Ob Assignment Final

BBUS-HR-D3 AHMED RASHEED BAB302
Contents
1. INTRODUCTION OF COMPANY ........................................................................................ 2
1.1. TODAY THE ORGANIZATION .................................................................................... 3
2. FACTORS OF MOTIVATING EMPLOYEE IN STATE TRADING ORGANIZATION ... 4
2.1. Reward system: ................................................................................................................ 4
2.2. Better organization policies:............................................................................................. 5
2.3. Learning & development opportunities: .......................................................................... 6
2.4. Staff recreation: ................................................................................................................ 7
2.5. Monetary compensation: .................................................................................................. 7
2.6. Organizational climate and culture: ................................................................................. 8
3. EFFECT OF MOTIVATIONAL STRATEGIES ON EMPLOYEE PRODUCTIVITY ........ 9
4. FINDINGS............................................................................................................................. 12
5. RECOMONDATION ............................................................................................................ 27
6. CONCLUSION ..................................................................................................................... 30
7. APPENDIX ........................................................................................................................... 31
8. Reference ............................................................................................................................... 33
9. BIBLIOGRAPHY ................................................................................................................. 36
ORGANIZATIONAL BEHAVIOR 1
1. INTRODUCTION OF COMPANY
In 1964, a fully state-funded business was set up by the

Maldivian government with one key mission to begin
with strengthening national food security. The main task
of the company, then named Athireemaafaanu Trading
Agency (ATA) (Stomaldives.com, 2004). With proven
success in contributing to national development, ATA
matured to become the State Trading Organization (STO) on 9th June 1979. STO undertook all
trading and commercial activity on behalf of the Maldivian government. At that time, the country
was growing and expend its imports, first to an increasing number of commodity items, and then
on to modern construction material, home appliances and consumer goods.
VISION OF COMPANY
“Be a leading business creating enduring value for all stakeholders, whilst being a catalyst of
economic growth & supporting sustainable development” (stomaldives.com, Annual report 2013,
2013).
MISSION OF COMPANY
 Lead through expansion of existing businesses, diversification, exploring new possibilities

and entering into new ventures.
 Explore beyond our borders; expand our markets and establish ourselves as an international
player, respected by the international business community.
 Ensure accessibility with our presence nationwide; offer peace of mind and assurance to
the public of uninterrupted provision and affordability of essential goods and services and
those that contribute to a fulfilling modern lifestyle.
 Build a skilled workforce by investing in human development; build our competencies, to
achieve sustainable and unhindered growth and fulfill our vision.
(stomaldives.com, annual report 2013, 2013).
1.1. TODAY THE ORGANIZATION

Building up on the background of solid commercial
success, STO has streamlined its operations to where
profit and viability matter as much as the need to
ensure broad access to basic essentials at affordable
prices. STO has become the dynamic organization
demanded by a prosperous, rapidly developing
country. The company is geographically diverse with
operations and developments throughout Maldives and operations in Singapore. This has been
achieved by direct procurement and distribution as well as forming joint ventures to effectively
trade in areas where it presents greater opportunity (stomaldives.com, The Organization... Today,
2015). With the dynamic and dedicated work from Human Resources Department (HRD) staff,
the SAP HCM system implementation process was initiated in 2012. By 2013, the SAP module
was fully integrated and functional. However, extensive work and collaboration from staff with
the management is still required to integrate the SAP module into daily work (organization, 2014).
Every year HR department analysis the employees feedback and identify the various new different
strategies to motivate the employees in organization.
The entire operation of STO is now built on the SAP ERP platform. As a result, the Company has
identified the need or SAP trained professionals in the organization and also organization can plan
training program both local and foreign employees. The below shows the current status in genders
of employees work in STO.
Figure: 1.1
2. FACTORS OF MOTIVATING EMPLOYEE IN STATE TRADING ORGANIZATION

