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88 Management Insight

Vol. VII, No. 1; June, 2011

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ROLEOFMOTIVATIONIN HIGHERPRODUCTIVITY

S.K. Srivastava* & Kailash Chandra Barmola**

ABSTRACT

This paper explores the role of motivation in higher productivity. There is a general believe that manhas the natural tendency to be lazy with regards to work and he is being forced by circumstances to

work. According to some scientists, motivation is a need and organization is making great use of everyfacility in human works to achieve motivation. Productivity means the rate of power to produce, but

productivity from the management or economic point of view is the ratio of what is produced to what isrequired to produce it. This study is therefore designed to find out the link between the extent to whichvarious motivation strategies encourage the workers to improve their job commitment and increase

their productive capacity. It is examined through the origin and evolution of related studies. On theother hand, it also offers information relative to the influences perceived and detected in these

developments. This paper presents totally, a concepts based findings. These data allow us to offer anapproximated picture of the motivation in higher productivity. Research suggests that individuals are

motivated to perform well when the work is meaningful and individuals believe they haveresponsibility for the outcomes of their assigned tasks. It is recommended that, an organizationalmovement should be away from the current merit pay reward system to an organizational structure

that promotes challenges and accomplishments, creates organizational learning opportunities, utilizesgroup incentives as well as individual incentives, rethinks job design, uses positive reinforcement and

promotes healthy work environments.

* Professor of Psychology, Gurukul Kangri University, Haridwar

**Research Scholar, Gurukul Kangri University, Haridwar

INTRODUCTIONPsychologists are intrigued by human

motivation and many of the motivationaltheories developed in the last century areapplicable today. Use of the theories hasenabled us to understand the link betweenmotivation and job satisfaction,productivity, leadership styles andpersonal characteristics. There is a general

believe that man has the natural tendencyto be lazy with regards to work and he is

being forced by circumstances to work.This idea about man still continues tocreate problems for the developmentprocess of the society in the face ofabundant human and material resources

resulting to low productivity. Lowproductivity is a problem that thrives inmany societies particularly in thedeveloping countries irrespective ofconstant efforts. A lot of money, energyand time are wasted, which if properlyutilized will yield higher productivity andas such greater wealth for the societiesinvolved. Man is the factor that utilizesother resources available within thesociety for the production of goods andservices in order to satisfy individual

needs. Thus, when human resources areminimally utilized and a maximum outputis realized, it leads to the realization of thegoals of the systems associated with these

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productive activities. The extent to whichthese human resources are utilizedeffectively depends on a number of factors,among which are the skills which theypossess, their level of knowledge and howmuch they can capitalize.

The behavioral scientists haveprimarily attested that increased output isa function of the level of human welfare.

This concept outstrips attention beingfocused on machines alone because at theheart of the enterprise and its entirestructure, the human resource enabled

with skill, experience, attitudes andintelligence is the most significant in factorcombination of wealth creation and

production process. Organizations, nomatter their nature, always aim atachieving their corporate goals; otherwise,the survival of such enterprise will be moreof a dream than a reality. The success ofany organization is often measured by thedegree of its productivity. Although, thiscan however be said to be independent onthe attitude and morale of the workers inform of their level of job commitment. Nocompany can therefore afford to ignore any

of the many factors that may contribute tothe boosting of the commitment levels ofits workers, which is motivation. In allproductive activities, the basic elementsand factors include land, capital, labourand the entrepreneur. The labourers andthe entrepreneurs are human and as such

very important in any productiveenterprise. They utilize the other factorsfor the realization for the goal of theenterprise. It can then be adduced thathuman beings play a very important role

within any system and in particularindustrial organizations. For this reason,they should be given a high considerationso that they can contribute effectively andefficiently during productive activities.

