IMPACT OF MOTIVATION FOR APPAREL INDUSTRY

BY
Ashaduzzaman Rifat
Id: 122011532, Group: F

A DISSERTATION SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE DEGREE OF
BACHELOR OF ARTS (HONORS)
IN
APPAREL MANUFACTURING MANAGEMENT AND TECHNOLOGY
UNDER THE DEPARTMENT OF
APPAREL MANUFACTURING MANAGEMENT AND TECHNOLOGY

I ACCEPT THIS DISSERTATION AS CONFORMING TO THE REQUIRED STANDARDS:

......................................................................................................................................
Engr. NASRIN FERDOUS
ASSISTANT PROFESSOR AND DISSERTATION SUPERVISOR
DEPARTMENT OF APPAREL MANUFACTURING MANAGEMENT AND TECHNOLOGY
Dr. MASUD AL NOOR
ASSOCIATE PROFESSOR AND INTERNAL VERIFIER
DEPARTMENT OF APPAREL MANUFACTURING MANAGEMENT AND TECHNOLOGY

DATED THIS 17TH DAY OF NOVEMBER,2016,

Shanto-Mariam University of Creative Technology
1

Dissertation
On
IMPACT OF MOTIVATION FOR APPAREL INDUSTRY

Subject Code: AMM-423

Submitted to:
Engr. Nasrin Ferdous

Assistant Professor of Apparel Manufacturing Management & Technology

Shanto-Mariam University of Creative Technology

Prepared by:
Ashaduzzaman Rifat
ID: 122011532
Semester: 8th
Batch: 19th
Group: F
Department of Apparel Manufacturing Management & Technology

Submission:
17th November, 2016
Shanto-Mariam University of Creative Technology

17th November, 2016

Engr. Nasrin Ferdous
Assistant Professor And Dissertation Supervisor

Shanto-Mariam University of Creative Technology

Subject: Submission of Dissertation on Impact of motivation for apparel industry

Dear Madam,
With due respect I cordially submitted my dissertation on Impact of motivation for apparel
industry. It is important for my course curriculum. With your guideline and the help of the
factories it is possible to complete dissertation.
I tried my best to work sincerely to cover all aspects regarding the subject. Though I faced some
limitations in preparing this dissertation, I have thoroughly enjoyed in preparing this report
which has contributed to my understanding on the essentials and importance of practical
knowledge.
I sincerely hope that you will kind enough to be pleased about my effort.

Best regards,
Ashaduzzaman Rifat
ID: 122011532
Semester: 8th
Batch: 19th
Group: F
Department of Apparel Manufacturing Management & Technology

ACKNOWLEDGEMENT
I would like to thank Almighty Allah who made me able to complete this
Dissertation report by utilizing my skills and knowledge. I am also thankful for
giving me spirit of patience, consistency and courage during my Dissertation.
I am acknowledging to my respectful teacher & my adviser Engr. NASRIN
FERDOUS for her kind co-operation and direction in my Dissertation program. I
must also thank our honorable teacher of the department for their advices and help
in drafting this report.

I have received much valuable co-operation and assistance from the MM

KINTWEAR LTD.

DEDICATION
I dedicate this book to ALLAH and to my beloved parents.

CONTANTS
Topics

Page No.

