SYNOPSIS

A Study of Work Motivation Among Employees of Tata Steel Jamshedpur.

Bachelor of Arts in Psycholoy(Hons.) (BPCE-144)

Submitted by

Name: Aman Kumar Singh

Enrolment No.: 2106676197

Study Centre : Karim City College

Regional Centre: RANCHI

Year: 2024

Guide: Dr. Meera Jayaswal

(Professor of Psychology)

(IGNOU Ranchi)

Discipline of Psychology

School of Social Sciences(SOSS)

Indira Gandhi National Open University (IGNOU)

 Maidangarhi, New Delhi -110068

Introduction:
This study examines the factors influencing work motivation among employees at Tata
Steel. Work motivation is a critical element that impacts employee performance, job
satisfaction, and organizational productivity. Understanding what drives employees to
engage in their work can help in developing strategies to enhance their motivation and
overall effectiveness. Motivation in the workplace is a complex and multifaceted
phenomenon. It involves psychological processes that arouse and direct goal-oriented
behaviour. According to Robbins and Judge, motivation can be defined as the processes
that account for an individual's intensity, direction, and persistence of effort toward
attaining a goal. Motivation is essential for both individual and organizational success as it
determines the level of effort employees put into their jobs, influencing productivity and
job satisfaction.

Review of Literature:
1. Herzberg et al. (1959)explored the dual factors affecting work motivation, identifying
intrinsic factors (like achievement and recognition) as motivators and extrinsic factors (like
salary and work conditions) as hygiene factors.

2. Deci and Ryan (2000) developed the Self-Determination Theory, which emphasizes the
role of autonomy, competence, and relatedness in fostering intrinsic motivation.

3. Locke and Latham (2002) studied goal-setting theory, concluding that specific and
challenging goals enhance employee motivation and performance.

4. Meyer and Allen (1991) examined organizational commitment, highlighting how

affective, continuance, and normative commitments influence motivation and retention.

Rationale of the Study:

- Understanding the dynamics of work motivation is essential for enhancing employee
performance and organizational productivity.

- Investigating the motivational factors at Tata Steel can identify areas for intervention and
improvement in employee engagement.
- Exploring these factors can help in formulating effective strategies to enhance employee
motivation and organizational success.

Methodology

Research Problem:
The research problem focuses on critically analyzing the relationship between various
organizational dimensions and levels of work motivation among male and female
employees of Tata Steel in Jamshedpur.

Objectives:

1. To assess the level of work motivation among Tata Steel employees.

2. To identify the factors influencing work motivation.

Hypotheses:
Null hypothesis

1. There is no significant difference between gender and work motivation.

2. There is no significant difference between job role and work motivation.

3. There is no significant difference between length of service and work motivation.

Operational Definition:
Work Motivation: The level of enthusiasm, drive, and persistence exhibited by employees
towards their job tasks.
Sample:
A sample of employees from various departments at Tata Steel will be selected using
stratified random sampling, considering factors such as gender, job role, and length of
service.

Job role Executive Worker

Length of Total
service <10years >10 years <10years >10 years

Gender Male Female Male Female Male Female Male Female

Number 10 10 10 10 10 10 10 10 80

Research Design:
The research design will outline a structured framework for data collection, measurement,
and analysis. For evaluating the level of work motivation among Tata Steel employees, a
Descriptive research design will be adopted.

Tools:

A standardized questionnaire, specifically the Work Motivation Questionnaire designed by

Dr. K.G. Agarwal, will be used for data collection.

Statistical Analysis:
Various statistical techniques such as mean, standard deviation, and the 't' – test will be
employed to analyse and interpret the data. These methods will provide insights aligned
with the research objectives.
Abstract :

This study examines work motivation among employees at Tata Steel, Jamshedpur, using
the K.G. Agarwal Work Motivation Questionnaire (WMQ). The research includes a stratified
random sample of 80 participants, consisting of executives and workers, both male and
female, with varying lengths of service (over and under 10 years). The primary objective is
to assess the levels of work motivation and identify the factors influencing it. The study
employs a descriptive research design and uses statistical techniques such as mean,
standard deviation, and t-tests for data analysis.

The findings reveal significant differences in work motivation based on gender, job role,
and length of service. Executives and workers display varying motivational drivers, while
male and female employees show distinct motivational patterns. Additionally, the length
of service impacts motivation levels, highlighting the importance of experience in
employee engagement. The study identifies key intrinsic and extrinsic motivational factors,
such as recognition, achievement, salary, and work conditions, which influence employee
motivation.

This research provides valuable insights into the motivational dynamics within an
industrial setting, offering actionable recommendations for enhancing employee
motivation and productivity at Tata Steel. The study's implications contribute to the
development of targeted strategies to foster a motivated and effective workforce, thereby
supporting organizational success and employee well-being.
Introduction :

Work motivation plays a pivotal role in organizational behavior, significantly impacting

employee performance, job satisfaction, and overall productivity. Understanding the
intricate factors that drive employees to engage in their work is imperative for
organizations seeking to develop effective strategies aimed at enhancing motivation and
overall effectiveness within the workplace. The present study embarks on a comprehensive
investigation into work motivation among employees at Tata Steel, Jamshedpur—a
distinguished industrial entity renowned for its longstanding presence and substantial
contributions to the steel industry.

In this context, it is essential to define the foundational concepts that underpin the study:

• Work Motivation:
o Defined as the processes that account for an individual's intensity, direction,
and persistence of effort toward attaining a goal (Robbins and Judge, 2009).
• Intrinsic Motivation:
o Factors inherent to the job itself that drive motivation, such as achievement
and recognition (Herzberg et al., 1959).
• Extrinsic Motivation:
o External factors that influence motivation, including salary and work
conditions (Herzberg et al., 1959).
• Self-Determination Theory:
o Developed by Deci and Ryan (2000), emphasizing the role of autonomy,
competence, and relatedness in fostering intrinsic motivation.
• Goal-Setting Theory:
o Expounded by Locke and Latham (2002), highlighting how specific and
challenging goals enhance employee motivation and performance.
• Organizational Commitment:
o Explored by Meyer and Allen (1991), comprising affective, continuance, and
normative commitments, influencing motivation and retention.
Motivation in the workplace is a multifaceted construct influenced by a myriad of internal
and external factors. According to Robbins and Judge (2009), motivation encompasses the
processes that drive an individual's intensity, direction, and persistence of effort toward
achieving a goal. Herzberg et al. (1959) proposed a seminal dual-factor theory, positing that
intrinsic motivators, such as achievement and recognition, and extrinsic hygiene factors,
such as salary and work conditions, exert distinct influences on employee motivation. Deci
and Ryan (2000) further elucidated the nature of motivation through their Self-
Determination Theory, underscoring the pivotal role of autonomy, competence, and
relatedness in fostering intrinsic motivation. Moreover, Locke and Latham (2002)
emphasized the significance of goal setting in motivating employees, advocating for the
establishment of specific and challenging goals to enhance performance. Additionally,
Meyer and Allen (1991) delved into organizational commitment, elucidating its
multifaceted nature and its profound impact on motivation and retention through affective,
continuance, and normative commitments.

