Senior project for the bachelor of business degree motivation

Senior project for the bachelor of business degree:
Business Management

Motivation
Believe in yourself…never give up

Presented by:
Submitted to:

Acknowledgment

It is a great pleasure for me to acknowledge the assistance and support of those who have
provided their help and their time in the accomplishment of this project and in all fields of study
during the whole academic semester.
First I would like to express my gratitude to my family and my fiancée for supporting me
to reach this point.
I would like to thank my friends, especially ______________________________________
who were always there for me when I needed their help.
I would like to thank Dr_________________
for his encouragement and support, who has been a teacher and a friend throughout the
past three years. I would like to thank him for supporting me throughout the entire project.
I would like to thank all the people, friends and staff, who gave me a hand in a way or
another.

Table of Contents:
Chapter I: Introduction

_

1

1.1 Definition…………………………………………………….……2
1.2 Overview……….…………………………………………….…..3
A. Importance of Motivation………………………………..4
B. Concept of Motivation……………………………………6
C. Rules of Motivation……………………………………….7
D. Elements of Motivation…………………………………..8
E. Theories of Motivation (Quick View)….………………..8

Chapter II: Purpose

__________________

9

2.1 Purpose………………………………………………………………………………10
2.2 Material Used……………………………………………………11

Chapter III: From A to Z

_____13

3.1 Motivational Theories……………………………………..……14
A. Content Theory……………………………………………14
B. Process Theory…………………………………………….18

3.2 My analysis according to theories…………………….……….20
3.3 Practical Form (Automation Systems and Diagnostics)…….22
A. Overview………………………………………………….22
B. Mission & Vision………………………………………….23
C. Organizational Culture…………………………………..23
D. Accomplishments & Awards……………………………24
E. Organizational Chart……………………………………..26
3.4 Questionnaire……………………………………………………27
A. Employees’ Questionnaire………………………………27
B. Manager’s Questionnaire…………………………………28
3.5 Results……………………………………………………………33
A. Employees’ Results………………………………………33
B. Manager’s Results…………………………………………46

Chapter IV: Conclusion & Recommendations

_____59

4.1 Conclusion……………………………………………………….59
Chapter V: Reference

_____63

5.1 Reference………………………………………………………….63

List of Figures

________________

Fig. 3.0 | Maslow Hierarchy Diagram………………………………………….15
Fig. 3.1 | Management Interest in Motivation…………………………………33
Fig. 3.2 | HR Support…………………………………………………………….34
Fig. 3.3 | Types of incentives………………………………………………35
Fig. 3.4 | Incentive Satisfaction…………………………………………….36
Fig. 3.5| Incentive Effects………………………………………………..…37
Fig. 3.6 | Involvement of Decision Making………………………….……38
Fig. 3.7 |Goals and Objectives………………………………………..……39
Fig. 3.8 | Individually or with a Team……………………………………..40
Fig. 3.9 | Manager Treatment………………………………………………..41
Fig. 3.10| Kinds of motivation…………………………………………………42
Fig. 3.11| Expecting rewards…………………………………………………43
Fig. 3.12| feels of subordinate……………………………………………………………….44
Fig. 3.13| Spirit of competition………………………………………………………………45
Fig. 3.14| Employee motivation………………………….………………….46
Fig. 3.15| Ideal employee……………………………….……………………47
Fig. 3.16| classification……………………………….……………………….48

Fig. 3.17| Manager Identification……………………………………………49
Fig. 3.18| Employee selection………………………………………………..50
Fig. 3.19| Types of motivation………………………………………………51
Fig. 3.20| Importance of motivation………………………………………..52
Fig. 3.21| factors of motivation………………………………………………53
Fig. 3.22| Outcome from motivation………………………………………..54
Fig. 3.23| Motivational opportunities………………………………………55
Fig. 3.24| Employee psychological………………………………………….56
Fig. 3.25| Motivational traits…………………………………………………57
Fig. 3.26| Communication channels……………………………………….…58

Chapter I

Introduction:
Definition & Concepts

Objectives:

This Chapter will introduce the project and
some of its features; further details will be pointed
out in other chapters.

1.1 Definition:

Motivation is defined as an urge in an individual to perform goal directed behaviour.
Motivation cannot be inflicted from outside but it is an intrinsic desire in a person to achieve the
target goal through performance or activity.

In other words, motivation is to give reason, incentive, enthusiasm, or interest that causes a
specific action or certain behaviour. Motivation is present in every life function. Simple acts
such as eating are motivated by hunger; education is motivated by desire for knowledge. In
other words, motivation is a term that refers to a process that elicits controls and sustains
certain behaviours.

Motivation is the force that makes us do things: this is a result of our individual needs being
satisfied (or met) so that we have inspiration to complete the task. These needs vary from
person to person as everybody has their individual needs to motivate themselves. Depending
on how motivated we are, it may further determine the effort we put into our work and
therefore increase the standard of the output.

According to various theories, motivation may be rooted in a basic need to minimize physical
pain and maximize pleasure, or it may include specific needs such as eating and resting, or a
desired object, goal, state of being ideal, or it may be attributed to less-apparent reasons such as
altruism, selfishness, morality, or avoiding mortality.

Hence, they are personal and internal. Incentives on the other hand are external to the person.
They are made part of work environment by management in order to encourage workers to
accomplish task. The motivational model indicates that a sense of felt deprivation generates
needs and such needs create tension in an individual. The individual perceive and makes cost
benefit analysis on the ways and means of releasing such tension. Once such perception is
cleared, individual pounces upon the activities and achieves some results. If it is success he feels
rewarded and falls in the cycle of motivation again. If it is failure he feels punished and once
again after due modification of ways and means pounces back on the cycle or feels frustrated.
Therefore, motivation leads to a goal directed behaviour.

