MBR Final Proposal

8/8/2019 MBR Final Proposal

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Raja Usman Abdullah

Khalil ullah Mohammad

Ali Zubair

Muhammad Affan

Abdullah Atif

Mohammad Ali Butt

Ahmed Ali Adil

Asif Mumtaz Malik

MBA-2(A)

Methods of business Research

Impact on employee motivation by monetary and non

monetary benefits separately, in Pakistan

Submitted to:


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Table of Contents

Title: .............................................................................................................. 3

Introduction: ................................................................................................. 3

Literaturereview: ......................................................................................... 4

Problem statement: .................................................................................... 11

Researchobjectives: ................................................................................... 12

Research question:...................................................................................... 12

Theoretical framework: .............................................................................. 13

Researchmethodology: .............................................................................. 14

Justificationofthe study:............................................................................ 17

Structureofthethesis: ............................................................................... 17

References: ................................................................................................. 19


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Title:The title of the proposal is, Impact on employee motivation by monetary and non monetary

benefits separately, in Pakistan.

Introduction:The theme of the topic and its purpose is to review the importance of monetary as

well as non monetary benefits in order to motivate the employees and enhance their

performance. The unit of analysis selected includes organizations of Pakistan and the impact of

monetary and non monetary compensation on the employees performance in the prevailing

economic conditions. Many employees working in the certain organizations are tied to the

organization due to heavily paid benefits in the form of cash and other facilities and these things

are even a part of the salary package. But the point that arises curiosity in the brain is that what

actually attracts more towards motivation and interest in the job, the benefits in the form of cash

or the other benefits which may include transportation, free fuel, rent facility, medical insuranceetc. the applicability of the topic varies in the environments. In China, people prefer more the

non monetary benefits and do not rely much on the papers in their pockets, however in some

parts of the world, money is considered as the most valuable benefit that can be gained by good

performance and which also creates interest in the employees for good performance. Similarly,

an area with less transportation facility would require transportation benefits instead of monetary

benefits. All the organizations which come under our unit of analysis concentrate a lot on the

benefits and compensations for their employees because it helps the employee to realize himself

as a valuable asset of the company and his significance in the company, so it will induce loyalty

and job satisfaction in the employee and in the end he would obviously perform well to enhance

the productivity factor of the economy. Thus compensations and benefits of all type play a vital

role to increase the production in the economy.

The related studies on the concerned and linked topic shows that there always have been studies

and tests done on the variables like motivation, its types, monetary benefits, non monetary

benefits, their types, best of these, worst of these, but it has not been observed as what motivates

employees more. This thing if found can be very helpful to maximize the production capacity of

our unit of analysis. Another thing as a result of this research can be that it may also increase the

competition race among the firms, thus more the competition, more would be the technological

progress by the firms to get at the top of the order. Another benefit of this research can be that

the future employees would realize the benefits provided by firm and if they suit them then they

will work hard to be the part of that firm, hence the firm would have more learned and

competitive employees. Thus, it can be assumed that this research can enhance the economic

progress of Pakistan.


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Literature review:People wont change their behavior unless it makes a difference to them to do

so

Managers are individuals who achieve their goals through other people. They are

constantly searching for ways to motivate their employees to make them work at their optimal

level of performance to accomplish the company objective. Various incentives are provided by

the managers to their employees for motivation. The incentives that are provided by the mangers

to their employees can be broadly classified as monetary incentives and non-monetary

incentives.

Comparison of monetary and non-monetary incentives

The purpose of monetary incentives is to reward associates for excellent job performance

through money. Monetary incentives include profit sharing, project bonuses, stock options and

warrants, scheduled bonuses (e.g., Christmas and performance-linked), and additional paidvacation time. Traditionally, these have helped maintain a positive motivational environment for

associates. Monetary incentives can be diverse while having a similar effect on associates. One

example of monetary incentives is mutual funds provided through company pension plans or

insurance programs. Because it has been suggested that associates, depending on their age have

different needs pertaining to incentives, traditional incentive packages are being replaced with

alternatives to attract younger associates. On the other hand, the purpose of non-monetary

benefits is to reward excellent job performance through opportunities. Non-monetary incentives

include flexible workhours, training, pleasant work environment, and sabbaticals.

