Essay, 29 pages (7000 words)

Positive working environment for employees management essay

A positive working environment for employees is the common goal of all good owners and managers. Such an environment has favorable working conditions, good air quality, timely management feedback and an understanding of job goals and priorities.Studies have shown that employees are also willing to make some wage concessions in order to work in better environments and in a job they enjoy.Hiring extra labor for weekends or extra time off, upgrading facilities to make them safer and more pleasant to work in, and the mere availability of dust masks are examples of good investments to ensure employee satisfaction and retention rates.

5.3 Management Opportunities

A more in-depth analysis of the producer responses helped to identify characteristics common to those who use handbooks, written job descriptions, written work plans and formal evaluations. Generally, this analysis revealed:Producers who were younger, had more employees, produced more hogs annually and operated in the employee handbooks.Producers who were younger and more educated, produced more hogs and had more employees were more likely to provide employees with written job descriptions and written work plans.Producers who were more educated, had more employees, produced more hogs annually and operated in the West were more likely to use formal evaluations.

Employee Satisfaction

Satisfied employees work harder and are less likely to call in sick. Those are making positive contributions and are valued those employees are more satisfied with their work.Employee satisfaction was high in 2005. working environment were more satisfied. It is important to remember, however, that the surveys only measure employees still on the job, having no way to gauge those who were unsatisfied and left the industry.Employees, whose work environment was excellent,” 95-97% reported they were satisfied or very satisfied.Employees reporting a “good” work environment, the majority reported they were satisfied or very satisfied with their jobs.When the work environment rating showed downward trend so to did job satisfaction. Employees with work environment were “fair,” 53.6% felt changes needed.Employees in the Midwest and West were more satisfied, than employees in the Southeast and Northeast.In the Midwest, 85.1% of employees reported being satisfied or very satisfied, up slightly from 2000. In the West, 85.9% of employees reported being satisfied or very satisfied, up moderately from 2000. Job satisfaction decreased slightly in the Northeast.The largest increase in job satisfaction occurred in the West where the percentage of satisfied and very satisfied workers increased from 73.8% to 85.9% .Further analysis data also showed that women are less satisfied with their jobs than men.Employers were asked to rank what they thought motivated their peopleand then employees were asked to rank what really did motivate them.Employers felt “working conditions” was a nine (or next to last) in terms of importance. What did the employees say? Number two! Working conditions are very important to the way employees feel about where they work.Cosmetically, does your office look nice? Are there pictures on the walls, plants and fresh paint among other features that generally make people feel good about their environment? Does their work space have enough room or are they cramped in a “sardine can?” What about furniture? Is the desk the right size, chair comfortable? Is there file space and do they have the miscellaneous office supplies needed for maximum performance? Is the temperature regulated properly so they don’t feel they’re in the Amazon jungle one minute and the North Pole the next?However large or small a company or business is, it is employees at all levels that can make or break it. This holds true for the people we hire on a regular basis, temporary and contracted workers. It is important research and study the needs, drives, and expectations of people we hire or employ, and aim at responding to and satisfying.Employee plays important role in a company’s success, analyzing and planning an adequate response to employees’ motivations should be placed at first place in the order of business.Shifting our approach from grouping people under the generic category of employee to individual human beings and term as hired workers or working partners. This is what they are. We must acknowledge them as human beings with individual needs, drives, characteristics, personalities, and acknowledge their contribution to the business success. People basic needs are the same that drives aspirations and capabilities each have varying degree of intensity as disused by Abraham Maslow in the following models.


Maslow explains the Hierarchy of Needs as applied to workers roughly as follows:

Physiological Needs

Basic physical needs:  to acquire food, shelter, clothing and other basics to survive

Safety Needs

A safe and non-threatening work environment, job security, safe equipment and installations

Social Needs

Contact and friendship with fellow-workers, social activities and opportunities


Recognition, acknowledgment, rewards as human beings


Realizing and potential, reaching the heights of one’s gifts and talents & dreams.It is only when these needs are met that workers are morally, emotionally, and physically ready to satisfy the needs of the employerWorker motivation must also be viewed from two perspectives:Inner drivesExternal (motivators.)A person’s inner drives forces him to move forward & employer for the job crew study & other activity, him/her towards an employer, a particular job, career, It is these drives that Maslow describes it in his hierarchy of need to use as guidelines in our efforts to help employees feel motivated.The outer (external) motivators are the mirror image the employer or outside world offers in response to the inner drives. In order to attract the “cream of the crop” of available workers, same as in his/her dealings with customers, the employer tries to satisfy these basic needs, but to exceed them – taking into consideration additional extraordinary needs individual workers have.

How staff is motivated few tips are:-

1.  Happy work force = happy customers

It provides motivated staff to work hard in and look after your staff the way you expect them to look after the customers.Why should they be nice to customers if they are getting a raw deal at work themselves? Keep them happy by providing what they need in terms of training (soft skills as well as technical knowledge) and genuine support with positive messages where appropriate and constructive feedback where development is needed.2.  Senior manager feedback:-A lot of money is not required to make people feel motivated and valued. A telephone call from a senior manager congratulating a team member on a ‘good weekend even is equally as effective as an offer of a training course or gift voucher. team. We should celebrate success ask people on specific challenges and address any difficult issues.

