International Journal of of Management (IJM) International JournalManagement (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Issue

ue 2, May- July (2011), pp. 66-74 ISSN 0976 6502(Print), ISSN 0976 6510(Online) Volume 2, Issue 2, May- July (2011), pp. 66-74 IAEME IAEME, http://www.iaeme.com/ijm.html

IJM

A STUDY ON ROLE OF INTERNAL WORK MOTIVATION AND ITS OUTCOMES OF AMONG ICICI BANK EMPLOYEES
Dr. N. Shani HOD and Research supervisor Department of management studies Akshaya Institute of Management studies, Coimbatore. shanipublication@gmail.com V. AnandKumar Ph.D Research scholar Department of management studies Karpagam University Coimbatore anandresearch11@gmail.com

P.DivyaPriya Ph.D Research Scholar Department of Mnagement studies Karpagam University Coimbatore ABSTRACT Motivation is a process of channeling a persons inner drives so that, wants to accomplish the goals of the organization. Motivation is the willingness to do something and is conditioned by this actions ability some need for the individual. To motivate means to provide an employee with his own generator to provide a goal directed behavior. A motivated employee does not see outside stimulation again and again. His battery does not need to be charged repeatedly. He is driven from forces within him and outside research tool applied on this research is questionnaire. The primary data collected using structured questionnaire. Questionnaire constructed according to procedure in such a way to gather all information regarding the opinion of employees. Descriptive research technique was adopted in this project. Generally, descriptive studies are designed to describe something and it is needed to collect data for a definite purpose. INTRODUCTION Today's work environment is undergoing a major shift; factors such as globalization, growing economies, and improved technology are constantly presenting new challenges and creating new opportunities for people. With these changes, people's perceptions regarding their jobs are also changing. In this grow-or-die marketplace, the success of any organization relies on its workforce. Satisfied and committed employees are the most significant assets of any organization, including banks. As banking institutions are the backbone of a nation's economy, the efficient management of human resources and the maintenance of higher job satisfaction levels affect the growth and performance of an entire economy.

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International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Issue 2, May- July (2011), pp. 66-74

The advent of economic liberalization and the arrival of the multinationals in the country have injected the spirit of competition among organizations in various sectors. This has also initiated the process of organizational change. Organizations are pressed for achieving productive efficiency. Job involvement is a crucial factor for enhancing the performance of employees. Efficiency cannot be achieved unless the employees at all levels in the organizations are sufficiently motivated to achieve organizational goals and at the same time to fulfill their needs associated with work life. High productivity and performance of most organizations could not be realized without employees support and contribution. This is because employees are partly responsible for the achievement of organizations goals and strategy. Therefore managers should concern on issues and problems encountered by employee in organizations. In any industry, among the various resources available, human resources are the most valuable. It is more so in the case of service industry like banking where the human factor is vitally important to render the expected customer service. Competitive advantage can be achieved through harnessing the potential available in the employees by creating a positive work culture and enlisting the support of all the employees to the organizational goals. To this end, the HR policy or HRM model should be so devised as to promote mutuality mutual goals, mutual influence, mutual respect, mutual rewards, mutual responsibility, etc. Mutuality will elicit commitment which, in turn, will yield both better economic performance and greater human development. The ultimate aim is to develop a well trained work force, flexible and responsive to customer as well as organizational demands. With the introduction of technology on a large scale and also on account of the changing needs of the organization over a period of time, there arise situations when the management has to think in terms of shedding the excess baggage or aiming at right sizing in order to achieve the correct age and skill profiles. Under such circumstances, one of the best options available is an attractive VRS package. This would give an opportunity for those who are unable to cope with the demanding job profile and lack the motivation to put in that extra effort required to meet the organizational demands to ease themselves out. On account of introduction of certain advanced technology, there would also be a strong case for recruiting fresh talent with attractive pay and perquisites. However, an organization cannot afford to go on inducting talent without reviewing its existing manpower and how worthwhile it is to continue with some of them in the changed scenario. The research led to Elton Mayo (1945) producing a very different set of assumptions about human nature: Social needs are the prime motivator of human behavior, and interpersonal relationships the prime shaper of a sense of identity. As a result of the mechanization entailed in the Industrial Revolution, work had lost much of its intrinsic meaning, which now must be sought in social relationships on the job. Employees are more responsive to the social forces of the peer group than to the incentives and controls of management. Employees are responsive to management to the extent that a supervisor can meet a subordinates needs for belonging, for acceptance and for a sense of identity. These assumptions have several implications on management theory:
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International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Issue 2, May- July (2011), pp. 66-74

Managers should not limit their attention to the task, but should also concern themselves with the needs of their subordinates. Instead of being concerned with directing and controlling subordinates, managers should be concerned with their psychological well-being. Managers should think in terms of group incentives instead of individual incentives. The managers role shifts from planning, organizing, and controlling to acting as an intermediary between employees and higher management, representing the needs and feelings of subordinates to higher management.