INTRODUCTION

OBJECTIVES OF THE RESEARCH

RESEARCH QUESTIONS

LITERATURE REVIEW

METHODOLOGY OF THE STUDY

MOTIVATION vs. PRODUCTIVITY: IN THE WORKPLACE

3-4

THEORITICAL FRAMEWORK OF THE RESEARCH

5-13

PRIMARY DATA

14-15

EXPECTED RESULT

16-17

FINDINGS AND SUGGESTIONS

18

CONCLUSION

19

APPENDIX

20

Internship Certificate

21

REFERENCES

22

My Internee ID Photo

23

Topic Signature

24

INTRODUCTION
Employee motivation is directly linked to employee commitment, personnel productivity &
business profits, organization is like a lovely shining car and their employee is a great engine but
car (organization) is worthless without strong engine (employees). The best employees are
always in high demand, and will change companies if they are not kept motivated at work,
according to April, 2009, Article in Bloomberg Business week. Employers understand that they
need to provide a work environment that creates motivation in people. But many employers fail
to understand the significance of motivation in accomplishing their mission and vision. There are
two basic way to motivate a employee. One is through extrinsic motivation or material
satisfaction, and the other is through intrinsic motivation or providing intangible or
psychological rewards for example: - say Thank you, Great Job, or Well done to show
appreciate style for hard and good work. Motivation levels within the workplace have a direct
impact on employee productivity. Motivation and productivity are twin concepts in organization
development. Motivation in the work place is obviously very important issue. Many researches
proved that motivated employees are happier at work. They get more satisfaction from their
work, low absenteeism, enhanced productivity, work with more enthusiasm, encourage discipline
among the employees on the other hand unmotivated employees are likely to spread little or no
effort in their jobs, avoid the workplace as much as possible exit the organization if given the
opportunity and produce low quality work. Company could lose large amounts of money. This
first aspect of motivation we choose to describe as internal motivation because the driving force
comes from within an individual. The second aspect is external motivation, is applied by the
organization. This is because employees are motivated to identify with organization in order to
satisfy their varied and variegates needs and desires.

OBJECTIVES OF THE RESEARCH

To understand the importance of motivation in increasing personnel productivity.

Shed light on factors of motivation which affected employees work performance, loyalty
& commitment.
To understand the relationship between motivation and productivity.
To know about in all department how to motivation apply in garments industry.
To know about Production in garments industry.

RESEARCH QUESTIONS

1. Who is the best, Intrinsic motivation or Extrinsic motivation ?

2. Why cants every employee perform at his or her best ?
3. Do fringe benefits motivate employees ?

LITERATURE REVIEW
There have been a lot of researches done on motivation and productivity by many research
scholars. From a literature review, more motivated employees are more productive, happier and
stay with the organization long time. According to Thomas (2009) the main challenge of
motivation in work place is identifying what motivates each individual employee taking into
account his or her individual differences. There are two basic types of motivation: Intrinsic and
Extrinsic motivation. Intrinsically motivate Behaviors are seen when there is no other apparent
reward except the activity itself (Deci, 1975). Extrinsically motivated behaviors are those where
the controlling mechanism is easily seen (Deci, 1975). Maslow (Maslow, 1946) proposed a five
level hierarchy of needs which he outlined as necessary for the achievement of a completely
satisfied individual. Those needs are: Physiological, safety, love, esteem and self actualization,
Frederick Herzberg studies on worker motivation in the 1950s. He developed the two factor
theory or Motivation-Hygiene theory of worker satisfaction and dissatisfaction. Hygiene factors
such as salary, job security, working conditions, and fringe benefits can prevent dissatisfactory
but they do not motivate the worker. Found that motivators such as sense of achievement,
recognition, responsibility, personal growth and advancement. The Hygiene theory helped to
focus interest on the importance of the intrinsic aspects of the job and their ability to motivate
workers. Llopis (2012) draws attention to the increasing relevance of the work life balance
problem for modern employees and stresses its negative impact on the level of employee
motivation & productivity.
Shah and Pathan (2009) explores the changes in productivity with major supposition of
quantifying the relationships in terms of changes in the production caused by motivation among
workers in maintaining secrecy, and security of confidential data. The study concludes that
changes in productivity as gains in profitability are significantly related to motivation levels at all
three tiers of organization structures. Anka L. M. (2006) examines the essential skills needed by
managers to work efficiently and effectively in an organization. At lower level, the major need is
for technical and human skills and at higher level managers effectiveness depends largely on
human and conceptual skills. At top level conceptual skills becomes the most important for
successful administration. The three skills above play an important role in enhancing efficiency
and effectiveness in an organization. According to Campbell and Pitchard (1976), motivation has
to do with a set of independent, dependent viable relationship that explains the direction of skill
and understanding of the task and constraints operating in the environment. Glueck (1980)
defines motivation as the process or factors (motives) that influence people to act. He went
further to state that psychologists view motivation as the process, and channeling behavior into a
2