Problems with monetary incentives

Managements have always looked at man as an animal to be manipulated with a

carrot and stick. They found that when a man is lured/hurt, he will move to get

the prize/avoid the pain-and they say, We are motivating the employees. Hell

you are not motivating them, you are moving them.

-Frederick Herzberg, Professor Emeritus

Monetary incentives usually encourage compliance and achievement of difficult targets instead

of encouraging creativity, innovation and foresight which are more important in the long run.

Thus employees are not able to express their true talent and in the long run lose their creativity.

Employers also may use monetary incentives as an extrinsic rather than an intrinsic motivator. In

other words, associates are driven to do things just for the monetary reward versus doing

something because it is the right thing to do. This can disrupt or terminate good relationships

between employees because they are transformed from co-workers to competitors, which can

quickly disrupt the workplace environment. Another problem with monetary incentive is that it is

given to circumvent a bigger problem for a short run. Sales employees are given higher monetary


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incentives to compensate for poor management and poor products, employees are paid more for

working in poor work environment. Monetary incentives can even drive the employees to falsely

reporting their achievements. Huge monetary incentives given to middle mangers are seen as a

hook to retain them which may make them work counterproductively. Though the monetary

incentives have a better effect than the monetary incentives in the short run, they fail miserably

in the long run and in extreme situations downfall of the company (when employees start

anticipating monetary incentives even for routine jobs and in absence of which they start

working inefficiently or go on a strike as in the case of some government employees). Also most

of the non-monetary incentives are intrinsic in nature. Intrinsic motivation is more effective as

the impetus to work is from within. Employees are working because they feel satisfied or

fulfilled by the activity they undertake. Under these circumstances the management can be

regarded as more of a support than control. So managers should concentrate more on non-

monetary incentives after the minimum level of monetary benefits and properly structure them

according to their employees preference. This will ensure high motivational level of the

employees wh

ich

will get reflected in their better performance at work.

Theories which support intrinsic motivation

Various theories that support the concept that intrinsic motivation which is attained

through non-monetary incentives is important and better than extrinsic motivation are as follows:

y Maslows Hierarchy of needsThis theory states that the needs of social, esteem and self actualization are higher order

needs. The differentiation between the higher order needs and lower order needs is that

the higher order needs are satisfied at the individual level whereas the lower order needs

are satisfied externally.

y Herzbergs two-factor theoryIt supports the emphasis on factors associated with work like promotional opportunities,

opportunities for personal growth, recognition, responsibility, and achievement which

employees find intrinsically rewarding

y McClellands Theory of NeedsThis theory focuses on three needs: achievement, power and affiliation. They are defined

as follows

Need for achievement:The drive to excel, to achieve in relation to a set of standards, tostrive to succeed.

Need for power:The need to make others behave in a way that they would not have

behaved otherwise

Need for affiliation:The desire for friendly and closely interpersonal relationships.


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Figure 1: Matching achievers and non-monetary incentives

y Cognitive evaluation theoryThis theory states that allocating extrinsic rewards for behavior that had been rewarding

intrinsically leads to decrease in overall level of motivation. Thus it supports the view

that it is better to continue intrinsic motivation to boost the morale of employees.

y Goal-Setting theoryThis theory supports the idea that specific and difficult goals with feedback lead to higher

motivation and performance.

y Self-efficacy theory(Social cognitive theory)It is the individuals belief that a task assigned can be done. Higher the self efficacy

higher is the confidence of the employee at the workplace.

y Reinforcement theoryThis theory states that the behavior is a function of its consequences. If employees feel

that their efforts are duly rewarded then they will work in a more effective manner for the

organization.

Achievers

Feedback

ModeraterisksResponsibility


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y Equity theoryThis theory states that individuals compare their job inputs and outcomes with those of

others and then respond to eliminate any inequities. If their colleagues are given

recognition employees will work towards achieving those rewards. This motivates them

to perform them to work better which beneficial to the organization.

y Expectancy theoryThe strength of a tendency to act in a certain way depends on the strength of an

expectation that the act will be followed by an outcome and on the attractiveness of that

outcome to the individual. Thus when expectations from an employee increases the

employee responds with better performance.

From the above theories (however different they may be) it is clear that intrinsic motivation is

desired by the employees.