When we suggest factors (or needs) that determine the motivation of employees in the
workplace, almost everyone would immediately think of a high salary. This answer is correct
for the reason that some employees will be motivated by money, but mostly wrong for the
reason that it does not satisfy others (to a lasting degree). This supports the statement that
human motivation is a personal characteristic, and not a one fits all option.

1.2 Overview:
A. Importance of Motivation:
Motivation is one of the most important factors determining organizational efficiency. All
organizational facilities will go to waste in absence of motivated people to utilize these facilities
effectively. Every superior in the organization must motivate its subordinates for the right types
of behaviour. Motivation is an effective instrument in the hands of management in inspiring the
workforce. Motivation increases the willingness of the workers to work, thus increasing efficiency
and effectiveness of the organization.
•

Best utilization of resources: – Motivation ensures best and efficient utilization of all types of
resources. Utilization of resources is possible to their fullest extent if the man is induced to
contribute their efforts towards attaining organizational goals.

•

Reduction in Labour Problems: – all the members try to concentrate their efforts to achieve the
objectives of the organization and carry out plans in accordance with the policies and
programmes laid down by the organization if the management introduced motivational
plans. It reduces labour problems like labour turnover, absenteeism, indiscipline, grievances,
etc. because their real wages increase by the motivational plans.

•

Sizeable increase in production and productivity: – when motivated properly, people try to
put efforts produce more, thus increasing their efficiency and as a result of this general
production and productivity of the organization increases. They (motivated employees) use
the methods, system and technology effectively in the best interest of the organization.

•

Basis of Cooperation: – In a zeal to produce more the member’s work as team to pull the
weight effectively, to get their loyalty to the group and the organization, to carry out properly
the activities allocated and generally to play an efficient part in achieving the purpose which
the organization has undertaken’. Thus, motivation is a basis of cooperation to get, the best
result out of the efforts of the human beings on the job.

•

Improvement upon skill and knowledge:- all the members will try to be efficient as possible
and will try it improve upon the skill and knowledge to the progress of the organization

which, in turn will provide the promised and more, ultimately enabling them to satisfy their
needs – personal and social both.
•

Acceptance of organizational change: – change is the law of nature. Due to several changes in
the society, changes in technology, value system, etc. organization has to incorporate these
changes to cope with the requirement of the time. If people are effectively motivated, they
gladly accept, introduce and implement these changes without reserving any resistance to
change and negative attitude, thus keeping the organization on the right track of progress.

•

Better Image: – a firm that provides opportunities for the advancement of its people has a
better image in the minds of the public as a good employer. This, image helps in attracting
qualified personnel and thus simplifies the staffing function. This will also improve employee
satisfaction and reduce industrial stifle.
In other words, to achieve the organizational and individual goals in an economical and
efficient manner, motivation is an important tool in the hands of management to direct the
behaviour of subordinates in the desired and appropriate direction and thus minimize the
wastage of human and other resources.

B. Concepts of Motivation:
There are two main concepts of motivation: intrinsic and extrinsic. Intrinsic
motivation is internal. It occurs when people are compelled to do something out of
pleasure, importance, or desire. Extrinsic motivation occurs when external factors
compel the person to do something.
Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task
itself, and exists within the individual rather than relying on any external pressure. Intrinsic
Motivation is based on taking pleasure in an activity rather working towards an external
reward. For example, students who are intrinsically motivated are more likely to engage in the
task willingly as well as work to improve their skills, which will increase their capabilities.
Students are likely to be intrinsically motivated if they attribute their educational results to
factors under their own control, believe they have the skill that will allow them to be effective
agents in reaching desired goals.
Extrinsic motivation refers to the performance of an activity in order to attain an outcome, which
then contradicts intrinsic motivation. Extrinsic motivation comes from outside of the individual.
Common extrinsic motivations are rewards like money and grades, coercion and threat of
punishment. Competition is in general extrinsic because it encourages the performer to win and
beat others, not to enjoy the intrinsic rewards of the activity. A crowd cheering on the
individual and trophies are also extrinsic incentives.

C. Rules of Motivation:

There are seven rules of motivation summarized as the following:

First Rule: Set a major goal, but follows a path. The path has mini goals that go in many
directions when you learn to succeed at mini goals, you will be motivated to challenge grand
goals.

Second Rule: Finish what you start. A half finished project is of no use to anyone. Quitting is a
habit. Develop the habit of finishing self motivated projects.

Third Rule: Socialize with other of similar interest. Mutual support is motivating. We will
develop the attitudes of our five best friends. If they are losers, we will be a loser. If they are
winners we will be a winner.

Fourth Rule: Learn how to learn. Dependency in other for knowledge supports the habit of
procrastination. Man has the ability to learn without instructors. In fact, when we learn the art
of self education we will find, if not create, opportunity to find success beyond our wildest
dreams.

Fifth Rule: Harmonize natural talent with interest that motivates. Natural talent creates
motivation, motivation creates persistence and persistence gets the job done.

Sixth Rule: Increase knowledge of subjects that inspires. The more we know about a subject, the
more we want to learn about it. A self-propelled upward spiral develops.

Seventh Rule: Take risk. Failure and bouncing back are elements of motivation. Failure is a
learning tool. No one has ever succeeded at anything worthwhile without a string of failures

D. Elements of Motivation:

There are three elements of motivation:

First Element: Motivation starts with a need, vision, dream or desire through ideas, projects and
goals.
Second Element: Motivation continues with seeking for opportunities and accepting the risk.
Third Element: Accepting the result even if it’s negative and the ability to bounce back and
overcome the barriers.

E. Theories of Motivation (Quick view):

Motivation theories can be classified broadly into two different perspectives: Content
and Process theories. Content Theories deal with “what” motivates people and it is concerned
with individual needs and goals. Maslow, Alderfer, Herzberg and McClelland studied
motivation from a “content” perspective. Process Theories deal with the “process” of
motivation and is concerned with “how” motivation occurs. Vroom, Porter & Lawler, Adams
and Locke studied motivation from a “process” perspective. (Further details will be pointed in
chapter 3).