Finding the answers of thesequestions, in fact, is the key. One of the

important responsibilities of everyoneaccording to some scientists, motivation isa need and organization is making greatuse of every facility in human works toachieve motivation. In todays disposal inorder to gain the planned purposes andorganization, besides physiological needs,other needs meanwhile the humanresources play an important role such asopinions, insights and security should bein todays competitive world, humanresources guarantee provided for the

workers because highly motivated humanthe maintenance and survival everyorganization, resources are playing themain role in development of today, one of

the main concerning of managers is havingevery developed country, highly motivatedhuman resources, productivity is thestudies of Honari (2006) showed thatmotivation the maximum using of physicaland human resources in a evokes effortand dynamicity in every organization waythat it causes the improvement in prices,market, and there is a significantrelationship between the job opportunitiesand commonwealth. In the other words,motivated factors such as welfare, wage,

work condition productivity of humanresources is another aspect of and natureof work with increasing the degree ofquality and quantity of products which areas a result of productivity of personnel. Ifhuman is both the purpose and agent ofenough amount of wage and satisfactionand degree of developing, motivatedfactors should be identified and motivationhave positive relationship. The effects ofthe reasons of some behaviors of some

human resources the environmentalfactors which effect of the degree of suchas why dose human work? Why do someemployees motivation, lower or higher,must be investigated and dislike their

jobs? Why are some people active?Cntrolled to accomplish the neededmotivation in employees.

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MOTIVATION: A simple definition ofmotivation is that which makes people putreal effort and energy into what they do.

Any discussion of motivation should beginwith the definition of its subject matter.One may expect the motivational theoriesto be the perfect place to look for agenerally agreed upon definition. Theinquisitive reader will find, however, thatthe field of motivation is characterized byan abundance of different theoreticalframeworks and models that make itdifficult, if not impossible, to identifysimilarities and differences. Kanfer (1990)surveyed over 30 theories specific to workmotivation; and recently, Clark (1998)

reviewed over 40 research-based theoriesof motivation. However, the number ofproposed definitions by far surpasses thenumber of theories. For example,Kleinginna and Kleinginna (1981) listed 98definitions of motivation from which theysynthesized their own physiologicaldefinition with emphasis on process-restrictive, vector and phenomenologicalaspects. The large number of differentoperational definitions can lead todifferent conclusion about the

phenomenon of interest (Kazdin, 1998).Most workers in the field of motivationdefine motivation in their own terms. As aresult, individual research efforts overlaponly little. Although viewing a particularphenomenon from many differentperspectives may not be a drawback byitself, in the case of motivation researchthe point can be made that much of theresearch effort has not resulted in anincreased understanding of motivated

behavior. Within the work motivationliterature we can find some generaldefinitions. For example, Vroom (1964)proposed that the concept of motivationhas to do with the choices made bypersons or lower organisms amongalternative forms of voluntary activity.Pinder (1998) views the motivation to work

as a set of energetic forces that originateboth within as well as beyond anindividuals being, to initiate work-related

behavior, and to determine its form,direction, intensity and duration. Othermotivational theorists also operationalizemotivation as the direction, effort andpersistence of behavior, including Clark(1998), Ford (1992), Locke and Latham(1990), Madsen (1961).

THEORY OF MOTIVATION :Psychologists have been exploring how tomotivate employees since early in the lastcentury and a lot of knowledge on humanmotivation has been developed and widelyapplied. It should be noted that job

satisfaction is closely associated withmotivation and some importantmotivational theories are described below.

1. Roethlisberger and Dickson (1939)Classic Study on Worker Performance: Theunusual level of attention from managersand researchers motivated workers to highperformance because it fulfilled the

workers previously unmet social needs.He concluded that performance feedbackand pay-for-performance were the specific

conditions that increased and maintainedthe high levels of performance. Thefulfillment of social needs is not needed toexplain the performance changes.

2. Maslow Needs Hierarchy Theory(1954): To formulate a positive theory ofmotivation, humans have innatehierarchical needs, lower-order needs(e.g., air, water, food and shelter) dominatehuman behavior until they are satisfied.Unmet needs create psychological tension

that energizes and motivates behavior thatwill fill those needs? No practical toolspredict and control behavior? People dontinherently dislike work. People exerciseself direction and self control. Human

beings learn to accept and seekresponsibility. Managements methods oforganization and control need to recheck,

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establish short-term and long-term goals,provide frequent feedback on progress;assessment and changes of goals, appraiseresults.

