The motivation level of male and female academicians:
A comparative study
TABLE OF CONTENTS
Introduction………………..…………………………………………………..3
Definition and Conceptualization………………..…………………………….4
Need For an Efficient Motivation System………………..……………………6
Issues of an Efficient Motivation System………………..…………………….8
Literature Review ……………........………………….………………………10
Rationale of the Study……………………………….……………………......14
Scope of the Study…………………………………….………………………16
Hypotheses of the Study………………………………………………………17
Objectives of the Study………………………………………………………..18
Research Methodology……………………………………………...………...19
Chapterization………………………………………………............................21
Bibliography………………………………………………...…………………23
Introduction
Every person is motivated - about something. Whether it's home and family, a favorite sport, watching movies, or reading, something rings your chimes. The challenge at work is to create an environment in which people choose motivation at work. Yes, this choice is up to the individual, but the employer plays a big part in motivation, too. Motivating employees means creating a work environment that supports motivation. Motivation is one of the key ingredients in employee’s performance and productivity. Even when people have clear work objectives, the right skills, and a supportive environment, they won’t get the job done without sufficient motivation to achieve that work objective.
The importance of achieving motivational level right from the grass root to top level is essential for success. It remains imperative for sustainability of organization. Well motivated personnel are critical to the development and execution of strategies, especially in today’s rapid paced more perplexing scenario.
To understand the concept of motivation, one must know about the terms motive, and motivating also. The term motive means an inner state that energizes, activates, and that directs behavior towards goals. And motivating is a term which implies that one person induces another to engage in action (work behaviour) by ensuring that a channel to satisfy the motive becomes available and accessible to the individual. So motivating employees is an incessant and key process for any corporation. No amount of quality work can be obtained from employees unless they feel motivated enough to pour their heart and soul into what they do. Balancing the demands of changing market with the demand of the employees for reasonable treatment and respect is becoming increasingly difficult. And motivation of employees for higher level of performance becomes difficult.
In the context of motivation, it can be stated that it is an internal state or condition (sometimes described as a need, desire, or want) that serves to activate or energize behavior and give it direction (Kleinginna and Kleinginna, 1981). Motivation is an
· internal state or condition that activates behavior and gives it direction;
· desire or want that energizes and directs goal-oriented behavior;
· influence of needs and desires on the intensity and direction of behavior.
Motivating employees is a key issue for most managers. In order to achieve a high level of performance and productivity, managers nowadays, are inclined to pay more attention on this issue. Different employees need to be motivated differently. In the present study an attempt will be made to study the level of motivation between male and female professionals. The assessment of the level of motivation and need satisfaction amongst professionals will also form a part of the study.
Definitions and Conceptualization
From ancient times, the word motivation has been recognized as an important determiner of behaviour. Various psychologists and social thinkers have tried to define the concept of motivation from time to time.
According to McFarland “motivation refers to the way in which urges, drives, desires, aspirations, strivings, or need direct control or explain the behavior of human beings”.
In the words of Vitiles “motivation represents as unsatisfied need which creates a state of tension or disequilibrium, causing the individual to make in a goal-directed pattern towards restoring a state of equilibrium by satisfying the need”.
In the encyclopedia of Management it is stated, “Motivation refers to degree of readiness of an organism to pursue some designated goal and implies the determination of the nature and locus of forces, including the degree of readiness.”
According to Likert, “it is the core of management which shows that every human being gives him a sense of worth in face to face groups which are most to him….a supervisor should strive to treat individual with dignity and recognition of their personal worth.”
According to Memoria, motivation is “a willingness to expand energy to achieve a goal or reward. It is a force that assigns, activates dormant energies, and sets in motion the action of the people. It is the function that kindles a burning passion for action among the human beings of an organization.”
Many contemporary authors have also defined the concept of motivation. Motivation has been defined as: the psychological process that gives behavior a purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmeet needs (Huford, Bedeian, & Lindner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Hedeian, 1993).So the word motivation can operationally be defined as the inner force that drives individuals to accomplish personal and organizational goals.