We’ve all heard a lot of discussion about the importance of motivation both in ourselves and in
our employees. Motivation is whatever causes people to act the way they do it is the process that
account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.
According to Gareth Jones, Jennifer George and Charles Hill define motivation as “psychological
forces that determine the direction of a person’s behavior, a person’s level of effort, and a person’s
level of persistence in the face of obstacles”.
“Motivation is the process whereby goal-directed activity is instigated and sustained.” (Gardner,
1985). Motivating employees begins with recognizing that to do their best work, people must be
in an environment that meets their basic emotional drives to acquire, bond, comprehend, and
defend (Nohria, 2008). The authors identify the organizational levers that companies and frontline
managers have at their disposal as they try to meet workers’ deep needs. Reward systems that truly
value good performance fulfill the drive to acquire. The drive to bond is best met by a culture that
promotes collaboration and openness. Jobs that are designed to be meaningful and challenging
meet the need to comprehend. Processes for performance management and resource allocation that
are fair, trustworthy, and transparent address the drive to defend.
STO motivates the staff by providing challenging tasks, a smart corporate culture and long-term
progressive perspectives (Organization, 2014). The top priority of the management is to develop
employees so that their services in turn propel the company’s performance. In this regard, the
company encourages staff initiatives and participation in the decision making process. The factors
that motivate employees are as follow:
2.1. Reward system:

Every organization is characterized by a particular type of reward structure, often differing
from person to person and from department to department. As author Michael LeBoeuf
says “What gets rewarded gets done.” If you want more of something in an organization,
simply increase greater rewards for that behavior. If you want less of an activity in an
organization, simply reduce the rewards, or increase the punishment or disapproval for that
behavior (LeBoeuf, 2003). As a reward for their performance, STO staff were compensated
with an annual bonus according to the annual bonus plan. This is a reflection of the fact
that the Company’s management has appreciated the employee’s hard and dedicated work
and also employees are fully motivated.
In STO there are given reward according to performance of employees. Every year and
every month company expected a high performance from their staff sides.
According to Victor Vroom says his expected theory states that the intensity of a tendency
to perform in a particular manner is dependent on the intensity of an expectation that the
performance will be followed by a definite outcome and on the appeal of the outcome to
the individual (www.yourcoach.be, 2003). This strategies is related STO company
philosophies which there given reward based on the performance. Those philosophies and
polices, staff gets different amount of rewards. Some of monetary and non-monetary
benefits provide by State Trading Organization are as follows:
a) STO also gives a keen importance to staff empowerment by providing the
opportunity for employees to work as leaders.
b) While at the same time STO’s HRD create the opportunities to move up the ladder
in their respective field.
2.2. Better organization policies:

Change within organization is not necessarily a physical alteration of business, a wholesale
change in the way company brings in money, or a shift in how your business manufactures
products (Lister, 2014). Organizational change can apply to culture, business strategies and
human resources management. These no corporeal changes occur both in the minds of your
workers and within the philosophies of how you, as the owner, choose to do business.
Every organization have its own polices and employees try to achieve goals. Different
research methods have been studying human motivation for decades, one of the more
popular approaches that have been discovered is known as the goal setting theory (Hartzell,
2012).
Figure: 2.1 (Chelniciuc, 2014)

In simple words, goals indicate and give direction to an employee about what needs to be
done and how much efforts are required to be put in. In State Trading Organization also
provides interest free loans for staff which is a significant step in terms of staff welfare
(organization, Human resources report, 2014). The Company has no doubt that these loans
helps to improve the standard of living and contribute to the well-being of their families
and motivate with their works. In order to raise productivity STO, and ensure the
company’s success in the future, the HRD policies are geared towards developing
employees in line with the company’s business strategies this also has the dual advantage
of ensuring long term staff retention and allowing the staff to develop and further advance
within the company and target a specific goal.
In State Trading Organization also provides interest free loans for staff which is a
significant step in terms of staff welfare (organization, Human resources report, 2014).
The Company has no doubt that these loans helps to improve the standard of living and
contribute to the well-being of their families and motivate with their works.
2.3. Learning & development opportunities:

The goal of talent development is to maintain a competitive advantage for your business.
Employees want to know that there are growth opportunities within the organization.
Mentorship programs help to facilitate development activities through allowing newer
employees to shadow more tenured staff. According to the Michel Armstrong, “Training
is systematic development of the knowledge, skills and attitudes required by an individual
to perform adequately a given task or job”. During the last year, STO total of 382 staff
participated in various short-term training programs, while 72 staff continued in company
sponsored long-term trainings of local and overseas programs (organization, Human
resources report, 2014). In 2013 STO has given strong emphasis on staff training and
development. As such, career and capacity development remains a top priority of the
company’s HR strategy.
2.4. Staff recreation:

It is the one of important factor which increase the employee motivation as well as
performance. By providing different activities, employee can satisfied and develop their
personal skills. According to Elton Mayo (2003) believed that workers are not just
concerned with money but could be better motivated by having their social needs met
whilst at work (something that Taylor ignored). He introduced the Human Relation School
of thought, which focused on employers taking more of an interest in the employees
respecting their organizational culture. Every year State Trading Organization create a club
to provide different activities to their staff. STO believes that sports and recreation plays
an important role in improving the relationship between staff along with promoting a
healthy life style. STO Recreation Club (STORC) plays a significant role in this area by
organizing and conducting various events and activities among the staff (Organization,
Human resource report, 2013).
2.5. Monetary compensation:

Employee compensation is a critical tool in the successful execution of our corporate goals.
As long-term value creation requires balancing strategic goals, so does developing
compensation programs that incent balanced behaviors. According to Bob (2011)
compensation processes are based on compensation philosophies and strategies and contain
arrangement in the shape of policies and strategies, guiding principles, structures
and procedures which are devised and managed to provide and maintain appropriate types
and levels of pay, benefits and other forms of compensation. This constitutes measuring
job values, designing and maintaining pay structures, paying for performance,
competence and skill, and providing employee benefits. However, compensation
management is not just about money. It is also concerned with that non-financial
compensation which provides intrinsic or extrinsic motivation. The philosophy behind
State Trading Organization (STO) compensation program is to create a compensation
program that support the company’s and employee mission and values and objectives.
2.6. Organizational climate and culture:

The organizational climate is deliberately created and maintained by management. It
largely consists of the way that people treat each other up and down the line. Organizational
culture tends to be shared by all or most members of some social group; is something that
older members usually try to pass on to younger members; shapes behavior and structures
perceptions of the company. Today STO believe that building a strong, responsible and
respectable workforce is significant. Moreover, it has to be ensured that these staff are
capable of taking initiatives and being respectable leaders tomorrow (state, 2014). Hence,
today company are focusing on staff improvements and enhancements such as staff training
and skills development and building a strong culture and climate within the organization.
3. EFFECT OF MOTIVATIONAL STRATEGIES ON EMPLOYEE PRODUCTIVITY

Motivation is a process consistent of several factors that make employees continually interested
and committed in their job: it is done by stimulating their unique characteristics and their own
needs/energies. Productivity is that which people can produce with the smallest amount effort
Productivity is a ratio to calculate how well an organization or individual, industry, country
converts input belongings, labor, materials, machines etc. into goods and services. Motivation and
productivity are twin concepts in organizational development. First, motivation works as the
means toward attaining productivity as an end. Another point: Motivation is the best cause to reach
productivity as a favorable effect. Lastly, motivation is the stimulus to trigger productivity as a
response. All these are concrete connections between the two factors.
In State Trading Organization each department or section is managed by a head staff that is
responsible for setting work schedules and objectives, assigning work, handling communications
to and from employees, conducting employee performance reviews, and other duties. Staff should
bring all work related problems or clarifications to the attention of his or her immediate supervisor.
Both STO and its staff have mutual obligations and rights, the some of the points are:
1. Encourage every employee to develop his/her ability to the maximum, and to pay careful
attention to his/her work and progress;
2. Provide all employees with an equal opportunity for promotion on the basis of merit;
3. Encourage employees to be loyal and to provide efficient service, and provide a suitable
and secure work environment to all employees;
4. Provide adequate compensation or services for medical treatments;
5. Promote joint consultation in order to enable employees to have full opportunity to meet
and speak frankly with superiors.
6. A sense of personal responsibility for the quality and quantity of work produced;
7. Constant endeavors to minimize loss of production time, and to avoid any action likely to
impede work;
All considered, motivation and productivity as being mutually causative regard them as interactive.
One impacts on the other, then the other impacts on it in turn, or even simultaneously
By following those strategies, STO increase the productivity and increase the work performance
of employee. Here are some of the areas which increase the productivity of company.
Figure: 1.3. Show the financial indicators of STO
Figure: 3.1. Show the financial indicators of STO (Organization, Human resource report,
2013)
Figure: 3.2. Show the financial indicators of STO (Organization, Human resource report, 2013)
Figure: 3.3. Show the financial indicators (Organization, Human resources