REVIEW OF LITERATURE Campbell and Campbell (1988), there are two major determinants of performance, namely motivation and ability. These factors are also known as the person factors in which performance are determined solely by the criteria of an individual. Later, Cardy and Dobbins (1996) and Waldman (1994) improved the theory by adding in the system factors as the antecedents of individual performance. Turner and Lawrence (1965), which includes the aspects of dealing with others and friendship opportunities. However, these two dimensions were later omitted because they are not centrally related to the job characteristics construct. Most studies on job characteristics adopt the job characteristics model developed by Hackman and Oldham (1980). The importance of job characteristics construct in measuring behavioral and attitudinal outcomes is evident (Kuehn & Al-Busaidi, 2002; Morgeson et al, 2006). For instance, Yagil (2002) discovered that job characteristics have great influence on employees behavior, compared to other predictors, such as leadership. Chang & Lee (2006) in the manufacturing, banking, and service industries revealed that personality traits and job characteristics have a positive and significant influence on organizational commitment as well as job satisfaction. On the contrary, Thomas et al (2004) discovered that personality has neither influenced job satisfaction nor moderated the job characteristics and job satisfaction relationship. Given the findings, Thomas et al (2004) suggested that personality traits bear little importance in redesigning job and enhancing job satisfaction among employees in all of industries examined. Hadi & Adil (2010) study investigated job characteristics as predictors of work motivation and job satisfaction in bank managers, using the job diagnostic survey. Their findings revealed positive and significant relationship among various job characteristics, work motivation, and job satisfaction. Task identity turned out to be the most important positive predictor of job satisfaction and intrinsic motivation whereas extrinsic motivation was only predicted by feedback. They also concluded that job characteristics constituted significant models for predicting intrinsic motivation, extrinsic motivation, and job satisfaction. Shrivastava and Purang (2009) used the job diagnostic survey to assess job satisfaction among public and private sector bank employees in India. It was found that private sector bank employees perceived greater satisfaction with pay, social, and growth aspects of job as compared to public sector bank employees. On the other hand, public sector bank employees expressed greater satisfaction with job security as compared to private sector

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International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Issue 2, May- July (2011), pp. 66-74

bank employees. However, this study was limited to job satisfaction and did not test the job characteristics model as such. Objectives of the Study To know about the personal background of the employees To find out the extent of employees psychological states in terms of meaningfulness of work, responsibility for outcomes and knowledge of work results To know the level of internal work motivation of the employees To assess the level of growth need strength of the employees To find out the influence of personal background on growth need strength of the employees. To examine how far the job characteristics are related to psychological states. ANALYSIS AND INTERPRETATION DIFFERENCES IN JOB CHARACTERISTICS AND CRITICAL PSYCHOLOGICAL STATES FOR DIFFERENT JOBS Table 1: Mean Difference Analysis of Skill Variety for Job Type
Job Type Junior Officer Officer Senior Officer Customer Service Officer Cashier Assistant Manager Manager Total N 52 32 19 7 12 29 22 173 Mean 2.6346 3.5313 3.7105 4.0000 2.6667 3.6552 3.7500 3.2890 Minimum 1.50 2.00 2.50 3.00 2.00 2.00 3.00 1.50 Maximum 4.00 5.00 5.00 5.00 4.00 5.00 4.50 5.00

ANOVA Sum of Squares Between Groups Within Groups Total 44.271 68.778 113.049 df 6 166 172 Mean Square 7.379 .414 F 17.809* Sig. .000

Interpretation These differences among the different kinds of jobs are significant as shown by the ANOVA table. The F statistic is significant. It can be concluded that there is significant differences among the different kinds of jobs in terms of skill variety. Junior officers and cashiers, especially have low skill variety compared to others.
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International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Issue 2, May- July (2011), pp. 66-74

Table 2: Mean Difference Analysis of Task Identity for Job Type

Job Type Junior Officer Officer Senior Officer Customer Service Officer Cashier Assistant Manager Manager Total ANOVA Sum of Squares Between Groups Within Groups Total 107.976 85.252 193.228 df 6 166 172 Mean Square 17.996 .514 F 35.041* Sig. .000 N 52 32 19 7 12 29 22 173 Mean 2.3942 3.5313 3.9211 2.7143 4.0833 3.9483 4.6136 3.4451 Minimum 1.50 2.00 2.50 2.00 2.00 2.00 3.00 1.50 Maximum 4.00 5.00 5.00 3.00 5.00 5.00 5.00 5.00

Interpretation In the case of task identity, the managers surpass all as evidenced from the mean scores table. They are followed by cashiers, assistant managers, senior officers and officers in that order. The junior officers and customer service officers have less task identity, compared to others. Such differences as found above are significant as shown by the significant F value in the ANOVA table.