All the above definitions show different features of motivation. On the basis of these definitions one can infer that motivation means intentions, desires, goals and needs that determine human behavior. Motivation can also be defined in several ways such as –
· Motivation is a psychological feature that arouses an organism to action towards a desired goal; the reason for the action; that which gives purpose and direction to behavior.
· It can be stated as the condition of being motivated.
· An act of motivating; providing incentive.
One can also study motivation from the perspective of psychology; as the intention of achieving a goal, leading to goal-directed behavior. Some human activity seems to be best explained by postulating an inner directing drive. While a drive is often considered to be an innate biological mechanism that determines the organism's activity (instinct), a motive is defined as an innate mechanism modified by learning. Human drives serve to satisfy biological needs, such as hunger, while motives serve to satisfy needs that are not directly tied to the body requirements, such as companionship. Learned motives are sometimes linked with drives; e.g., the motivation to achieve social status is often viewed as a derivative of the sex drive.
An American psychologist, Abraham Maslow, classified motives into five developmental levels, with the satisfaction of physiological needs most important and esteem and self-actualization needs least important. According to Maslow, the most basic needs must be satisfied before successively higher needs can emerge. Psychologists such as Herzberg’s work categorized motivation into two factors:
Motivators and Hygienic factors (Herzberg, Mausner, and Snyderman, 1995) Motivators or intrinsic factor could be some achievement and recognition for employee’s work, the job itself or even responsibility, advancement and growth in one’s career. Hygienic or extrinsic factor could be the pay of employee, job security, working condition, a company’s policies, and administration, supervision and interpersonal relationship.
Need for an Efficient Motivation System
It is true that nobody can stimulate anyone else to work, unless he/she knows how that person is to be motivated and to what incentive he/she will respond. Apart from this fact, a sound motivational theory (for an organization) should also consider this fact that people typically are, continuously in motivational state and the nature of motivation is fluctuating and complex. Satisfaction of one need gives rise to another need, when that is satisfied a new higher order need takes its place. These needs can be fulfilled by more than one way, different needs by different means, and different needs by one.
The management of an organization tries to utilize all the resources of production in best possible manner. This can be achieved only when employees co-operate in this work. Efforts should be made to motivate employees for contributing their maximum. The effort of management will bear fruit if the employees are encouraged to work more. The motivated employees become an asset to the organization. And organizations use an efficient motivation system to fulfill several needs of enterprises:
1. Reduce employee Absenteeism and Attrition - When the employees are not satisfied with their job then they leave it whenever they get a better or an alternative offer. The dissatisfaction among employees also increases absenteeism. The employment training of new employees costs dearly to the organization. The employees feel motivated and satisfied with their job when they are offered financial as well as non financial incentives in the form of recognition, promotion, and responsibilities. With these measures, the rate of absenteeism and attrition will be low and the employees will try to improve quality and increase productivity.
2. Goodwill of Organization - Those enterprises which give better financial and non financial facilities to their employees have a better image among themselves. Such organizations are successful in attracting and maintain competent talent. Since there is a better man-power to development program, the employees would like to join such organizations. Hence, motivational effort simplifies personnel function also.
3. Healthy Industrial Relations - A sound motivational system will create job satisfaction among employees. The employment will offer those better service conditions and various sufficient incentives. There will be an atmosphere of confidence among employer and employees. There will be no reason for conflict, and cordial relations between both sides will create a healthy atmosphere thereby, leading to healthy industrial relation.
4. Acceptability to Change - The changing social and industrial situation will require changes and improvements in the working of enterprises. There will be a need to introduce new and better methods of work from time to time. Generally, employees resist change for fear of an adverse effect on their employment. When the employees are given various opportunities of development then they can easily adapt to new situations. They will think of positive side of new change and will co operate with the management. If the employees are satisfied with their work and not offered better avenues then they will oppose every thing suggested by the management. Motivation will ensure the acceptability of new changes by the employees.