report, 2013) of STO
In the figure 3.1, 3.2 and 3.3 show the changes in the organization productivity. Those all changes
comes from employee sides. It is depending upon how much employees are satisfied and motivate
a particular company. In the figure 3.1 shows the financial ratio of the company in year 2009 to
2013. By looking those data, find that each year entre financial profit increase and company rapidly
growth in country.
4. FINDINGS
In this assignment, data are collected by filling the questionnaires. In the questionnaires form there
are 15 question which is related the employee motivation and collecting feedback from employees.
Total number of respondent’s employees are 20. In this assignment used graphs, table’s pie charts
for analyzing the data. It helps to correlate the data and identify it easily. It was very helpful to
give the suggestions and ideas using these tools. Below shows the status and interpretation of
questionnaires form.
1. The table shows the respondents of gender.
Respondent Numbers Percentage

Male 12 60%
Female 8 40%
Figure: 4.1
14
12
60%
10
8
40% Male
6 Female
0
Male Female
INTERPRETATION:
 The above data shows that 48% of the respondents’ are Male
 And 52% of the respondents’ are Female
2. The table shows the current educational qualification

Numbers Percentage
O’Level 5 25%
Diploma 10 50%
Graduate 3 15%
Above Graduate 2 10%
Figure: 4.2
Qualification
50%
10
25%
5
15%
0 10%
O'Level
Diploma
Graduate
Above
Graduate
INTERPRETATION:
 From the above data we can understand that 5% of the respondents’ have completed
O’Level
 10% of the respondents’ have completed Diploma
 3% of the respondents’ have Graduated
 And above graduate 2%
3. Shows the percentage of how much staff know company information
Numbers Percentage
10-20% 2 10%
20-40% 12 60%
40-60% 3 15%
60%100 3 15%
Figure: 4.3
Staff know company infromation

60%
12
10
4 15% 15%
10%
2
0
10-20% 20-40% 40-60% 60-100%
INTERPRETATION:
 The above data shows that between 20-40% of company information know 12 employees
 And 10-20% of information know only people from survey.
4. Below show the status how long staff working in organization
Numbers Percentage
Less than 1 years 9 45%
1-3 years 7 35%
3-5 years 3 15%
5 -9 years 1 05%
More than 10 0 0%
years
Figure: 4.4
work duration in company

10
9
8
7
6
5
4
3
2
1
0
less than 1 year 1-3 year 3-5 year 5-9 year more than 10 year
respondents
INTERPRETATION:
 The above data shows that 9 employees are work less than one year
 Between 1 to three year, 7 employees are working.
 3-5 years, 3 employees are working
 5-9 years only one employee are working
5. Below table shows the respondents of most motivational factors
Numbers Percentage
Rewards 15 75%
Compensation 3 15%
Organizational 1 5%
culture
Organizational 1 5%
policies
Figure: 4.5
Most motivational factors
5% 5%
Rewards
15%
Compensation
Organizational Culture
75% Organizational Policies
INTERPRETATION:
 75% of employees are mostly motivated which organization provide rewards
 15 % of employees are motivated which organization provide compensation
 5% of employees are motivated organizational culture and policies
6. Below table shows the respondents of job makes good use of my skills and abilities.
Numbers Percentage
Strongly disagree 0 0%
Somewhat 1 5%
disagree
Neither agree nor 10 50%
disagree
Agree 4 20%
Strongly agree 5 25%
Figure: 4.6
Job make good and use of skills
0%5%
25%
Strongly disagree
Somewhat disagree
50%
20%
Neither agree nor disagree
Agree
Strongly agree
INTERPRETATION:
 50% of employees neither agree nor disagree about staff job make good use of abilities and
skills
 25% of employees strongly agree about staff job make good use of abilities and skills
 20% of employees agree about staff job make good use of abilities and skills
7. Below shows the responded about review system of company
Numbers Percentage
Extremely happy 6 30%
Very happy 2 10%
Moderately 5 25%
happy
Slightly happy 3 15%
Not happy at all 4 20%
Figure: 4.7
Respondent about reward system
Not happy at all
Slightly Happy
Moderately Happy
Very Happy
Extremly Happy
0 1 2 3 4 5 6 7
INTERPRETATION:
 30% of employees says extremely happy
 25 percent of employees says moderately happy
 10% of employees says very happy
 20% of employees says not happy all
 15% of employees says slightly happy
8. The satisfaction level of staff which opportunity to get a better job in this company
Numbers Percentage
Strongly disagree 0 0%
Somewhat 3 15%
disagree
Neither agree nor 4 20%
disagree
Agree 11 55%
Strongly agree 2 10%
Figure: 4.8
Opportunities get better in this company
Strongly disagree
10%
0% 15%
Somewhat disagree
20%
Neither agree nor
55% disagree
Agree
Strongly agree
INTERPRETATION:
 55% of employees agree about opportunities which gets to employees are good in
organization
 20% of employees neither agree nor disagree about opportunities which gets to employees
are good in organization
 15% of employees somewhat disagree about opportunities which gets to employees are
good in organization
 10% of employees strongly agree about opportunities which gets to employees are good in
organization.
9. Below shows the respondents of benefit of the company
Numbers Percentage
Extremely happy 6 30%
Very happy 2 10%
Moderately 5 25%
happy
Slightly happy 3 15%
Not happy at all 4 20%
Figure: 4.9
BENEFITS GET FROM THE COMPANY

