Analyzing Employee Motivation at ZOAN Rentals Inc. - MGT2030Y

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This assignment analyzes the issue of low motivation among employees at ZOAN Rentals Inc., a property rental company. The assignment begins with an overview of the company's background, including its size, location, and organizational values. The core problem identified is declining employee motivation, which is impacting both attitudes and performance. The assignment then delves into the diagnosis of the underlying issues contributing to this problem. It requires the application of organizational behavior theories, models, and research studies to explain how these issues are causing the decline in motivation. Specifically, the assignment likely explores the impact of needs theories, such as Maslow's Hierarchy of Needs, Herzberg's Motivation-Hygiene Theory, and McClelland’s Theory of Needs, to identify the key factors affecting employee motivation at ZOAN Rentals Inc. The aim is to provide a comprehensive understanding of the problem and propose potential solutions based on these theoretical frameworks.

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VOLUME NO. 8 (2017), ISSUE NO. 07 (JULY ) ISSN 0976-2183
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VOLUME NO. 8 (2017), ISSUE NO. 07 (JULY ) ISSN 0976-2183
INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT
A Monthly Double-Blind Peer Reviewed (Refereed/Juried) Open Access International e-Journal - Included in the International Serial Directori
http://ijrcm.org.in/
ii
CONTENTS
Sr.
No. TITLE & NAME OF THE AUTHOR (S) Page
No.
1. SERVICE QUALITY OF HOTEL FLATS – EXPERIENCE OF PHILIPINO TOURISTS
MAYA MADHAVAN & DR. A.P. GEORGE 1
2. CHALLENGES AND OPPORTUNITIES OF SELF HELP GROUPS IN MARKETING THEIR PRODUCTS
K. LAKSHMI & DR. S. RAMACHANDRAN 6
3. A STUDY OF COMMERCIAL BANKING SERVICE QUALITY AND CUSTOMER SATISFACTION
ABDUL KHALIQUE TALUKDER & DR. AMALESH BHOWAL 10
4. INFLUENCE OF ‘GREEN ATMOSPHERICS’ ON ECO – FRIENDLY CONSUMERS – A STUDY WITH REFERENCE TO TAMIL NADU
K. SHARIFA NIZARA & DR. I. MOHAMED SHAW ALEM 14
5. AN EMPIRICAL INVESTIGATION OF RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND JOB PERFORMANCE IN INDIAN
MANUFACTURING SECTOR
DR. DEVENDER SINGH MUCHHAL & DR. AJAY SOLKHE
18
6. A STUDY OF CUSTOMER PERCEPTIONS TOWARDS SELECT MALLS IN INDIA
GRISHMA PATEL & DR. RAJENDRA JAIN 22
7. TIME VALUE OF MONEY: ISSUES & CHALLENGES WITH REFERENCE TO E-PAYMENT SERVICES IN PRIVATE BANKING COMPANIES IN
BANGALORE
DR. MAHESHA KEMPEGOWDA & SUJATHA.S.L
28
8. THE EFFECT OF REAL EXCHANGE RATE ON INDIA’S TRADE BALANCE
DR. AMAL SARKAR 32
9. TEAM-LEVEL ANALYSIS OF STUDENT TEAMS ON CRUCIAL CHARACTERISTIC FACTORS FOR CREATIVITY
YEH, YU-MEI, LI, FENG-CHIA & LIN, HUNG-YUAN 38
10. A COMPARATIVE STUDY OF PROFITABILITY OF PUBLIC AND PRIVATE SECTOR BANKS
POONAM & V.K. GUPTA 41
11. SURVIVAL OF EARTHEN DOLL PRODUCTS AND THE CONTEMPORARY TRADE - AN ARGUMENT ON POTENCY OF BENGAL POTTERY
KANDARPA KANTI HAZRA & DR. ARUP BARMAN 45
12. CELEBRITY ENDORSEMENT: A REVIEW AND RESEARCH AGENDA
AJIT KUMAR NANDA & PUSHPENDRA KHANDELWAL 49
13. BEHAVIOURAL ACCOUNTING PRACTICES IN STEEL AUTHORITY OF INDIA LIMITED
TAJINDER KAUR 55
14. IMPACT OF ORGANIZATIONAL COMMITMENT ON BURNOUT: A STUDY AMONG THE EMPLOYEES IN RETAIL SECTOR IN INDIA
