STATEMENT OF THE PROBLEM:

Job Satisfaction is more important in motivating the

employees than Job Package.

HYPOTHESIS:
NULL HYPOTHESIS:
Job Satisfaction is more important in motivating the
employees than Job Package.

ALTERNATE HYPOTHESIS:
Job Package is more important in motivating the
employees than Job Satisfaction.

INTRODUCTION:
Motivation:
“The psychological feature that arouses an organism to action toward a

desired goal”

Generally, it is defined as a driving force that initiates and directs behavior. In other
words, motivation is a kind of internal energy which drives a person to do something in order to
achieve something.

INCENTIVE THEORY

A reward, tangible or intangible, is presented after the occurrence of an action (i.e.

behavior) with the intent to cause the behavior to occur again. This is done by associating
positive meaning to the behavior. Studies show that if the person receives the reward
immediately, the effect would be greater, and decreases as duration lengthens. Repetitive action-
reward combination can cause the action to become habit. Motivation comes from two sources:
oneself, and other people.

These two sources are called intrinsic motivation and extrinsic motivation, respectively.
Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task
itself, and exists within the individual rather than relying on any external pressure. Intrinsic
motivation has been studied by social and educational psychologists since the early 1970s.
Research has found that it is usually associated with high educational achievement and
enjoyment by students.

Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are
rewards like money and grades, coercion and threat of punishment. Competition is in general
extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic
rewards of the activity. A crowd cheering on the individual and trophies are also extrinsic
incentives.

Employee Motivation

Workers in any organization need something to keep them working. Most times the salary of the
employee is enough to keep him or her working for an organization. However, sometimes just
working for salary is not enough for employees to stay at an organization. An employee must be
motivated to work for a company or organization. If no motivation is present in an employee,
then that employee’s quality of work or all work in general will deteriorate.

Motivation at Workplace:
In simple terms, motivation is the process of boosting the morale of employees to encourage
them to willingly give their best in accomplishing assigned tasks.

Employee motivation is the key to achieving extraordinary results.

Motivating means encouraging people to take more initiative and interest in the work assigned. It
is an art of getting things done willingly from others.

JOB PACKAGE:
Incentives which are related to money or cash are included in Job Package.

P URPOSE

The purpose of job package is to reward associates for excellent job performance through money
by giving them special bonuses and profit sharing on their exceptional performance.

T YPES OF JOB PACKAGE :

1. Attractive Salary

Salary is a fixed amount of money or compensation paid to an employee by an employer

in return for work performed. high salary is more attractive.

2. Paid leaves

Paid vacation days are time off work in an organization, voluntarily provides employees
as a benefit. The number of paid vacation days is generally accrued by employees based
on years of service to the organization and the level of their position

3. Paid overtime

Employee overtime can be compensated in various ways and it generally varies from
organization to organization. There are different ways to compensate for the overtime
done by an employee. Organization can pay a cash amount according to the hours
worked.

4. Profit sharing/Bonus

Companies may use any number of different formulas to calculate the distribution of
profits to their employees and establish a variety of rules and regulations regarding
eligibility

5. Project Budget

One technique for stimulating the team’s interest and commitment to the project budget is
to include a line item for team bonuses to be paid at project completion
6. House Allowance

House Allowance is generally paid as component of salary package. This allowance is

given by an employer to an employee to meet the cost of renting which is increased very
much.

7. Medical Allowance
Medical allowance are same like house allowance that is the 10% of your salary
government takes the some money to your medical allowance means your health safety.

8. Educational Allowance

A Government servant is eligible to draw children's educational allowance when he is

compelled to send his child to a school away from the station at which he is posted and
or residing owing to the absence of a school of the requisite standard at that station.

9. Recreational Allowance

It is basically Allowance for special needs. A monthly allowance for the purchase of
recreational items is provided for all children in care over the age of 1 year! (Also
described in the Basic Maintenance Rate section). If foster parents are requesting
recreational items above the monthly allowance, there must be an explanation on the
child’s file as to how the monthly allowance has been spent.

JOB SATISFACTION
Job Satisfaction refers to tangible and intangible means of motivating and rewarding employees.
The incentives which cannot be measured in terms of money are under the category of “Non-
monetary incentives”.

PURPOSE

The purpose of job satisfaction is to reward associates for excellent job performance through
opportunities. Job satisfaction includes flexible work hours, training, pleasant work environment,
and sabbaticals (rest from work).

T YPES OF J OB S ATISFACTION

1. Fair behavior of managers

Managers who gain a better understanding of how individuals fit into the organizational
culture are better able to maximize productivity. Managers should be the one who looks
for the interest of the others. Managers focus on the ultimate objective.