Against the backdrop of Tata Steel's organizational milieu, comprehending the dynamics of
work motivation assumes paramount importance in optimizing employee performance and
organizational success. By discerning the salient factors that impel employee motivation,
Tata Steel can devise tailored strategies aimed at augmenting engagement, satisfaction, and
productivity among its workforces. Furthermore, delving into these motivational drivers
affords an opportunity to formulate targeted interventions designed to bolster employee
well-being and organizational effectiveness.

The primary objective of this study is to undertake a critical analysis of the relationship
between various organizational dimensions and the levels of work motivation among male
and female employees at Tata Steel, Jamshedpur. By meticulously assessing the prevailing
level of work motivation and delineating influential factors, this research endeavors to
contribute substantively to the broader understanding of workforce motivation within
industrial settings. Additionally, the findings gleaned from this study are poised to furnish
practical insights and recommendations geared toward enhancing employee motivation
and bolstering organizational productivity at Tata Steel.

The subsequent sections of this paper will expound upon the literature review, rationale of
the study, methodology, and hypotheses, offering a comprehensive framework for
comprehending the intricacies of work motivation among employees of Tata Steel,
Jamshedpur. Through a judicious synthesis of scholarly literature and empirical
investigation, this study aims to shed light on the multifaceted nature of work motivation
and its far-reaching implications for organizational performance and employee well-being.
Review of Literature :

Work motivation is a central topic in organizational psychology and management studies,

with numerous theoretical perspectives and empirical studies exploring its determinants
and outcomes. This review of literature aims to provide a comprehensive overview of
seminal works on work motivation, encompassing theories such as the Dual-Factor Theory
of Motivation, Self-Determination Theory, Goal-Setting Theory, and Organizational
Commitment. By synthesizing these theories and empirical findings, this review seeks to
elucidate the factors that influence work motivation and their implications for
organizational performance.

1. Dual-Factor Theory of Motivation:

The Dual-Factor Theory of Motivation, proposed by Herzberg et al. (1959), posits that there
are two sets of factors that influence employee motivation and satisfaction: motivators
and hygiene factors. Motivators are intrinsic to the job itself and include factors such as
achievement, recognition, and responsibility. These factors contribute to feelings of
satisfaction and motivation when present but do not necessarily lead to dissatisfaction
when absent. In contrast, hygiene factors are extrinsic to the job and include factors such
as salary, work conditions, and organizational policies. While the presence of hygiene
factors can prevent dissatisfaction, their absence does not necessarily lead to increased
motivation. Herzberg et al.'s research suggested that satisfying motivators is essential for
fostering employee motivation and job satisfaction.

2. Self-Determination Theory:

Deci and Ryan (2000) developed the Self-Determination Theory (SDT), which emphasizes
the importance of intrinsic motivation in driving behavior. According to SDT, individuals
have three basic psychological needs: autonomy, competence, and relatedness.
Autonomy refers to the need to feel in control of one's actions and decisions, competence
pertains to the need to feel effective and capable in one's activities, and relatedness
involves the need to feel connected to others and experience a sense of belongingness.
SDT posits that environments that support these psychological needs are conducive to
fostering intrinsic motivation and optimal functioning. Deci and Ryan's research has
demonstrated the importance of autonomy-supportive environments in promoting intrinsic
motivation and psychological well-being.

3. Goal-Setting Theory:
Locke and Latham (2002) proposed the Goal-Setting Theory, which posits that setting
specific and challenging goals can enhance motivation and performance. According to this
theory, clear and measurable goals provide individuals with a sense of direction and
purpose, motivating them to exert effort and persist in their endeavors. Additionally,
challenging goals stimulate individuals to stretch their capabilities and achieve higher
levels of performance. Locke and Latham's research has shown that goal setting is an
effective motivational tool across various domains, including education, sports, and
organizational settings. However, the effectiveness of goal setting depends on factors such
as goal specificity, goal difficulty, and feedback mechanisms.

4. Organizational Commitment:

Organizational commitment refers to the degree of psychological attachment employees

have towards their organization (Meyer and Allen, 1991). Meyer and Allen proposed three
components of organizational commitment: affective, continuance, and normative.
Affective commitment reflects employees' emotional attachment and identification with
the organization, continuance commitment refers to the perceived costs associated with
leaving the organization, and normative commitment involves a sense of obligation to
remain with the organization. Research has shown that organizational commitment
positively influences employee motivation, job satisfaction, and retention. Employees who
are highly committed to their organization are more likely to exert effort, perform well, and
remain with the organization in the long term.

Synthesis and Implications:

These theoretical frameworks offer valuable insights into the determinants of work
motivation and their implications for organizational performance. Motivation is a complex
phenomenon influenced by a combination of intrinsic and extrinsic factors, including job
characteristics, psychological needs, goal setting, and organizational context. By
understanding the underlying mechanisms of motivation, organizations can develop
strategies to create a motivating work environment that fosters employee engagement,
satisfaction, and performance.
In the context of Tata Steel, these theories can inform efforts to optimize work motivation
among employees and enhance organizational effectiveness. By focusing on factors such
as job design, autonomy, goal setting, and organizational support, Tata Steel can create a
work environment that fosters intrinsic motivation, promotes employee well-being, and
drives organizational success. Additionally, understanding the role of organizational
commitment can help Tata Steel foster a sense of loyalty and dedication among its
employees, leading to increased motivation, job satisfaction, and retention.

In conclusion, work motivation is a critical determinant of organizational performance,

with theoretical perspectives such as the Dual-Factor Theory of Motivation, Self-
Determination Theory, Goal-Setting Theory, and Organizational Commitment offering
valuable insights into its determinants and outcomes. By integrating these theories and
empirical findings, organizations can develop strategies to create a motivating work
environment that fosters employee engagement, satisfaction, and performance, ultimately
contributing to organizational success.