Chapter II

Purpose

Objectives:

This chapter will discuss the reason of choosing this
topic and the materials used

2.1 Purpose:

Choosing the topic “motivation” as a senior project is not easy, it needs a lot of
elaborations and illustrations of definitions, theories, researches, interviews, surveys to show and
present it to audiences and readers. This process is debatable and it has created many studies to
reach the concrete mean of “motivation”. Depending on the references I have searched in, I came
up with a definition for motivation in my own theory.

In this Chapter I will introduce my project and some of its
features; further detail will be pointed out in other chapters.

To pass the term motivation, a person should be active, conformist, broad minded, and has an
ambition, dream and desire to make his wishes true. Motivation describes the needs, desires or
wants to achieve goals and objectives, increases productivity; employees become more
committed to the work environment to proceed with the work smoothly.

In other words, motivation is defined as how behaviour gets started, energized, sustained,
directed and stopped. It’s the process that accounts for an individual’s intensity, direction and
persistence of effort toward the achievement of goals.

I have chosen this topic after my cousin attracted my attention and excited me to take
the decision to discus and talk about motivation in details and highlight its significance on our
social and business life. My cousin who lived the real meaning of motivation in his life, he has a
variety of dreams to reach in many aspects education, job, social life…. At the beginning, his
education has occupied a wide space in his life, his first major was civil engineering and he shall
finish his master’s degree soon. But he discovered that passing his first dream is impossible
since it’s somehow complicated. He kept on going and he didn’t give up. He has worked as an
engineer in a company to the very late hours and he has continued his studies at university. He
has built an excellent relationship with the managers and employees because of his
commitment and loyalty to the company.
He was able to pass over all the obstacles that he has faced because of his will. My cousin’s
experience as a business wise shows that good relationships between employees and managers,
cooperating with each other and working in one spirit drives the organization to success and
perfect results.
Increasing the reinforcement factor to build friendly relationship between the employer and the
employee, the employee will feel that he is a part of the business and member of the
organizational family when he is rewarded and received compensations. Motivation will reduce
the turnover so the employees will be proud of their job, accomplishments and be committed to.

Also, motivation will attract the brain workers to be the most successful expertise and the most
creative staff. I hope that the communication between the employer and his employee will be
built on one goal, one interest to focus on, benefit the organization and both of them.

2.2 Material Used:

In my senior project, I have used several kinds of materials to explain and illustrate the
topic using definitions, rules, theories…; also, depended on real stories that were incentive to me
in discussing “motivation” topic. In addition to that, the evidences about the Teletrade
Computer System Company presenting its history, vision, mission, organizational chart and
structure. I also, highlighted managers and employees conditions, motivations, competition and
rewards by questionnaire distributed to 6 mangers and 20 employees to prove that motivation
is the ideal process in the business field to guide an employee in reaching his organizational
goals and statistical survey that shows data and results clearly in which answers are diversified
among all.

Chapter III

From A to Z

Objectives:

This chapter will discuss all motivational theories
and implementing the process in a practical form.

3.1 Motivational Theories:

A. Content Theory:
The content theory includes the hierarchy of needs from Abraham Maslow and the twofactor theory from Herzberg. Maslow’s theory is one of the most widely discussed theories of
motivation.
1. Maslow’s Theory:
The American motivation psychologist Abraham H. Maslow developed the Hierarchy of
needs consistent of five hierarchic classes. It shows the complexity of human requirements.
According to him, people are motivated by unsatisfied needs. The lower level needs such as
Physiological and Safety needs will have to be satisfied before higher level needs are to be
addressed. We can relate Maslow’s Hierarchy of Needs theory with employee motivation. For
example, if a manager is trying to motivate his employees by satisfying their needs; according to
Maslow, he should try to satisfy the lower level needs before he tries to satisfy the upper level
needs or the employees will not be motivated. Also he has to remember that not everyone will
be satisfied by the same needs. A good manager will try to figure out which levels of needs are
active for a certain individual or employee. The basic requirements build the first step in his
pyramid. If there is any deficit on this level, the whole behaviour of a human will be oriented to
satisfy this deficit. Subsequently we do have the second level, which awake a need for security.
Basically it is oriented on a future need for security. After securing those two levels, the motives
shift in the social sphere, which form the third stage. Psychological requirements consist in the
fourth level, while the top of the hierarchy comprise the self- realization so theory can be
summarized as follows:

•

Human beings have wants and desires which influence their behaviour. Only unsatisfied
needs influence behaviour, satisfied needs do not.

•

Since needs are many, they are arranged in order of importance, from the basic to the
complex.

•

The person advances to the next level of needs only after the lower level need is at least
minimally satisfied.

•

The further the progress up the hierarchy, the more individuality, humanness and
psychological health a person will show.

The needs, listed from basic (lowest-earliest) to most complexes (highest-latest) are summarized
in the following graph:

Fig. 3.0|
Maslow Hierarchy Diagram
In the first level, physiological needs exist which include the most basic needs for humans to
survive, such as air, water and food.