DR. AMAN KHERA 58
15. TQM AND ECONOMIC PERFORMANCE AT WORKING IRON AND STEEL FIRMS OF HYDERABAD-KARNATAKA REGION
K C PRASHANTH 63
16. THE EMERGING ORGANIZED JEWELRY RETAILERS IN INDIA AND THEIR CHALLENGES: A QUALITATIVE STUDY APPROACH
DR. TANU NARANG 69
17. A STUDY ON THE SCOPE OF SUSTAINABLE ALTERNATIVE EMPLOYMENT GENERATION IN KADMAT ISLAND, LAKSHADWEEP
PAZHANISAMY.R 72
18. PRIORITY SECTOR LENDING BY COMMERCIAL BANKS IN RAJASTHAN
DR. POONAM NAGPAL, SHACHI GUPTA & PRACHI GUPTA 78
19. A STUDY OF IMPACT OF RAW MATERIAL PRICES ON SHARE PRICES WITH SPECIAL REFERENCE TO CRUDE OIL PRICE AND NIFTY ENERGY
INDEX
SHALINI SAGAR & DR. RAKESH KUMAR
82
20. EMPIRICAL STUDY ON LABOUR WELFARE PRACTICES IN ORGANISED RETAIL TEXTILE SHOPS IN TIRUCHIRAPPALLI CORPORATION LIMIT
DR. A. JOHN PETER & D. ALLEN ROSE SHAMINI 85
21. IMPACT OF GST ON COMMON MAN
PARASURAMAN SUBRAMANI & DR. N. SATHIYA 91
22. LIQUIDITY & PROFITABILITY ANALYSIS OF THE PHARMACEUTICAL COMPANIES OF INDIA
MINTIBAHEN BIJENDRA SINHA & DR. DEEPIKA SINGHVI 97
23. A STUDY ON FOREIGN INVESTMENT & ITS IMPACT ON GROWTH OF FOOD & AGRICULTURE SECTOR IN INDIA
POOJA KUMARI & DR. P.SRI RAM 100
24. ENUMERATION OF SERVICES AND CATEGORIZATION OF CUSTOMER’S PROBLEM ON MOBILE BANKING: A REVIEW
P. SARAVANA GUPTA & DR. K. SUBRAMANIAM 104
25. CONSUMER PREFERENCE TOWARDS F M RADIO IN NORTH KARNATAKA
SHIVASHARANA G B & SURESH ACHARAYA 106
26. MOTIVATION AND ITS IMPACT ON INDIVIDUAL PERFORMANCE: A COMPARATIVE STUDY BASED ON MCCLELLAND’S THREE NEED
MODEL
HANSIKA KHURANA & VAISHALI JOSHI
110
27. RELATIVE IMPORTANCE OF SERVQUAL DIMENSIONS – A STUDY ON RETAIL BANKING SERVICES OF INDIA POST
ANINDRA KUMAR HALDAR 117
28. MODELING THE CAUSES OF STAGNATION OF A MATURED CAPITALIST ECONOMY WITH OPEN ECONOMY
SAIKAT BHATTACHARYA 122
29. CORPORATE SOCIAL RESPONSIBILITY AND THEIR IMPACT ON IT COMPANIES
PAYOJ RAJ SINGH 127
30. A STUDY ON STRESS MANAGEMENT OF EMPLOYEES WITH SPECIAL REFERENCE TO STERLING HOLIDAYS, OOTY
K. SINDUJA & S. SUGANYA 130
REQUEST FOR FEEDBACK & DISCLAIMER 134

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MOTIVATION AND ITS IMPACT ON INDIVIDUAL PERFORMANCE: A COMPARATIVE STUDY BASED ON
MCCLELLAND’S THREE NEED MODEL
HANSIKA KHURANA
ASST. PROFESSOR
GARGI COLLEGE
UNIVERSITY OF DELHI
DELHI
VAISHALI JOSHI
INDEPENDENT RESEARCH SCHOLAR
# 2065, OUTRUM LINES
GTB NAGAR
ABSTRACT
Motivation lies at the core of all managerial activities. It is an effective tool for managers to create a willingness to work so that organizational goals can be
achieved. Many thinkers and psychologists have given their own inferences on what motivation is but it all comes down to a single meaning – desires and aspirations
that urge people to give their best. Over the years, many theories on motivation have emerged and each of them has their own relevance. The aim of our study was
to understand the drives of people in terms of the three motivators given by David McClelland in his Three Need Model. 100 people from different backgrounds
were surveyed on the basis of a structured questionnaire. The proportion of males and females was kept equal. The responses were recorded on a Five-Point Likert
Scale. Simple statistical measures such as Mean and Standard Deviation were used to evaluate the results. The findings have a theoretical as well as a practical
relevance.