2. Skinner Behavior Analysis (1953):To predict and control behavior personshistory and current environment. Behavioris function of environmental contingenciesof reinforcement, establishing operationssuch as deprivation or satiation.Establishing operations and pastconsequences determine the direction,effort, and persistence of behavior. Vroomexpectancy theory (1964) explains work

behavior (not the control of it). Personmust believe that there is a relation

between performance and valuedoutcomes (Instrumentality). People mustsee a relationship between how hard theytry and quality of performance(Expectancy). The perceived outcomes,

valence, instrumentality and expectancygenerate a force to exert different levels ofeffort in performance. Establish acontingent relationship betweenperformance and desired consequences.

3. Adams Equity Theory (1965): Predict

affect, motivation, and behavior based onexchange processes social control.Explanation of dissatisfaction and lowmorale, internal perceptions of workenvironment causes people to form beliefsand attitudes; these cognitions, in turn,instigate and direct various work related

behaviors (Pinder, 1998). Motivation is afunction of how a person sees self incomparison to other people. Feelings ofinequity cause tension, which person will

become motivated to reduce. The greater

the inequity, the greater the tension andthe greater the motivation to reduce it.How hard a person is willing to work is afunction of comparisons to the effort oftheirs. Based on the result of thecomparison a person may either workharder, less hard, or maintain

performance. Reduce situation that maylead to inequity.

4. Locke and Latham Theory of GoalSetting and Task Performance (1990):

Explain why some people work harderthan others or perform better than othersindependently of their ability andknowledge. Human action is directed byconscious goals and intentions. Goalsinfluence peoples choice of task and taskperformance. Goals are the basis formotivation and direct behavior, provideguidelines. Two conditions must be met

before goals can positively influenceperformance: First, person must be awareof goal and know what must be

accomplished. Second individual mustaccept the goal as something worth willingto work. Goals have to be accepted (basicpremise). Goals should be difficult andspecific. Goal setting and feedback of hardgoals lead to greater effort and persistencethan easy goals, assuming that goals areaccepted.

5. Ford Motivational Systems Theory(1992): Motivation plays a major role inproducing variability and change in

behavior patterns. Motivation is a functionof goals, emotions, and personal agency

beliefs. Motivation initiates and maintainsactivity until the goal directing the episodeis attained. Principles for motivatinghumans that can alter problematicmotivational patterns and promote thedevelopment should be used in moreadaptive pattern.

MOTIVATIONAL FACTORS INFLUENCING

THE PRODUCTIVITY

1. Intrinsic/Extrinscic Motivation:Recently reported a study where intrinsicmotivation strengthened the relationship

between prosocial motivation andemployee outcomes such as persistence,productivity and performance. Grantclaims that employees experience

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prosocial motivation as more autonomouswhen intrinsic motivation is high becauseintrinsically motivated employees feel thatperforming well is beneficial to their ownself-selected goals, as they enjoy their

work and value the outcome of helpingothers. Drawing on concepts fromresearch on prosocial personality,prosocial motivation should be pleasure-

based rather than pressure-based,because employees feel volition, autonomyand free choice in their efforts to benefitothers by way of in-role and extra-role

work performance when prosocialmotivation is accompanied by intrinsicmotivation. When intrinsic motivation is

low, however, employees will experienceprosocial motivation as more controlled

because they do not enjoy their work orbenefiting others through their work.Then, prosocial motivation will be bettercharacterised as pressure-based andinvolving ought representations, andpossibly result in stress and role overloadand other psychological costs that mayimpede or diminish any positive effects on

work performance. Extrinsic motivation isalso important in performce of workers.Extrinsic motivation like pay, wages,

bonus and other incentives play asignificant role in productivity of woekers.

2. Cognition: Cognitive theories ofmotivation, on the other hand, suggestthat our experiences generate internalcognitions (such as desires and beliefs).