7
0
Extremely happy Very happy Moderarely happy Slight happy Not happy at all
Series 1
INTERPRETATION:
 30% of employees says extremely happy
 25 percent of employees says moderately happy
 10% of employees says very happy
 20% of employees says not happy all
 15% of employees says slightly happy
10. Respondents of satisfied with the support from the HR department
Numbers Percentage
Highly satisfied 13 65%
Satisfied 4 20%
Neutral 2 10%
Dissatisfied 1 5%
Highly 0 0%
dissatisfied
Figure: 4.10
Respondents of support from HR department

14
12
10
0
Hihly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied
INTERPRETATION:
 65% of employees are says highly satisfied with STO HR department get full support to
employees
 20 of employees says their satisfied with STO HR department get full support to employees
 10% of employees are neutral about STO HR department get full support to employees
 1 % of employees are says their dissatisfied with STO HR department get full support to
employees
11. Below table shows the type of incentives most motivated
Numbers Percentage
Financial 4 20%
incentives
Non-financial 3 15%
incentives
Both 13 65%
Figure: 4.11
Respondents about incentives
20%
Financial incentives
Non-financial
15%
Both
65%
INTERPRETATION:
 65% of employees their need both financial and non-financial incentives
 20% of employees says their more need financial incentives
 15 of employees are says their more need only non-financial incentives
12. Below table shows satisfaction level with the incentives provided by the organization
Numbers Percentage
Highly satisfied 13 65%
Satisfied 4 20%
Neutral 2 10%
Dissatisfied 1 5%
Highly 0 0%
dissatisfied
Figure: 4.12
Satisfaction level which provide incentives
Highly dissatisfied
Dissatisfied
Neutral
Satisfied
Highly Satisfied
0 2 4 6 8 10 12 14
INTERPRETATION
 65% of employees are says highly satisfied with incentives which provide by STO
 20 of employees says their satisfied with incentives provide by STO
 10% of employees are neutral about with incentives provide by STO
 1 % of employees are says their dissatisfied with incentives provide by STO
13. Below shows respondents of incentives and other benefits will influence your
performance
Numbers Percentage
Influence 13 65%
Does not 3 15%
influence
No opinion 4 20%
Figure: 4.13
Respondent of incentives and other benefits

will influence the performance
20%
Influence
Does not influence
15%
65% No opinion
INTERPRETATION
 65% of employees are says incentives which provide by STO are fully influence employee
performance
 20% of employees are no opinion shares
 65% of employees are says incentives which provide by STO does not influence employee
performance
14. Respondent of management involves decision making in your department
Numbers Percentage
Yes 14 70%
No 2 10%
Occasionally 4 20%
Figure: 4.14
Respondent of management involves in

decision making
20%
Yes
10% No
Occasionally
70%
INTERPRETATION
 70% of employees are says management involves for decision making in organization
 20% of employees are says occasionally
 10% of employees are says not involves management for decision making.
15. Respondent on changes which needed from employee sides
Figure: 4.15
Numbers Percentage
Rule and 7 35%
requlation
Reward system 10 50%
Organizational 3 15%
structure
Respondents from employees to change