Intrinsic Motivation by non-monetary incentives

Various non-monetary incentives motivate employees intrinsically wh

ich

is moreefficient than the extrinsic motivation. The intrinsic motivation that these incentives offer is the

result of intrinsic rewards of self management.

Self management

In employees perspective self-management is choosing activities, monitoring

competence, committing to purpose and monitoring progress. The intrinsic motivation that

energizes the work comes directly from the four management events namely activities, purpose,

opportunities and rewards. From these four events the employees make a judgment of the

meaningfulness of the task purpose, the degree of choice available in selecting activities, the

competence with which the activities are performed, and the amount of progress being made to

the task purpose. The judgments from self-management lead to intrinsic rewards which in turn

provide the energy for self- management which completes the cycle.


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OPPORTUNITY ACCOMPLISHMENT

Rewards Rewards

From task

ACTIVITIES

From task

PURPOSE

Table 1: Intrinsic rewards of self-management

y Sense of meaningfulnessIt is the opportunity that makes the employees feels that they are on a path that is worth

the energy and time-that they are on a valuable mission that matters in the larger scheme

of things.

y Sense of choiceIt is the opportunity that the employees feel to select task activities that make sense to

them and to perform them in ways that seem appropriate to them. The feeling of choice is

the feeling of being free to choose-of being able to use their judgment and act out of their

own understanding of task

Sense of

CHOICE

Sense of

COMPETENCE

Sense of

MEANINGFULN

ESS

Sense of

PROGRESS


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y Sense of competenceIt is the accomplishment that employees feel in skillfully performing task activities that

have been chosen by them. The feeling of competence involves the sense that they are

doing good, high-quality work on a task.

y Sense of progressIt is the accomplishment felt in achieving the task purpose. The feeling of progressinvolves the sense that the task is moving forward, and their activities are really

accomplishing something.

Non-monetary incentives

The non-monetary incentives desired by employees across generations have gone rapid changes.

The following table shows the preferences in non-monetary incentives across generations.

Baby Boomers

(born between 1946-

63)

Generation Xers

(born between 1964-81)

Generation Yers

(born after 1982)

Retirement planning

Flexible schedules

Job training

Sabbaticals

Flexible schedules

Professional

development

Feedback

Tangible rewards

Work environment

Flexible schedules

Professional

development

Feedback

Tangible rewards

Work environment

Attentive Employers

Autonomy


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Table 2: Preferences in non-monetary incentives across generations

Thus it is obvious that the demands of the current generation of employees are ever

increasing and in current scenario where there is low loyalty to the companies, high attrition rate

these demands have to be met reasonably well to attract prospective employees who can perform

really well and to retain the employees.

Another Research shows that employees some employees are primarily motivated by

financial rewards, and will dramatically improve their performance to achieve such

rewards. On the other hand, some other employees may see motivating others with money

as vulgar, and are dis incented by such offers. This second group of employees is more

likely to be motivated to improve their performance through the use of nonmonetary

rewards such as being thanked publicly at a departmental function, having lunch with the

head of the organization, or receiving an extra day off. The desired outcome of rewards

and recognition programs is to improve performance. Non-monetary recognition can be

very motivating, helping to build feelings of confidence and satisfaction. An AmericanSociety for Training and Development (ASTD) report on employee retention research

identified consistent employee recognition as a key factor in retaining top-performing

workers. (http://www.101rewards.com/non-monetary-rewards.html).

Research on what employees value for rewards and recognition indicated a monetaryreward only ranked 12th in a list of items important to employees. It is true, we all need

money for the expenses of day to day living but studies indicate that when employees receive amonetary bonus it is typically used to pay bills, expenses or purchase something that the

employee needs, not some thing they truly enjoy. Consequently money becomes a very in-personal gift.

Conversely, if you want to give a very sincere gift that not only says thanks but will help createthe loyalty, dedication and motivation you would like your employees to have, consider a gift or

award that will touch them personally. Something they will truly enjoy and use or some thingthat brings them pleasure in their leisure or family time.