3.  A positive attitude

It is important that recruitment team managers realign their expectations and take into consideration the economic climate when setting targets and objectives

4.  The right tools and skills for the job

Regardless of whether you are operating during a credit crunch or not – staff motivation is influenced by the right person in the job who is capable of doing it; providing them to do the job by with the right tools and support and finally setting realistic targets that they believe can be achieved.  We have continued to invest in sales and marketing during these difficult times and have launched a number of new product lines. This shows our staff that we are responding to the challenges of the marketplace and supporting them in every way we can.

5.  Using temporary workers

The benefit of having temporary workers is that the customers can flex up and down depending on their requirement.

6.  Don’t be tempted to carry anyone who is not up to the job

Leadership skills are ever more important during a credit crunch and you must leading from the front and inspiring the team. Motivating the best people and don’t be tempted to carry anyone who is not up to the job – this can be highly demotivating for the rest of the team.7.  Keep things fresh:- The key to motivation is to keep things fresh. Any job, however much you enjoy it, can become monotonous. This is even truer for the call center environment.8.  Small ‘quick fix’ prizes:-Monthly bonuses and incentive schemes are always useful, but throughout the month is the small ‘quick fix’ stuff, the here and now, if you like. The little prizes they can take away with them as soon as they win them (or hit target).

9.  Training is always good, it keeps people up to date and focused on the job

Regular, effective and relevant training is massively important and a great motivator them to perform properly and consistently then you have to give them the tools to do so. Training is always good, it keeps people up to date and focused on the job at hand, it keeps their skills at the forefront and it will show them that management is obviously concerned with how well they do their job, etc.By giving good quality training that covers the topics and issues they are faced with then they will respond and to a certain extent motivate themselves to stick with what they learn training & motivation will further motivate the employee to face the issues and resolve the issues their respond will be excellent.10.  Offer a nice clean working environment:-Working environment they are working in is conducive to good performance. Everyone likes to work somewhere nice, clean carpets, working computers and phones, a couple of nice plants with extra bright light facilities.Consider this, which team do you think would give the best performance, the one who works in a scruffy office where the equipment only works half of the time and the managers never offer any support, or the team that works in a clean, friendly office where everything works properly and managers spend their day will perform better & will give good results.In clean and welcoming office employ will want to be there and motivation is much easier to come by.

11.  We all like to be rewarded or praised for doing it well

A good reward scheme is a great motivator, especially if your teams are conducting outbound calls. Human nature dictates that no matter what job we do we all like to be rewarded or praised for doing it well. Sales people live by that, generally because the better they do the more money they get. What you have to do is have more than one program running at any given time – immediate, daily, weekly, and monthly .Basically, the thing that might motivate the top sales person won’t necessarily work with an average performer and vice versa. So if you have different options then you should be able to give all of them something to aim for.

12.  Use both sides of the brain

if a caller wants to tell you their story it probably means they are more of a right-brain thinker. This is important for them to know you understand their situation and if later in the call you want to obtain a commitment from them this will increase your probability of success.

13.  Listening to your team

Effective secret to motivating a call center team effectively comes through how one views motivation. We run with the premise that it is impossible to impose motivation upon people, you need to create an environment within which they can (and will) motivate themselves.This environment comes through really listening to your team, and understanding. Need to understand why they feel this way. Understand what problems/worries they are encountering, what opportunities they see, what is important to them.

14.  What does success look like?

All employees must be able to understand their goals and their rate of success in the in achieving their goals.

15.  Positive immediate consequences

When they see the positive and immediate consequences of what they do, the do it better; faster; more often. Reward that come at end of the period are too late to produce any positive change & impact.

16.  A team huddles at the start of the shift

A bit of fun produce better results towards motivating staff and helps to energies, it is more effective than email bulletins that are rarely read

17. Be careful promoting people into management roles

Because independent worker doing at one place many not be able to produce better results at management level.One of the most common mistakes, one which I have never understood, is moving consistent, well-performing call center staff into management roles and away from the front line of customer service. Often when these top performers are promoted to managing others, they are replaced by less talented individuals. But many good call center staff are willfully independent workers, so can find management roles stressful and demotivating. Ultimately, the result is the business loses out on two fronts.

18.  Get the systems right

The best way to motivate contact center staff is to ask for direct input. A key area for consultation is the re-evaluation of the area where worker spend all of their time: the desktop.Agents frequently cite dissatisfaction with systems as being a major source of low morale.

19.  Sort out the headaches

Headaches & strain injuries can be reduced to maintain by deploying integration and automation technology to tackle these issues can genuinely humanize highly repetitive, manual and error-prone processes for call center agents.

20.   Rewards to share with the family

Motivation and reward schemes have a high satisfaction level and appeal.Staffs need rewards that they can share with their family and that give them a sense of well-being.

21.  Find out what makes staff ‘tick’

To find out what makes staff ‘tick’ on an ongoing basis you need to measure employee attitude at ‘key moments of truth’ for each employee.Also find out what motivates each employee, and make each individual feel that they have a part to play in the overall success of the business. An annual employee satisfaction survey won’t even scratch the surface.It can be done by using employee feedback software which can provide a regular opportunity for employees to ‘air their thoughts’ in a non-confrontational way to provide that information to team leaders so that they always have an up-to-date picture about how an employee feels.

22.  Reward good work

It’s important to recognize their achievements & good job done by giving staff something shows recognize, appreciate the good working & achieving goals.