2. Professional Development
It is vital for every business and professional organization to increase the knowledge and
skills of their employees. Professional development is necessary to increase knowledge
and skill, through certified and consistent education in the profession. A professional
development program boosts the individual's career, through travel, research, workshops
and seminars and by working with professionals who are experienced.

3. Relation with Co-Workers

The goal in dealing with co workers is to reduce stress and conflict at work and to build
alliances so you can effectively get your work done. Having a good working relationship
with co workers can greatly enhance your work life and provide support when needed.
4. Official Recognition
 It could be a social recognition or informal recognition.  But it would add to the self-
esteem of the employee and improve his job satisfaction.

5. Job Security
Job Security is an employee's assurance or confidence that they will keep their current
job. Employees with a high level of job security have a low probability of losing their job
in the near future. An employee with a high level of job security will often perform and
concentrate better than an employee who is in constant fear of losing a job. A lack of job
security can be a source of distraction and result in excess stress and low morale that
hinders an employee's overall performance.

6. Involvement in Decision Making

If Decision making is not restricted to the higher management and the employees are
allowed to give their ideas and thoughts, this brings new ideas and overcome the
problems of the employees.

7. Challenging Assignment
A Challenging assignment would assure an employee of the management's confidence in
his abilities.  This would improve his self-confidence and boost his morale, motivating
him to greater heights of performance.

8. Special treat
A Special treat from the organization for the employee and/or his family members in the
form of a lunch or dinner, weekend resorts, etc.

9. Health and Safety

Paying Special attention to the health & safety needs of the employees.

10.Additional Responsibilities
Sometimes giving Additional responsibility to an employee acts in much the same way as
a challenging assignment and motivates the employee.

11.Free Vacations
Rewarding an employee for his performance through free vacations can boost
morale. The vacation can also provide him with a much needed break after a challenging
assignment. 

12.Special Memberships
An employee could also be given Special memberships to certain exclusive clubs,
gymkhanas, recreation centers, etc.

13.Awards
 Awards, as a form of incentive, for exceptional performance and valuable contribution
will further add to the social esteem of an employee.  This could be in the form of
certificates, letters of appreciation, quality award, best performer or best employee award,
etc.

MOTIVATIONAL THEORY: HERZBERG’S TWO FACTOR THEORY

The two-factor theory states that there are certain factors in the workplace that cause job
satisfaction, while a separate set of factors cause dissatisfaction

Herzberg believed that all factors fell into one of these categories and therefore had separate
consequences. His research concluded that some factors fell into both categories although they
held a stronger position in one of them. See the diagram below for examples of the factors that
he determined for each category.
By looking at the diagram, it shows that a sense for achievement, recognition of their effort, the
nature of the work itself, and the desire for responsibility are all strong factors for motivation. At
the bottom of the diagram, the way the business is run, how they are supervised, the work
conditions and their pay, are all factors that can lead to job dissatisfaction if not met to the
standards of the employee.

JOB PACKAGE AND EMPLOYEE MOTIVATION

Money has been recognized as a chief source of satisfying the needs of people. Money is also
helpful to satisfy the social needs by possessing various material items. Therefore, money not
only satisfies psychological needs but also the security and social needs. Therefore, in many
factories, various wage plans and bonus schemes are introduced to motivate and stimulate the

people to work.
Factors of job package are extremely attractive to employees (particularly those working at lower

levels) as they get the benefit quickly and in concrete terms. Factors of job satisfaction are more
important than factors of job package.

For all the championing of alternative motivators, money still occupies a major place in the mix
of motivators. The sharing of a company's profits gives incentive to employees to produce a
quality product, perform a quality service, or improve the quality of a process within the
company. What benefits the company directly benefits the employee.

Money is effective when it is directly tied to an employee's ideas or accomplishments.

It’s really that simple. If you want someone to work harder, offer them more money. People
work to make money, and most of them would like to make more money if they could. By
offering bonuses, commissions, overtime or other monetary incentives to your employees you’ll
be motivating them with the one thing that means more to them than any pizza party or
Employee of the Month award.

PROBLEMS:

Money is effective when it is directly tied to an employee's ideas or accomplishments.

Nevertheless, if not coupled with other, non-financial motivators, its motivating effects are
short-lived. Further, financial incentives can prove counterproductive if not made available
to all members of the organization.

Financial systems are insufficient motivators, in part because expectations often exceed
results and because disparity between salaried individuals may divide rather than unite
employees.

Financial motivational factors are not long term motivators.

If industry provides more cash to the workers to create more interest in the work, it may be
possible that instead of increasing or adding to his efficiency, it may be misused for vices like
gambling or drinking.