KEYWORDS
David Mcclelland, motivation, achievement, power, affiliation.
1. INTRODUCTION
s per Rensis Likert, motivation is the core of management. It is a significant function performed by managers at all levels so that goals of th
can be accomplished. Many techniques are available to managers and he may choose the technique that is best suited to his organization.
Robert Dubin defines motivation as“the complex of forces starting and keeping a person at work in the organization. Motivation is something that moves
a person into action, and continues him in the course of action already initiated.”
The behavior of man depends on the stimulus and stimulus is dependent on motives. Therefore, by studying a person’s needs and desires, his m
known. This becomes an effective tool for management since they can predict behaviors based on the motivators.
1.1 THEORIES OF MOTIVATION
Over the years, many theories have been formulated to explain different motivation levels for different people. Motivation could arise from Intrin
(factors which arise naturally or within) or Extrinsic factors (factors which are based on an external stimulus).
Some of the widely accepted theories are Abraham Maslow’s Need Hierarchy Theory, Douglas McGregor’s Theory X and Theory Y, Herzberg’s Two
David McClelland’s Three Need Model, etc. to name a few
1.2 DAVID MCCLELLAND’S THREE NEED MODEL
In the early 1940s, Abraham Maslow created a Theory of Needs. He identified that needs of individuals follow a certain order or hierarchy. Higher
gaining importance once the lower level need is satisfied.
Based on his work, David McClelland wrote a book in 1961, The Achieving Society. He identified three motivators and the dominance of each exp
and characteristics of each person.
These needs were as follows:
i. Need for Achievement (n.Ach)
ii. Need for Power (n.Pow)
iii. Need for Affiliation (n.Aff)
According to McClelland, these motivators are learned (which is why this theory is sometimes called the Learned Needs Theory).
McClelland says that, regardless of gender, culture, or age, everyone has three motivating drivers, and one of these will be a dominant motivatin
dominant motivator is largely dependent on culture and life experiences.
McClelland’s theory is important because it helps to identify the drivers so that goals can be set and jobs can be designed efficiently.
i. Need for Achievement:
People with a high nAch have a compelling drive to succeed. They strive for personal achievement rather than the rewards for success, which fol
observed that high achievers differentiated themselves from others by their desire to do things better. High achievers dislike succeeding by chan
calculated risks which would guarantee success.
People motivated by achievement need challenging, but not impossible, projects. They thrive on overcoming difficult problems or situations. Peo
achievement work very effectively either alone or with other high achievers.
ii. Need for Power
People with a high nPow strive to impact, influence and control others. They prefer being in status oriented positions and enjoy competing.
McClelland categorized power into two categories:
- Personalized Power: for the personal gain of an individual, and
- Institutionalized Power: for the social benefit of many others
Those with a high need for power work best when they're in charge. Since they enjoy competition, they do well with goal-oriented projects or tas
also be very effective in negotiations or in situations in which another party must be convinced of an idea or goal.
iii. Need for Affiliation
People with high nAff require harmonious relationships with others and have a desire to feel accepted. They tend to conform to group norms and
agreeable than others. They display unique characteristics such as a sincere interest in the feelings of others, a strong desire to gain approval fro
a high degree of mutual understanding
People motivated by affiliation work best in a group environment. They also dislike uncertainty and risk.