12
10
0
Rules and Reward system Organizational
regulation Structure
INTERPRETATION
 50% of employees are says they need to change the reward system in STO
 35% of employees are says they need to change organizational policies
 15% of employees are says they need to change organizational structure.
5. RECOMONDATION
Keeping employees motivated is an important element of not only getting the most out of your
employees, also try to become best employees in organization. The best employees are always in
high demand, and will change companies if they are not kept motivated at work, according to an
April, 2009, article in Bloomberg Business week (Magloff, 2009)
According to survey which researcher fill the questionnaires, most of the employees are need to
change company reward system. So in in order to motivate employees in STO, company must need
to change the philosophies of reward system and bring different strategies to improve and attract
the employees in organization. According to MBO theory, researcher refers to change the
strategies and make strategic decision from management sides. An implementation of the goal-
setting theory is management by objectives, better known as MBO. MBO is a systematic way to
utilize goal-setting theory, in which goals are set jointly by managers and employees. The goals
must be tangible, verifiable, and measurable in order to be effective. Now in STO organizational
goals are define. In order to achieve, organization can provide some strong benefits to employees.
As a result employees can perform and increase the productivity of employees.
As on questionnaires, one employees are compare another employees benefits. In STO, the
compensation are given according to the performance of employees. As a result some of the
employees are get less amount of annual bonus. Those strategies are very difficult to implement
equally. Because it is very difficult to measure every employees performance. According to John
Stacey Adams introduced the idea that fairness and equity are key components of a motivated
individual. Equity theory is based in the idea that individuals are motivated by fairness, and if they
identify inequities in the
input or output ratios of
themselves and their
referent group, they will
seek to adjust their input
to reach their perceived
equity (Hawks, 2003).
Figure:5.1
In the above diagrams, which equity theory says people feel fairly or advantageously treated they
are more likely to be motivated; when they feel unfairly treated they are highly prone to feelings
of disaffection and demotivation. Employees seek to maintain equity between the inputs that they
bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes
of others
In every organization often face a challenge to keep their people motivated at work, especially in
environments that fail to make employee satisfaction a part of their core business strategy. While
these businesses are aware of the fact that they draw their power and success from the best their
employees have to offer, they feel unsupported when it comes to develop motivated and
contributing employees. According to ERG Theory of Motivation, focusing exclusively on one
need at a time will not motivate your people. The frustration-regression principle impacts
workplace motivation. For example, if growth opportunities are not provided to employees, they
may regress to relatedness needs, and socialize more with co-workers. If STO can recognize these
conditions early, steps can be taken to satisfy the frustrated needs until the employee is able to
pursue growth again. This can help to increase productivity of organization. They give more
attention about the safety of the workers while working, they are trying to build relationships
among their staffs and they are trying to introduce new technologies for the workers.
In organization leaders are plays an important role to run the business. Leaders can be monitoring
the team works and involving the work and given support to increase the performance of
employees. In the STO which is operated different branches in different island, researcher
recommended to implement leadership strategies to increase the productivity of organization.
Leadership style plays an important role in the motivation of workers to performance. The style of
leading adopted by a manager can affect the performance of the subordinates. The success of a
leadership in influence subordinates to performance can be affected by certain situational variables
like confidence of the subordinates, experiences, the need and the perception of the subordinates.
It is important that before any leader adopted any style of leading, he should first of all understand
the nature and characteristics of the subordinates since this can affect his performance and
organization productivity.
Increasing the responsibilities can result as increase the productivity of employees in organization.
Furthermore job enrichment is the one of important tool to icrease the motivation of employee in
the organization. Job enrichment is referred to as the vertical expansion of the job which entails
giving the individual full control and autonomy over the job doing. Basically increasing the
responsibility of a job in order to increase the satisfaction associated with the job.
6. CONCLUSION
Though we have discussed motivation extensively earlier, the role of the HR department and the
role of the organizational culture in motivating employees have not been discussed at length. As
organizational theory states, employees need to be motivated to actualize their potential and there
are several ways of enabling them and empowering them to do so. These include the role of reward
systems in motivating employees according to their needs for extrinsic or external motivation and
by providing them opportunities that appeal to their intrinsic or internal motivation needs.
The other factors that motivate employees are the kind of job that they are asked to perform, the
added benefits like extended vacations and perquisites like company provided accommodation and
funding for kids schooling as well as provision of medical insurance coverage for the employees
and their families. In recent years, there has been lot of emphasis on motivating employees by
organizing offsite events and fun and recreation events where the employees let their hair down
and indulge in the much-needed stress relieving activities.
In order to success the business, STO management need to provide factors which increase the
motivation level of the employees.
7. APPENDIX
1. What is your gender?