In the second level, safety needs exist which include personal security, health; well-being and
safety against accidents remain.
In the third level, belonging needs exit. This is where people need to feel a sense of belonging
and acceptance. It is about relationships, families and friendship. Organizations fulfil this need
for people.
In the fourth level, self-esteem needs remain. This is where people looks to be respected and to
have self-respect. Achievement needs, respect of others are in this level.
In the top-level, self-actualization needs exist. This level of need pertains to realising the
person’s full potential.
2. Herzberg’s Two Factor Theory:
Frederick Herzberg’s two-factor theory, a.k.a. intrinsic/extrinsic motivation, concludes
that certain factors in the workplace result in job satisfaction, but if absent, they don’t lead to
dissatisfaction but no satisfaction. Motivation factors are intrinsic to the work itself and includes
factors such as achievement and recognition, if these two didn’t exist, the result was feelings of
no satisfaction rather than dissatisfaction.
He distinguished between: Motivators; (e.g. challenging work, recognition, responsibility)
which give positive satisfaction, and Hygiene factors; (e.g. status, job security, salary and fringe
benefits).
Hygiene factors are extrinsic to the work itself and include factors such as pay and job security.
It came out in response to the question about dissatisfaction and lack of motivation.
The dual structure theory
Depending on the above information this theory includes the combination of both theories
Maslow the hierarchy of needs and the two factor theory from Herzberg. The American
psychologist Maslow developed the hierarchy of needs consistent of classes as we have talked

about. It shows the complexity of human requirements. According to him people are motivated
by unsatisfied needs. Thus, the other theory of Herzberg concern in certain factors in the
workplace result in job satisfaction, but if absent, they don’t lead to dissatisfaction but no
satisfaction. This theory includes two factors motivators and hygiene is used because the
presence of it will not make you healthier but the absence can cause health deterioration.
3. Alderfer’s Theory:
Alderfer, expanding on Maslow’s hierarchy of needs, created the ERG theory. This theory
posits that there are three groups of core need — existence, relatedness, and growth, hence the
label: ERG theory. The existence group is concerned with providing our basic material existence
requirements. They include the items that Maslow considered to be physiological and safety
needs. The second group of needs are those of relatedness- the desire we have for maintaining
important interpersonal relationships. These social and status desires require interaction with
others if they are to be satisfied, and they align with Maslow’s social need and the external
component of Maslow’s esteem classification. Finally, Alderfer isolates growth needs’ an
intrinsic desire for personal development. These include the intrinsic component from Maslow’s
esteem category and the characteristics included under self-actualization.
4. McClelland’s Theory:
The three needs are: achievement, power and affiliation. According to this theory, all
employees have some combination of these needs. Individuals with a high need for
achievement tend to exhibit moderate levels of risk taking, a desire for concrete feedback on
their performance, a desire for problem-solving responsibility, and intendancy to set moderate
goals. They may also possess strong organizational and planning skills. This theory portrays the
need for power as a desire to assume leadership and to direct and command other people. Most
managers have a high need for power. The need of the affiliation reflects a desire for close,
cooperative and friendly relations with others. Since a person who has a high need have
affiliation needs harmonious relationships with people and needs to be accepted by others
(people oriented rather than task oriented).

B. Process Theory:
It explains how employees can be motivated to work in three diversified
theories.
1. Expectancy Theory (Victor Vroom):

Workers are most productive when they believe that there is a high probability
that the following relationships are true: efforts will lead to high levels of productivity;
high levels of productivity will result in desired outcomes and desired outcomes will
satisfy personal needs.
2. Equity Theory (Stacy Adams):

When an employee believes he or she is being fairly treated in comparison to
others in similar positions example: what do I receive in return for what I give? What
do others receive in return for what they give?
An employee believes that the ratio of outcomes he or she receives (pay, benefits, job
satisfaction) to the inputs he or she gives (education, knowledge, experience) is equal to
the ratio of what he or she sees others doing and receiving.
3. Reinforcement Theory (Skinner):
Skinner’s reinforcement theory is logical, if a manager responds in a positive way to an
employee’s behaviour, than the employee will perform the same way again, and the opposite
true.

–

Positive reinforcement: a manager can encourage similar behaviour by rewarding that
behaviour.

–

Negative reinforcement: a manager can encourage behaviour by removing a
punishment or unpleasant stimulus when the desired behaviour occurs.

–

Extinction: a manager can ignore behaviour to this courage that behaviour, especially
if it has been rewarded in the past.

–

Punishment: a manager can punish an employee for bad behaviour to discourage the
employee from performing that way again.

3.2 My Analysis According to Theories:
Motivational theories are classified in two different perspectives: content and
process. Maslow, Alderfer, Herzberg and McClelland are the leaders of content theories
that deal with what factors motivate people. On the other hand, Victor Vroom, Stacy
Adams, Skinner studied motivation from process perspective that concern on how
motivation occur. A motivated employee is someone that work hard because they feel
fulfilled when they do so. Maslow argued that individuals have a hierarchy of needs
thus true motivation is achieved by fulfilling higher order needs. Alderfer another
theorist who expands Maslow’s theory and talk more about the satisfaction of needs
which will reflect on employees’ behavior and performance. Herzberg talked about the
two factors that affect motivation intrinsic and extrinsic ones. In addition, to that he

present clearly what motivates employees such as motivators and hygiene factors? Now
come to the last theorist of content perspective which is McClelland that put three needs
to achieve motivation such as achievement, affiliation and power. While, Victor Vroom
in the process perspective assumed that productivity is the goal. Stacy Adams talked
about equity between employees and the ratio of receiving outcomes with comparison
to others. And at last Skinner who discussed the reinforcement theory present the
relation between employees and managers.
In my opinion, I think all theories from the two perspectives are applicable and efficient
because motivation process could be maintained and applied in different ways to
support and encourage employees towards progress and development. But according
to me, I see that the dual structure theory of Maslow and Herzberg is the best theory to
be implemented in any company to achieve goals and objectives taking into
consideration employees’ circumstances and work conditions. This theory covers all
aspects that should a company care of to come up with better improvements and
greater performance in the business field. Especially, Herzberg that talked about two
significant factors intrinsic and extrinsic plays a role in motivating employees and
increasing their productivity. I am persisting to highlight about the outcomes from
applying any motivational theory since all cover the important positions of
implementing it in work. Finally, I would like to mention briefly why motivation is
necessary to continue and prove success due to the increasing of productivity, lower
absenteeism, lower turnover, increase commitment, increase satisfaction, retain existing
employees and attract new employees.