23.  Regular review sessions

People want to develop their skills to help them progress. Regular review sessions while help staff and employers to identify both areas of strength and skills gaps. At the end of each of these discussions, targets are set for the employee to work towards, helping them develop in their career.

24.  Encourage staff to dress smartly

All staff must dress smartly. Putting on smart clothes for work puts you in a professional mindset which can also boost your business confidence and motivation.

25.  Introduce color in the work space

Advising staff to work hard and strive for success. To create a more vibrant atmosphere by introducing color in the work space, using motivational images and pictures to brighten the area. These little, low-cost improvements can make a significant impact on workforce.For new motivational ideas for your call center workforce don’t be afraid to try them. Sometimes the simplest of changes can make a significant impact on employees’ working culture and attitude.Recognition awards – It is a part of non-monitory compensation awarded to employee by their employers in recognition & appreciation of their efforts to achive goals. Every person has the need to be appreciated for their efforts. Sometimes, you do not have to spend much or think of other various ideas to reward your employees. Simple recognition in the form of a letter, an email, or a public announcement can let them feel recognized and appreciated. You can also provide challenges to everyone by creating healthy competition among your subordinates. Conduct contests such as search for the employee of the month or employee of the year and give the winners some nice business plaques. The purpose of employee recognition award programs is to say “thank you,” “well done,” “we value you as an employee.”This purpose differs from the goals and objectives of other aspects of the total compensation. Salary is payment for doingthe job; benefits are designed to protect the employee’s well-being; short and long-term incentives direct and reward theAchievement of specific performance goals: For an Employee Recognition Award program to work, it must be custom-made to fit your organization’s culture. Any stock,Companies often run several concurrent employee recognition award programs:Length of service. One program may focus attention on tenure with the organization. This type of program recognizes servicewith the employer. Often these are in increments; for example, for each five years of accumulated company service. TheRecognition sometimes includes company-wide recognition in the newsletter or a letter from the head of the company.Sometimes the recognition may include a pin, certificate or being able to choose a gift from an approved catalogue.Spot awards. Another program may be directed to those employees who have gone above and beyond the call of duty. This program may focus on one-time achievement, rather than sustained performance over a period of time. A common award for this type of program in an on-the-spot cash awards of $25, $50 or $100. Other companies may offer additional paid time off or another small gift award.Noteworthy performance. Another program may focus on identifying a particular type of exemplary or noteworthy performance. Usually the performance to be recognized varies with the needs of the company. The company may change thetype of performance rewarded from time to time. For example, identifying employees adding quality to the work process or product may be important at one time; identifying and rewarding customer or client-centered employee performance may be appropriate at another. An inexpensive way to reward these employees could be to ask them to offer tips to new employees as part of the on-the-job training program. This technique also helps new employees to become more productive faster.Peer recognition. Many employees consider this a very important reward. Department heads are critically important in this type of recognition program. Using part of their staff meetings to thank employees who have made outstanding efforts is both inexpensive and effective.The point is to say “thank you” frequently to employees who deserve it.1. Determine the program’s objectives. Think through why and how this employee recognition program will benefit your organization. Be clear about the types of performance and behaviors you are trying to encourage. Remember the behaviors you reward are likely to be repeated.Get input from the right sources up front. Talk with management and employees about expectations for the recognition program. Gather examples of performance and behaviors that they would like to see rewarded. Analyze their ideas to develop the guidelines for identifying the performance to be recognized. Touch base with them to see if they think the guidelines or measures are reasonable and will be perceived as worthwhile.2. Define eligibility criteria. Clearly define all those who will be eligible for each recognition award program. Do not leave any room for misinterpretation or misunderstanding. Should all employees be eligible or just certain segments of the workforce such as exempt or non-exempt employees, or just those employees in certain divisions or subsidiaries?3. Identify the decision-maker. Specify who the decision-maker will be. The “best” decision-maker may vary with the objectives of each employee recognition program. Identifying those to receive five-year service awards is easy. Deciding if all supervisors or which supervisors should be allowed to give “on-the-spot” cash awards is much more difficult!Ideally, distribute the authority and responsibility for the program as widely as possible in the organization. Provide criteria and show examples of the types of work behaviors that warrant the award. This will make it easier for all to understand howto judge the desired outcomes. This wide distribution of authority generally helps to ensure timely recognition, which is extremely important to effectiveness. It is important to be prompt in saying thank you. Otherwise, the effectiveness of the program is diluted.For your own information you may want to ask supervisors to let you know when they recognize an employee in any significant way. That way you can identify how the program is being used and any areas for improvement.4. Timing. Determine the timing for the award. The purpose of the award should drive the timing. Attempt to encourage smaller awards more frequently and as qualified situations arise. Assign those awards of a competitive nature, e.g. employee of the month/ quarter/ year, to a schedule. The more significant the award, the more likely the timetable will be drawn out for nominations, evaluation, final decisions and the ultimate reward. Calendars with due dates and deadlines need to be set up for this kind of program.5. Communicating the recognition. Deciding how to communicate your recognition program will depend in large part upon the culture of your organization, including how comfortable your employees and managers are at being on display. In some corporate cultures, recognition by peer groups is important. In others, incorporating a written acknowledgment in the company newsletter will suffice. For some awards, such as one-time cash on-the-spot award, the award itself may be all that is necessary. Other types of employee recognition programs and cultures may require more elaborate ceremony by providing recognition at a company function in front of all employees. CEOs may present the winner(s) with plaques and other forms of recognition.On an on-going basis, it is important to remind your managers and supervisors of the options available to them to recognize and reward various types of employee achievement. You can do this in a variety of ways: through your organization’s policy and procedure manual, supervisory training seminars, staff meetings and in specific interoffice correspondence.6. Maintain flexibility. Be prepared to change and modify the employee recognition program as circumstances warrant. New situations will occur that suggest the need to recognize employees in a different way. Be ready to suggest bringing in lunch on the spur of the moment to a group that is working hard to meet a tight deadline or to encourage supervisors to hold a carWash for employees as a year-end bonus.