5. Meeting Employee Expectations - Employee expectation can affect employee’s motivation. The amount of effort employees exert on the specific task depends upon their expectation of the outcome. This expectation varies from person to person and if organization helps to meet these expectations then the employees will get motivated and will positively affect the productivity of the organization. Organizations can help to meet the expectations in various ways by:
(i) determining what rewards are valued by employees.
(ii) determining the employee’s desired performance standard.
(iii) ensuring that performance standards are attainable.
(iv) linking guarantee rewards to performance.
6. Gearing Quality Performance - Motivated employees will put maximum effort in creativity and achieving organizational objectives. The untapped reservoirs, physical and mental potential, / abilities are tapped to maximum. Better performance will also result in higher productivity. The cost / investment on production can be reduced if productivity is raised. The employee should be offered more incentive for increasing their performance. Motivation will act as a stimulant for improving the performance of employees.
Issues of an Efficient Motivation System
An efficient motivational system must be productive, competitive, comprehensive, and flexible. A sound motivational system has the following features:
1. Profile of the Organizational Climate - A profile of the organizational climate can be prepared through periodical diagnostic studies by analyzing motivation which prevails in the organization. This profile can be used as a basis for initial interventions in several groups to determine whether they are satisfied with it and if not, what action can be taken for melioration.
2. Proper Diagnosis – Motivation is a complex process that involves human skill. Persons differ in what motivates them. Hence, to achieve most effective results, the manager must diagnose each situation and apply the various motivation principles as required.
3. Sound Reward System – Rewards are a key motivator. The manager should develop a sound reward system. He should blend the use of intrinsic and extrinsic rewards. Rewards should be linked to performance. Key reward such as pay increases and promotion should be allocated for the achievement of specific goal. And the must thing in this is that the reward should be valued for employees. If a reward isn’t valued then it won’t motivate.
4. Differing Reinforcement of Motivation - In organizational setting different systems reinforce some motivations more than others. Attempts may be made to determine motivations that different systems reinforce while designing or changing systems. This facilitates installation of appropriate system for reinforcing relevant motivation ( i.e. achievement, power, extension, etc.) in order to accomplish organizational effectiveness. For example, a system involving person from different group to meet and discuss and arrive at a decision will reinforce extension motivation (collaboration).
5. No Overnight Results – Motivation is a continuous activity reinforced by managers. It is a process of learning; as such, the manager should not expect overnight results in attempting to motivate subordinates.
6. Manager is the key Element - The manager can influence each stage of a person’s motivation process. The manager identifies the key motivating needs, helps in directing motivated behavior, assists in learning skills, and rewards behavior. Thus, the key role of the manager should be recognized.
7. Watch out for Unintended Consequences - Performance based reward system sometimes has an unexpected- and undesirable-effect on employee behavior. Employee behavior is a complex combination of needs, competencies, role perception, and situational factors, so it is often difficult to see the unexpected results when reward system is introduced.
8. Norms of Recognition of Individuals Difference – Individuals differ in terms of attitudes, personality, behavior and other variables. They are not homogeneous. Hence, it should be recognized that they require different motivation.
9. Challenging and Attainable Goal - A good motivation system requires that challenging and attainable goals should be set for employees. Goal should be formulated jointly. Also, the appraisal process by which their performance is evaluated should be both reliable and valid.
10. Role of Money - Money is a powerful motivator. It should not be ignored. The allocation of performance- based wages increases, piece- work bonuses, and other pay incentive is important in determining employee motivation.
11. Active Cooperation of Employees - Employees are the essential part of the organization. Their active cooperation should be sought in improving the organization’s productivity. And manager should stay close to employees and remedy problems as they arise.
12. Work Culture - To motivate people, management should foster an organizational culture oriented towards performance and work. Jobs should be designed to offer challenge and variety. A good motivation system motivates the people to work with optimum efficiency and devotion.
13. Dynamic System - The motivation system should be dynamic and flexible. The needs of the people are changing from time to time. Hence, motivation should be provided in view of new and changing needs, expectation, and behavior.