Male Female
2. What is your current educational qualification?
O’ Level Diploma Graduate Above graduate
3. Approximately what percentage you will know your company information?
10-20% 20-40% 40-60% 60-100%
4. State how long you’re working in your organization?

Less than one year
1-3 year
3-5 year
5-9 year
More than 10 year
5. Which factors you’re most motivated in your organization?
Reward Compensation Organizational culture Organizational policies
6. My job makes good use of my skills and abilities.
Strongly disagree Somewhat disagree Neither agree nor disagree Somewhat

agree Strongly agree
7. How do you feel about employee review system in this company?

Extremely happy Very happy Moderately happy Slightly happy
Not happy at all
8. How satisfied are you with your opportunity to get a better job in this company?
Strongly disagree Somewhat disagree Neither agree nor disagree Somewhat

agree Strongly agree
9. How do you feel about your benefit at this company?
Extremely happy Very happy Moderately happy Slightly happy
Not happy at all
10. Are you satisfied with the support from the HR department?
Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
11. Which type of incentives motivates you more?
Financial incentives Non-financial incentives Both
12. How far you are satisfied with the incentives provided by the organization?
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
13. Do you think that the incentives and other benefits will influence your performance?
Influence Does not influence No opinion
14. Does the management involve you in decision making which are connected to your
department?
a. Yes
b. No
c. Occasionally
15. What changes can be made to improve the work place environment? Please comment it!
………………………………………………………………………………………………
………………………………………………………………………………………………
Thank you for your kind co-operation
8. Reference
BVBA, Y. (2009, nd nd). contemporary theory. Retrieved from fastpitchwoody0.tripod.com:
http://fastpitchwoody0.tripod.com/theories_of_motivation2.htm
Chelniciuc, A. (2014, april 23). What is goal setting theory? Retrieved from
www.performancemagazine.org: http://www.performancemagazine.org/wp-
content/uploads/goal-setting-theory.png
Gardner. (1985). Understanding Motivation: A Review of Relevant Literature.

http://carleton.ca/slals/wp-
content/uploads/5_Understanding_Motivation_BARKER_CPALS_2004_05.pdf:
Carleton University.
Guide, M. S. (2015, nd nd). Goal Setting Theory of Motivation. Retrieved from

www.managementstudyguide.com: http://www.managementstudyguide.com/goal-
setting-theory-motivation.htm
Hartzell, S. (2012, nd nd). Motivating Employees Through Goal Setting. Retrieved from
2012books.lardbucket.org/books: http://2012books.lardbucket.org/books/an-introduction-
to-organizational-behavior-v1.1/s10-03-motivating-employees-through-g.html
Hawks, D. (2003, nd nd). Equity Theory of Motivation in Management: Definition & Examples.
Retrieved from study.com: http://study.com/academy/lesson/equity-theory-of-motivation-
in-management-definition-examples-quiz.html
LeBoeuf, M. (2003). The greatest management principle in the world. nd: AMACOM.
Lister, J. (2014, nd nd). Three Methods to Motivate Employees With Organizational Change.
Retrieved from smallbusiness.chron.com: http://smallbusiness.chron.com/three-methods-
motivate-employees-organizational-change-35669.html
Magloff, L. (2009). How to Increase Motivation at the Workplace. Bloomberg Businessweek, nd.
Nohria, N. (2008, augest nd). Employee Motivation: A Powerful New Model. Retrieved from
hbr.org: https://hbr.org/2008/07/employee-motivation-a-powerful-new-model
Organization, S. T. (2013, november nd). Human resource report. Retrieved from

www.stomaldives.com:
http://stomaldives.com/Investor_Reports.aspx?AspxAutoDetectCookieSupport=1
Organization, S. T. (2013, nd nd). Human resource report. Retrieved from

www.stomaldives.com: http://stomaldives.com/Uploads/Reports/2013%20English.pdf
Organization, S. T. (2013, nd nd). Human resource report. Retrieved from