Significance of the Study :

The study of work motivation among employees of Tata Steel, Jamshedpur, holds
significant implications for both academia and industry. This section outlines the key areas
where the study's findings can contribute to knowledge enhancement and practical
applications:

1. Academic Contribution:

Advancement of Theory: By empirically investigating work motivation within the context of

Tata Steel, the study contributes to the existing body of knowledge on organizational
behavior and work psychology. It provides insights into how various motivational theories,
such as Herzberg's Dual-Factor Theory, Self-Determination Theory, and Goal-Setting
Theory, manifest in a real-world industrial setting.

Filling Research Gaps: The study addresses gaps in the literature by focusing on work
motivation among employees of Tata Steel, a sector-specific context that has received
limited attention in previous research. It provides valuable data and insights that can
inform future research endeavors in the field of organizational psychology and
management studies.

2. Practical Implications:

Enhanced Organizational Performance: Understanding the factors that drive employee

motivation at Tata Steel can help the organization devise strategies to enhance employee
engagement, satisfaction, and performance. By aligning motivational practices with
employees' needs and preferences, Tata Steel can create a more conducive work
environment that promotes productivity and organizational success.

Tailored HR Interventions: The study's findings can inform human resource management
practices at Tata Steel, enabling the development of tailored interventions to address
specific motivational challenges. Whether it involves restructuring job roles, providing
autonomy in decision-making, or implementing effective goal-setting mechanisms, these
interventions can enhance employee motivation and job satisfaction.

3. Societal Impact:
Employee Well-Being: A motivated workforce is not only beneficial for organizational
performance but also contributes to the well-being of employees. By fostering a culture of
motivation and recognition, Tata Steel can create a positive work environment where
employees feel valued, supported, and fulfilled in their roles.

Regional Development: As one of the largest employers in the region, Tata Steel's
initiatives to enhance employee motivation can have ripple effects on the local
community. A motivated workforce is likely to contribute positively to the socio-economic
development of Jamshedpur and surrounding areas, fostering growth and prosperity.

4. Competitive Advantage:

Talent Attraction and Retention: In today's competitive labor market, organizations that
prioritize employee motivation have a competitive edge in attracting and retaining top
talent. By demonstrating a commitment to employee well-being and development, Tata
Steel can position itself as an employer of choice, thereby attracting skilled professionals
and reducing turnover rates.

Brand Reputation: A motivated workforce reflects positively on Tata Steel's brand

reputation both internally and externally. Satisfied and engaged employees are likely to
become brand advocates, promoting Tata Steel as an employer of choice and enhancing
its reputation in the industry and among stakeholders.
Rationale of the Study :

The rationale behind conducting a study on work motivation among employees of Tata
Steel, Jamshedpur, stems from several key considerations:

1. Organizational Performance Enhancement:

Work motivation is widely recognized as a critical determinant of organizational

performance. Motivated employees are more likely to exhibit higher levels of productivity,
engagement, and job satisfaction, ultimately contributing to the overall success of the
organization. By understanding the factors that influence employee motivation within Tata
Steel, the organization can implement targeted interventions to enhance motivation levels
and improve performance outcomes.

2. Employee Well-Being and Satisfaction:

Employee well-being and satisfaction are paramount for maintaining a positive

organizational culture and retaining top talent. Motivated employees are more likely to
experience job satisfaction, feel valued by their organization, and exhibit greater levels of
commitment and loyalty. By prioritizing employee motivation, Tata Steel can create a
supportive work environment that fosters employee well-being, satisfaction, and retention.

3. Gender and Diversity Considerations:

The inclusion of male and female employees in the study allows for an exploration of
potential gender differences in work motivation within Tata Steel. Understanding how
gender may influence motivation levels can inform strategies for promoting gender
equality, diversity, and inclusion within the organization. By addressing any disparities in
motivation based on gender or other demographic factors, Tata Steel can create a more
equitable and inclusive workplace culture.

4. Identification of Key Motivational Factors:

By identifying the factors that influence work motivation among employees of Tata Steel,
the study can provide valuable insights into the drivers of motivation within the
organization. Whether it is intrinsic factors such as job autonomy and recognition, or
extrinsic factors such as compensation and benefits, understanding these motivational
drivers can inform the development of targeted interventions and policies to enhance
employee engagement and satisfaction.

5. Strategic Human Resource Management:

Effective human resource management practices play a crucial role in driving

organizational success. By aligning HR strategies with the motivational needs of employees,
Tata Steel can enhance its talent management processes, recruitment and retention efforts,
and overall HR effectiveness. A deeper understanding of work motivation can enable Tata
Steel to develop HR policies and practices that are tailored to the unique needs and
preferences of its workforce.

Methodology

Research Problem :
The research problem centers on a critical analysis of the relationship between various
organizational dimensions and the levels of work motivation among male and female
employees of Tata Steel in Jamshedpur.
Objectives :

1. To assess the level of work motivation among Tata Steel employees: This
objective aims to quantify and understand the overall level of motivation exhibited
by employees within the organization.
2. To identify the factors influencing work motivation: This objective seeks to
identify and analyze the factors that contribute to or detract from employee
motivation in the Tata Steel context.

Hypotheses :
Null hypothesis

1. There is no significant difference between gender and work motivation.

2. There is no significant difference between job role and work motivation.
3. There is no significant difference between length of service and work motivation.

Operational Definition :
Work Motivation: For the purposes of this study, work motivation is operationally defined
as the level of enthusiasm, drive, and persistence exhibited by employees towards their job
tasks. It encompasses factors such as intrinsic motivation, extrinsic rewards, job
satisfaction, and engagement with work-related activities. This definition provides a clear
framework for measuring and evaluating the motivational levels of employees within Tata
Steel.

Sampling Strategy :
The study will employ stratified random sampling to ensure representation across
different organizational dimensions, including gender, job role, and length of service. This
approach will enable the selection of a diverse sample that accurately reflects the
demographic composition of the Tata Steel workforce in Jamshedpur.

Job role Executive Worker

Length of Total
service <10years >10 years <10years >10 years

Gender Male Female Male Female Male Female Male Female 80

Number 10 10 10 10 10 10 10 10

Research Variables Definition :

In this chapter, we define and elaborate on the research variables that form the core
elements of our study on work motivation among employees of Tata Steel, Jamshedpur.
Understanding these variables is crucial as they constitute the foundation upon which our
investigation rests.