14. Team Reward for Interdependent jobs - Organization should use team rewards rather than individual reward when employee works in highly interdependent jobs. Because we can’t identify or measure individual contribution very well in these situations. Team reward tends to make employee more cooperative and reduces unhealthy competition. Employees see that their incentive depends on how well they work with their co-workers.
15. Encouraging Open Communication - Open communication system improves work motivation in an organization. It may embrace communication of policies from the top level to the different organizational level; help resolve difficulties and problems at the various organizational levels; and flow of supportive feedback from the superior on performance. By increasing general satisfaction such open communication improves work motivation.
16. Role Efficacy - Role efficacy improves work motivation. It forms potential effectiveness of an individual in his role. Factor conducive to role efficacy includes: (i) the individual’s perception of his role being important in the organization. (ii) self role integration, (iii) opportunity to take initiative and become creative, (iv) integration of the role with other roles in the organization, (v) possibility to influence and work on larger goal useful to others, and (vi) opportunity to grow. An attempt may be made to measure the role efficacy of several jobs in organization in order to take appropriate measure to enhance the same.
Literature Review
Many studies of the Motivation of workers have been carried out. Behavioral scientists have studied extensively the Motivation of many professional and non-professional groups such as accountants, engineers, middle managers, insurance agents, research scientists, assembly workers and nurses. Academicians, among other groups of professionals, have been virtually ignored by researchers. However, appear to have focused on public and private university academicians fortunately; there are some studies on the comparative job satisfaction levels and Motivation Level of public and private school teachers at the elementary and secondary school levels.
These research findings, in general, suggest that teachers working in private schools tend to be more satisfied with their jobs compared to their public sector counterparts. For example, a study of 320 elementary school teachers from eight different public and private schools, using data from the Minnesota Satisfaction Questionnaire, showed that teachers working in private schools were significantly more satisfied with their jobs (Varlık, 2000). A study of 804 public secondary school and 330 private secondary school teachers in Turkey also revealed that the level of job dissatisfaction was significantly higher among public school teachers (Özdayı, 1990).
Finally, a study made on 173 teachers, 100 of them working in public and 73 of them working in private schools, found significant differences between the two sectors in terms of job satisfaction levels (Kınalı, 2000). As indicated, no specific studies were uncovered that deal directly with the differences in Motivation and job satisfaction between public and private university academicians. Motivated in part because of the lack of studies in important area of study, this research is undertaken.
According to Samita Kulkarni (Research Associate, Center for Management Development, The ICFAI Business School, Hyderabad) in her article (Employee Motivation, Global CEO, November 2005 Volume VII) balancing the demand of the changing market with the work specific facility/need/demand of the employees for reasonable assistance / treatment and respect is becoming increasingly difficulty.
Loyalty to company, which came naturally in the past, from an employee’s perspective seems to be diminishing in today’s business world. Restructuring, downsizing and layoffs from merger and acquisition are becoming the order of the day, employees don’t feel they have the job security as they did in past. The result has been that people are more open to other opportunities, and motivation of employees for higher level of performance becomes difficult when all the rules have changed and the simple exchange of loyalty and commitment does not exist any more.
In time like this, effective management of human resources is very critical. And we undoubtedly live in a very materialistic and a money motivated world and any quantity of human relation cannot recompense for the lack of financial reward. But if reward is right then by giving respect to the employee and showing concern to their needs, will add that extra something in motivating the employees to give their best.
Guisseppi A. Forgionne (Management Sciences Department, School of Business Administration, California State Polytechnic University, Pomona, California 91768). Vivian E. Peeters (School of Business Administration, California State Polytechnic University) stated in their article: Differences in Job Motivation and Satisfaction among Female and Male Managers that the influence of sex on satisfaction with job related factors, overall job satisfaction, attitudes toward various motivators, and overall job motivation among managers. Using a statistical analysis of survey data, the study identifies many significant differences between male and female managers' perceptions and attitudes. The article then compares the findings to previous research, presents some questions pertinent to policy formation, and suggests avenues for future research.