NON-MONETARY INCENTIVES AND EMPLOYEE MOTIVATION

When you ask employees what they'd rather have, cash or a gift, many times they will say, “Oh,
just gives me the money." However, this is not always the case.

The economic downturn has put a great deal of pressure on employers to find creative ways to
motivate employees. Gone are the days of quarterly bonuses, performance-based pay raises, and
other financial incentives that once kept noses to the grindstone. Motivating without money is a
challenging task, but it can be done with the right combination of leadership and management
skills.

While money is one of the proven ways to motivate employees, there are also other ways to
encourage your team to put their best foot forward.

Non-financial rewards should form one important part of a complete employee recognition
program along with financial rewards.  Each motivates employees differently. 

Research shows that 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 disincented by such offers.

 This second group of employees is more likely to be motivated to improve their performance
through the use of non-financial 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-
financial recognition can be very motivating, helping to build feelings of confidence and
satisfaction.

Non-Financial motivators are long term motivators.

PROBLEMS:

Almost like everything else, non-monetary rewards do have their advantages and disadvantages. 
Apart from recognition, it motivates employees to perform better; however if the processes are
not transparent, it may be de-motivating.  The cost to the company is limited; however, an
organization may even go overboard with a barrage of non-monetary incentives leading to
unrealistic expectations and costs.  It builds a sense of commitment to the organization and
fosters a culture of togetherness; it could also result in unhealthy competition amongst the
employees.  It helps to attract and retain talent, but awards and promotions are for selective and
can cause de-motivation to others.

Motivating Employees from Other Cultures:

Differences in cultural values require extra skill when attempting to motivate changes in
behavior. Managers need to accurately interpret the situation and design a strategy that fits
an individual's values and needs. This process is fairly straightforward when working with
people of similar backgrounds, but is much more difficult when attempting to understand
and motivate employees whose values and backgrounds may be different from your own.

The three steps listed below will help you design motivation strategies that are culturally
aware and, therefore, useful in your efforts to maintain a harmonious and productive
multicultural workplace.

Interpretations:
Effective behavior change begins with accurately interpreting why an individual is involved
in undesired behavior. Understanding why a person behaves in a particular way makes it
easier to modify that behavior. For example, it is common for managers to misinterpret the
speaking of a foreign language in the workplace as a sign of laziness, rudeness and
disrespect. In fact, most often, using another language is an effort to communicate a job-
related message accurately, a sign of extreme stress or fatigue or an effort to speed up the
communication process.

You might be wondering, "How can I possibly know enough about cultural differences to
accurately interpret all the different behaviors I may encounter?" The answer is simple:
Ask. Ask the employee why he is late for work or why he failed to get the job done on time.
If you do so with respect, you gather valuable and accurate information that will help you
motivate the change you desire.

Expectations:
Explain your expectations in a way that can be understood by someone who was not raised
in your culture. You would be surprised how often employers and managers fail to explain
what they want and why they want it. Immigrant workers are rarely formally instructed in
the values of your culture and even less often in the desires of your management.

Explaining what we want from others is not easy. Often, the most familiar procedures,
policies and expectations are the most difficult to articulate. One example is the need for
team members to voice their problems and complaints. A non complaining staff could be a
hindrance, because you do not have the information you need to solve problems.

Many immigrants have a great deal of respect for their managers and feel it is
inappropriate or a sign of disloyalty to complain. Your employees will never know what is
expected of them until you take the time to spell out that you need to know about problems
to do your job well and that a good employee brings difficulties to the manager's attention.

Positive Reinforcement:
Reinforce desired behavior. Most of the time, this is simple. Notice that workers are doing
what you want and praise them for it. When it comes to motivation across cultural
boundaries, however, this step becomes a bit tricky.

Behaviors such as expressing problems or admitting lack of understanding can be difficult

to reinforce because there is the temptation to shoot the messenger. It is understandably
difficult for managers to praise the worker who arrives bearing news of a missed deadline
or a broken piece of equipment. Even though it isn't easy, try to distance yourself from the
problem long enough to praise the staff member for keeping you informed and to
encourage him to continue to do so.

Another problem with reinforcement is the danger of taking certain behaviors for granted.
US managers, for example, may not realize how difficult it is for non-English speakers to
consistently speak English in the workplace and will, therefore, fail to compliment them on
that effort. Try to be aware of behaviors that are easy for you but may be difficult for
others. People are different, but they all respond to kind words and thoughtful praise.

Incentives:
Incentives must take into account the workers for whom they were created. A balance between
monetary and non-monetary incentives should be used to satisfy the diverse needs and interests
of associates.

Creating a balance sheet is a simple exercise that can be used for evaluating incentive programs.
On one side of the balance sheet list all the incentive programs (both monetary and non-
monetary) of your organization. On the other side list all the outcomes (whether desired or not)
that can be attributed to these incentives. Areas of improvement would be those outcomes
identified as undesirable.