Table 3: Mean Difference Analysis of Task Significance for Job Type

Job Type Junior Officer Officer Senior Officer Customer Service Officer Cashier Assistant Manager Manager Total N 52 32 19 7 12 29 22 173 Mean 3.1923 3.5313 4.0263 3.2857 4.2500 4.1897 4.9091 3.8092 Minimum 1.00 2.00 2.50 3.00 2.00 2.00 4.00 1.00 Maximum 5.00 5.00 5.00 4.00 5.00 5.00 5.00 5.00

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International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Issue 2, May- July (2011), pp. 66-74

ANOVA Sum of Squares Between Groups Within Groups Total 58.219 109.986 168.205 df 6 166 172 Mean Square 9.703 .663 F 14.645* Sig. .000

Interpretation As seen from the mean scores table, the managers have very high level of task significance. They are followed by cashiers, assistant managers, and senior officers. In the case of officers, customer service officers and junior officers, task significance is relatively less. Such differences as found above are significant as shown by the significant F statistic in the ANOVA table. Table 4: Mean Difference Analysis of Autonomy for Job Type
Job Type Junior Officer Officer Senior Officer Customer Service Officer Cashier Assistant Manager Manager Total ANOVA Sum of Squares Between Groups Within Groups Total 124.479 63.388 187.867 df 6 166 172 Mean Square 20.747 .382 F 54.331* Sig. .000 N 52 32 19 7 12 29 22 173 Mean 2.4904 3.0156 3.9211 3.0714 4.4167 3.6724 5.0000 3.4191 Minimum 2.00 2.00 2.50 2.50 2.00 2.00 5.00 2.00 Maximum 4.00 4.50 5.00 3.50 5.00 5.00 5.00 5.00

Interpretation As far as autonomy is concerned, the managers have the highest score of all. Cashiers, senior officers, and assistant managers follow suit in that order. While officers and customer service officers have relatively less autonomy, the junior officers have the least autonomy. The differences in autonomy as found in the mean scores table are significant as evident from the significant F value in the ANOVA table.

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International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Issue 2, May- July (2011), pp. 66-74

Table 5: Mean Difference Analysis of Feedback for Job Type

Job Type Junior Officer Officer Senior Officer Customer Service Officer Cashier Assistant Manager Manager Total ANOVA Sum of Squares Between Groups Within Groups Total 97.110 80.335 177.445 df 6 166 172 Mean Square 16.185 .484 F 33.444* Sig. .000 N 52 32 19 7 12 29 22 173 Mean 3.0673 3.2969 4.1053 3.1429 4.9167 4.3793 5.0000 3.8208 Minimum 2.00 2.00 2.50 2.50 4.00 3.00 5.00 2.00 Maximum 4.00 5.00 5.00 4.00 5.00 5.00 5.00 5.00

Interpretation The mean scores in the above table show that the managers and cashiers get the highest level of feedback from the work. Assistant managers and senior officers come next to them. Officers, customer service officers and junior officers have relatively less feedback compared to others. These differences in feedback from the work are significant as seen from the ANOVA table, where we find the F value to be significant. FINDINGS Relationship between Task Identity and Experienced Meaningfulness of Work There is no variation in the correlations for the low and high GNS groups. GNS does not moderate the relationship. Relationship between Task Significance and Experienced Meaningfulness of Work There is some variation in the correlations for the low and high GNS groups. GNS moderates the relationship to some extent. Relationship between Autonomy and Experienced Responsibility in Work There is no variation in the correlations for the low and high GNS groups. GNS does not moderate the relationship. Relationship between Feedback and Knowledge of Work Results There is some variation in the correlations for the low and high GNS groups. GNS moderates the relationship to some extent.
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International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Issue 2, May- July (2011), pp. 66-74

Relationship between Motivating Potential and Critical Psychological State There is some variation in the correlations for the low and high GNS groups. GNS moderates the relationship to some extent. Moderating Effect of Growth Need Strength in the Relationship between Critical Psychological States and Internal Work Motivation Relationship between Experienced Meaningfulness of Work and Internal Work Motivation There is variation in the relationship for the low and high GNS employees. GNS moderates the relationship. Meaningfulness of Work increases Internal Work Motivation for the high GNS employees. On the other hand, it decreases Internal Work Motivation for the low GNS employees. Relationship between Experienced Responsibility in Work and Internal Work Motivation There is variation in the relationship for the low and high GNS employees. GNS moderates the relationship. Experienced Responsibility in Work increases Internal Work Motivation for the high GNS employees. On the other hand, it decreases Internal Work Motivation for the low GNS employees. Relationship between Knowledge of Work Results and Internal Work Motivation There is variation in the relationship for the low and high GNS employees. GNS moderates the relationship. Knowledge of Work Results increases Internal Work Motivation for the high GNS employees. On the other hand, it decreases Internal Work Motivation for the low GNS employees. CONCLUSION In the ending note of my research study I am confident to say that the study gave me the opportunity for analyzing the employees motivation of manufacturing company. This particular study helps me a lot to prepare questions with the clear cut objectives. Organization develops only when people develop and for this, motivation becomes an important contributing factor with regard to Most of the motivation factors such as working condition, wages, etc, are favorable towards the employees except for few a factors like promotion policy, collective bargaining suggestion scheme, welfare facilities, communication process, grievance redressel and recreation therefore from the study, it is obvious that the factors provided by manufacturing company has contributed towards a favorable motivation. I have understood our research study is to be conducted and prepare the comprehensive report so on and so far.

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International Journal of Management (IJM), ISSN 0976 6502(Print), ISSN 0976 6510(Online), Volume 2, Issue 2, May- July (2011), pp. 66-74

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