specific course. Ajibola (1976) defined motivation as a process of stimulating people to achieve
organizational task as well as a process of stimulating oneself to action to gratify a felt need.
Maduaburn (1988) state that motivation is an inner state that energies, activates, moves, directs
or channel behaviors toward achieving a desired goal.
METHODOLOGY OF THE STUDY
The research design is descriptive and the sources of information are primary and secondary
both. Reliable and valid primary data obtained from different employees from different
organizations with the help of questionnaire by employing field survey method and secondary
data was collected through the websites, journals, published research papers etc. using chart,
(figures) graphs etc.
Motivation vs. Productivity: In the Workplace
Motivation leads to productivity or is the reverse true that productivity leads to motivation. There
is a positive and direct relationship between personnel productivity & employee productivity.
Motivation and productivity are twin concepts in organizational development. Effective
motivation increase the employees productivity, helps boost group morale, encourages discipline
among the employees. They get more satisfaction from their work or job. Motivation plays an
essential role to employee to be motivated in doing their task. The best way to ensure employee
commitment and loyalty is to empower employees, to motivate them and involve them in making
decisions of the day- to-day functioning of the organization. Effective motivation can be
instrumental in increasing productivity. Motivation is the best cause to reach productivity as a
favourable effect.

Figure 1. Conceptual Model [Relationship between productivity and employee Motivation]

Figure 2. Four Alternative Consequences in Motivation Vs Productivity

Mayo (1945) and his colleagues from Harvard Business School pioneered human relations
theory. The theory in a simplified form states that apart from the need for money, people also
have other needs like recognition. The theory arose from an experiment carried out by Elton
Mayo, F.J.Roethlisberger and William Dickson at Hawthorne plant of Western Electric Company
in America. They discovered that when special attention was given to workers by management,
and when small informal groups of workers are allowed to develop and their effort is directed
towards work, productivity is likely to increase regardless of changing in working conditions.
Olewa and Anaga (1994:p173) quoting Elton Mayo (1945) said that, it was proved that men are
not inert or discretely created. On the contrary, they reacted in their own way responding variable
other than lighting.
Stoner (1978) said that this theory stressed social needs of workers and proved that the factory,
office or shop is not merely a workplace but also a social environment and this recognition
influence both the quantity and quantity of work produced.

THEORITICAL FRAMEWORK OF THE RESEARCH

MOTIVATION Inducing people to work to the best of their ability.

Companies that are trying to succeed in an ever more competitive world can do so only when its
entire people have the information, skills, training and motivation to succeed, to lead people and
get them to behave in desired ways, managers must understand what causes behavior. The hidden
cause of behavior is motivation; it is hidden because motivation resides in our minds. In the
words of Uzomah (2000) motivation is an inner mind that is responsible for energizing directing
or sustaining goal oriented behaviors. It gives direction to purposeful behavior. Motivation as
one of the three factors in the function of directing is described as a process that arouses
channels, sustains and gives people behavior purpose and direction. It is concerned with the
why of human behavior. Motivation is that which makes people to do things. It is the
stimulation of people to action to accomplish desired goals.
EARLY VIEWS OF MOTIVATION

The problem of motivation has for a long time occupied the minds of management theorists and
writers. Researchers has sought to explain how and why people are activated to behave the way
they do and why they can be made to behave in a manner supportive of organizational goals. The
earliest theories emphasized the need for financial rewards as a means of motivating employees.
At present several theories have been propounded.

TRADITIONAL THEORY OF MOTIVATION. (1900-1930)

5

Taylor, F.W (1945), an engineer and a forerunner of this theory evolved a three part principle
that formed the basis for modern incentive system in industry. These principles are that the
greatest and most efficient production occurs when managers embark on the following:
Give each worker a definite task to perform in a definite time and in a definite manner.Select the
right worker for the task and train him. Motivate the worker to a high level of performance by
incentive method of motivation.