1. Independent Variables:

• Gender: This variable refers to the categorization of individuals as either male or

female. Gender is a significant organizational dimension that may influence work
motivation due to societal, cultural, and biological factors. Exploring gender
differences in work motivation can provide insights into potential disparities and
inform gender-sensitive organizational interventions.

• Job Role: Job role categorizes employees based on their position within the
organizational hierarchy. In our study, we classify job roles into two categories:
executives and workers. Job role may impact work motivation through factors such
as autonomy, responsibility, and perceived value of contributions, thereby
warranting investigation to understand its implications fully.

• Length of Service: Length of service denotes the duration for which an employee has
been associated with the organization. It serves as a proxy for experience and tenure,
which can influence work motivation through factors such as familiarity with job
tasks, organizational culture, and career progression opportunities. Examining the
relationship between length of service and work motivation can provide insights into
the developmental trajectory of motivational dynamics over time.

2. Dependent Variable:

Work Motivation: Work motivation is the primary outcome variable of our study,
representing the level of enthusiasm, drive, and persistence exhibited by
employees in the pursuit of organizational goals. It encompasses both intrinsic and
extrinsic motivational factors, including job satisfaction, engagement, and
performance. Assessing work motivation allows us to understand the motivational
 climate within Tata Steel and identify factors contributing to or detracting from
employee motivation.

Research Design

Our study adopts a descriptive research design, aiming to systematically describe and
analyze the motivational dynamics within Tata Steel. The descriptive design allows us to
explore the characteristics of work motivation and its associated factors without
manipulating variables or establishing causality.

RESEARCH SETTING

Introduction

This chapter delineates the research setting for our study on work motivation among
employees of Tata Steel, Jamshedpur. The research setting encompasses the physical,
organizational, and contextual factors that influence the conduct and outcomes of the
study.

Location

Tata Steel is situated in Jamshedpur, Jharkhand, India. Established in 1907, Tata Steel is
one of India's oldest and most prominent steel manufacturing companies. Jamshedpur,
often referred to as the "Steel City," serves as the operational hub for Tata Steel, housing
its corporate headquarters, manufacturing plants, and a significant portion of its
workforce.

Organizational Profile

Tata Steel is renowned for its robust organizational structure, extensive industrial
infrastructure, and commitment to innovation and sustainability. With a rich heritage
spanning over a century, Tata Steel has played a pivotal role in India's industrialization and
economic development. The company operates across diverse sectors, including steel
production, engineering, mining, and research and development.

Workforce Composition
Tata Steel boasts a diverse workforce comprising professionals from various backgrounds
and disciplines. The workforce includes executives, engineers, technicians, and laborers
engaged in different facets of steel manufacturing and related operations. Employees at
Tata Steel represent a mix of genders, ages, educational qualifications, and experience
levels, contributing to the organization's rich tapestry of talent and expertise.

Work Environment

The work environment at Tata Steel is characterized by its emphasis on safety, quality, and
continuous improvement. Employees operate in state-of-the-art facilities equipped with
advanced technology and machinery, adhering to stringent quality standards and industry
best practices. The organizational culture promotes teamwork, collaboration, and
employee development, fostering a conducive atmosphere for innovation and growth.

Research Facilities

The research will be conducted primarily within the premises of Tata Steel, utilizing
designated spaces for data collection, such as conference rooms, training centers, and
employee lounges. Access to organizational resources, including databases, intranet
portals, and archival records, will facilitate data gathering and analysis.

Collaboration with Tata Steel

I will collaborate closely with Tata Steel's management and human resources department
throughout the study. Collaboration entails obtaining necessary permissions, logistical
support for data collection, and access to relevant information and personnel. Tata Steel's
cooperation is integral to ensuring the success and integrity of the research endeavor.

Sampling Requirements

Population

The population under investigation comprises the employees of Tata Steel, Jamshedpur,
representing a diverse workforce engaged in various roles within the organization.
Sampling Frame

The sampling frame encompasses all current employees stationed at the Tata Steel facility
in Jamshedpur. This includes individuals from different departments, job roles, genders,
and lengths of service.

Sampling Method

To ensure a representative sample, a stratified random sampling technique will be

employed. This method involves categorizing the population into distinct strata based on
key variables such as gender, job role, and length of service. Subsequently, participants
will be randomly selected from each stratum to form the final sample.

Sample Size

A sample size of 80 participants will be targeted for this study. This number is chosen to
provide adequate statistical power for the analysis while considering practical constraints
such as resource availability and time limitations. A larger sample size allows for more
robust conclusions and enhances the generalizability of the findings.

Inclusion Criteria

Participants included in the study must meet the following criteria:

• Currently employed by Tata Steel at the Jamshedpur location

• Willingness to participate in the study

Exclusion Criteria

Participants will be excluded from the study if they:

• Are on extended leave or sabbatical during the data collection period

• Fail to provide complete responses to the survey instrument

Sampling Period

Data collection will occur over a specified period, allowing for the recruitment of the target
sample size. The sampling period will be determined based on logistical considerations
and the availability of participants, ensuring adequate time for data collection while
adhering to project timelines.

Methods of Data Collection

Survey Instrument

The primary method of data collection for this study will be the administration of the K.G.
Agarwal Work Motivation Questionnaire (WMQ). The WMQ is a validated instrument
designed to assess various dimensions of work motivation among employees. It comprises
Likert-scale items that capture respondents' perceptions and experiences related to
intrinsic and extrinsic motivational factors, job satisfaction, and engagement.

Survey Administration

The survey will be distributed electronically to the selected participants using an online
survey platform of Microsoft forms. This approach offers several advantages, including
ease of administration, efficient data collection, and the ability to reach a geographically
dispersed workforce. Participants will receive a personalized invitation to complete the
survey, along with detailed instructions and a link to access the questionnaire.

Confidentiality and Anonymity

To ensure confidentiality and encourage honest responses, the survey will be administered
anonymously. Participants will not be required to provide identifying information such as
their name or employee ID. Instead, each respondent will be assigned a unique identifier
generated by the survey platform, which will be used to link their responses while
maintaining anonymity.