Teachers Job Satisfaction and Motivation for School Effectiveness: An Assessment by Ololube, Nwachukwu Prince Significantly, job satisfaction and motivation are very essential to the continuing growth of educational systems around the world and they rank alongside professional knowledge and skills, center competencies, educational resources as well as strategies, in genuinely determining educational success and performance. This study assessed the differences and relationship between the level of teachers' job satisfaction, motivation and their teaching performance in Rivers State of Nigeria. A questionnaire titled "TEJOSAMOQ" was used to collect data for the study. While the data for the study was analyzed using multiple statistical procedures: mean point value, standard deviation, and variance, t-test of significance and One-way-analysis of variance (ANOVA). The survey results revealed that teacher related sources of job satisfaction seem to have a greater impact on teaching performance, as teachers are also dissatisfied with the educational policies and administration, pay and fringe benefits, material rewards and advancement. (Contains 3 tables and 2 figures.) [This article was published in "Essays in Education," Volume 18, Fall 2006; published by the Department of Education at the University of South Carolina, Aiken. ISSN: 1527-9359.]
Job Satisfaction of University Academics: Perspectives from Uganda by Ssesanga, Karim; Garrett, Roger M. (Higher Education: The International Journal of Higher Education and Educational Planning, v50 n1 p33-56 Jul 2005) Although several studies in the affluent world have examined the job satisfaction and dissatisfaction of lecturers in higher education, little is known about academic job satisfaction in the low-resource countries. This study probes those factors contributing to academic satisfaction and dissatisfaction in higher education in the developing world. Using a sample of 182 respondents drawn from two universities in Uganda, this analysis reports that the factors most prevalent in the prediction of dons' satisfaction relate to co-worker behaviour, supervision and intrinsic facets of teaching. Analogously, the stimuli that create academic dissatisfaction are largely extrinsic (contextual) factors with respect to facets of remuneration, governance, research, promotion, and working environment. This article discusses these findings in the light of Herzberg's dichotomy and concludes that any given factor be it intrinsic or extrinsic can either evoke academic satisfaction or induce dissatisfaction. The present analysis finds that while age, rank, and tenure significantly predict academic job satisfaction, no evidence is adduced to support a gender influence on dons' job satisfaction. Implications for Ugandan academics' job satisfaction are formulated, recommendations made, and a further research agenda proposed.
According to Martin, Donna M. in his article: Relationship of Motivational Differences of Male and Female Community College Students to Academic Achievement
A study was conducted at a mid-western community college to determine motivational profile differences between high and low achievers. The study population of 71 full-time, degree-seeking students in the school of arts and sciences was divided into a high achieving group with grade point averages (GPA's) of 3.85 and above, and a low achieving group with GPA's of 1.0 or below; and was tested using Martin's Motivational Profile. Study results included the following: (1) positive motivational sources, such as pleasure with performance, happiness, and good prior performance, had no significant impact on academic performance; (2) low achieving males scored highest in overall positive motivational sources, while low achieving females scored lowest; (3) females in both high and low achieving groups had significantly higher negative motivation scores than males; (4) among both male and female low achievers, negative motivation was almost twice that of the high achievers; (5) overall energy levels were significantly higher in low achievers than in high achievers; (6) the group with the lowest depression level was the high achieving males and the group with the highest depression level was the low achieving males; (7) anxiety levels were significantly higher in low achievers; (8) women in both groups manifested a significantly greater level of fear than males; (9) negative conflict scores were significantly higher in low achievers; and (10) frustration levels were significantly higher in low achievers. The study report includes the motivational profile instrument as well as raw data and ANOVA tables for the motivation factors. (LAL)
Rationale of the Study
Motivation plays a vital role in enhancing the performance level of professionals and this has been proved time and again in studies undertaken by researchers. The following points focus on how the growth of organization gets affected by the motivation level of employees.
1. To satisfy Individual’s Expectations - Motivation is a reported urge to reach the expectation of individual. If the organization is using an efficient motivation system that might be obliging employees for satisfying their expectations and will also considerate for organization itself for reaching organizational objectives.