Taylors overall goal was industrial efficiency in terms of high productivity, lower cost, as well
as a higher pay for workers to increase productivity. He believes that this objective could only be
achieved through scientific study and setting of standard as done above. Any worker exceeding
such standard will be rewarded adequately and likewise a worker who fails to achieve the
standard will be penalized. In other words, Taylor penalized lazy workers and designed a system
whereby a worker will be compensated according to the individual output or production. For him
to solve the problem of determining reasonable standard of performance, he had broken down
the job into components and attached time to these job components thereby establishing standard
of performance scientifically.
In summary, Taylors theory showed that the functional relations between workers and managers
are mutually based on productivity; workers wanted rising wages while managers wanted higher
profit and both depend on productivity which is their common goal.
HUMAN RELATIONS THEORY OF MOTIVATION (1930-1966)

Mayo (1945) and his colleagues from Harvard Business School pioneered human relations
theory. The theory in a simplified form states that apart from the need for money, people also
have other needs like recognition. The theory arose from an experiment carried out by Elton
Mayo, F.J.Roethlisberger and William Dickson at Hawthorne plant of Western Electric Company
in America. They discovered that when special attention was given to workers by management,
and when small informal groups of workers are allowed to develop and their effort is directed
towards work, productivity is likely to increase regardless of changing in working conditions.
Olewa and Anaga (1994:p173) quoting Elton Mayo (1945) said that, it was proved that men are
not inert or discretely created. On the contrary, they reacted in their own way responding variable
other than lighting. Stoner (1978) said that this theory stressed social needs of workers and
proved that the factory, office or shop is not merely a workplace but also a social environment
and this recognition influence both the quantity and quantity of work produced.
CLASSIFICATION OF MOTIVATION THEORIES.

Theories of motivation can be classified under three broad categories or headings, viz, content,
process, and reinforcement theories.
CONTENT THEORIES

The content approach is associated with Maslows hierarchy of needs, Herzbergs two factor
theory, Alderfers ERG theory, McGregors theory x and y, Ouchis theory z and McClellands
need for Achievement, Affiliation and Power. The content theories stress understanding the
factors within which individuals that cause them to act in a certain way. It attempts to answer
such questions such as, what needs do people try to satisfy? What impels them to action? In this
view, individuals have inner needs that they are motivated to reduce or fulfill.

REVIEW OF SELECTED CONTENT THEORIES.

A) MASLOWS HIERACHY OF NEEDS:
The Hierarchy of Needs theory was coined by psychologist Abraham Maslow in his 1943 paper
A Theory of Human Motivation. The crux of the theory is that individuals most basic needs
must be met before they become motivated to achieve higher level needs.
The hierarchy is made up of 5 levels:
1. Physiological these needs must be met in order for a person to survive, such as food, water and
shelter.
2. Safety including personal and financial security and health and wellbeing.
3. Love/belonging the need for friendships, relationships and family.
4. Esteem the need to feel confident and be respected by others.
5. Self-actualization the desire to achieve everything you possibly can and become the most that
you can be.
According to the hierarchy of needs, you must be in good health, safe and secure with
meaningful relationships and confidence before you are able to be the most that you can be.
CRITICISM OF MASLOWS HIERARCHY OF NEEDS
In the words of Keitner (1988) states that behavioural scientists have attempted to test Maslows
theory in the real life and claim that it has some deficiencies and that practical evidence shows a
two level hierarchy, rather than a five level one. That they accept the physiological and safety
needs, any of the other needs may emerge as the single most important one depending on the
particular individual.

In the works of Blunt (1983) argued the lower needs do not hold for most employees in
developed countries.
Blunt (1983) also argued that the theory lacks cross-cultural validity. And
that socio-economic setting of the society determines the nature of the hierarchy.
Although Maslows theory has not stood well under actual testing, still it has
called the attention of managers to the existence of these needs and teaches them
that a fulfilled need does not motivate an individual.

B) HERZBERGS TWO FACTORS THEORY.