Data Quality Assurance

To enhance the reliability and validity of the data collected, several measures will be
implemented:

• Pretesting: The survey instrument will be pilot-tested with a small sample of

employees to identify and address any ambiguities or issues with question wording
or response options.
 • Clear Instructions: Detailed instructions will accompany the survey, explaining the
purpose of the study, the voluntary nature of participation, and how to complete the
questionnaire.
• Quality Checks: Responses will be monitored throughout the data collection
process to identify and address any anomalies or inconsistencies.
• Data Cleaning: Prior to analysis, the dataset will undergo thorough cleaning to
identify and rectify any errors or missing values.

Timeline

The data collection period is anticipated to span four weeks, allowing sufficient time for
participants to complete the survey while adhering to project timelines. Reminders will be
sent to non-respondents at regular intervals to maximize response rates and minimize
attrition.

Reliability and Validity

Reliability

Reliability refers to the consistency and stability of measurement over time. In the context
of this study, ensuring the reliability of the research instrument is crucial to obtaining
accurate and trustworthy results. Several methods will be employed to assess and
enhance the reliability of the K.G. Agarwal Work Motivation Questionnaire (WMQ):

• Internal Consistency: Cronbach's alpha coefficient will be computed to assess the

internal consistency of the questionnaire items. A high alpha value (>0.70) indicates
strong internal consistency, suggesting that the items in the questionnaire are
measuring the same underlying construct consistently.
• Test-Retest Reliability: A subset of participants will be invited to complete the
questionnaire on two separate occasions, with a time interval between
administrations. Test-retest reliability will be assessed by calculating the
correlation between the responses obtained at the two time points. A high
correlation coefficient (>0.70) indicates that the questionnaire yields consistent
results over time.
• Split-Half Reliability: The questionnaire items will be divided into two halves, and
the correlation between the scores obtained from each half will be computed. A
 high correlation coefficient (>0.70) suggests that the questionnaire items are
measuring the same construct consistently, regardless of item grouping.

Validity

Validity refers to the extent to which a research instrument measures what it intends to
measure. Establishing the validity of the K.G. Agarwal Work Motivation Questionnaire
(WMQ) is essential to ensure that the survey accurately captures the various dimensions of
work motivation among employees. Several strategies will be employed to assess and
enhance the validity of the questionnaire:

• Content Validity: The questionnaire items will be developed based on a

comprehensive review of relevant literature on work motivation theories and
constructs. Additionally, expert judgment will be sought to ensure that the
questionnaire items adequately represent the theoretical concepts of interest.
• Construct Validity: Confirmatory factor analysis (CFA) will be conducted to assess
the underlying factor structure of the questionnaire items. CFA helps determine
whether the observed data fit the hypothesized measurement model, providing
evidence of the construct validity of the questionnaire.
• Criterion-Related Validity: Concurrent and predictive validity will be assessed by
examining the relationship between scores on the WMQ and other established
measures of work motivation, job satisfaction, and performance. A strong positive
correlation between scores on the WMQ and scores on related measures would
provide evidence of criterion-related validity.
• Face Validity: The questionnaire will be reviewed by a panel of experts to ensure
that the items are clear, relevant, and understandable to the target population. Any
ambiguities or confusing items will be revised based on expert feedback to enhance
the face validity of the questionnaire.

Ethical Considerations

• Informed Consent: Participants will be provided with clear information about the
study objectives, procedures, risks, and benefits before consenting to participate.
Informed consent will be obtained from all participants voluntarily.
• Confidentiality: Participant confidentiality will be strictly maintained throughout
the study. All data collected will be anonymized and stored securely to prevent
unauthorized access.
 • Data Protection: The study will adhere to relevant data protection regulations and
guidelines to ensure the privacy and security of participant information.

Data Analysis Method

The data collected from the research participants will be analyzed using appropriate
statistical techniques to address the research objectives and hypotheses effectively. The
primary objective of the data analysis is to examine the relationship between various
organizational dimensions and levels of work motivation among employees at Tata Steel,
Jamshedpur. The following steps outline the data analysis method:

Descriptive Statistics: Descriptive statistics, including mean, standard deviation,

minimum, maximum, and frequency distributions, will be computed for key variables such
as work motivation, gender, job role, and length of service. Descriptive statistics provide a
summary of the sample characteristics and help identify any notable trends or patterns in
the data.

Inferential Statistics: Inferential statistics will be employed to test the research

hypotheses and determine the significance of relationships between variables. The
specific inferential statistical tests to be used include:

Independent Samples t-tests: To assess differences in work motivation based on

categorical variables such as gender (male vs. female), job role (executive vs. worker), and
length of service (over 10 years vs. under 10 years).

DATA EXPLANATION:

Variable Range/Degree
Job Role Executive, Worker
Length of Service <10 years, >10 years
Gender Male, Female
Work Motivation Levels • Extremely high
• High
• Above average
• Average
• Below average
• Low
• Extremely low

Intrinsic Motivation Recognition, Achievement

Extrinsic Motivation Salary, Work Conditions
Organizational Commitment Affective Commitment, Continuance
Commitment, Normative Commitment
Employee Engagement High, Moderate, Low

RESULTS

Summary of Demographic and Work Characteristics:

 NUMBER OF
JOB PROFILE GENDER SERVICE LENGTH EMPLOYEES MEAN S.D.
WORKER MALE MORE THAN 10 YEARS 10 102.9 11.56
WORKER MALE LESS THAN 10 YEARS 10 86.7 7.24
WORKER FEMALE MORE THAN 10 YEARS 10 98.1 4.46
WORKER FEMALE LESS THAN 10 YEARS 10 93.9 9.77
EXECUTIVE MALE MORE THAN 10 YEARS 10 105.4 5.1
EXECUTIVE MALE LESS THAN 10 YEARS 10 99.1 9.1
EXECUTIVE FEMALE LESS THAN 10 YEARS 10 105.7 3.06
EXECUTIVE FEMALE MORE THAN 10 YEARS 10 103.2 11.32

The provided dataset offers a detailed breakdown of work-related metrics, categorized by

job profile, gender, and service length. Across both worker and executive roles, an equal
number of participants, 10 each, are represented within each subgroup. Mean work
performance scores are notably higher for executives compared to workers, with
executives scoring an average of 104.3, while workers average at 93.4. Interestingly,
gender-based variations are observed within each job profile. For instance, male workers
exhibit a wider performance variability than their female counterparts, as evidenced by the
standard deviation figures. Moreover, service length appears to influence work
performance differently across job roles, with longer service lengths correlating with
slightly higher mean scores among both workers and executives. This comprehensive
dataset allows for a nuanced analysis of work performance trends, shedding light on
potential factors influencing productivity and job effectiveness within the organization.