Employee Recognition Ideas (no cost)

Post a thank you note on an employee’s door.Take time to explain to new employees the norms and culture of your department.Give special assignments to people who show initiative.Arrange for a team to present the results of its efforts to upper management.Encourage and recognize staff who pursue continuing education.Create and post an “Employee Honor Roll” in reception area.Acknowledge individual achievements by using employee’s name when preparing a status reportMake a thank-you card by hand.Give employees an extra long lunch break.Establish a place to display memos, posters, photos and so on, recognizing progress towards goals and thanking individual employees for their help.Swap a task with an employee for a day – his/her choice.Establish a “Behind the Scenes” award specifically for those whose actions are not usually in the limelight.Nominate the employee for a University formal award program.Keep in mind that managers should serve as coaches to indirectly influence rather than demand desired behavior.Present “State of the Department” reports periodically to your employees acknowledging the work and contributions of individuals and teams.At a monthly staff meeting, award an Employee of the Month and invite co-workers at the meeting to say why that person is deserving of the award.Recognize employees who actively serve the community.Have staff vote for top manager, supervisor, employee and rookie of the year.Name a continuing recognition award after an outstanding employee.Include an employee in a “special” meeting.Allow employees to attend meetings in your place when you are not available.Create an Above and Beyond the Call of Duty (ABCD) Award.Ask your boss to attend a meeting with your employees during which you thank individuals and groups for their specific contributions.Pop in at the first meeting of a special project team and express your appreciation for their involvement.Send a letter to all team members at the conclusion of a project, thanking them for their participation.Start an employee recognition program. Give points for attendance, punctuality, teamwork, etc. Provide gift certificates to employees who reach certain point goals.Find ways to reward department-specific performance.Plan a surprise achievement celebration for an employee or group of employees.Start a suggestion program.Privately recognize employee’s personal needs and challenges.Write a letter of praise recognizing specific contributions and accomplishments. Send a copy to senior management and the employee’s personnel file.When you hear a positive remark about someone, repeat it to that person as soon as possible (Face-to-face is best, e-mail or voice mail are good in a pinch).Call an employee to your office to thank them (don’t discuss any other issue).If you have a department newsletter, publish a “kudos” column and ask for nominations throughout the department.Publicly recognize the positive impact on operations of the solutions employees devise for problems.Acknowledge individual achievements by using employee names in status reports.Express an interest in employee’s career development goals.Post a large “celebration calendar” in your work area. Tack on notes of recognition to specific dates.Create and string a banner across the work area.Greet employees by name.Practice positive nonverbal behaviors that demonstrate appreciation, such as smiles, or a handshake.Support “flex-friendly” schedules.Encourage employees to identify specific areas of interest in job-related skills. Then arrange for them to spend a day with an in-house “expert” to learn more about the topic.Encourage employees to participate in community volunteer efforts.Share verbal accolades – forward positive voice mail messages.Actively listen to co-workers, especially when discussing their accomplishments and contributions.Use 3×5 cards to write “You’re special because…” statements. People can collect the cards and refer to them when things aren’t going perfectly.Have a recognition event created by a peer group that decides what they will give and why they will give it.Keep a supply of appropriately funny notes that can be given as immediate rewards. Keep the supply visible – in a basket or box in your office.Widely publicize suggestions used and their positive impact on your department.When someone has spent long hours at work, send a letter of thanks to his/her home.Acknowledge and celebrate birthdays.Arrange for an outstanding employee to have lunch with a dean or director.Allow an employee to choose his/her next assignment.Recognize a team accomplishment by designating that team as consultants to other teams.Recognize those committed to personal health and wellness.Smile. It’s contagious.Rewards do not necessarily have to be expensive to show sincere appreciation. Hardworking people are sometimes satisfied with just the thought that someone recognizes their efforts. Non-monetary employee rewards can be in any form as long as the sincerity is present.