When considering ways to motivate employees keep in mind that each individual is different and
therefore everyone is motivated by different things. While one employee may be motivated by
money another may be motivated by working with supportive coworkers. One way to find out
what motivates your employees is to discover their wants and needs. One way to do this is by
performing surveys or questionnaires.

For you to motivate your employees, you have to identify which approach to take: do you
offer a financial or non-financial incentive? This will depend on what factors motivate the
staff member but it may also be restricted by your company budget which cannot
compensate for any wage increases or bonuses and therefore non-financial incentives have
to be introduced. Poor pay may lead to staff being dissatisfied at work and therefore any
non-financial incentives will not be effective for motivation. It is therefore important that
you find the right balance between the two.
Methodology:

Sampling and Population:

 We took our sample from employees of different organizations:

 PTCL

 Warid

 Ufone

 Standard Chartered Bank

 Soneri Bank Limited

  AL-Baraka Bank

 United Bank Limited

 Other small Organizations

 The sample taken comprised of 25 employees.

Psychological Tool:
 The psychological tool we used is the questionnaire method.

 The questionnaire consisted of close ended questions.

 We asked questions to know whether the employees were

motivated by non-monetary incentives or monetary incentives.

Questionnaire
 Questionnaire:

1. Do you like your job?

 Yes
 No

4%

Positive
Negative

96%

2. Which motivates you more towards your job?

 Job Security
 Paid Overtime
 12%
Positive
Negative

88%

3. Which motivates you more towards your job?

 Gift
 Cash Bonus

28% Positive
Negative

72%

4. You tend to work hard if,

 You are satisfied from your job salary

 You are satisfied from your job environment
 20%
Positive
Negative

80%

5. To give quality service Recognition of good work is important.

 Agree
 Disagree

8%

Positive
Negative

92%

6. To give quality service High salary is important.

 Agree
 Disagree
 28% Positive
Negative

72%

7. Absenteeism can reduce if you like your work.

 Agree
 Disagree

16%
Positive
Negative

84%

8. Absenteeism can reduce if your salary is high.

 Agree
 Disagree
 Positive
40% Negative

60%

9. You feel enthusiastic about your job when you are recognized for your good work.

 Agree
 Disagree

20%
Positive
Negative

80%

10. You feel enthusiastic about your job when you get a cash bonus.

 Agree
 Disagree
 Positive
40% Negative

60%

11. Which is more important?

 Nature of Work
 High Salary

20%
Positive
Negative

80%

12. Which is more satisfying, from your management?

 Helpful Attitude
  High rate of bonus

24%
Positive
Negative

76%

13. You are more likely to switch your job if,

 You are less paid

 You don’t like your work

Positive
40% Negative

60%

14. Competition among employees can be developed by:

 Financial incentive
 Non-Financial incentive
 20%
Positive
Negative

80%

Results:
Questions Agree/1st Disagree/2nd Positive% Negative%
option option

1 24 1 96% 4%
2 22 3 88% 12%
3 18 7 28% 72%
4 20 5 80% 20%
5 23 2 92% 8%
6 7 18 28% 72%
7 21 4 84% 16%
8 10 15 60% 40%
9 20 5 80% 20%
10 15 10 40% 60%
11 20 5 80% 20%
12 19 6 76% 24%
 13 10 15 60% 40%
14 20 5 20% 80%

Hypothesis

37%

NULL
Alternative

63%

Conclusion:
The results prove our NULL Hypothesis
“ Job Satisfaction is more important in motivating
the employees than Job Package.”
Limitations:

 Burden of 5 courses
 Difficult topic to make questionnaire
 Respondents were not cooperative
 DSA mid-term on same day
Summary:
Without motivation in the workplace, your business will suffer from the lack of efficiency
that your employees may fail to apply. This is because they have no incentive to perform
tasks to a high standard or complete them on time. It is therefore important that you give
them something to work for as a reward for their high level of performance, all being
essential to the success of your business.

Everyone is motivated by different things and a majority of these factors are not money
orientated: instead they react more effectively to incentives that offer personal recognition
and achievement. In which case, you should determine what motivates individual people
and further determine whether a financial or non-financial incentive is the solution.

There is a fine line between factors that motivate people and factors that prevent job
dissatisfaction. In other words, some things do increase the level of efficiency in employees by
reducing job dissatisfaction but are not motivators themselves. This is because your staff need to
eliminate unhappiness in their job before they can begin to be motivated and this usually, and
some say must, begin with an *acceptable* wage that they can live on.
Bibliography:

www.wikipedia.com a lot.
Other random websites from Google.