These cognitions, in turn, determinecurrent performance (e.g., Clark, 1998;Ford, 1992; Maslow, 1954; Vroom, 1964).However, the question arises: Where do

cognitions come from? They are the resultsof past interactions with our environment.For these cognitions to be useful, theymust relate to the persons environment.

We call people whose cognitions are notrelated to their environment, maladjusted,neurotic, or schizophrenic. We learn from

our past experiences that we cansuccessfully perform in someenvironments and not so successful inothers. Behavior analysis postulates thatthe ultimate sources of our behavior,including verbal statements such as

beliefs, wishes, or desires, can ultimatelybe traced to the consequences of ourbehavior in (past and) currentenvironments. Cognitions are nothingmore than our ability to describeparticular reinforcement contingencies ofour own behavior based on our own pastexperiences (Mawhinney & Mawhinney,1982).

3. Environment: Recent models of work

motivation are addressing the role of theenvironment as one determinant of

behavior. For example, Keller (1999)performance factors model includesantecedents and consequences asinfluences on performance. Locke andLathams (1990) goal setting theorycenters around goals as antecedents andfeedback as consequences of performance.

This focus on empirical events makes goalsetting theory one of the more practicalcognitive theories of motivation that existstoday. In summary, conceptualizingmotivation as an internal construct placesthe causes of behavior inside the person.

The environment provides the backdropagainst which motivational mechanismsand processes determine appropriatecourses of action. These internal eventsare difficult to observe and measure whichcan lead to a number of independentmodels of the causes of behavior.Furthermore, when behavior or

performance does not meet societal orwork standards, we tend to assume thatsomething is wrong with the person,rather than looking for deficits in thepersons environment. Behavior analysisattempts to explain behavior andperformance by understanding the contextin which it occurs.

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MOTIVATION AND PRODUCTIVITY

It is a truism that employees are anorganizations most valuable assets. Thishighlights the importance of

understanding the theory and applicationof motivation to manage human resources(Amar, 2004). One then wonders what the

basic prerequisites of workersproductivity are. Although this questioncannot be answered with a definitestatement, but among other factors,motivation is important for enhancing levelof job commitment of workers, whichinvariably leads to a higher productivity ofthe workers. It is then necessary formotivation of the workers in organization

to be enhanced in order to increaseproductivity. Productivity literarily meansthe rate of power to produce, butproductivity from the management oreconomic point of view is the ratio of whatis produced to what is required to produceit. Usually, this ratio is in the form of anaverage; expressing the total output ofsome category of goods divided by the totalinput of, say labour or raw material. Inprinciple, any input can be used as thedenominator of the productivity ratio. One

can speak of the productivity of land,labour, capital or sub-categories of any ofthese factors of production. Simply put,productivity is the act of producing or

bringing into being commodities of greatvalue or adding to the wealth of the world.It can be used to measure the index ofgrowth, efficiency, economic standard etc.On the other hand, motivation is a wordthat is rather cumbersome to define in ameaningful manner. Adams and Jacobson

(1964) suggest that motivation deals withall the conditions that are responsible forvariation in the intensity, quality anddirection of behaviour. From anorganization point of view, motivationdeals with everything that a managerknows or can use to influence the directionand rate of individuals behaviour towards

commitment. An overwhelming amount ofenergy is expended in trying to get peopleto do what we want them to do. We all havea task to motivate ourselves to do what wethink we should do. It is widely believedthat when a worker is highly motivated,this goes a long way in improvingorganizational productivity, effectivenessand efficiency. Against this background itis necessary to look for a way through

which the morale of workers can beimproved which will at the end, enhance

job commitment with an improvement onthe standard of living of people, andincrease in wealth of individuals anddevelopment of the society. This study is

therefore designed to find out the linkbetween the extent to which variousmotivation strategies encourages the

workers to improve their job commitmentand increase their productive capacity.

The relationship between motivationand productivity is more substantial thansimply a psychological connection.

(A) Gender Differences: It is found inresearch that women were mainlymotivated by other factors in the

workplace not by job role itself and hadfewer primary needs met at work. Womenwere also more dissatisfied in their jobthan men.