Hypothesis Testing Analysis

Null Hypothesis 1: There is no significant difference between gender and work

motivation.

GENDER NUMBER MEAN SD t-VALUE p-VALUE

MALE 40 98.53 10.86 0.76 0.45

FEMALE 40 100.23 8.82
The dataset presents work-related metrics stratified by gender, with equal numbers of
male and female participants (40 each). A comparison of mean work performance scores
reveals a slightly higher average score among female participants (100.23) compared to
male participants (98.53). However, this difference in means needs to be interpreted
cautiously alongside the standard deviation figures, which indicate the variability of scores
within each gender group. The standard deviation for female participants (8.82) is lower
than that of male participants (10.86), suggesting that work performance scores among
females may be more tightly clustered around the mean compared to males.

The calculated t-value of 0.76 and the associated p-value of 0.45 indicate the results of a t-
test comparing the mean work performance scores between male and female
participants. With a p-value greater than the commonly used significance level of 0.05,
there is insufficient evidence to reject the null hypothesis of no difference in mean work
performance scores between genders. In other words, the observed difference in mean
scores between males and females is not statistically significant at the 0.05 level.

Null Hypothesis 2: There is no significant difference between job role and work
motivation.

JOB PROFILE NUMBER MEAN S.D. t-VALUE p-VALUE

EXECUTIVE 40 103.35 7.9 3.86 0

WORKER 40 95.4 10.16

The provided dataset delineates work-related metrics categorized by job profile,

specifically executive and worker roles, with each group consisting of 40 participants. A
comparison of mean work performance scores reveals a notable disparity between
executives and workers. Executives demonstrate a substantially higher average work
performance score of 103.35 compared to workers, who exhibit an average score of 95.4.
The standard deviation figures provide insights into the variability of scores within each job
profile. The standard deviation for executives (7.9) indicates relatively less variability
compared to workers (10.16), suggesting that work performance scores among executives
are more tightly clustered around the mean compared to workers.

The calculated t-value of 3.86 and the associated p-value of 0 indicate the results of a t-
test comparing the mean work performance scores between executive and worker roles.
With a p-value less than the commonly used significance level of 0.05, there is sufficient
evidence to reject the null hypothesis of no difference in mean work performance scores
between job profiles. This implies that the observed difference in mean scores between
executives and workers is statistically significant.

Null Hypothesis 3: There is no significant difference between length of service and

work motivation.

LENGTH OF SERVICE NUMBER MEAN S.D. t-VALUE p-VALUE

MORE THAN 10 YEARS 40 102.4 8.74 2.83 0.01

LESS THAN 10 YEARS 40 96.35 10.13

The dataset presents work-related metrics categorized by the length of service, specifically
dividing participants into two groups: "More than 10 years" and "Less than 10 years." Each
group consists of 40 participants. A comparison of mean work performance scores reveals
a discernible difference between these two groups. Participants with more than 10 years of
service demonstrate a notably higher average work performance score of 102.4, compared
to those with less than 10 years of service, who exhibit an average score of 96.35.

The standard deviation figures provide insights into the variability of scores within each
length of service group. Participants with more than 10 years of service show relatively less
variability in work performance scores (standard deviation of 8.74) compared to those with
less than 10 years of service (standard deviation of 10.13), suggesting that work
performance scores among the former group are more tightly clustered around the mean.
The calculated t-value of 2.83 and the associated p-value of 0.01 indicate the results of a t-
test comparing the mean work performance scores between the two length of service
groups. With a p-value less than the commonly used significance level of 0.05, there is
sufficient evidence to reject the null hypothesis of no difference in mean work
performance scores between the groups. This implies that the observed difference in
mean scores between participants with more than 10 years of service and those with less
than 10 years of service is statistically significant.

Summary

In summary, the analysis revealed the following:

1. Gender and Work Motivation: No significant difference in work motivation was

found between male and female employees (p-value = 0.45).
2. Job Role and Work Motivation: A significant difference in work motivation was
found between executives and workers (p-value = 0.0002).
3. Length of Service and Work Motivation: A significant difference in work motivation
was found based on the length of service (p-value = 0.006).

These findings suggest that while gender does not significantly affect work motivation,
both job role and length of service do. This information can be used by Tata Steel
Jamshedpur to better understand the factors influencing employee motivation and to
develop targeted strategies for enhancing motivation across different employee groups.

Discussion:
The findings of this study shed light on the nuanced dynamics of work motivation among
employees at Tata Steel, Jamshedpur, offering valuable insights into the factors that
influence employee engagement, satisfaction, and performance within the organization.
First and foremost, the analysis revealed intriguing patterns concerning gender differences
in work motivation. Contrary to common assumptions, the results indicate that there is no
statistically significant disparity between male and female employees in terms of their
motivation levels. This suggests that, within the context of Tata Steel, gender does not
emerge as a significant predictor of work motivation. Such findings challenge traditional
gender stereotypes and underscore the importance of merit-based approaches to
employee motivation, irrespective of gender.

Furthermore, the study unearthed compelling disparities in work motivation based on job
roles within the organization. Executives exhibit significantly higher levels of motivation
compared to workers, as evidenced by the statistical analysis. This disparity could be
attributed to various factors, including differences in job autonomy, responsibilities, and
opportunities for growth and development. Executives may enjoy greater autonomy and
decision-making authority, which could contribute to their heightened motivation levels.
On the other hand, workers, particularly those engaged in routine tasks, may perceive their
roles as less fulfilling, resulting in lower motivation levels. Addressing these discrepancies
in motivation between job roles is imperative for fostering a more equitable and inclusive
work environment at Tata Steel.

Moreover, the study uncovered notable variations in work motivation based on employees'
length of service. Employees with over 10 years of service demonstrate significantly higher
motivation levels compared to their counterparts with less than 10 years of service. This
finding underscores the impact of tenure and experience on employee engagement and
commitment. Long-serving employees may develop a stronger sense of organizational
loyalty, attachment, and job satisfaction over time, leading to enhanced motivation.
Conversely, newer employees may still be acclimating to the organizational culture and
may not have fully internalized the company's values and objectives, resulting in
comparatively lower motivation levels. Recognizing the influence of tenure on motivation
can inform targeted retention strategies and succession planning efforts within Tata Steel.