3.3 Practical Form of the Project (ASD Power):

To implement my project, I have chosen “ASD Power” (Automation Systems and
Diagnostics) as an excellent service company to prove that motivation is a very important process
in business field. ASD Power is specialized in power measurement, control and automation
industry. Designing and building complex monitoring and controlling systems, integrated
electronics and developed software are a core capability of ASD.

A. Overview:
ASD was founded in 2001 by Mr. Chuck Nasrallah. Prior to establishing ASD, Mr.
Nasrallah was the manager of the Diagnostic and System Automation Group at ABB-USA’s
Corporate Laboratory. He directed scientists and engineers; prepared technical proposals, cost
estimates and managed projects on time and within budget.
Since the humble start and ASD is achieving steady growth in power measurement, control and
automation industry. ASD is now recognized for Designing and building complex monitoring
and control systems, integrated electronics and software development. ASD has accomplished
projects and installed systems in several locations over the United States and other countries.
ASD is located in Suite 416, Marina Center, Haret Koubah, Chwifat, Lebanon, and they have a
Lab in Baakata AlShouf and their main branch is in United States.

B. Mission & Vision:
ASD mission is shaped out by certain guiding principles that they respect and follow.
Commitment: ASD keeps promises in delivering projects or products at the right time, budget
and quality.
Communication: ASD communicates regularly with their clients throughout the project timeline
to insure progression. It seeks to build outstanding relations with its clients and opportunities
for future cooperation.
Innovation: ASD firm ensures innovation in its designs and scope of work. ASD is far apart
from imitations or competitors.
Continuous Improvements: ASD is ready for any alteration or addenda upon customers’
requests.
ASD is dedicated to value added technologies and system solutions. ASD solution approach
suits those who seek dealing with fewer suppliers and avoid integrating disparate systems and
components. ASD never hesitates to incorporate complementary technologies into its systems
when it proves to introduce further flexibility and convenience. The highly skilled team at both
hardware and software levels is always ready to meet customers’ needs. The methodology
starts by managing and conducting feasible studies and continues through design, installation
and commissioning any project size.

C. Organizational Culture:
Working with ASD is a vital, refreshing experience. The company continues to
recruit the best active and experienced, believing that success of institutions relies
massively on its human resources. ASD drives in a very special organizational structure
that revolves around two words: Family and devotion. After all, ASD is a family
business and therefore considers all its members as such. The work spirit between all

employees is so friendly and team based that no one considers himself obliged to come
at work but rather is happy to contribute to this organization that is building on him
and will fairly share the spoils of success with. The human resources team build on the
staff by motivation, continuous learning, transparency and intimacy. The company’s
employees are always incited to learn more and increase their knowledge in order to
become aware of everything running in the company. They are supported and
motivated whenever the need arises, and can always find advice regarding their
professional or their personal lives. This reigning culture has been a very powerful
contributor to creating a sense of loyalty and devotion into each and every employee.
Furthermore this devotion land loyalty has proved to generate the best work quality
and performance than under any other circumstances. Soft Impact considers this quality
and performance to be a main component to the building of a success story.

D. Accomplishments & Awards:
ASD has accomplished several projects in the US and abroad. Projects are custom to the
client’s requirements. Same system is achieved in different ways for different clients due to
existing constraints. ASD is always ready for challenging projects. Here below are some projects:

–

Arrestor Impulse Test System

–

Arrestor Aging Test System

–

Heating & Drying System – I2R

–

Upgrade Three Phase Hipotronics/Biddle Test Systems

–

Connectors Test System

ASD works hard to distinguish itself from others. It is the pride that they
feel when their work is recognized and awarded. Some of their projects that
were awarded:

–

Technique to determine D.C. Drift and noise level in Process Measurement

–

Measurement System for RTD Bypass Flow

–

Calibration and Test System for Radio Frequency Interference

–

Automatic Planar Disk Winding System

–

Acoustic Optical System for Partial Discharge Detection and Location

–

Multiple patents pending and patents disclosure

ASD is always ready to share with the public the conducted studies, researches or
projects. Here is a list of the latest publications.
–

Signal Validation and Failure Correction for Power Water Reactor Steam
Generator

–

Advanced Digital Feed Water Control

–

Noise, Fault, Surge Withstand and Radio Frequency Interference

–

Capteur(s) à Fibres Optiques (Fibber Optic Sensor) (Book – Published in French)

E. Organizational Chart:
General Manager
Operations Manager

Information

Marketing

Technology
Manager

Manager

System &
Network

Project

Manager

Manager

Functional
Operational
Manager

Admin & HR
Manager

Business
Development
Manager

Admin & HR
Executive

Marketing
Executive

System Analysist
& Designer

Hardware
Executives
Software
Executives

Network

Team Leader

Quality
Assurance

Software
Engineer

Quality
Tester

Technicians

Test Writers

Executives

3.3 Questionnaire:

A. Employees’ Questionnaire:

Respected Madam / Sir
As a part of my project I would like to gather some information from you (managers &
employees) which help me in depth study of project I would be obliged if you cooperate with
me in filling the questionnaire since it is used for academic purpose, the information gathered
will be strictly confidential.
Kindly fill the following:

1-Managment is really interested in motivating the employees?

o Strongly agree
o Agree
o Disagree
o Strongly disagree
o Neutral

2-Are you satisfied with the support from the HR department?

o Satisfied
o Highly satisfied
o Dissatisfied
o Highly satisfied
o Neutral

3-Which type of incentives motivates you more?

o Financial
o Non financial
o Both
4-How far you are satisfied with the incentive provided by the organization?

o Satisfied
o Highly satisfied
o Dissatisfied
o Highly dissatisfied
o Neutral

5-When you get an incentive; do you feel excited and energized?