(http://www.recognitionrewards.com/top_five_items.htm)

The literature review shows that most of the studies and researches conducted before relate to theEuropean countries where non monetary incentives are considered much more valuable than the

monetary incentives. Only one study has been done in Pakistan regarding this issue the topic ofwhich is Effect of non monetary benefits on motivation and physiological health of an employee

at workplace. So there has been nothing about the comparison and importance in employeespoint of view regarding these two types of benefits. This is the reason that this research would be

performed in Pakistan and Pakistan has been selected as the unit of analysis. The topic that hasbeen selected is found to have some gaps which are consistent with the literature review. Firstly,

the literature applicability is not for Pakistan, it may lead to false paradigm model. Secondly,literature shows that non monetary benefits and intrinsic satisfaction is more important than


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monetary benefits but the situation may be different with respect to our unit of analysis, i.e.Pakistan.

Problem statement:

As observed through the thorough review of the literature, it hasbeen found out that certain researches regarding the effect of non monetary benefits on

employees performance has been conducted and non monetary benefits are considered as the

basis of the intrinsic motivation whereas monetary benefits base the extrinsic motivation. Now in

our unit of analysis, employees require intrinsic motivation or extrinsic motivation? Employees

in our unit of analysis may think of self esteem as nothing and may prefer psychological needs

over them due to recession and present economic conditions. Our society is a place where money

matters so in our unit of analysis results may vary. Money has always been thought of as an

unethical mean to motivate people and make them work like animals by most of the researchers,

so most of them have researched on the effect of non monetary benefits on motivation, even in

Pakistan, most people did the same thing. But is the case same here? Do people here really prefer

non monetary benefits like thank you, appraisal etc on money? This question has actually

provoked curiosity to do this research and find out the answer of this question in our specific unit

of analysis. So the gap analyzed by us in the respective literature review is that no study has been

done in the unit of analysis selected by us and the monetary benefits may matter more in our

society so the researches done before on this topic only apply to their respective unit of analysis.

The concluded problem statement is,

The basic source of motivation in Pakistan for employees is monetary benefits or

non monetary benefits. What is preferred more by the employees from both kinds of

benefits.

This problem statement can solve many issues regarding the organizational decisions as

which benefits and compensation would make employees more satisfied and motivated

which would in turn help to improve the overall productivity of the organization. The

research being conducted is actually a gap to be explored of the studies conducted before

some of which are shown in the literature review part. The outcome of research would be

interesting for the management decision makers and it may change the current practices

of the organizations in terms of rewards and benefits.


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Research objectives:Following are the research objectives of the study.

y Understand the importance of monetary and non monetary benefits in our unit ofanalysis to motivate employee.

y Formulate best policies relating to monetary and non monetary compensation andhence improve production by motivating employees intrinsically and

extrinsically.

y Understand the preference of employee in relation with monetary and nonmonetary benefits.

y Increase interest and psychological health of the employee.y Provision of benefits according to the needs of the employee, hence, inducting

loyalty in him.

Research question:The research question of our research is,

Do Employees in Pakistan prefer monetary benefits or non monetary benefits as a source

of motivation for them?


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Theoretical framework:In the research going to be conducted following are the

variables:

y Dependant variable: Motivationy Independent variables: Monetary and Non Monetary benefitsThe research pursued by researcherhas the logic that the researcher wants to find out the

consistence of the studies done before on the related topics is the same and also wants to find

out the gap analysis. Basically in our unit of analysis, situation seems to be very different as

in European countries non monetary benefits are given much importance and that is because

of availability of un employment and children funds which makes their pockets filled up to a

certain amount but being a third world country, things are very different in our case therefore

we want to find out that what do employees in Pakistan actually prefer, the monetary benefits

or the non monetary benefits in order to enhance their motivation as well as loyalty with their

organization.

The link between variables is very logical. If an employee performs well, he expects some

reward, even a thank you or great job compliment by the boss works forhim. So ifhe is

given certain monetary or non monetary benefits or rewards for good performance or even

for being an employee of the organizations, he has a feeling that organization do cares for

him and he gets motivated. Due to this motivation, he becomes a long term member of the

company and also works hard. Thus, the productivity of the organization increases. So if the

organization knows that what reward either monetary or non monetary would be more

motivating forhim, they can make him more loyal and productive, this research will help to

answer this question actually. In our unit of analysis, the Herzberg motivational theory or

theory of needs may not be applied as needs for our employees are quite different here. And

by applying those theories to our society we would get nothing as these will only act as false

paradigm models. Employees in our country are attracted more towards the extrinsic needs

i.e. the first three bases of the hierarchy of five needs, so extrinsic motivation may matter

more for them. So ourhypothesis can be:

H1: Monetary benefits create more motivation in employees working in different

organizations in Pakistan.