(B) Age Differences: The researchindicated that the older generation wasmore productive than their youngercolleagues. However, research in otherfields has suggested that researchproductivity declines with age (Over, 1982;Over, 1988), and that there is a negativeassociation between age and scientificproductivity and creativity (Cole, 1979).

(C) Caring Responsibilities: It isinvestigated in that those with nodependants spent more hours on work,and consequently had higher counts thantheir colleagues with caringresponsibilities. Those with dependants

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were far less interested in work for its ownsake, had less satisfaction from working asoutput was less important and felt lessneed of work in order to succeed.

(D) Hours Spent on Work: The resultsof researches clearly indicate that thosethat spent more hours on work weremostly those that were motivated by their

job role, and had greater job satisfactionthan those spending less time on work(either because they were not motivated bytheir job role or because their job role didnot permit it).

(E) Sources of Motivation: It isindicated in research that the majority of

workers are primarily motivated by theirjob role rather than workplace or extra-workplace factors. Interestingly, those thatwere motivated by factors external toworkplace had lower job satisfaction.Perhaps not surprisingly, those that wereprimarily motivated by the job role had ahigher output than those with othersources of motivation. The research alsoshowed that having ones primary needsmet at work was key to job satisfaction andthe higher the job satisfaction level, the

higher the output.

MOTIVATIONAL STRATEGIES TO

ENCOURAGE PRODUCTIVITY

Pay-for-performance incentives areoften utilized in the private sector toencourage competition among and withinteam, but such a model may not be directlyapplicable to the public sector, asresources are often tighter, and moneymay not be the primary source ofmotivation for those with an ethos of

public service. Research suggests thatindividuals are motivated to perform well

when the work is meaningful andindividuals believe they haveresponsibility for the outcomes of theirassigned tasks. It is recommendedfollowing suggestions which may help to

improve productivity among workers.

1. Promote Challenges andAccomplishments: Specific and challenginggoals can lead to higher levels of

performance, productivity, and creativitywhich in turn is linked with an overallstronger commitment to the organization(Perry, Mesch, & Paarlberg, 2006). Wepropose developing challenging goals andtimelines together with employees. Bysetting goals, employees obtain a clearstrategy for their own professionaldevelopment, which creates greatersatisfaction and motivation (Ambrose &Kulik, 1999). Goals should be challenging

but also attainable. Complex and abstract

goals may lead to decreased workperformance and negatively impactemployee morale. Accomplishing goalsthat challenge employee creativity andproblem-solving skills can improveperformance, enhance employee self-confidence, and improve job satisfaction

which can out weigh a one-time monetaryaward (Perry, Mesch, & Paarlberg, 2006).Goal setting should be followed by regularand thorough feedback given by

supervisors on employees goalachievements.

2. Create Organizational Learning

Opportunities: Goal setting should bechallenging and achievable, goals can alsopromote learning opportunities.Organizations can integrate learningopportunities through setting goals thatallow employees to engage in problem-solving and knowledge acquisition. Wehave found that merit pay and pay-for-performance systems yield little positive

results on employee performance orlearning opportunities, yet a system ofprogressively giving employees morecomplex tasks can stimulate employeelearning and consistently improveemployee performance. Organizationallearning opportunities can also challenge

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an employee to think more expansivelyabout their own personal goals (Perry,Mesch, & Paarlberg, 2006).

3. Utilize Group Incentives as Well as

Individual Incentives: Organizationallearning and employee personal growthare impacted by the incentives offered inthe work environment. It is recommended,implementing a variety of awards such asteam awards, individual recognition basedon extraordinary performance, andrewards for all employees for theirachieved goals. In order to strengthenteamwork, praise employees forperformance that benefits the team.

Awarding only a few people with rewards

might be counterproductive. According toBob Behn, some hard working employeesmight feel treated unfairly and lose their

work spirit or develop resentments to otheremployees and the team (Behn, 2000).