In the late 1950s, a psychologist, Fredrick Hertzberg and his associates
conducted a study of the job attitudes of two hundred engineers and accountants,
subjects were asked to recall times they felt exceptionally good about their jobs
and times they felt bad. From his research Herzberg concluded that job satisfaction
and job dissatisfaction come from two separate sets of factors, which he called
satisfiers (motivating factors) and dissatisfiers (hygiene factors).
MAINTENANCE / HYGIENE FACTORS:
These factors do not act as motivators, but if they are withdrawn, they create
dissatisfaction and may result in lower productivity. Lack of maintenance or
hygiene factor will hurt employees morale. In other words, as seen by Koontz and
ODonnell (1968), if they exist in a work environment in high quantity, they yield
no dissatisfaction.
Hertzbergs list of hygiene factors includes salaries, and other fringe benefit,
working conditions, social relationship, supervision and organizational policies and
administration, security and status. People take these factors for granted as part of
the job. These factors are similar to Maslows lower level needs (1st, 2nd, and 3rd)
that is physiological, safety and social needs.
Maintenance or hygiene factors represent the basic benefits and rights
people consider essential to any job.
MOTIVATIONAL FACTORS.
These factors motivate employees when they are present, but according to
Hertzberg, their absence does not necessarily cause dissatisfaction. This is because
they are related to the nature of the job, that is, job contents and they give reward
that results directly from the performance of the job. In other words, they are job
centred.When these factors are present on the job, they tend to motivate workers
thereby increase productivity, and these factors have uplifted efforts on performance.
8

Hertzbergs lift of motivational factors includes responsibility, recognition,

achievement, the job itself, and opportunity for advancement. The presence of
these factors also makes employees feel more committed to their jobs and engage
in organizational citizenship. Hertzberg found out that their absence does not
necessarily mean that workers will be unhappy or dissatisfied.
Lundgreen (1974) sees motivational factors as those benefits above and
beyond the basis of job. Employees like to feel they are getting something beyond
pay check for the time and effort they put in the work. Hertzbergs two factors
theory shows that both motivators and hygiene factors need to be satisfied ideally.
CRITICISM OF HYGIENE THEORY
This theory has been criticized that it ignores situational variables, and also
researchers on Herzbergs theory are reportedly not conclusive, because not all the
findings conform to Herzbergs two factors concept of motivation and hygiene factors.
The procedures that Herzberg used are limited by its methodology. When
things are going well people tend to attribute credit to themselves. Contrarily they
blame failure on the extrinsic environment. The reliability of Herzbergs
methodology is questioned, since it has to measure interpretation, it is possible that
they may contaminate the finding by interpreting one response in one manner,
while a similar response differently.
1) Not all measures of satisfaction were utilized. A person may dislike part of her job,
yet still think the job is acceptable.
2) The theory is inconsistent with previous research.
3) Herzberg assumes that there is a relationship between satisfaction and productivity.
To make sure research is relevant; one must assume a strong relationship between
Satisfaction and productivity.
Regardless of criticism, Herzbergs theory has been widely popularized and few
managers are unfamiliar with his recommendations. As a case in it, many of the
enthusiasm in the late 1960s and 1970s for vertically expanding jobs, to allow
workers greater responsibility in planning and controlling their work, can
probably be attributed largely to Herzbergs findings and recommendations.

C) DOUGLAS MCGREGORS THEORY X AND Y

In 1960, Douglas McGregor outlined two views of management task, based
on certain assumptions which he called theory x and theory y.

THEORY X: A PESSIMISTIC VIEW:

Theory x represents a pessimistic view of human nature. According to
Akpala (1990) theory x assumes the following:
a) An average human being has an inherent dislike of work and will avoid it if he can.
b) Because of this inherent dislike of work most people must be coerced, controlled,
directed and threatened with punishment to get them put forth adequate effort to
work.
c) The average human beings prefer to be directed, wishes to avoid responsibility, has
relatively little ambition and wants security above all.
THEORY Y: OPTIMISIC VIEW:
Theory y reflects an optimistic view of human behaviour. This theory was
developed as an alternative solution to many of the problems facing management
over workers. Its assumptions are as follows:
a) Work is natural to people
b) Peoples attitude towards work depends on their previous job experience and the
condition surrounding the work itself.
c) The average human beings learn under proper conditions not only to accept but
seek responsibility.
d) External control and threat of punishment are not only the means of bringing
about efforts towards organizational goals or objectives.
To summarize theory Y, Wartha and Newport said it is a management
responsibility to establish practices that promote human growth and development,
responsibility and co-operation among employees. This means that if workers are
lazy and indifferent, the blame rest on managerial method of organization directing
and controlling its human resources. This is management responsibility to
formulate policies and practice that will generate employee commitment, selfdirection and motivation to achieve organizational goal under managerial
leadership. A theory will make a continuing effort to stress how important
employee efforts are to the organization as a whole.
As McGregor noted, behind every management action or decision is
assumption about human nature and human behavior. Those managers who
subscribes to theory behave according to the postulates in theory. They believe that
human beings like to take responsibility and that commitment to an objective is a
function of the reward associated with it. These rewards create tension in the
individual when realised. How we react or act to the other people is influenced by
our assumptions about their people. If a manager believes that an employee has a
special dislike for work and will avoid it if he can. If a manager believes that the
employee is at work because he needs money to satisfy his physiological needs the
manager will attempt to motivate him with money and threaten him with loss of
employment (security need) if he does not put in a measure of his effort.
10