A

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2. REVIEW OF LITERATURE
In the early 20th Century, money was taken to be the most important factor while working. However, a series of researches conducted by Elton Mayo
known as the Hawthorne Studies (1920s) paved the way for a new conclusion. It was not solely the money but other contributing factors, which l
work-related attitudes.
Different definitions of motivation have emerged over the years. The word motivation is derived from the word “motive” which means any idea o
prompts a person into action. Motivation has been defined as “a decision making process through which the individual chooses desired outcome
motion the behaviors appropriate to acquiring them” (Huczynski & Buchanan, 1991).
S.P. Robbins (2005) defined motivation as the “willingness to exert high levels of effort towards organizational goals, conditioned by the ability to
individual need”. According to Robbins (2005), a need is an internal state that makes certain outcomes appear attractive; an unsatisfied need cr
stimulates drives within an individual.
The process of motivation usually begins with identifying a need which is deficient. According to Arnold, Robertson and Cooper (1991), a needs-r
the process of motivation is initiated by the conscious or unconscious recognition of unsatisfied needs. The needs create wants, which turn into d
or obtain something. Thus, at the very outset, it becomes fundamental to create a motivation strategy. Herzberg et al. (1959) proposed that an
motivation to work is best understood when the respective attitude of that employee is understood. That is, the internal concept of attitude whic
a state of mind, when probed, should reveal the most pragmatic information for managers with regard to the motivation of workers.
Work related motivation is essential to our study since most of the theories are centered on this. The performance and continuity of every organi
on its key assets, capabilities of management and the efficiency of employees. To keep an employee satisfied is a major challenge for managem
people have different desires. Understanding these and devising an appropriate course of action is the basic essence of studying motivation. Uric
stated that a motivated employee would increase the capability of the organization to achieve its mission, goals and objectives. It will also engag
build a strong organizational culture.
Human Motivation, in McClelland’s perspective (McClelland, 1985), is the arousal of particular motives in a specific setting. A motive is a reason f
act in a certain manner or to undertake a specific course of action. It drives, directs and selects the behavior of an individual. He stipulated that t
motives are useful in understanding most work-related behavior; the need for achievement, the need for power and the need for affiliation. The w
and his colleagues established that while such needs exist in every individual, their dominance varies. It is the pattern of a person’s motive stren
the most indicative of occupational performance and success.
3. RESEARCH METHODOLOGY
The design employed for this research was a descriptive survey. A descriptive research attempts to describe characteristics of a population or ph
studied. However, it does not answer why, when or how the characteristics occur. For this purpose, a sample of individuals is taken so that attrib
population can be described.
The target sample size was 100. They were a mix of people working either in the corporate sector or running their own businesses while a few ot
studying.
This selection was made so that comparisons could be made with regard to the most dominating need among the groups.
A standardized questionnaire was taken and fifteen questions were asked, each pertaining to one of the three needs as per David McClelland. Th
categorized as follows:
a. Need for Achievement (nAch) – a drive to excel and grow
b. Need for Power (nPow) – a drive to influence others
c. Need for Affiliation (nAff) – a drive to establish and maintain close relationships.
A five-point Likert Scale was used for the purposes of the study where the values allotted had the following weights:
5 – Strongly Agree
4 – Agree
3 – Neither Agree nor Disagree
2 – Disagree
1 – Strongly Disagree
Responses were collected and conclusions were drawn gender-wise and occupation-wise. Of the data collected, the proportion of males and fem
equal. However, 72% of the total number of people surveyed belonged to the Service Sector (i.e. Working Professionals), 18% were those running
Businesses (i.e. Self Employed) and 10% were students.
The aim of the study was to understand whether any considerable differences existed in the dominance of the three needs or if any need was co
forefront for all the people surveyed.
