumptions and analysis are based on it. Data may be collected either from a primary or

secondary source. For the present study, data is first collected from secondary sources and

based on those findings primary data is collected using an inductive approach. Secondary

data is usually collected from secondary sources i.e. existing material on the subject matter,

while primary data is collected specially for the purpose of a specific study. The present study

makes use of both secondary and primary data, making the results more reliable accurate.

3.2.1. Secondary Data – Different websites, journal articles, and books is used to

collect the secondary data for the report on the basis of which primary data is collected.

3.2.2. Primary Date – Employees of Faysal bank were interviewed for the collection

of primary data. The employees were requested to fill out a detailed questionnaire which can

be viewed in Appendix II.

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3.2.3. Sampling

Sampling is the process of selecting a sample from the whole population that can be

used to “fairly represent the population” (Freedman, 2010). Sampling may be simple,

systematic, stratified, or clustered. For the present research, a simple random sampling

method has been used. For the present research, a random sample of 6 out of 10 individuals

was selected who were present at the organization. These individuals included three male and

three female participants.

3.3. Limitation

The descriptive nature of the qualitative research methodology used for this study

raises concerns regarding the researcher’s own understanding and opinion regarding the

research topic. This has been dealt with by gathering and describing data from secondary

sources which provide definite information related to the topic.

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Chapter 4 – Findings and Discussion

4.1. Interview

A questionnaire is designed to examine the level of job satisfaction of an average

employee. The questionnaire is made of 31 questions that are divided into three parts. The

first part is dedicated to the demographics and general information of the interviewee. The

second part assesses the level of job satisfaction with respect to different aspects of job and

includes15 questions. The last part is made of seven questions that require descriptive

answers. All the questions are related to the job satisfaction of the interviewee and the impact

of the job on their well-being. The aim of the interview is to assess the level of satisfaction

with ones job and a qualitative approach is applied for this purpose. The questionnaire

includes both open ended and closed ended questions and lasted for about 20 minutes. The

reason for adopting a qualitative approach for this paper is because it gives an opportunity to

understand the different dimension of the problem. The questionnaire include both close

ended and open ended questions in order to identify any external factors that might have an

impact on the thinking of the employee.

4.2. Findings

Since the interview is divided into three parts, the findings are also divided into three

the findings are also discussed in three parts to avoid any confusion. It is found in the first

part that the interviewees belonged to 4 different positions at the bank. Two of the

interviewees held the position of the relationship manager, two of teller, one of floor

manager, and the last one held the position of a business coordinator. Employees had the

minimum work experience of one year and the maximum of four years. All employees

belonged to the age group of 25 to 31 years. It was also found that the bank had recently

acquired RBS Operations but that did not have any impact on employee performance or

motivation.

The second part of the interview revealed that 50% of the employees were satisfied

with their current position and working hours while 50% of the respondent were unhappy

about their salary. It was also found that up to 66% of the employees were unhappy with the

scheduling of their jobs but up to 83% were quite satisfied with the vacations and sick leaves

given by the organization. 50% of the employees were also happy with the opportunities of

promotion and job security. The employees showed dissatisfaction with their leaders and

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relationship with their supervisors, opportunities to utilize their talent and to learn. However,

it was noted that the employees had a good relationship with their co-workers and were

happy with their job responsibilities and recognition for accomplishment.

The third part of the interview revealed that though the perception of the employees of

their organization is getting better their experience, their perception of their leaders was not

very positive. It was found that up to 83% of the employees agreed that there needs to be a

better communication between the supervisors and the employees and all of the employees

agreed that there is a need for improvement in the management style of the company.

Employees felt their supervisors and managers did not have the communication skills needed

to bring the best out of the employees. Almost all the respondents defined their relationship

with their supervisors as “professional”.

4.3. Discussion

It was noted that the environmental factors significantly altered the response of the

employees as the organization had been having electricity problems for two days when the

interview was conducted. It was also noted that there was unequal job distribution due to this

problem at the time of the interview. Some employees had nothing to do while others were

overloaded with work as only some of the systems were working. Keeping the environmental

factors aside, it was found that even though employees rated their relationship with co-

workers are satisfactory, they were extremely uncomfortable filling the questionnaire in front

of the colleagues. There was also some hesitation in revealing their name on the

questionnaire. It was also found that the employees were unhappy about the scope of their job

and the only reason why the employees who were dissatisfied chose to continue with their

jobs was due the rewarding system, job security, vacation and sick leaves, and other benefits

offered by the organization to motivate the employees. It was also noted that the position of

job had a significant impact on the employee perception of the job, for example, the

relationship managers were not satisfied with their supervisor while the business coordinator

seemed to be very fond of her supervisor. Similarly, the tellers were unhappy with their

salary while the flood manager thought her salary was more than enough. All these factors

played an important role in employee satisfaction. It was also found that employees who had

a good relationship with their supervisors had a lower level of stress compared to the

employees who had a “professional” relationship with their supervisors. This is consistent

with the findings of the review of the literature which shows that the good relationship with

the supervisors buffers the employee stress (Cohen & Willis, 1985).