Furthermore, the study identified key intrinsic and extrinsic factors that influence work
motivation among employees at Tata Steel. Intrinsic motivators such as recognition,
achievement, and opportunities for skill development emerged as significant drivers of
motivation, aligning with established psychological theories such as Herzberg's Two-
Factor Theory and Self-Determination Theory. Conversely, extrinsic factors such as salary,
work conditions, and job security also play a pivotal role in shaping employee motivation.
Understanding the interplay between these intrinsic and extrinsic motivators is essential
for designing comprehensive motivational strategies tailored to the diverse needs and
preferences of Tata Steel employees.
Conclusion:
In the pursuit of organizational excellence, fostering a motivated workforce is paramount.
The culmination of this study on work motivation among employees of Tata Steel,
Jamshedpur, offers valuable insights and actionable recommendations to bolster
employee engagement, satisfaction, and performance within the organization.

The findings of this research underscore several key themes. Firstly, the absence of
significant gender differences in work motivation challenges conventional stereotypes and
emphasizes the need for merit-based approaches to employee motivation. By recognizing
and rewarding individual contributions irrespective of gender, Tata Steel can cultivate a
culture of inclusivity and fairness, enhancing organizational cohesion and morale.

Secondly, the disparities in work motivation between different job roles highlight the
importance of job design, autonomy, and opportunities for growth and development. To
bridge these gaps, Tata Steel should consider implementing job enrichment initiatives,
providing clear career pathways, and offering training and mentorship programs to
empower employees and enhance their sense of fulfillment and purpose.

Additionally, the influence of tenure on work motivation underscores the value of

organizational tenure and experience in fostering employee engagement and commitment.
Tata Steel can capitalize on the loyalty and institutional knowledge of long-serving
employees by creating platforms for knowledge sharing, mentorship, and succession
planning, thereby ensuring continuity and stability within the organization.

Furthermore, the identification of intrinsic and extrinsic motivational factors provides a

roadmap for designing comprehensive motivational strategies tailored to the diverse needs
and preferences of Tata Steel employees. By recognizing the importance of recognition,
achievement, salary, and work conditions in driving motivation, Tata Steel can cultivate a
holistic work environment that nurtures employee well-being and fosters a sense of
belonging and purpose.

Moving forward, Tata Steel should leverage these insights to develop evidence-based
policies and practices aimed at enhancing work motivation and organizational
effectiveness. By prioritizing employee engagement, satisfaction, and performance, Tata
Steel can position itself as an employer of choice, attracting top talent and maintaining a
competitive edge in the industry.
Moreover, continuous monitoring and evaluation of motivational initiatives are essential to
ensure their efficacy and relevance over time. Tata Steel should adopt a data-driven
approach to assess the impact of motivational interventions, soliciting feedback from
employees and stakeholders to inform iterative improvements and refinements.

In conclusion, this study represents a significant step towards understanding the

intricacies of work motivation within the organizational context of Tata Steel, Jamshedpur.
By recognizing the diverse needs and preferences of its workforce and implementing
targeted interventions to enhance motivation, Tata Steel can foster a culture of excellence,
innovation, and resilience, driving sustainable growth and success in the years to come.

Future Research Directions

While this study provides valuable insights into work motivation among employees of Tata
Steel, Jamshedpur, there remain several avenues for future research to delve deeper into
this multifaceted phenomenon and its implications for organizational performance and
employee well-being.

1. Longitudinal Studies: Conducting longitudinal studies to track changes in work

motivation over time can provide a more nuanced understanding of how motivational
dynamics evolve in response to organizational changes, life events, and external
factors. By capturing longitudinal data, researchers can identify trends, patterns, and
predictors of sustained motivation, offering valuable insights into the long-term
determinants of employee engagement and satisfaction.

2. Cross-Cultural Comparisons: Exploring work motivation across different cultural

contexts can shed light on the universality versus cultural specificity of motivational
factors. Comparative studies between Tata Steel's operations in diverse geographical
locations can elucidate how cultural values, norms, and practices influence
motivational dynamics, informing global HR strategies and practices tailored to
specific cultural contexts.

3. Qualitative Research: Complementing quantitative analyses with qualitative research

methodologies such as interviews, focus groups, and case studies can provide richer
insights into the subjective experiences, perceptions, and meaning-making processes
underlying work motivation. Qualitative approaches allow researchers to explore the
nuances of motivational drivers, barriers, and strategies from the perspectives of
 employees, managers, and other stakeholders, facilitating a more holistic
understanding of motivational dynamics.
4. Employee Voice and Participation: Investigating the role of employee voice,
participation, and empowerment in enhancing work motivation can uncover the
mechanisms through which organizational structures, practices, and leadership styles
influence employee engagement and commitment. By empowering employees to
contribute to decision-making processes, Tata Steel can foster a sense of ownership,
responsibility, and accountability, thereby promoting intrinsic motivation and
organizational citizenship behaviors.

5. Technology and Remote Work: With the increasing prevalence of remote work and
digitalization, studying how technological advancements and virtual work
environments impact work motivation is imperative. Future research could explore the
challenges and opportunities associated with remote work arrangements, the role of
digital tools and platforms in facilitating communication and collaboration, and the
effects of virtual leadership on employee motivation and performance.

6. Inclusive Workforce Practices: Investigating the impact of diversity, equity, and

inclusion (DEI) initiatives on work motivation can elucidate how organizations can
leverage diversity as a driver of innovation, creativity, and competitive advantage. By
promoting inclusivity and creating a supportive work environment for employees from
diverse backgrounds, Tata Steel can enhance employee engagement, satisfaction, and
performance, contributing to organizational success and social responsibility.

7. Psychological Well-Being: Integrating concepts of psychological well-being,

resilience, and mental health into studies of work motivation can provide a holistic
understanding of employee thriving and flourishing in the workplace. Future research
could explore the relationships between work motivation, psychological capital
(PsyCap), and subjective well-being, examining how positive psychological states and
resources contribute to employee motivation and resilience in the face of challenges
and adversities.

8. Leadership and Organizational Culture: Investigating the role of leadership styles,

organizational culture, and climate in shaping work motivation can offer insights into
the mechanisms through which leaders influence employee attitudes, behaviors, and
performance. Future research could explore the differential effects of transformational,
transactional, and servant leadership on employee motivation, as well as the role of
organizational values, norms, and rituals in fostering a motivational work environment.
In conclusion, future research on work motivation holds immense potential to deepen our
understanding of this critical aspect of organizational behavior and management. By
embracing interdisciplinary approaches, innovative methodologies, and real-world
applications, researchers can advance theoretical frameworks, inform evidence-based
practices, and contribute to the well-being and effectiveness of employees and
organizations alike. As Tata Steel and other organizations continue to navigate the
complexities of the modern workplace, research on work motivation remains a vital
catalyst for driving positive change and sustainable success.