2. Imperative to Flourish - The organizations need to recognize that their growth requires the cooperation of all the employees; and such cooperation is enhanced by using the efficient motivation system in organization. In this regard, the management needs to act as an accommodating team and prevent inefficient motivational practices.
3. Key element in improving Productivity of Organization - The performance on the job is a product of skill and level of motivation. Thus the productivity is affected by the skill of a person and the motivational environment in organization. Divergence in motivation causes divergence in productivity. Therefore, the performance level is higher if the motivation level is higher. The overall spirit in productivity may be result of high motivational level.
4. Healthier Industrial Relationship - A good motivational system will create job satisfaction among employees. The employment will offer them better services, condition and various other incentives. There will be an atmosphere of confidence among employees. There will be no reason for the conflict and cordial relationship among both sides will create healthy circumstances. So motivation among employees will lead to better industrial relations.
5. Satisfying Deficit (hygiene) Needs - Deficit hygiene needs, if not adequately satisfied, may lower work motivation. Without the adequate satisfaction of these needs (i.e. salary, security, company policy, working condition etc.) it is not possible to take necessary action for improving work motivation.
6. Reducing Attrition Rate - When the employees are not satisfied with their jobs then they will leave the organization whenever they get an alternative offer. The employment training of new employees cost dearly to the organization. When the employees are satisfied with their job and they are well motivated by offering them financial and non-financial incentive then they will not leave the organization.
7. Promote norms of Recognition of Competence - The climate of work motivation can be engineered by promoting norms of recognition of competence in the job and good work performed. If individual perceive such recognition, they are motivated to work. The recognition of their contribution should be genuine and given only to those who deserve it.
8. Opportunity to Influence Decision - Work motivation can also be increased by providing opportunity to the individual to influence decision concerning them. This is possible, if some autonomy with adequate support and responsibility is there, for the individual who is also able to perceive it. Different jobs can be assessed to determine the extent to which they provide such opportunities for taking corrective measure where needed.
9. Opportunity for Development and Growth - Perception of opportunities for development and growth in the job forms a significant measure to improve work motivation. By providing a feeling to the people that their job help them learn new things and facilitate their development, their level of motivation can be raised.
10. To meet the Changes in scenario - The changing social and industrial situation will require changes and improvement in the working of enterprises. There will be a need to introduce new and better methods of work from time to time. Generally employee resists change for a fear of an adverse effect on their employment. When the employees are given various opportunity of development then they can easily adopt the new situations.
Scope of the Study
Developing insight into how different management institutions enhance the motivation level of their academicians. The study can help various management institutions in deciding what factors of motivation they must address for their academicians.
The study can help management institutions and research and development cells in the following manner:
· Assess how the management institutions are perceived in comparison with its competitors with reference to motivation system
· Corroborate current motivation system and create new ones to manage principle motivation system in their institutions.
The results of the study may serve as some guidelines to management of the institutions as to which, tools and techniques among an array of possible ones, should it focus on in building and maintaining a statutory v/s voluntary compliance to the cipher of motivation system.
The study can be helpful for coming research scholars for further research in interrelated arena.
Hypotheses of the Study
Hypotheses may be defined as a proposition or a set of proposition set forth as an explanation for occurrence of some specified group of phenomena either asserted merely as a provisional conjecture to guide some investigation or accepted as highly probable in the light of established fact. Quite often a research hypothesis is a predictive statement, capable of being tested by scientific methods, that relates an independent variable to some dependent variable.
The following hypotheses would be considered for the study.
H1 Motivation level is much higher amongst those academicians who maintain androgynous personality than only masculine or feminine personality holder.
H2 Maslow’s Hierarchy of Needs is better satisfied amongst androgynous type academicians than only masculine or feminine personality holder.
H3 Motivator factors lead higher motivation and job satisfaction, but the absence of these factors will not lead to lower motivation and dissatisfaction.
H4 Lack of hygienic factors lead to lower motivation and dissatisfaction but presence of these will not lead higher motivation or job satisfaction.