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Chapter 5 - Conclusion

5.1. Conclusion

It can be concluded that the level of employee motivation at Faysal Bank is not very

high nor low. Though employees seem satisfied with the working hours, vacations, rewards,

etc, there seem to much dissatisfaction with respect to the leadership style of the organization.

The employees do not seem very happy with the things are managed in the organization

which is likely to have a negative impact on the organization in the long term. It was also

noted that the respondents altered their answers in presence of other employees but they did

make an attempt to indirectly suggest that they are not completely satisfied with their jobs.

The main reason for this appears to be the lack of leadership in the organization and lack of

communication between the employees and their supervisors. If the organization does not

introduce changes in leadership in the organization it can lead to and increased rate of

employee turnover. It is clear from the results that relationship of the employees with their

supervisor plays an important role in increasing employee morale and motivation no matter

how good the rewarding system of an organization is.

5.2. Recommendations

Increased Communication – It is recommended that the communication between eh

management and the employees be improved in the organization. Customer service is a very

important part of organization and in order to provide the customer with quality services, it is

necessary to make sure that the employees of the organization are motivated. This can be

achieved by increasing the interaction between the management and the employees. It is

recommended that the top managers visit the work floor of the organization and personally

communicate the employees so that they motivated to perform better.

Decentralization – It is also recommended that the organization provide the

employees with an opportunity to take part in the decision making process. All new ideas and

thoughts should be welcomes and employees should be encouraged to express their opinions.

This will improve the sense of belongingness of the employees and they will feel like they

play an important part in the organization. This will also serve the esteem need mentioned in

Maslow’s hierarchy of needs theory.

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Utilization of Skills – Managers should make sure that the each employee is fit for his

or her job. If the skills of the employees are underutilized this can result in boredom and

dissatisfaction. Each employee must be suited for his or her job position.

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List of References

Britten, N., Jones, R., Murphy, E., & Stacy, R. (1995). Qualitative research methods in

general practice and primary care. Family Practice , 104-114.

Cohen, S., & Willis, T. A. (1985). Stress, social support, and the buffering hypothesis.

Psychological Bulletin, 98 , 310-357.

Freedman, D. A. (2010). Sampling. Retrieved September 28, 2010, from Department of

Statistics: http://www.stat.berkeley.edu/~census/sample.pdf

Glazer, S., & Beehr, T. A. (2005). Consistency of implications of three role stressors across

four countries. Journal of Organizational Behavior, 26 , 467-487.

Lee, T. W. (1988). How job dissatisfaction leads to employee turnover . Journal of Business

and psychology, 2(3) , 263-271.

Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette, Handbook

of industrial and organizational psychology (pp. 1297-1349). Chicago: Rand

McNally.

Miller, F. P., Vandome, A. F., & McBrewste, J. (2010). Maslow's Hierarchy of Needs.

Alphascript Publishing.

Mobley, W. H. (1977). Intermediate linkages in the relationship between job satisfaction and

employee turnover. Journal of Applied Psychology, Vol 62(2) , 237-240.

Nimalathasan, B., & Brabete, V. (2011). Job satisfaction and employees work performance:

A case study of people’s bank in Jaffna Peninsula, Sri Lanka. Jaffna Peninsula, Sri

Lanka: University of Jaffna.

Nohria, N., Groysberg, B., & Lee, L.-E. (2008). Employee Motivation. Harvard Business

review .

Price, J. L. (1975). A theory of turnover. In B. Pettman, Labor turnover and retention (pp.

51-75). Epping: Gower Press.

Roethlisberger, F., & Dickson, W. (1939). Management and the worker. Cambridge: Harvard

university Press.

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Saari, L. M., & Judge, T. A. (2004). Employee attitude and job satisfaction. Human Resource

management, 43(4) , 395-407.

Smith, M. L. (1987). Publishing qualitative research. American Educational Research

Journal , 173-183.

Terry, D. J., Nielsen, M., & Perchard, L. (1993). Effects of work stress on psychological

well-being and job satisfaction: The stress-buffering role of social support. Australian

Journal of Psychology, 45(3) , 168-175.

Thomas, D. R. (2003, August). A general inductive approach for qualitative data analysis.