D) THEORY Z
Management theory developed by William Ouchi, describing the Japanese system
of management characterized by the workers' deep involvement in management,
higher productivity than the U.S. Management model, and a highly developed
system of organizational and sociological rewards. Ouchi contends that this
management system can be used anywhere with equal success.
Theory Z is the name applied to the so-called "Japanese Management" style
popularized during the Asian economic boom of the 1980's. In contrast TheoryX,
which stated that workers inherently dislike and avoid work and must be driven to
it, and Theory Y, which stated that work is natural and can be a source of
satisfaction when aimed at higher order human psychological needs, Theory Z
focused on increasing employee loyalty to the company by providing a job for life
with a strong focus on the well-being of the employee, both on and off the job.
According to Dr.William Ouchi, its leading proponent, Theory Z management
tends to promote stable employment, high productivity, and high employee morale
and satisfaction. Ironically, "Japanese Management" and Theory Z itself were
based on Dr. W. Edwards Deming's famous "14 points". Deming, an American
scholar whose management and motivation theories were rejected in the United
States, went on to help lay the foundation of Japanese organizational development
during their expansion in the world economy in the 1980's. Deming's theories are
summarized in his two books, Out of the Crisis and The New Economics, in which
he spells out his "System of Profound Knowledge". He was a frequent advisor to
Japanese business and government leaders, and eventually became a revered
counselor. Deming was awarded the Second Order of the Sacred Treasure by the
former Emperor Hirohito, and American businesses ultimately tried unsuccessfully
to use his "Japanese" approach to improve their competitive position.

11

CHARACTERISTICS OF THEORY Z
.
Long-term employment
.
Collective responsibility
.
Implicit, informal control with explicit, formalized measures
.
Collective decision-making
.
Slow evaluation and promotion
.
Moderately specialized careers
.
Concern for a total person, including their families
To retain good staff and to encourage them to give of their best while at work
requires attention to the financial and psychological and even physiological
rewards offered by the organization as a continuous exercise.

E) ALDERFERS EXISTENCE, RELATEDNESS AND GROWTH (ERG)

THEORY
Clayton Alderfers ERG theory collapses the 5 categories of needs in
Maslows hierarchy into three universal categories (ERG) also arranged in a
hierarchy. Alderfer agrees with Maslow that as lower needs become satisfied, a
person seeks to satisfy higher needs. Unlike Maslow, Alderfer believes that a
person can be motivated by needs at more than one level at the same time. A
cashier in a supermarket for e.g. may be motivated both by existence needs and by
relatedness needs. The existence needs motivates the cashier to come to work
regularly and not to make mistakes so that his job will be secured and he will be
able to pay his rent and buy food. The relatedness needs motivates the cashier to
become friends with some of the other cashiers and have a good relationship with
the store manager. Alderfer suggests that when people experience need frustration
or are unable to satisfy needs at a certain level they will focus all the more on satisfying the
needs at the next lower level in the hierarchy.
Clayton Alderfer grouped his ERG theory of human needs into three
categories which are as follow;
EXISTENCE: - Existence need is a mergers of Maslows physiological and safety
needs. Specifically it concerns the basic human needs for food, water, air, clothing
and shelter and a secured and safe environment. A manager can help people satisfy
this need by promoting enough pay for the basic necessities of life and safe
working conditions.
12