o Yes
o No
o Neutral
6-Does the management involve you in decision making which are connected to your
department?

o Yes
o No
o Occasionally

7-Did your job help you to reach your goals and objectives in life?

o Yes
o No
o Neutral

8-You prefer to work:

o Individually
o With a team

9-If you are a manager; do you prefer to reward or punish your employees?

o Reward
o Punish
o Both

10-What motivates you to work well?

o Promotion
o Money
o Workaholic
o All the above

11- What did you expect as reward from your work in future?

o Promotion
o Money

o Experience
o An additional point on my CV

12-Do you feel that you are subordinate in your work?

o Yes
o No
o No answer

13-Do you have the spirit of competition in applying your tasks?

o Yes
o No

B. Manager’s Questionnaire:

Respected Madam / Sir
As a part of my project I would like to gather some information from you (managers &
employees) which help me in depth study of project I would be obliged if you cooperate with
me in filling the questionnaire since it is used for academic purpose, the information gathered
will be strictly confidential.
Kindly fill the following:

1-How do you motivate your employees to get the job well done?

o Bonus
o Promotion
o Encouragement
o Competition

2-Who is the ideal employee?

o Responsible employee
o Loyal, hard worker
o Target achieved
o Have team spirit

3-Under what category you put yourself?

o Leader
o Manager
o Both
4-What kind of manager or leader you identify yourself?

o Autocratic
o Democratic
5-In what situation you will select your employee to give him empowerment?

o Improver employee
o Achiever big deal
o Trustful
o Hard worker

6-Choose the type of the motivation required in the employees?

o Intrinsic motivation
o Extrinsic motivation

7-Why motivation is so important for an organization?

o Increase productivity
o Employee commitment
o Management development
o All the above

8-According to you, which of the following factors plays an essential role in motivating an
employee?

o Psychological determination
o Competition factor
o Stimulating of investing efforts

9-What outcome expected from the motivated employees?

o Self control and creativity
o Good organizational growth
o Accomplishments of timely commitments
10-In your opinion, what does motivation brings to the employees?

o Career opportunities
o Good compensation and rewards
o Recognition and status

11-Which of the following attributes revitalize the motivational factor among the employees
psychological?

o Supervision
o Achievements
o Good working condition

o Continues career growth

12-Choose the motivational trait that benefits the employees:

o Job security
o Appreciation for good work
o Good wedges

13- Does the communication channels opened between you and your employees?

o Yes
o No

3.4 Results:

A. Employees’ Results:
After distributing the questionnaire over 20 employees the following results are obtained:

1-Managment is really interested in motivating the employees?
20%

Agree

60%

Strongly Agree

7%

Disagree

3%

Strongly Disagree

10%

Neutral

AGREE
SRONGLY AGREE
DISAGREE
STRONGLY DISAGREE
NEUTRAL

Fig. 3.1 | Management Interest in Motivation

According, to the above results employees consider there management as an ideal since
it care about motivating them due to the percentages (60% strongly agree). In addition, to the
high interest the management have in motivation process and is caring about applying and
implementing it.
2- Are you satisfied with the support from the HR department?
45%

Satisfied

40%

Highly Satisfied

4%

Dissatisfied

1%

Highly Dissatisfied

10%

Neutral

SATISFIED
HIGHLY SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
NEUTRAL

Fig. 3.2 |
HR Support

At this question employees have variety of answers some are highly satisfied 40%,
others are highly dissatisfied 1%, and this shows that the majority of employees are satisfied
with the support and encouragement of HR department.
3- Which type of incentives motivates you more?
30%

Financial

20%

Non Financial

50%

Both

financial
non financial
both

Fig.
3.3 | Types of Incentives

When I asked employees about incentives and what kind they prefer, answers were
diversified 30% choose financial, others 20% for non financial but the majority 50% choose both.
This shows that employees are motivated more when both incentives are given such as salaries,
wedges, commissions, employee of the month….

4-How far you are satisfied with the incentive provided by the organization?
45%

Satisfied

47%

Highly Satisfied

1%

Dissatisfied

2%

Highly Dissatisfied

5%

Neutral

satisfied
highly satisfied
dissatisfied
highly dissatisfied
neutral

Fig.
3.4 | Incentive Satisfaction

After observing the results, approximately more than half of employees are
satisfied with the incentives provided by the organization.

5-When you get an incentive; do you feel excited and energized?

80%

Yes

5%

No

15%

Neutral

yes
no
neutral

Fig.
3.5 |Incentive Effects

According to the survey, 80% of employees are excited and energized when they
get an incentive thus, they will do their best for more accomplishments.

6-Does the management involve you in decision making which are connected to your
department?

70%

Yes

10%

No

20%

Occasionally

yes
no
occasionally

Fig.
3.6 | Involvement of Decision Making

The statistical survey shows that the management open communication channels
between them and employees and let them share and participate in decision making.

7-Did your job help you to reach your goals and objectives in life?

70%

Yes

5%

No

25%

Neutral

yes
no
neutral

Fig.
3.7 | Goals & Objectives

Depending on the results, employees who are working in this organization feel
that they are a part of the business, involved and committed to. In other words, they are
reaching their gaols and personal objectives due to the environment that allow them to
do.

8- You prefer to work:
10%

Individually

90%

With a Team

individually
wiyh a team

Fig.
3.8 | Individually or With a Team

The high percentage of working within a team shows the team spirit that
employees have which considered as an incentive to have high performance and
increase productivity.

9-If you are a manager; do you prefer to reward or punish your employees?
60%

Reward

5%

Punish

35%

Both

70%
60%
50%
40%
30%
20%
10%
0%
reward

punish

both

Fig.

3.9 | Manager Treatment

In this question I saw a positive point of view because to reward is to be a
democratic manager guiding employees to avoid mistakes encourage them to do their
best.