Retrieved September 28, 2010, from Faculty of Medical and Health Sciences:

http://www.fmhs.auckland.ac.nz/soph/centres/hrmas/_docs/Inductive2003.pdf

Znaniecki, F. (1934). The method of sociology. New York: Farrar & Rinehart.

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Appendices

Appendix 1 – Leadership Theories and Assumptions

School of Thought Assumption Examples

The Great Man Theory It assumes that leadership

qualities are inherent and so

a leader cannot be made but

is born.

-

Trait Theories Trait theory is similar to the

Great Man theory and also

assumes that the leadership

traits are inherent and all the

leaders have a particular

combination of traits.

-

Behaviorist Theories This theory focuses on the

actions of the leader instead

of inherent traits and

assumes that these behaviors

can be learned by others.

Role Theory

The Managerial Grid

Situational Leadership These theories focus on the

situation rather than the

individual and assume that

the actions of a leader are

influenced by the situational

factors.

Hersey and

Blanchard’s

Situational Leadership

House’s Path-Goal

Theory of Leadership

Vroom and Yetton’s

Normative Model

Contingency Theories This theory is based on the

situational theory and

focuses on the identification

of the situational variables,

such as leadership style,

Fielder’s Least

Preferred Co-Worker

Theory

Cognitive Resource

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behavior of the followers,

etc.

Theory

Strategic

Contingencies Theory

Transactional Leadership This theory focuses on the

leader-follower relationship

and the mutual benefit. It

assumes that reward and

punishment motivate people

to perform better

Leader Member

Exchange Theory

Transformational

Leadership

This theory assumes that it is

important for a leader to

have a vision and passion in

order to inspire the followers

to transform the

organization.

Bass’

Transformational

Leadership Theory

Burns’

Transformational

Leadership Theory

Kouzes and Posner’s

Leadership

Participation

Inventory

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Appendix 2 - Questionnaire

Institute of Professional Psychology - Bahria University, Karachi Campus

Employee Motivation Survey Questionnaire

MGT120

Disclaimer: This survey is conducted as an important step towards completion of our BS

Business Report titled “Employee Motivation”. The objective of the research is to evaluate

the techniques being used in the organization to motivate employees and its impact on

employee performance.

This survey questionnaire should take approximately 15 to 20 minutes to answer. The initial

part of this questionnaire is based on demographics and it contains aspects like your name

and certain other details which will be kept anonymous. The second part of the survey

comprises of statements and the answers are ranged from 1 to 5. 1 depicts that the respondent

is strongly disagreeing with the scenario and in the similar manner 5 depicts that the

respondent strongly agrees with the scenario. Whereas 3 represent that the respondent is

neither agreeing nor disagreeing with the statement. The third and last part of the survey

includes open ended questions and the respondent may answer these questions in detail.

It is hereby stated that no personal information will be distributed to any third party and the

purpose of the survey is solely academic. If you agree to participate in the survey, please sign

below.

______________________

Signature of the respondent

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Part I – General Questionnaire

1. Name: ____________________________________________

2. Age : ____________________________________________

3. Job Position: _____________________________________________

4. How long have you worked for this company?

____________________________________________________________________

5. What previous positions have you held with the company?

____________________________________________________________________

6. How long have you held your current position?

_____________________________________________________________________

7. Has the organization been through any significant changes in the past?

_____________________________________________________________________

8. Briefly describe your work responsibilities (as you would on a resume):

_____________________________________________________________________

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Part II

What is you level of satisfaction with:

Not

Satisfied

1 2

Somewhat

Satisfied

3 4

Extremely

Satisfied

5

i. Your current job position

ii. Hours worked each week

iii. Leaders at workplace

iv. Flexibility in scheduling

v. Location of work

vi. Amount of paid vacation/sick leaves

vii. Salary

viii. Opportunities for promotion

ix. Benefits

x. Job security

xi. Recognition for work and accomplishment

xii. Relationships with your co-workers

xiii. Relationship with your supervisor(s)

xiv. Job responsibilities

xv. Opportunities to utilize your talents

xvi. Opportunities to learn

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Part III – Other aspects of job

9. Does your supervisor keep you updated with what is going on in the organization?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

_________

10. Are you clear about your role in the organization?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

_________

11. Do you believe that your skills are underutilized? Why?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

_________

12. Do you believe that you are expected to do more work than you can handle?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

_________

13. Have you noticed any change in your perception toward the organization since your

employment?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

_________

14. Do you find yourself stressed out at the end of the day?

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________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

_________

15. Do you believe you’re happy with your job? Explain.

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

_________

16. Are you satisfied with the way things are managed in the organization? Explain.

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

_________

17. How would you describe your relationship with your manager(s)?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

_________

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