RELATEDNESS: - This concerns the need for love, affection, interaction,

affiliation and belongingness. A manager can help satisfy these needs by
promoting interpersonal relationship and by providing accurate feedback.
GROWTH: - This comprises what Maslow called esteem and recognition and self
actualisation. It therefore, concerns a persons esteem, social recognition and selfactualisation. A manger can satisfy these by allowing people to continually
improve their skills and abilities to engage in meaningful work.
F) McClellands NEED FOR ACHIEVEMENT, AFFILIATION AND
POWER.
David C. McClelland has contributed to the understanding of motivation by
identifying three basic motivating needs. He classified these needs as need for
power, need for affiliation and need for achievement.
Need for Achievement (n-ach): is the extent to which an individual has a strong
desire to perform challenging tasks well to meet personal standards for excellence.
People with a high need for achievement often set clear goals for themselves and like to receive
performance feedback.
Need for Affiliation (n-aff): is the extent to which an individual is concerned
about establishing and maintaining good interpersonal relations, being liked and
having the people around him or her get along with each other.
Need for Power (n-pow): is the extent to which an individual desires to control or
influence others.

13

Primary Data:
Preparation of Total Seasonal Production Plan (MM Knitwear LTD)
Yearly order projection needs to be consolidated into yearly order plan. Order plan is based on already
negotiated orders. Projection of orders is generally based on preliminary discussion & guesswork but
order plan is based on agreed contracts with the customers.

Table 1: Yearly Production of some buyer (1st floor)

Company
2014
Target
January

February
March
April
May
June
July
August
September
October
November
December

MM Knitwear LTD.

Quantity in
pcs
Qty in US $
Qty in pcs
Amount US
$
Qty in pcs
Amount
Qty in pcs
Amount
Qty in pcs
Amount
Qty in pcs
Amount
Qty in pcs
Amount
Qty in pcs
Amount
Qty in pcs
Amount
Qty in pcs
Amount
Qty in pcs
Amount
Qty in pcs
Amount
Qty in pcs
Amount

Item of Production: T-Shirt

Tesco

Triburg

Jecko

Total

10,00
160,000

1200
125,000

2000
150,000

4200
435,000

1100
280,000
1,000
150,000
1100
450,000
1050
1,350,000
1150
800,000
1200
1,850,000
1000
1,000,000
1050
450,000
1100
360,000
1100
1,350,000
1000
655,000

1200
150,000
1320
100,000
1200
100,000
1150
800,000
20,000
750,000
15,000
600,000
5,000
200,000
5,000
200,000
1320
720,000
1200
300,000
1320
800,000

2100
300,000
2200
150,000
2100
500,000
2000
1,000,000
30,000
135,000
10,000
400,000
10,000
450,000
10,000
400,000
2100
450,000
2200
450,000
2200
300,000

4400
730,000
4520
400,000
4400
1,050,000
4200
3,150,000
4450
1,850,000
4550
2,850,000
4250
1,650,000
4260
1,050,000
4520
1,530,000
4500
2,100,000
4520
1,755,000

14

Motiv
ationa
l
Factor
s

Points Total Remarks by All the respondents

given
by
respon
dents
in
terms
of
priorit
y,
attenti
on &
liking
(Max.
Points
10)
Respondents

A
5

B
5

C
7

D
5

E
8

F
7

G
6

H
5

I
7

J
8

63

2
9

4
9

3
8

5
8

4 3
10 8

5
8

2
8

4
8

2
10

34
86

High Salary

3
5

4
6

4
6

4
7

5
7

4
7

7
7

7
6

6
6

8
8

52
63

Promotion

60

Performance Rewards

70

Job Security

75

Personal Growth &

Advancement

77

Recognition

10 10 8

10

86

Good working
environment
Fringe Benefits
Self Satisfaction
Retirements Plan

Table 2. Major Motivational Factors which motivated employees & increasing

employee productivity

15

EXPECTED RESULT
MM Knitwear LTD
Source: Primary Data (Field Survey)
4500
4400
4300
4200
4100
4000
3900
3800
3700
3600