An Analysis of Motivational Factors:-

Based on Herzberg’s Two Factor Theory


Fredrick Herzberg’s Two Factor theory and KITAHygiene Factor are needed to ensure an employee does not become dissatisfied. They do not lead to higher level of motivations, but without them there is dissatisfactionMotivation factors are needed in order to motivate an employee in to higher performance. These factors result from internal generators in employee

Motivational Factors – Herzberg’s Two Factor Theory…


Employees Employees Employees

Dissatisfied  Hygiene Factors  Not Dissatisfied  Motivator Satisfied

And BUT &

Unmotivated Unmotivated Motivated

Hygiene and Motivators:

Hygiene Factors  Motivators

Working Conditions AchievementQuality of Supervision Recognition for AchievementSalary Responsibility for TaskStatus Interest in the JobSecurity Advancement higher level TasksCompany Growth and TrainingJobCompany Policies and AdministrationInterpersonal relations

Why chosen this theory

To learn and drafting the application of this theory among different levels of management in order to analyze the result of this theory related to 2 main factors in the organizationsAnalysis could be done among different levels of employees i.e. Managers (supervision and decision making related to tasks), engineers (designing and implementing the task), technicians (responsible for physical task execution)Analysis could be done on same level of employees among public sector and private sector organizations (could be useful as there would be a clear difference in motivation and satisfaction of both type of employees due to extrinsic and intrinsic factors)

Action Plan

To develop hypothesis of this theory to analyze following possible scenarios using questionnaire and interviews:Hypothesis 1: Satisfied employees value motivator factors significantly more than dissatisfied employees. Even in the Presence of Good Hygiene Factors – People who DO NOT get proper feedback about their job/work tend to take Money/Perks as Feedback and Motivating Factors.Hypothesis 2. Dissatisfied employees value hygiene factors significantly more than satisfied employees. Without Proper Training and Know How – People will NOT BE Motivated to work in a certain field or on a specific equipment even if provided with good Hygiene FactorsBy comparing a public sector and private sector organization, following hypothesis could be developed:Hypothesis 3. Private sector employees value motivator factors significantly more than their public sector counterparts.Hypothesis 4. Public sector employees value hygiene factors significantly more than their private sector counterparts.


Analysis will be done by gathering data by using questionnaire and interviews having 2 sets of questions representing the hygiene factor and motivation factor.Based on the survey, each hypothesis would draw a score in terms of percentage representing the overall result representing the hygiene and motivation factors.Based on the hypothesis score, we could draw a recommendation regarding Herzberg theory

Method used for analysis:-


A set of questions was presented to the subjects in order to analyze their Motivation along with the Hygiene Factors available to them. The answers provided were cross referenced to check if the “Feedback” that they receive from their supervisors was good or not and in case not then if they were taking Money/Perks as motivating factors.

Face to Face Interviews:-

A hypothetical Scenario was presented to the subjects in order to see if they will be motivated to work in a certain field or on a certain equipment without prior training or not.

Herzberg – Two Factor Theory

1. Overview:

As per Two Factor Theory of Frederick Herzberg people are influenced by two factors – Hygiene and Motivational for performing their tasks at work.

1.1 Herzberg’s Two Factor Theory:

For an employee, Satisfaction is an output of Hygiene Factors. Psychological growth in the tasks performed is output of Motivation Factors.

Hygiene Factors:

Hygiene factors are needed to ensure an employee does not become dissatisfied. They do not lead to higher levels of motivation, but without them there is dissatisfaction. Even in the Presence of Good Hygiene Factors – People who DO NOT get proper feedback about their job/work tends to take money/perks as Feedback and Motivating Factors.Typical Hygiene Factors:Working ConditionsQuality of SupervisionSalaryStatusSecurityCompanyJobCompany Policies and ProceduresInterpersonal Relations

Motivation Factors:

Motivation factors are needed in order to motivate an employee to create an urge for higher performance.Typical Motivational Factors:AchievementRecognition for AchievementResponsibilityInterest in the JobAdvancement to Higher Level TasksGrowth














1.2 Combination of Hygiene and Motivation factors:

Following combinations of Hygiene & motivational factors can exist in an organization that impacts the output of an employee.

1. High Hygiene and High Motivation:

Achieve both high hygiene and high motivation to make the best case scenario for any employee. In this situation, employees have few complaints and are highly motivated.

2. High Hygiene and Low Motivation:

In this scenario, employees view the job as a paycheck. Employees have few complaints but not much motivation.

3. Low Hygiene and High Motivation:

When a job is interesting and challenging but the working conditions are poor, the result is low hygiene and high motivation. The employee enjoys the work but the work conditions leave something to be desired.

4. Low Hygiene and Low Motivation:

The worst case scenario is low hygiene and low motivation. Employees typically do not find satisfaction in their jobs and the working conditions are not great either. This situation results in the lowest job satisfaction for employees.


The project focuses on the following hypothesis. These hypotheses are based on Herzberg’s Two-factor theory.

1.1 Feedback as a Motivator:

Even in the Presence of Good Hygiene Factors – The employees who DO NOT gets a proper feedback about their job or working, they tend to consider their Salary as a Feedback for their motivation at work.The first hypothesis in our theory is based on the comparison of Herzberg’s motivational two factor theory parameters related to hygiene and motivation.The subjects have been analyzed based on following two scenarios,Motivation drive in the employees when there is a lack of motivational factors.Motivation drive in the employees when there is a sufficient input for the motivational factors.With the lack of motivational drive in the employees, the employees tend to fulfill their drive from the Salary – The Hygiene factor, and consider it to be the drive for engaging himself into the work. In such scenario, the employee’s considers Salary, which is a Hygiene factor as a drive to motivate to work.Otherwise, when there is suitable feedback & recognition for the tasks performed, the employee will consider salary as a hygiene factor, which is required for the satisfaction of the employee and takes the feedback & tasks recognition as basic motivational factors.