10-What motivates you to work well?
30%

Promotion

18%

Money

12%

Workaholic

40%

All the above

45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
promotion

money

workaholic

all the above

Fig.

3.10 | Kinds of Motivation

The answers were broad for this question since 30% promotion, 18% money, 12%
workaholic but the high percentage is for all 40%. This shows that not only one
incentive encourage employees but the combination of variety of choices.

11- What did you expect as reward from your work in future?
25%

Promotion

25%

Money

30%

Experience

20%

An Additional Point on my CV

35%
30%
25%
20%
15%
10%
5%
0%
promotion

money

experience

an additional piont

Fig.

3.11 | Expecting Rewards

I liked to know from this question what they are expecting as reward from work in
future this shows how much the organization is interested about labour conditions even after
long time.

12-Do you feel that you are subordinate in your work?

55%

Yes

40%

No

5%

No answer

yes
no
no answer

Fig.
3.12 |Feel of Subordinate

The high percentage of yes answer of employees that feels subordinate in their
work. Unfortunately, most of employees want to be responsible to do need tasks.

13-Do you have the spirit of competition in applying your tasks?
95%

Yes

5%

No

yes
no

Fig.
3.13 | Spirit of Competition

The difference between the 2 results was too great but this indicates that competition
energized them more to reach their goals with high performance.

B. Manager’s Results:

After I distributed the questionnaire to be filled by 6 managers, i obtained the following results:

1-How do you motivate your employees to get the job well done?

25%

Bonus

23%

Promotion

20%

Encouragement

32%

Competition

35%

30%
25%
20%
15%
10%
5%
0%

bonus

promotion

encouragment

comptition

Fig

3.14 | Employee Motivation

The answers were diversified but I limited in four just to notice their thinking
about four important aspects. The results were near to each other since motivation
could be done with many ways to encourage the staff.

2-Who is the ideal employee?

25%

Responsible employee

25%

Loyal, hard worker

25%

Target achieved

25%

Have team spirit

responsible employee
loyal, hard worker
target acheived
have team spirit

Fig.
3.15 | Ideal Employee

For this question the results are identical 25% for four answers but all these characters of
employees couldn’t get place only if they are rewarded and motivated with different factors.

3-Under what category you put yourself?

50%

Leader

38%

Manager

12%

Both

leader
manger
both

Fig.
3.16 | Classification
This question is just to know if a person can classify himself according to
accomplished tasks, if they are capable to lead and manage the staff.

4-What kind of manager or leader you identify yourself?

0%

Autocratic

100%

Democratic

120%
100%
80%
60%
40%
20%
0%
autocratic

democratic

Fig.

3.17 | Manager Identification

100% democratic is delighted result for a company which is highly positive to the
reputation of a company in encouraging and supporting employees.

5-In what situation you will select your employee to give him empowerment?

25%

Improver employee

23%

Achiever big deal

22%

Trustful

30%

Hard Worker

improver employee
acheiver big deal
trustful
hard worker

Fig.
3.18 | Employee Selection

For this question variety of answers for what situation the employee will be given an
empowerment, if an employee is empowered, so he will feel that he has the right to take actions
and decisions that will increase his performance to be successful by his job.

6-Choose the type of the motivation required in the employees?

35%

intrinsic motivation

65%

extrinsic motivation

intrinsic motivation

extrinsic motivation

35%

65%

FFig. 3.19 |
Types of Motivation

Extrinsic motivation is the most type required among employees since competition
factors that are done among employees, good work conditions that that company
offered to them, good wedges, bonuses….. All these compensations financial and non
financial are given to support employees and motivate then toward achieving objectives
and goals

7-Why motivation is so important for an organization?

20%

Increase productivity

10%

Employee commitment

10%

Management development

60%

All the above

100

90

80

70

60

50

40

30

20

10

0
Increase Productivity

Employee Commitment

Management Development

All the above

Fig.
3.20 | Importance of Motivation

According to the percentages of this question 60% is the highest result for the
combination of three elements (increasing productivity, employee commitment and
management development)

This shows that the existence of these three elements build a strong motivational
organization.

8-According to you, which of the following factors plays an essential role in motivating an
employee?

27%

Psychological determination

50%

Competition factor

23%

Stimulating of investing efforts

50%
45%
40%
35%
30%

Psycological determination

25%

Competition factor

20%

Stimulating of investing efforts

15%
10%
5%
0%

Fig. 3.21 | Factors of Motivation
Depending on the gathering information managers see that competition factors are
highly used as an incentive to improve employees’ performance and increase their
productivity.

9-What outcome expected from the motivated employees?

45%

Self Control and Creativity

30%

Good Organizational Growth

25%

Accomplishments of Timely Commitments

Accoomplishment of timely
commitments

Self control & creativity

good organizational growth

Fig.
3.22 | Outcome from Motivation
It’s clearly to notice that managers are waiting for outcomes from the staff. Answers
were categorized in three elements. Some expect that they will receive self control and
creativity others good organizational growth and the lowest percentage for
accomplishments of timely commitments. This show that how much the employees
capable to control themselves, broad minded and creative this interfere in the
accomplishments of tasks and growth development of the organization due to the new,
unusual ideas that will be shared.

10-In your opinion, what does motivation brings to the employees?

20%

Career opportunities

45%

Good compensation and rewards

35%

Recognition and status

career opportunities
good compensation&rewards
recognition&status

Fig.
3.23 | Motivation Opportunities
Of course, motivational process will add energy to employees will encourage and
support them. Also, it will bring benefits at different aspects such as career
opportunities, rewards and status.

11-Which of the following attributes revitalize the motivational factor among the employees
psychological?