4. Rethink Job Design: Incentives arejust one method used to promotemotivation in the work environment,another method is job design. It is advised,implementing a job design in anorganization in which employees rotate job

positions (if possible), gain moreresponsibility over their work andresources, and engage in trainings andorganizational learning opportunities.Research has shown that job design is acentral element in motivation. Employees

work better if they are involved in theorganizations decision-making process,and if they have control over their ownprofessional development (Ambrose &Kulik, 1999). Jobs designed with a sense ofchallenge and task significance can

facilitate a sense of meaningfulness,leading to better work performance andpersonal growth in the work setting (Perry,Mesch, & Paarlberg, 2006).

5. Use Positive Reinforcement:There islittle research showing a significantrelationship between merit-pay and

performance, yet motivating factors suchas job design and positive reinforcementhas improved employee performance(Perry, Mesch, & Paarlberg, 2006). It isstrongly suggested, using positivereinforcement as a key tool for motivation.

The latest research about motivation in thepublic sector has shown that traditionalapproaches, such as incentive paysystems, do not lead to more motivation or

better performance on the job.

6. Promote a Healthy WorkEnvironment: Organizational practices thatmotivate employees and improveperformance may be ineffective if littleattention is paid to the working

environment. It is recommend, eliminatingdissatisfactory work conditions. Create anenvironment which your employees feel isfair and safe. Install motivators such asacknowledgment, responsibility, andlearning opportunity to improve theemployees performance. There are twoelements, crucial for motivated workers:the absence of dissatisfaction about the

work environment and salary, whichcreates a neutral attitude towards work,

followed by motivators to generateextrinsic and intrinsic motivation.

Contingent upon above suggestions,success requires a comprehensive strategyimplemented thoughtfully. By workingtogether, it can build a highly motivatedand empowered team of talented, top-performing professionals.

CURRENT STUDIES ON MOTIVATION AND

PRODUCTIVITY

Few current studies related to

motivation and productivity are mentionedhere. Uwe and Hartwig (2000) haveexamined the effects of a psychologically

based management system on workmotivation and productivity. It isconcluded that PPM (ParticipativeProductivity Management) helps to

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increase productivity mainly by increasingtask and goal clarity, and that increases inproductivity can only be reached reliably

when no competing system of performanceappraisal exists besides PPM. Wright(2002) has examined the role of workcontext in work motivation: A public sectorapplication of goal and social cognitivetheories. The findings of a covariance(LISREL) analysis of state governmentemployee survey data suggested a fewminor modifications to this model, theresults indicated that the theoreticalframework can identify specific leveragepoints that can increase work motivationand, therefore, productivity in the public

sector. Mehta, et al. (2003) studied theleadership style, motivation andperformance in international marketingchannels: An empirical investigation of theUSA, Finland and Poland. Morespecifically, in administering a firmsmarketing channels, participative,supportive and directive leadership stylesmay be effective in eliciting channelpartners to exert higher levels ofmotivation, which, in turn, may beassociated with higher levels of

performance. The linkages amongleadership styles, motivation, andperformance are empirically examined ondata drawn from a sample of automobiledistributors in the USA, Finland andPoland.

Seo, et al. (2004) studied the role ofaffective experience in work motivation.Based on psychological andneurobiological theories of core affectiveexperience, we identify a set of direct and

indirect paths through which affectivefeelings at work affect three dimensions of

behavioral outcomes: direction, intensity,and persistence. First, affective experiencemay influence these behavioral outcomesindirectly by affecting goal level and goalcommitment, as well as three key

judgment components of work motivation:expectancy judgments, utility judgments,and progress judgments. Second, affectiveexperience may also affect these

behavioral outcomes directly. Patterson, etal. (2004) examined the organizationalclimate and company productivity: Therole of employee affect and employee level.

An overall analysis showed that companyproductivity was more strongly correlated

with those aspects of climate that hadstronger satisfaction loadings. A secondprediction, that managers perceptions ofclimate would be more closely linked tocompany productivity than would those ofnon-managers, was not supported.

However, managers assessments of mostaspects of their companys climate weresignificantly more positive than those ofnon-managers. Kuvaas (2006) has studied

work performance, affective commitmentand work motivation: The roles of payadministration and pay level. The keyfindings are that base pay level, but not

bonus level, was positively related to bothself-reported work performance andaffective unit commitment, and that theserelationships were partly mediated by

intrinsic motivation. Furthermore,moderation analyses revealed that therelationships between bonus level and theoutcome variables were not affected bytype of pay plan.