1.2 Role of training as a Motivator:

Without a proper training and Knowledge on a certain field or domain – Employees will NOT BE Motivated to work even if good hygiene factors as per Herzberg are provided to them.This hypothesis is based on Herzberg’s conclusion,”Motivation is a function of Ability & Opportunity for the Ability”The focus of this hypothesis is to analyze the value added by training to an employee’s motivation level. In the absence of proper training & knowledge provided the employee will not be motivated to perform a certain task irrespective of the level of hygiene factors (Salary & perks), one is receiving. The hypothesis relates to Herzberg’s conclusion, that there is no direct link between a good or bad Salary & Motivation level of an employee unless there is instance of training associated for a certain task.

3. Analysis of the Hypothesis:

3.1 Methods Used

In order to get the results regarding the hypothesis, 2 methods were used:Questionnaire MethodInterview MethodQuestionnaire method was used for the first hypothesis. In this questionnaire, a set of 12 questions were asked in the survey. 5 questions were related to Hygiene factors, 6 questions were related to Motivational factors and 1 question was related to the overall job satisfaction of the employee. Questions asked in the survey are indicated in the Annex A.In an interview, for the second hypothesis, a hypothetical scenario was created and the employee was asked about his decision. Detail of this hypothetical scenario is mentioned in Annex B.

3.2 Analysis of Data

24 employees were included in the survey of the first hypothesis while 15 employees were interviewed for the second hypothesis.

3.2.1 First Hypothesis Results:

According to the first hypothesis, employees who do not receive any feedback from their line managers, take salary and perks as their motivational factor.Interestingly, out of 24 employees being surveyed, only 1 employee was not getting any feedback from his line manager. Rest of the employees, were getting frequent or often feedback from their line managers. This one employee was still motivational and his overall job satisfaction was also good despite that his low score in the motivational factors. But with only such one case we cannot conclude this hypothesis as the data we may have collected in quite less.Below is the overall score[1]of the Hygiene and Motivational factors of the surveyed employees.

Error! Not a valid link.

The above chart shows that the employees are less satisfied with their current Salary and Perks (50%); however, Job Security has the highest score (96%) as most of them are permanent employee.

Error! Not a valid link.

The above chart shows that employees feel that they are motivated on the vertical movement rather than the horizontal movement (Growth: 96%), this goes against the Japanese school of thought. More or less, employees were getting feedback from their line managers.

Error! Not a valid link.

The above chart shows that the employees are overall motivated and their job satisfaction is also good.

3.2.2 Second Hypothesis Results:

Second hypothesis was in accordance to the Herzberg’s conclusion as:”Motivation is a function of Ability & Opportunity for the Ability”Out of 15 employees interviewed for this hypothesis, 5 employees were ready to take a certain task without proper training for the Salary and Perks. These results are shown in the below chart.The above results concludes that more that 65% of the employees still need training for the new task even given high salary and perks and other good hygiene factors.

4. Conclusion:

4.1 Hypothesis 1

Upon analyzing the results of the survey, it can be concluded that most of the employees consider feedback itself as a motivational factor rather than any of the hygiene factors including salary and perks. It may also be noted that most of the employees were partially satisfied with their current salary and perks which shows a general human psychology. Man is never satisfied with his current resources and there will always a gap between his needs and wants.

Motivational Factors – Herzberg’s Two Factor Theory…

Analysis – An Actual Example

Mr. D S

Senior Engineer

Pay Bracket [90-100 K]

5 Years’ Experience

Working condition  satisfied Recognition for Achievement SometimesSalary& perks  Satisfied Growth  Somewhat satisfiedJob security  permanent Feedback  SometimesPolicies & procedures  somewhat satisfied Overall job satisfaction somewhat satisfiedInterpersonal relationships  Good Motivation for current job  MotivatedThe Employee is having a reasonable “feedback” and “recognition for achievement” – He is not dissatisfied with the hygiene factors and his motivational factors are somewhat achieved – HE IS NOT TAKING SALARY AND PERKS AS MOTIVATIONAL FACTORMotivational Factors – Herzberg’s Two Factor Theory…Analysis – An Actual Example

Mr. J M

Senior Engineer

Pay Bracket [ 140-150 K ]

6 Years Experience

Working condition  dissatisfied Recognition for Achievement SometimesSalary& perks  Satisfied Growth  Somewhat satisfiedJob security  Permanent Feedback  NeverPolicies & procedures  Good Overall job satisfaction somewhat satisfiedInterpersonal relationships  Good Motivation for current job  MotivatedThe Employee is NOT having any “feedback” at all but still he is motivated in his job – This can be because of the reason that he is assuming “Salary and Perks” as motivational factors – HE IS PROBABLY CONSIDERING SALARY AND PERKS AS A FEEDBACK

4.1 Hypothesis 2

Results of the second hypothesis are aligned with the Herzberg’s conclusion as majority of the employees’ consider the proper training the major factor for the new task completion even if provided with high salary and perks.It is quite possible that the Employees which accepted the offer without proper training might have low hygiene factors like job security, salary and perks etc. and thus in frustration they were ready to accept any offer which might give them better hygiene factors.Without Proper Training and Know How – People will NOT BE Motivated to work in a certain field or on a specific equipment even if provided with good Hygiene Factors.The following SCENARIO was presented to the Interviewee.You are given a task to install and commission equipment ‘X’ which is quite technical in nature. You have no prior experience or training for this job. However you are given the following:1) Good Salary and Perks (According to your demand)2) Flexi hours of work3) Security of job after completion of taskAnswers provided by interviewees are quite interesting:60% said “No” and 40% said “YESMR .DS No Mr.HM  YesMr.JM  Yes Mr.RM  YesMr.KA  No Mr.IR  NoMr. Aur  NoPeople who have negated this are not dissatisfied with their hygienefactors and they focused more on motivational factors to do said task.In this analysis:These are mostly managers who have generally acceptable hygienefactors as compared to the rest of the Job CategoryAbility and Opportunity to use that Ability will only Motivate People if:Hygiene Factors are Satisfactory.