H2: Non Monetary benefits create more motivation in employees working in differentorganizations in Pakistan.

The employee satisfaction and need assessment would be done to view the effect of

independent variables on the motivation that is dependant variable.


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Research methodology:The research methodology is a vital part to show the truism

in our research proceedings. The design and methodology would be adopted in such a way that it

would have minimized biasness in it and the true picture of the data collected from the unit of

analysis. We would be collecting both

the quantitative as well as t

he qualitative data in order to

induce preciseness in our research work. The process of data collection would include having

access to different organizations of the country, view their compensation and benefits policies,

and view the difference of monetary and non monetary benefits and their ratio pursued in the

company. Then we will interview the certain sample of different employees and shall ask them in

what ways these benefits motivate you, what changes do you want in these policies ( assessing

their needs), and finally what motivates you more, monetary or non monetary benefits. Some

questionnaires would also be served to the target samples. Organization which have ease of

access and which are governed by the government would be preferred in order to collect data.

ACT

IO

N:

Data collected from the respondents would be through one to one interviews,

telephone and surveys and questionnaires. This will yield to the quantitave data as from

interviews and qualitative data from surveys and questionnaires by using symboling

technique and assigning numbers and ratings to the questions to calculate the rate of intrinsic

and extrinsic satisfaction through monetary and non monetary benefits provided by the

company. This approach would help to compare organizations, reward and benefit policies

pursued by them, employee satisfaction and affect of the variables on the production. Hence

we can dig out that which benefits are the best applied in our unit of analysis and how they

can be more improved to further en

hance t

he production factor.

UNITOF ANALYSIS:

The specific unit of analysis selected by us is Pakistan, we would

be conducting our research in different organizations of Pakistan depending on the ease of

access and preciseness of information expected. The unit of analysis has been selected as

Pakistan due to its particular environment, being a third world country, implications of false

paradigm models, no research regarding this issue in this unit of analysis, situation and

economy of the country which may lead to more importance given to non monetary benefits

by the employee and find out the reality if it is not so.


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POPULATION AND SAMPLING:

The population of our research consists of three

organizations in the main cities of the Pakistan. The sample frame would be designed in

order to form a list of those organization and show that which of them were actually

considered and why. The employees of the organizations would be sampled according to thedepartments from top to bottom and 3 members from each department would be selected to

provide us with the most accurate and precise data. Special care to minimize errors and

biasness would be taken in order to show truism in the results. Random sampling of three

people from each department would be done using probability sampling technique.

WORKING DEFINITIONS:

y Motivation:The term motivation was originally derived from the Latin word movre, which means to

move. But this one word is insufficient to describe the processes withhow human behaviour is

activated. Given below are some representative definitions of motivation..

y The contemporary (immediate) influence on the direction, vigour, and persistence ofaction (Atkinson, 1964)

y It deals withhow behaviour gets started, is energized, is sustained, is directed, is stopped,and what kind of subjective reaction is present in the organism while all this is going on

(Jones, 1955)

y A process governing choice made by persons or lower organisms among alternativeforms of voluntary activity (Vroom, 1964)

y Motivation has to do with a set of independent/dependent variable relationships thatexplain the direction, amplitude, and persistence of an individuals behaviour, holding

constant the effects of aptitude, skill, and understanding of the task, and the constraints

operating in the environment (Campbell & Pritchard, 1976)

Summarizing the fore mentioned definitions, Motivation is the process that accounts for

an individuals intensity, direction, and persistence of effort toward attaining a goal. Thus

from the various definitions it can be seen that primary concerns while discussing motivation

are what energizes, channelizes, and sustains human behaviour. By definition, managers are

individuals who achieve goals through other people. The saying If you want something done

right, do it yourself is very true as it is very difficult to find people who could do achallenging job well than to do it yourself. But unfortunately managers cant step in for their

employees who are not performing well. They have the unenviable task of nurturing

necessary competencies and commitment in their employees. More often the employees are

competent enough to complete a task but they dont have the motivation to do their job to

their potential.