Miao and Evans (2007) studied theimpact of salesperson motivation on roleperceptions and job performance: Acognitive and affective perspective.Empirical results from a survey ofsalespeople indicate that, compared to the

global motivation constructs, the cognitiveand affective representation of I/E(intrinsic and extrinsic) motivationprovides a more robust description of thesalesperson motivation-role perceptions-performance relationship. Ellerslie andOppenheim (2008) examined the effect of

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motivation on publication productivity ofUK. Findings demonstrate significantdifferences in motivational levels andpublication counts by age, gender, caringresponsibilities and hours spent onresearch. The paper concludes that thoselikely to produce more publications wereolder males without responsibilities whodid 6-15 hours research per week. Dysvikand Bard (2008) examined the relationship

between perceived training opportunities,work motivation and employee outcomes.Intrinsic motivation was found tomoderate the relationship betweenperceived training opportunities andorganizational citizenship behaviors. The

form of the moderation revealed a positiverelationship for those with high intrinsicmotivation. In sum, the variables includedas predictors in our study explained13percent of the variance in taskperformance, 19percent of the variancein organizational citizenship behavior and24percent of the variance in turnoverintention.

Mason, et al. (2008) studiedmotivation and perceived productivity at a

merged higher education institution. Theresults reflect that there is a positiverelationship between motivation andperceived productivity at the specificorganization under investigationindicating an increase or decrease inmotivation is accompanied by acorresponding increase or decrease inperceived productivity. Ibadan and Obioha(2009) examined the role of motivation inenhancing job commitment in Nigeriaindustries: A case study of energy foods

company limited. It can then be adducedthat human beings play a very importantrole within any system and in particularindustrial organizations. For this reason,they should be given a high considerationso that they can contribute effectively andefficiently during productive activities.

Kuvaas and Dysvik (2009) studied theperceived investment in employeedevelopment, intrinsic motivation and

work performance.

Intrinsic motivation was found tomoderate the relationship betweenperceived investment in employeedevelopment and organisationalcitizenship behaviour. The form of themoderation revealed a positiverelationship only for employees with highlevels of intrinsic motivation.

Parkin, et al. (2009) examined themotivation among construction workers in

Turkey. As a result it is suggested that

workers on Turkish construction sites aremanaged in a way which limits theiropportunities to fulfill higher level needs,and in order to increase workermotivation, and therefore productivity, themanagement of such workers should moveaway from control through external meansand towards control through internal andcultural forces. Baek, et al. (2010) haveinvestigated the influences of core self-evaluations, job autonomy and intrinsicmotivation on in-role job performance. The

results suggest that employees perceivedhigher in-role job performance when theyhad higher core self-evaluations andintrinsic motivation. Intrinsic motivationpartially mediated the relationship

between core self-evaluations and jobperformance, and it also fully mediated therelationship from job autonomy to jobperformance. Masoud and Camal (2010)studied the effect of motivation on theproductivity of the employees of sport

departments of Ardabil province.

It isconcluded that there is a significant andpositive relationship between themotivation and the environmental factorsand the degree of productivity ofemployees of sport departments of Ardabilprovince.

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CONCLUSIONS

From this study it is obvious that mostworkers in the industry are not satisfiedand motivated in their jobs, especially

those in the junior cadre. Significantrelationship was found betweenmotivation and job commitment on onehand, and satisfaction with job and jobcommitment on the other hand. It is foundthat individuals are motivated to perform

well when the work is meaningful andindividuals believe they haveresponsibility for the outcomes of theirassigned tasks. It is recommended that, anorganizational movement should be awayfrom the current merit pay reward system

to an organizational structure thatpromotes challenges andaccomplishments, creates organizationallearning opportunities, utilizes groupincentives as well as individual incentives,rethinks job design, uses positivereinforcement and promotes healthy workenvironments.

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