4. FINDINGS AND RESULTS
Fifteen questions pertaining to McClelland’s Three Need Theory were asked and each of these questions was equally divided into the three needs
Questions were answered on the basis of the Five-Point Likert’s Scale.
The following tables show the percentage of people who responded to each of the questions as per the scale.

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TABLE 1
Percentage of respondents for each option
S.No. Need for Achievement (nAch) 5 4 3 2 1
1 I try very hard to improve my past performance at work 26% 54% 16% 3% 0%
2 I enjoy a difficult challenge 22% 52% 14% 11% 1%
3 I want to know how I am progressing as I complete tasks 29% 55% 10% 4% 1%
4 I enjoy setting and achieving realistic goals 25% 50% 20% 5% 0%
5 I enjoy the satisfaction of completing a difficult task 46% 44% 5% 3% 0%
Percentage of respondents for each option
S.No. Need for Power (nPow) 5 4 3 2 1
1 I enjoy competition and winning 26% 49% 18% 6% 0%
2 I enjoy being in charge 34% 42% 13% 10% 0%
3 I confront people who do things I disagree with 9% 37% 26% 27% 1%
4 I enjoy influencing others to get my way 16% 29% 27% 25% 2%
5 I often work to gain more control over the events around me16% 38% 34% 10% 2%
Percentage of respondents for each option
S.No. Need for Affiliation (nAff) 5 4 3 2 1
1 I often find myself talking to those around me about non-work matters14% 33% 28% 20% 5%
2 I want to be liked by others 24% 52% 22% 2% 0%
3 I tend to build close relationships with co-workers 16% 41% 28% 14% 1%
4 I enjoy belonging to groups and organizations 20% 40% 27% 12% 1%
5 I enjoy working with others more than working alone 17% 36% 26% 13% 7%
From the above table, it can be seen that the majority of the responses lie towards option 4i.e. Agree. Approximately one-fourth of the sample chooses to remain
neutral by choosing option 3 i.e.Neither Agree nor Disagree while only a minute fraction seem toStrongly Disagree with the questions.
If we look at the individual needs, the average response rate for option 5 i.e.Strongly Agree is highest in the case of Need for Achievement (nAch) at 30%, followed
by Need for Power (nPow) at 20%. The average response rate of Need for Affiliation (nAff) was the lowest at 18%.
4.1 COMPARISON OF MEANS AND STANDARD DEVIATIONS
We subdivided our sample into two categories:
- Males and Females
- Working Professionals, Business Owners and Students
Based on the responses given by them, we analyzed their mean scores and variation in responses.
While an Average or Mean helps to derive the central tendency of the data in question, the Standard Deviation helps to measure the dispersion i
4.1.1 Gender-Wise comparison of Mean and Standard Deviation
The following table shows the mean scores and standard deviations pertaining to each of the three needs.
TABLE 2
Males Females
Mean Standard Deviation Mean Standard Deviation
Achievement 20.42 3.08 19.76 2.45
Power 18.26 3.59 17.74 3.16
Affiliation 17.78 3.65 18.06 2.51
From the above table, it is observed that while the Need for Achievement remains a dominant need for both men and women, men have margina
than women on two fronts i.e. the need for Achievement and the need for Power. Women however, have a higher average score as compared to
comes to the need for Affiliation. This shows that women seem to give more importance to building inter-personal relationships at work in compa
This is shown in Figure 1.
The ranking of needs as per the above table is given as follows:
TABLE 3
Ranking of Needs
Males Females
Achievement 1 1
Power 2 3
Affiliation 3 2
A Standard Deviation gives a measure of dispersion. Larger the value of the standard deviation, the greater is the dispersion of data from the cen
Males have higher dispersion in terms of their responses as compared to females. Therefore, it seems that women are more prone to giving rank
the mean value while men seem to give differing responses. One observation to be made here is that the standard deviation of women’s score fo
is higher in comparison to the other two needs. This could imply that a few women strive for more power and influence than others. Figure 2 dep
FIGURE 1