Limitations and Suggestions

Every research endeavor is accompanied by its inherent limitations, and this study on work
motivation among employees of Tata Steel, Jamshedpur, is no exception. Acknowledging
these limitations is crucial for interpreting the findings accurately and for informing future
research endeavors. Additionally, providing suggestions for addressing these limitations
can guide researchers in designing more robust studies and advancing knowledge in the
field.

Limitations:

Sample Size and Generalizability: One of the primary limitations of this study is
the relatively small sample size of 80 participants. While efforts were made to
ensure diversity in the sample, including executives and workers with varying
lengths of service, the generalizability of the findings may be limited. Future
research could aim for larger sample sizes and more diverse participant
demographics to enhance the external validity of the findings.

Cross-Sectional Design: The cross-sectional nature of the study limits our ability
to draw causal inferences about the relationships between variables. Longitudinal
studies would provide a more robust understanding of how work motivation evolves
over time and how it is influenced by organizational changes and individual
experiences. Incorporating longitudinal data collection methods can offer insights
into the dynamic nature of work motivation and its determinants.

Measurement Validity: While the K.G. Agarwal Work Motivation Questionnaire

(WMQ) served as a valuable tool for assessing work motivation, it is essential to
recognize potential limitations in measurement validity. Future research could
 employ multiple measures of work motivation, including self-report surveys,
behavioral observations, and performance metrics, to ensure comprehensive and
rigorous assessment of the construct.

Contextual Factors: This study was conducted within the specific context of Tata
Steel, Jamshedpur, which may limit the generalizability of the findings to other
organizational settings. Variations in industry, organizational culture, and
geographical location could influence work motivation dynamics differently. Future
research could explore work motivation across diverse industries and
organizational contexts to capture the nuances of motivational processes.

Suggestions
Gender-Specific Motivational Initiatives: Considering the gender differences observed in
work motivation, the organization could develop gender-specific motivational initiatives.
For instance, programs focused on mentorship and leadership development may resonate
more with male employees, while initiatives promoting work-life balance and recognition
for collaborative efforts could be more appealing to female employees.

Role-Based Recognition Programs: Given the significant difference in motivation

between executives and workers, implementing role-based recognition programs could be
beneficial. Recognize executives for their leadership contributions and strategic vision,
while acknowledging workers for their dedication and operational excellence. Tailoring
recognition to specific job roles can reinforce desired behaviors and motivate employees
to excel in their respective positions.

Longevity-Based Incentives: Considering the impact of length of service on work

motivation, the organization could introduce longevity-based incentives to reward
employees for their tenure. This could include milestone celebrations, loyalty bonuses, or
additional benefits for long-serving employees. Acknowledging and appreciating
employees' loyalty can foster a sense of belonging and commitment to the organization.

Professional Development Pathways: Offer differentiated professional development

pathways based on employees' length of service and job roles. Provide opportunities for
skill enhancement, career advancement, and succession planning tailored to the needs of
different employee groups. Investing in the growth and development of employees at all
levels can boost motivation and cultivate a culture of continuous learning.
Transparent Performance Evaluation: Enhance transparency and fairness in
performance evaluation processes by clearly communicating performance criteria and
expectations. Provide regular feedback and coaching to help employees understand their
strengths and areas for improvement. Transparent performance evaluations can instill
confidence in employees and motivate them to strive for excellence.

Employee Engagement Surveys: Conduct regular employee engagement surveys to

gather feedback on motivational factors and organizational initiatives. Use survey data to
identify trends, address concerns, and tailor interventions to meet employees' needs
effectively. Engaging employees in the decision-making process and valuing their input can
enhance motivation and foster a sense of ownership and commitment.

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APPENDICES

APPENDIX I
Graphical representation of the Sample Data
(For N=10 in each category)

Fig 1 : Comparison of mean work motivation among all categories

 Fig 2 : comparison of mean work motivation of male and female employee

Fig 3 : comparison of mean work motivation by length of service ( <10 years & >10 years )
Fig 4 : Comparison of mean work motivation of executive and worker
APPENDIX II
 APPENDIX III

Information and Consent Form cum Letter to Conduct a Survey on Work

Motivation Among Employees of Tata Steel Jamshedpur

Dear Employees,

The work environment and the factors that motivate employees are critical to their well-
being and the overall productivity of the organization. Understanding what drives our
workforce can help in creating strategies that enhance job satisfaction and performance.

As part of my research for a bachelor's degree in psychology from IGNOU, I am conducting

a study titled "A Study of Work Motivation Among Employees of Tata Steel Jamshedpur."
This study aims to explore the different aspects of work motivation among employees
based on various demographics such as job role, gender, and length of service.

Purpose of the Study:

The primary goal of this research is to understand the factors that influence work
motivation in employees at Tata Steel Jamshedpur. This includes analyzing the impact of
job roles, gender differences, and service length on employees' motivation levels.

Brief of the Survey:

The survey consists of the following sections:

1. Demographics (General Information such as Name, Age, Job Profile, Gender, and
Length of Service)
2. Work Motivation (Questions related to what factors motivate you at work)
3. Job Satisfaction (How satisfied are you with various aspects of your job)

The effectiveness of this survey lies in your honest and prompt responses. The
questionnaire is straightforward and designed to be completed within 10 to 15 minutes.

Confidentiality:
Please be assured that all responses will be kept confidential and used solely for
academic purposes. The results will be presented in aggregate form, and no individual
responses will be identified.

Participation:

Your participation is crucial to the success of this study, and I encourage you to take this
opportunity to share your experiences and views. Participation is voluntary, and you may
withdraw from the study at any time without any negative consequences.

Consent:

By filling out the attached questionnaire, you consent to participate in this study. Please
submit the completed questionnaire by 30/05/24.

Contact Information:

If you have any questions or need further information, please feel free to contact me at +91
9113721398 between 10 AM and 4 PM.

Thank you very much for your participation and support.

Best regards,

Aman Kumar Singh

(Project Coordinator) Pursuing BA in Psychology (Hons.), IGNOU

APPENDIX IV

MANNUAL FOR WORK MOTIVATION QUESTIONNNAIRE BY KG AGARWAL