Table 1(DAIAGRAM): Yearly Production of some buyer (1st floor)

16

100
90
80
70
60
50
40
30
20
10
0

Table 2 (DAIAGRAM): Factors which motivate employees at work

The results show that both managers and employees agree on the
importance of motivation on employee performance. However,
there is a difference in the perception of performance as a
problem between managers and employees. Also, employees
placed a premium on esprit de corps or firm culture and
congeniality and recognition; money was lower on the scale.
Managers, on the other hand, placed a greater emphasis on
monetary factors with training and recognition following well
behind. This study, though constrained by small sample size,
shows a marked difference between employees and managers as
to what constitutes successful motivation. Both groups agree that
motivation is significant in influencing performance. Further
studies can focus on the differences between manufacturing
firms, service firms and retailers.
17

FINDINGS AND SUGGESTIONS

The major findings of this Manuscript are as follows:
Employee motivation is directly linked to employee commitment, personnel productivity &
business profits.
Motivation levels within the workplace have a direct impact on employee productivity.
Most employees need motivation to feel good about their jobs and perform optimally.
Unmotivated employees are likely to spread little or no effort in their job.
The employees were highly motivated due to intrinsic motivational factors like : Recognition,
self-satisfaction, etc.
Suggestions for increasing personnel productivity through motivation are depicted below:
Consistently provide career advancement & development opportunities of employees.
Paying performance related bonuses and financial incentives or rewards.
Run employees personalize recognition programs, such as: Gift vouchers, tickets to a concert.
Given more responsibility and make all employees feel their jobs are important.

18

CONCLUSION
Human beings are reciprocal. If you treat them well, theyll treat you well and if you treat them
bad, theyll treat you bad (According to Karen Oman). Most researches proved that, there is a
positive relationship between motivation and productivity. More motivated employees are more
productive, more loyal and more committed. If employees got opportunities for self-actualization
then they are likely to remain with the organization and the company image is consequently
improved and enhanced. The employees were positively affected by toward higher productivity
with the provision of job security, salary fixation, reward for good work, recognition etc. It is
suggested that in order to motivate employees, a specially tailored compensation plan would be
more effective. Well perceived fringe benefits make the employee more loyal & committed. The
manager must understand the nature of employee behavior and how best to motivate them so that
they work willingly and effectively. Finally, management of the manufacturing firms should seek
for various ways of improving productivity in their company by finding out the effect, causes or
problems associated with motivation. Meanwhile, for the workers to be motivated, the
management must posse good quality and personal value which will help them to identify those
things that motivate their staff and apply them properly. The importance of reward in the day-today performance of workers duties cannot be overemphasize, especially when it comes to being
rewarded for a job done. It is a well-known fact that human performance of any sort is improved
by increase in motivation. Going by the findings of this study, it can be easily inferred that
workers reward package matters a lot and should be a concern of both the employer and
employee.

19

APPENDIX

1. Is money enough to motivate employees?

2. How effective are awards such as "employee of the month"?
3. Why do employers not recognize all their employees at the same

level?
4. What specifically will motivate employees to perform at their

peak?
5. Who in a company should be involved in giving employees

recognition?
6. How can employers implement or improve incentive systems in

the workplace?
7. How does motivation impact an employee's productivity?
8. How do employees respond to different incentives?
9. Why can't every employee perform at his or her best?

Do employees lose enthusiasm about the company, and

therefore become less motivated?

10.

20

21

22

REFERENCES
Book References
1. Bruce, A. Pepitone; J.S. (1999), Motivating Employees, MC Graw-Hill International.
2. John, W. Newstrom (2007), Organizational Behaviour : Human Behaviour at work, twelfth
Edition, New Delhi : Tata Mc Graw-Hill.
3. Laurie, J. Mullins (2007), Management and Organisational Behaviour, Seventh Edition, India :
Pearson Education in South Asia.
4. Vroom, V.H. (1964), work and motivation, New York: Wiley.
Website References
5. www.google.com
6. http://www.ehow.com
7. http://www.smallbusiness.chron.com
8. http://www.westminstercollege

23

My Internee ID Card Photo:

24