Organization, S. T. (2013, nd nd). Human resources report. Retrieved from

Organization, S. T. (2014, november nd). Human resource report. Retrieved from

www.stomaldives.com: http://stomaldives.com/Uploads/Reports/2014.pdf
organization, S. t. (2014, nd nd). Human resources reoirt. Retrieved from

www.stomaldives.com:
http://stomaldives.com/Investor_Reports.aspx?AspxAutoDetectCookieSupport=1
organization, S. t. (2014, november nd). Human resources report. Retrieved from

stomaldives.com: http://stomaldives.com/Uploads/Reports/2014.pdf
organization, S. t. (2014, november). Human resources report. Retrieved from

www.stomaldives.com: http://stomaldives.com/Uploads/Reports/2014.pdf
Policy, M. S. (2015, nd nd). Expectancy Theory of Motivation. Retrieved from

www.managementstudyguide.com: http://www.managementstudyguide.com/expectancy-
theory-motivation.htm
state, t. o. (2014, november nd). Chairman interviews . Retrieved from www.stomaldives.com:

http://stomaldives.com/Uploads/Reports/2014.pdf
Stomaldives.com. (2004, Nov nd). Begining and overview . Retrieved from Stomaldives.com:
http://stomaldives.com/About_Us.aspx
stomaldives.com. (2013, nd nd). annual report 2013. Retrieved from www.sto.com:

stomaldives.com. (2013, nd nd). Annual report 2013. Retrieved from stomaldives.com:

stomaldives.com. (2015, nd nd). The Organization... Today. Retrieved from

www.stomaldives.com: http://stomaldives.com/About_Us.aspx
www.yourcoach.be. (2003, nd nd). Needs motivation theories. Retrieved from

www.yourcoach.be: http://www.yourcoach.be/en/employee-motivation-theories/
9. BIBLIOGRAPHY

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BBUS-HR-D3 AHMED RASHEED BAB302

1.1. TODAY THE ORGANIZATION .................................................................................... 3

2. FACTORS OF MOTIVATING EMPLOYEE IN STATE TRADING ORGANIZATION ... 4

2.1. Reward system: ................................................................................................................ 4

2.2. Better organization policies:............................................................................................. 5

2.3. Learning & development opportunities: .......................................................................... 6

2.4. Staff recreation: ................................................................................................................ 7

2.5. Monetary compensation: .................................................................................................. 7

2.6. Organizational climate and culture: ................................................................................. 8

3. EFFECT OF MOTIVATIONAL STRATEGIES ON EMPLOYEE PRODUCTIVITY ........ 9

In 1964, a fully state-funded business was set up by the

 Lead through expansion of existing businesses, diversification, exploring new possibilities

1.1. TODAY THE ORGANIZATION

2. FACTORS OF MOTIVATING EMPLOYEE IN STATE TRADING ORGANIZATION

2.1. Reward system:

2.2. Better organization policies:

Figure: 2.1 (Chelniciuc, 2014)

2.3. Learning & development opportunities:

2.4. Staff recreation:

2.5. Monetary compensation:

2.6. Organizational climate and culture:

3. EFFECT OF MOTIVATIONAL STRATEGIES ON EMPLOYEE PRODUCTIVITY

Figure: 1.3. Show the financial indicators of STO

Figure: 3.3. Show the financial indicators (Organization, Human resources

1. The table shows the respondents of gender.

Respondent Numbers Percentage

 And 52% of the respondents’ are Female

2. The table shows the current educational qualification

 10% of the respondents’ have completed Diploma

 3% of the respondents’ have Graduated

 And above graduate 2%

3. Shows the percentage of how much staff know company information

Staff know company infromation

 And 10-20% of information know only people from survey.

4. Below show the status how long staff working in organization

work duration in company

 Between 1 to three year, 7 employees are working.

 3-5 years, 3 employees are working

 5-9 years only one employee are working

5. Below table shows the respondents of most motivational factors

Most motivational factors

 75% of employees are mostly motivated which organization provide rewards

 15 % of employees are motivated which organization provide compensation

 5% of employees are motivated organizational culture and policies

Job make good and use of skills

7. Below shows the responded about review system of company

Respondent about reward system

Not happy at all

 30% of employees says extremely happy

 25 percent of employees says moderately happy

 10% of employees says very happy

 20% of employees says not happy all

 15% of employees says slightly happy

Opportunities get better in this company

9. Below shows the respondents of benefit of the company

BENEFITS GET FROM THE COMPANY

 30% of employees says extremely happy

 25 percent of employees says moderately happy

 10% of employees says very happy

 20% of employees says not happy all

 15% of employees says slightly happy

10. Respondents of satisfied with the support from the HR department

Respondents of support from HR department

11. Below table shows the type of incentives most motivated