April 1

DELIVERABLE -2

2013
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1- COMPLETE ANALYSIS WITH STATISTICAL/ANALYTICAL WORKING AND ELABORATION OF EACH RESEARCH QUESTION HAS BEEN ANSWERD WITH THE HELP OF GRAPHS AND RESULTS ARE CLEARLY HIGHLIGHTED AND MANAGEMENT REPORT DESCRIBING THE SIGNIFICANCE OF STUDY

COMPLETE ANALYSIS WITH STATISTICAL /ANALYTICAL WORKING, ELABORATION OF EACH QUESTION USING GRAPHS AND CLEARLY HIGHLIGHTING THE KEY RESULTS
1- ELABORATION OF RESEARCH QUESTIONS USING GRAPHS:

INTERPRETATION:

The respondents who are requested to fill the questionnaire were from two multinational Pharmaceutical companiesGSK and ABBOT and the genders were selected with equal ratio that is 50 % of both male and female so that we can analyze justly which factor salary or designation is more motivating among middle aged employees in their job Irrespective of gender difference.

INTERPRETATION:

65% of the respondents were between 31 to 37 yrs. and 25%of the respondents were between 24 to 30 years as shown in the graph.

INTERPRETATION:
69% of the respondents had completed their masters in different areas and field of study, 13 %of them had done diploma courses that belong to the operational level of management and 11% completed their bachelors

INTERPRETATION:

Out of 90 respondents of both the pharmaceutical companies 53(62%) of them were married and had to look after their families. 25(29%) of them were single and on interview they tell us that they are also doing their jobs to support their families at this time of economic crunch in which one member of the family cannot support the whole family

INTERPRETATION:

37%of the respondents were earning a salary between 25000-35000 and 33% of the employees were earning a monthly income of 35000-45000. This shows that most of the employees earning a good salary package as per their nature of jobs and designations

INTERPRETATION:

92%of the respondents belong to the middle level of management as can be seen from the graph

INTERPRETATION:
According to the respondents of both the pharmaceutical companies 62%of them were having the view that the motivation practices followed by their organization is salary increment, 18%of them were saying that they get bonus if they accomplish companies targets and take the companies on the verge of success.

INTERPRETATION:
According to the respondents who were also the employees were of the view that extrinsic (monetary benefits) motivates them the most which is vivid clear from the graph that 92%of the respondents choose extrinsic factors.

INTERPRETATION:
When the respondents were asked the question that what type of extrinsic benefits that motivates them the most, 52%of the respondents vote in favors of salary increment and 14%in favor of promotions

INTERPRETATION:

26%of the respondents were of the view that they get demotivated from work and they think to switch the job when they are taken for granted and they are not given any recognitions and rewards.22% of the respondents get demotivated on failure to achieve the goals.

INTERPRETATION:
98% of the respondents were satisfied with the job because they were of the view that they getting a good salary package with other fringes and benefits. Moreover they also get recognition and conducive working environment

INTERPRETATION:

According to the respondents employees thinks to switch the job and search for another job when his/her accomplishments are not recognized and no monetary rewards are given to him .

INTERPRETATION:
If we compare both the graphs we come to the conclusion that designation is important but good wage is the most important motivator for the employees and they will never compromise on salary in this era of inflation and economic crunch.

It is clear from the graph that 59% and 34% of the respondents strongly agree and agree with the fact that good wage is the most important motivator for employees. However 48%agree and 25% shows neutral response to the designation as a most important motivator

INTERPRETATION:

47%of the respondents agree with the fact that motivational factors influence the organizational commitment and effectiveness. When employees get the rewards on completion of task and achieving of success that builds the sense of commitment and motivates the employees to work effectively and efficiently more over 34% strongly agrees with this fact.

INTERPRETATION:

61% of the respondents agrees that they are usually happy when they back to home after 9 to 5 work .

INTERPRETATION:
30% of the employees disagrees with the fact that they are always sad when home.