Annex-A (Hypothesis 1 Questionnaire)

Hygiene Factors

Work Conditions

What is your opinion about the work conditions ?

Dissatisfied Somewhat Satisfied Satisfied

Salary – Perks

Are you satisfied with your Salary and Perks ?

Dissatisfied Somewhat Satisfied Satisfied

Job Security

Are you a Permanent or a Non-Permanent Employee?

Permanent Non-Permanent

Policies and Procedures

Are you satisfied with company Policies and Procedures?

Dissatisfied Somewhat Satisfied Satisfied

Interpersonal Relations

Comment about your Interpersonal relations with yourcolleagues?

Excellent GoodJust OK

Annex-A (Hypothesis 1 Questionnaire)

Motivational Factors


Does a prominent Achievement in your routine TasksMake your more Motivated towards your work?

Yes No Sometimes

Recognition for Achievement

Do you think you are properly recognized or given dueCredit for finishing an assigned task properly and on-time?

Every time SometimesNot at All

Interest in Job

Are you satisfied with your assigned line of work andYour job responsibilities?

Dissatisfied Somewhat Satisfied Satisfied


Does a vertical movement within your department motivateYou more as compared to a horizontal movement to anOther department ?



How much feedback do you get about your work fromYour supervisor – Manager?

NeverSometimesOn Regular Basis


What do you think, are you motivated to work in your currentJob?

Not at AllMotivatedModerately Motivated

Overall Job Satisfaction

What is your Overall Impression about your Current Job?

Highly Satisfied

Moderately Satisfied

Not Satisfied at all

Annex-B (Hypothesis 2)

The following SCENARIO was presented to the Interviewee:You are given a task to install and commission equipment ‘X’ which is quite technical in nature. You have no prior experience or training for this job. However you are given the following:1) Good Salary and Perks (According to your demand)2) Flexi hours of work3) Security of job after completion of task

Will you be willing to take on the Assignment?

Hypothesis # 02

Even in the presence of ‘KITA’ or (good hygiene factors), people who do not get proper feedback about their job or work tend to take money/perks as motivating factors.

KITA/Hygiene factor

Work conditionsSalaryStatusSecurityCompanyJobCompany Policies and ProceduresInterpersonal relations

Motivating Factors

AchievementRecognition for achievementResponsibility for taskInterest in jobGrowthAdvancement to high level task



First we need to make sure that KITA are good enough to follow our hypothesis

KITA – Work Conditions

– What is your opinion about the work conditions? (seating arrangements, heating, overall hygiene etc)DissatisfiedSomewhat satisfiedSatisfied

KITA – Salary

– In relation with the Industry, do you satisfied with your Salary and Perks?DissatisfiedSomewhat satisfiedSatisfied

KITA – Security

– Are you a permanent or a non- permanent employee?PermanentNon-permanent

KITA – Policies and Procedures

– Are you satisfied with company policies and procedure?DissatisfiedSomewhat satisfiedSatisfied.

KITA – Interpersonal Relations

– How are your relations with your office colleagues?Not goodGoodOk

Motivating – Achievements

– Are you

Feedback – Motivating – Recognition for Achievements

– Do you think you are properly recognized or given due credit on finishing an assigned task on time and properly?Not at allSometimesEvery time

Motivating – Interest in Job

– Are you satisfied with your current job responsibilities?DissatisfiedSomewhat satisfiedSatisfied

Motivating – Growth

– How much feedback do you get about your work from your supervisor/Manager?NeverSometimesOn regular basis- What is you overall impression about your job?DissatisfiedSomewhat satisfiedSatisfiedNot at allPositive answers for 1, 2, 3, 4, 5 will confirm about the presence of good KITAExcept:

2) Salary

We need to see and analyze this point in comparison with points 7 and 10.Answer to 7, 8, 9 and 10 will tell about the Motivation of the employee.Based on all the answer we will see whether the employee is ok with hygiene factor and weather he is motivated enough or not?In case he is not motivated enough then we will se that whether it is because of absence of KITA or motivating factor or if both are good then is he taking his money as feedback

Example # 01 – Mr A

Manage Network (125-150k) [G13]Ans # 1: SatisfiedAns # 2: Some what satisfiedAns # 3: PermanentAns # 4: Somewhat satisfiedAns # 5: Not goodAns # 6Ans # 7: Not at allAns # 8: Not at allAns # 9:Ans # 10: Sometimes (name to ask)Ans # 11: Not at all

Example # 02 – MR B

Senior Engineer (75-100K)Ans # 1: SatisfiedAns # 2: SatisfiedAns # 3: PermanentAns # 4: Some what satisfiedAns # 5: GoodAns # 6Ans # 7: SometimesAns # 8: Some what satisfiedAns # 9:Ans # 10: SometimesAns # 11: Some what satisfied

Example # 03 – MR C

Q.A.M (60-80K)Ans # 1: SatisfiedAns # 2: DissatisfiedAns # 3: Non-permanentAns # 4: Not satisfiedAns # 5: GoodAns # 6Ans # 7: SometimesAns # 8: No (too less)Ans # 9:Ans # 10: On regular basisAns # 11: Moderately motivated

Example # 04 – MR D

(125-150K) [G14]M.M [11 yrs Exp]Ans # 1: Satisfied.Ans # 2: Some what.Ans # 3: Permanent.Ans # 4: Somewhat.Ans # 5: Good.Ans # 6Ans # 7: Somewhat satisfied.Ans # 8: SatisfiedAns # 9:Ans # 10: Time to time (Good)Ans # 11: Moderately.