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y Monetary benefits:Monetary incentives include profit sharing, project bonuses, stock options and warrants,

scheduled bonuses (e.g., Christmas and performance-linked), and additional paid vacation time.

Traditionally, these have helped maintain a positive motivational environment for associates.

Monetary incentives can be diverse while having a similar effect on associates. One example of

monetary incentives is mutual funds provided through company pension plans or insurance

programs. Because it has been suggested that associates, depending on their age have different

needs pertaining to incentives, traditional incentive packages are being replaced with alternatives

to attract younger associates. So simply we can say that

Monetary benefits = benefits with money

y Non monetary benefits: Non-monetary benefits are to reward excellent job performance through opportunities. Non-monetary incentives include flexible work hours, training, pleasant work environment, and

sabbaticals. More appropriately,

Non monetary benefits = benefits without money

In order to collect the data about the variables, techniques like surveys, questionnaires and

interviews would be used which main include nominal or ordinal scale in them. This would help

us to convert the data into the quantitative form rather than qualitative and then analyze and

interpret it. The reliability and validity of data can be evidenced only if special care of the data

from biasness and errors is taken, hence in this way data will show true result and outcomes and

the research will be useful and replicable.

OPERATIONAL FIELDS:

The data would be collected from some main cities of Pakistan and from each city three known

organizations would be selected, the research team would visit every organization just once to

collect the data.


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Justification of the study:This research study would be helpful in many ways like:

y Awaring managers the importance of benefits in an organizationy Understanding the needs and requirements of the employees who are a part of

intellectual capital

y Best ways to design the monetary and non monetary beneficial policies according tothe needs of the employee

y Providing the employee with what he wants which would in turn promote loyalty andhard work in him

y Understand the preference of the employees regarding the monetary and nonmonetary benefits in our unit of analysis

y Stopping the false paradigm models applied to our organizationsy Promote psychological health of the employee

This research is important in a sense that such type of researchhas never been conducted in our

society and it will yield excellent results to enhance our production and economy.

The key terms in our research are same as operational definitions. The context is not changed in

the research and those definitions can help understand the topic very well.

Structure of the thesis:The structure of the thesis would comprise of the following

headings.

1. Introduction:

Introduction of the thesis or dissertation would consist of the topic, title, research

problem and question plus the summary of the methodology to be adapted. Basically the

introduction would be a summary of the initial part of the proposal, so the main and

important information from the proposal would be extracted to form a summary and

provide a background of the overall research problem.

2. Literature review:

The second heading would consist of detailed literature review and all its prospects. It

will show the causal relationship among the variables, the research topic and the previous

studies and findings on this topic. The gap analysis would also be performed in order to

form the problem statement in a more generalized and expressive way. This would help

to tell that why respective question was asked.


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3. Theoretical framework:

Hypothesis would be represented in this section in order to match it with the outcome of

our research. Here researcher will define the variables, their dependency and

independency and also their causal relationship. The theoretical framework will actually

represent the theory of the research to make it well understand to the reader and

understand the problem going on and get curious to find the solution represented by the

researcher. This part creates interest for the reader and he understands the key terms and

context of the research.

4. Methodology:

This heading would under lye the information regarding the methodology adopted, reason

for adopting it, sampling techniques and scales of measurement. It is actually the

justification of the methods to be used to collect data and link them with the research

topic and variables to be found. It will also tell about the sampling frame, population and

samples, the instruments would also be described in bits and pieces to give an overview

of the actions to be taken. Similarly the operational definitions which are also key terms

in our context of the research would be explained.

5. Findings:

This heading will tell about the research findings after collecting, analyzing and

interpreting all the required data. This section of the thesis carries all the importance as it

will tell that do the hypothesis match the findings or not and what are actually the

outcomes of the research. Here researcher will also describe important phenomenon and

points n his context regarding the research and shall also justify them.

6. Conclusion:

Last heading would conclude all the findings and proceedings of the research. Here

researcher will show any better alternative technique that could have given better results

but skipped or could not adapt, he may also tell any gaps in the research process for the

up coming scholars to fill them, the limitations, screening, refining and suggestions to

improve and continue the research if it can be to find out new paths to development.


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References:

MBR Final Proposal

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