Objectives of the Study
After study the initial period of familiarization with the problem, its subject scope, nature and motive that underlie it, the researcher is in a position to formulate the objective.
The present study will be carried out by keeping in view the following objectives.
· To study the motivation level among various academicians in different management institutes
· To compare the level of motivation among male and female academicians of different
management institutes
· To examine Maslow’s and Herzberg’s theories of motivation
· To explore different issues related to higher motivation among academicians in management institutes.
· To examine the weight of each factor in order to find out what is the preference of academicians for achieving higher level of motivation
Research Methodology
Research Methodology is a way to systematically solve the research problem. It may be understood as a science of study how research is done scientifically. The scientific methods attempt to achieve a scientific interpretation of facts by “experimentation, observation, logical arguments from accepted postulates and a combination of these three in varying proposition”. In the scientific method, logic aids in formulating propositions explicitly and accurately so that their possible alternatives become clear. In research methodology we also study the various steps that are generally adopted by the researchers in studying the research problem along with the logic behind them.
Sampling
The basic idea of sampling is that by selecting some of the elements in a population, we may draw conclusion about the entire population. A sample is the group selected from the complete population to make the task of surveying less costly and more manageable. The secret is to select a sample that will have the same characteristics as the over all population.
For present study the sample will be Non probability samples based on deliberate sampling. In this type of sampling, items for the sample are selected deliberately.
Data Collection
The collection of data plays an important role in research process and there are several methods of primary data collection. In present study structured questionnaires method will be used by researcher for collecting primary data.
Respondents (Sample Size)
The sample will be selected from management institutions, Rajasthan only. And the size of sample will be -
Male Professors 250
Female Professors 250
Secondary Data
Secondary data means data that are all ready available i.e. they refer to the data which have already been collected analyzed by some one else. Secondary data may either be published data or unpublished data. In present study the secondary data will be collected from several resources such as-
News paper-
Economics Time
Times of India
Hindustan Times.
Magazines-
Business World
ICFAI Reader
Effective Executive
HRM Review
Global CEO
Journals-
Management Research
Organizational Behaviour
Vikalap
Vision
Processing of Data
1. Editing
2. Coding
3. Classification
4. Tabulation
Analysis of Data
1. Correlation analysis
2. Chi Square test
Inferential analysis
Chapterization
Chapter I Motivation an Overview
· Introduction to the background of the motivation
· Motivation -Definitions and Conceptualization
· Need for efficient motivation system
· Issues associated with motivation system
· Androgynous – Definition and Conceptualization
Chapter II Research Problem an Overview
· Problem Identification
· Scanning of existing Literature
Chapter III Objectives, Hypotheses, and Sampling
· Objectives of the Research
· Hypotheses of the Research
· Sampling
Chapter IV Data Collection, Processing, and Analysis
· Data Collection
· Processing of Data
· Analysis of Data
· Limitations of the study
Chapter V Research findings and Discussions
· Comparative Analysis of Motivation level between Male and Female academicians
· Comparative Analysis of Need satisfaction level among Male and Female academicians
· Comparative analysis of Influence of motivational and hygienic factors on Male and Female academicians
Chapter VI Summary, Conclusions and Recommendations
Appendices
· Blank schedule of questions
· Data bank etc.
Bibliography
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29. Stephen P. Robbins, Seema Sanghi “Organizational Behaviour” fourth impression Prentice Hall of India Private Limited, New Delhi, 2007
30. Steve Chandler and Scott Richardson – “100 ways to motivate others” (How great leaders can produce insane results without driving people crazy) second impression Jaico Publishing House, Mumbai 2006.
31. Steven L. Mc Shane, Mary Ann, and Von Glinow “Organizational Behavior- Emerging Realities for the work place revolution” Tata Mc Graw Hill New Delhi 2001
32. Udai Pareek “Effective Organizations beyond Management to Institution Building” Oxford and I B H Publishing House Private Limited 2002
33. www.google.com
34. www. motivation .com
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