Hypothesis # 03

Asking people to work on certain equipment/field without proper trainings will not motivate them enough to work no matters how good the KITA.Motivation = Ability + OpportunityConsider the following situationYou are given a task to install and commission equipment ‘X’ which is quite technical in nature. However you are given the following.Good Salary (According to your demand and Perks).Flexi hours of work.Security of job after completion of task.Will you be willing to take on the task?MR AMR BMR DIn case equipmentNot without training ( it has to be not motivated)MR E (150-200k) [G14]CTO (11 yrs)Ans # 1: Satisfied.Ans # 2: Satisfied.Ans # 3: Permanent.Ans # 4: Satisfied.Ans # 5: Good.Ans # 6Ans # 7: Every time.Ans # 8: SatisfiedAns # 9:Ans # 10: OkAns # 11: Half MotivationMonetaryShould Change


Bender, K., & Heywood, J. (2005). Job Satisfaction of the Highly Educated: The Role of Gender, Academic Tenure, and Comparison Income.Bender, K., Donohue, S., & Heywood, J. (2005). Job satisfaction and gender segregation. Oxford Economic Papers, 57, 479–496.Bishay, A. (1996). Teacher Motivation and Job Satisfaction: A Study Employing the Experience Sampling Method. J. Undergrad. Sci. 3: 147-154.Firebaugh, Harley (1995). Trends in Job Satisfaction in the United States by Race, Gender, and Type of Occupation.Gerhardt, P. (2000). Employee Retention Through Job Satisfaction.Griffin, L. (2010). A Survey of Bahamian and Jamaican Teachers level of motivation and Job satisfaction. 16.Heskett, W., Sasser, E., & Schlesinger, L. (2010). How leading companies link profit and growth to loyalty, satisfaction and value.Hunjra, A., Irfan, M., Aslam, S., Azam, M., & Rehman, K. (2010). Factors effecting job satisfaction of employees in Pakistani banking sector. African Journal of Business Management, 4(10), 2157-2163.Jager, Reggiani & Schempp. (2010). A tale of Wages and Job specific motivation.Kalleberg, A., & Griffin, L. (1973). Positional Sources of Inequality in Job Satisfaction.Kalleberg, A., & Loscocco (1983). Aging, Values, and Rewards: Explaining Age Differences in Job Satisfaction. American Sociological Review, 48, 78-90.Karyn & Glenna (1991). The organizational context of women’s and men’s pay satisfaction.Social Science Quarterly, 72(1).Nadeem, S., & Dr.Abbas, Q. (2009). The Impact of Work Life Conflict on Job Satisfaction of Employees in Pakistan. International Journal of Business and management, 4.Ololube, N. (2003), Teachers Job Satisfaction and Motivation for School Effectiveness: An Assessment.Saari, L., and Judge, T. (2004).Employee attitudes And Job satisfaction. Wiley Periodicals, Inc.

Thanks for your opinion!
Positive working environment for employees management essay. Page 1
Positive working environment for employees management essay. Page 2
Positive working environment for employees management essay. Page 3
Positive working environment for employees management essay. Page 4
Positive working environment for employees management essay. Page 5
Positive working environment for employees management essay. Page 6
Positive working environment for employees management essay. Page 7
Positive working environment for employees management essay. Page 8
Positive working environment for employees management essay. Page 9

Your fellow student wrote and submitted this work, "Positive working environment for employees management essay". This sample can be used for research and reference in order to help you write your own paper. It is prohibited to utilize any part of the work without a valid citation.

If you own this paper and don't want it to be published on EduFrogs.com, you can ask for it to be taken down.

Ask for Removal
Cite this Essay


EduFrogs. (2021) 'Positive working environment for employees management essay'. 31 October.


EduFrogs. (2021, October 31). Positive working environment for employees management essay. Retrieved from https://edufrogs.com/positive-working-environment-for-employees-management-essay/


EduFrogs. 2021. "Positive working environment for employees management essay." October 31, 2021. https://edufrogs.com/positive-working-environment-for-employees-management-essay/.

1. EduFrogs. "Positive working environment for employees management essay." October 31, 2021. https://edufrogs.com/positive-working-environment-for-employees-management-essay/.


EduFrogs. "Positive working environment for employees management essay." October 31, 2021. https://edufrogs.com/positive-working-environment-for-employees-management-essay/.

Work Cited

"Positive working environment for employees management essay." EduFrogs, 31 Oct. 2021, edufrogs.com/positive-working-environment-for-employees-management-essay/.

Get in Touch with Us

If you have ideas on how to improve Positive working environment for employees management essay, feel free to contact our team. Use the following email to reach to us: [email protected]