2- STATISTICAL ANALYSIS 1- DESCRIPTIVE STATISTICS ( MEAN AND STANDARD DEVIATION) 2- CORRELATIONS 3- CROSSTABULATIONS

Descriptive Statistics Mean GENDER MOTIVATIONEMPLOYEES DEMOTIVATIONFACTORS 1.20 4.00 5.00 Std. Deviation .402 .636 1.272 N 90 90 90

Correlations MOTIVATION GENDER GENDER Pearson Correlation Sig. (2-tailed) N MOTIVATIONEMPLOYEES Pearson Correlation Sig. (2-tailed) N DEMOTIVATIONFACTORS Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 90 .000 1.000 90 .395
**

DEMOTIVATIO NFACTORS .395

**

FACTORS 1 .000 1.000 90 1

.000 90 .750
**

.000 90 .750
**

90 1

.000 90

.000 90 90

INTERPRETATION:

The Pearson r of motivation factors of employees is one which shows that there is the strong relationship between the variables

Descriptive Statistics Mean MOTIVATIONEMPLOYEES DEMOTIVATIONFACTORS AGE 4.00 5.00 2.40 Std. Deviation .636 1.272 .493 N 90 90 90

Correlations MOTIVATIONE DEMOTIVATION MPLOYEES MOTIVATIONEMPLOYEES Pearson Correlation Sig. (2-tailed) N DEMOTIVATIONFACTORS Pearson Correlation Sig. (2-tailed) N AGE Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 90 .750
**

FACTORS 1 .750
**

AGE .645
**

.000 90 1

.000 90 .000 1.000

.000 90 .645
**

90 .000 1.000 90

90 1

.000 90

90

INTERPRETATION:
The Pearson r of age with the other factors is one which shows the strong relationship which means that age had a drastic impact on motivation and demotivation of employees

Descriptive Statistics Mean MARITIALSTATUS MOTIVATIONEMPLOYEES DEMOTIVATIONFACTORS 1.40 4.00 5.00 Std. Deviation .493 .636 1.272 N 90 90 90

Correlations MARITIALSTAT MOTIVATIONE DEMOTIVATION US MARITIALSTATUS Pearson Correlation Sig. (2-tailed) N MOTIVATIONEMPLOYEES Pearson Correlation Sig. (2-tailed) N DEMOTIVATIONFACTORS Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 90 .645
**

MPLOYEES 1 .645
**

FACTORS .000 1.000 90 .750

**

.000 90 1

.000 90 .000 1.000 90 90 .750

**

.000 90 1

.000 90 90

INTERPRETATION:

The Pearson r of age with the other factors is one which shows the strong relationship which means that age had a drastic impact on motivation and demotivation of employees

AGE * FACTOR MOTIVATESYOU Cross tabulation

Count FACTOR MOTIVATES YOU intrinsic AGE 24-30 31-37 Total 18 0 18 extrinsic 36 36 72 Total 54 36 90

CROSS TABULATIO N

INTERPRETATION:
72 of the total respondents were in favour of extrinsic awards

GENDER * FACTORMOTIVATESYOU Cross tabulation Count FACTORMOTIVATESYOU intrinsic GENDER male female Total 0 18 18 extrinsic 72 0 72 Total 72 18 90

INTERPRETATION:

According to the cross tabulation between gender and factors that motivates we found out that out of 90 respondents 72 were in favor of extrinsic(monetary) factors. However if we further analyze we found out that male are interested in extrinsic however female are more in favor of intrinsic rewards

MARITIALSTATUS * FACTORMOTIVATESYOU Cross tabulation Count FACTORMOTIVATESYOU intrinsic MARITIALSTATUS single married Total 18 0 18 extrinsic 36 36 72 Total 54 36 90

INTERPRETATION:

According to the cross tabulation between marital status and factors of motivation we found out that both single and married was equally in favor of extrinsic factors like salary increment for motivation

KEY FINDINGS AND RESULTS Through this exploratory research we found out that both genders male or female of middle aged employees who had completed their masters were in favor of extrinsic awards especially salary and bonus . Moreover they were of the view that designation is necessary but not on the cost of salary. Salary is the basic and the most preferable motivators by all the respondents. Not only this they were of the view that they salary motivates them and also increase motivation and organization commitment and effectiveness

However respondents were of the view that the factor that demotivates them is that when organization takes them for granted.

MANAGEMNT REPORT This study can provide a platform for decision making that which factor can motivate a middleaged man in their job. It can give a comparison of the motivators practicing in the organization with the motivators that are most important to motivate employees of middle aged men. This research study will further help the organizations after performance appraisal when they have

to reward and reprimand the employees on their jobs as through this research we found out what salary and extrinsic benefits motivates employees, boost performance and organizational commitment and effectiveness.