18%

Supervision

22%

Achievements

30%

Good working condition

30%

Continues career growth

supervision
achievments
good working condition
continious career growth

Fig.
3.24 | Employees’ Psychological
For this questions results are near to each other, mangers see employees’ psychological
situation from different perspectives. Surely, good working condition will reflect on the
employees productivity since how much they are relax in work how much will improve
their performance. In addition to the continuous growth that will encourage them to fix
it and complete in this way.

12-Choose the motivational trait that benefits the employees:

42%

Job security

18%

Appreciation for good work

40%

Good wedges
45
40
35
30
25
20
15
10
5
0

Job Security

Appreciation for good
work

Good wedges

Fig. 3.25 |Motivational Trait
According to managers opinions the most motivational traits that benefit employees are
job security and good wedges rather than appreciation for good work. Whenever and
wherever an employee feels secure, his rights are preserved and respected and he is
receiving good wedges that value his work will be more motivated to do his best.

13- Does the communication channels opened between you and your employees?

98%

Yes

2%

No

yes
no

Fig. 3.26 |Communication Channels
It’s a delighted; attracted result shows the interaction between managers and
employees, how much they are sharing ideas and opinions in addition to the
participation in decision making. Thus communication will enrich brainstorming
process in creating, innovating and finding new ways to do things better. So,
communication will give the organization the opportunity to succeed.

Chapter IV
Conclusion& Recommendations

Objectives:

As a conclusion, I would like to have a quick view….

4.1 Conclusion:

As a conclusion, I would like to have a quick view about the ASD Power Company
and the outcome results depending on a variety of questions distributed to managers and
employees. ASD Power executes the dual structure theory that includes the hierarchy needs of
Maslow and the two factors of Herzberg. In the statistical survey, I asked deeply about
employees’ conditions in the organization from the motivation perspective to notice if the
management is really interested in this topic and the employees are satisfied with the incentives
and compensations that are provided by the management. After observing the results, I have a
positive image about the organization due to the high percentages of satisfaction that
employees show in the questionnaire. On the other hand, I asked the managers several
questions to know more about the ideal employee, expectations in the future, type of motivation
required in the employees, also I’m curious to know from them why motivation is important to
the ASD to continue its progress and development. The results are excited and positive in which
managers are providing employees the appropriate incentives and interest about them from
social life to work conditions.

Every human being has a dream wants to be true, has needs wants to be satisfied, has the desire
to wants to be an effective member and ideal person in social life and work. From this point, I
took an action to discuss this topic “motivation” in details to clear the view of its importance
and benefits that affect our lives. Also, I liked to prove how a person should believe in himself
and capabilities, never give up and learn from failures to exceed barriers and hurdles and
express himself confidently.
According to me as what I observed in the business field I think that managers can use variety
of ways to motivate their employees to improve their performance, increase productivity and
ensure their commitment, in addition to the good reputation the company will gain and the
attraction of new employees.

Communicational channels must be open between managers and employees since managers’
behaviour can make sense in driving employees’ performance. So, a manager must show
concern for the individual by providing support to resolve work related problems, also should
listen to employees demands and problems without forgetting to mention that managers should
provide tools needed by employees to do their job efficiently.
I would like to have some recommendations to managers in order to succeed in motivating
their employees.
At first, managers must think about employees’ strengths. Second, teach employees to measure
their own success since employees who keep track of their performance are able to notice and
document their development. Third, measure and track motivation levels yet if start to measure
motivation you can realistically expect to learn how to manage it. Fourth, ask employees what
they want because they have different gaols and desires, therefore, need different performance
and development opportunities. So, to maximise motivation ask each one what turns them on.
Fifth, explain your reward system in which arbitrary rewards generate worst, not motivation.
So, managers must respect employees and inform them fully about any rewards. Sixth,
managers must ask an important question “what do employees think” thus to share ideas and
opinions. In this case employees will be part from the business and participate in decision
making.

Finally, I would like to mention that motivation is to answer the following question “why we do
what we do”. The motivation theories try to figure out what is the importance of motivation
and highlight the duty of an entrepreneur is to motivate people. I strongly believe that
motivating people with visionary and shared goals are more favourable than tactics, incentives
or manipulation through simple carrot and stick approaches because motivation with vision is
natural whereas the former is artificial.
To sum it up, I would like to tell that “motivation” project is the biggest project I worked on till
now, it took all the semester of hard work to complete it but it was worth because during the
fall semester I have achieved more experience and qualified skill

Chapter V
References

Objectives:

This chapter will list all the references that were used for
the completion of the project.

1-Motivation. (2008) In Merriam-Webster’s online dictionary. Retrieved Nov 1, 2008, from
http://www.merriam-webster.com/dictionary/motivation.
2-http://asdpower.com
3-

Overview, mission and vision, accomplishments: http://asdpower.com/aboutus.html

4-http://asdpower.com/services.html

5-http://asdpower.com/contactus.html
6-: Wendy pan, self improvement and motivation
http://EzineArticles.com/?expert=Wendy_Pan
7- Importance of motivation
: Motivation & Growth Added By: Soni Kushwaha on Dated: 12-Jun-2009 01:06 PM
www.faridabadcity.com/articleDisplay.php?a=26
8- The Times 100 & Wilson and Wilson Publishing Ltd – Registered in England: 2358851 VAT:
651438343
http://businesscasestudies.co.uk/businesstheory/people/motivation.html#ixzz1he6Vb
9- www.skills2lead.com/process-theories-of-motivation.html
10-www.speechmastery.com/content-theory-of-motivation.html
11- Wendy, Pan, Self Improvement and Motivation
http://EzineArticles.com/?Expert=WendyPan
12-Motivation & Gross Added By: Soni Asshwaha on Dated: 12/Jun/2009

http://www.saridabadcity.com/articleDisplayed.php?a=26
13-Baumeister, R.F.; Vohs, K.D. (2004), Handbook of self-regulation: Research, theory, and
applications, New York: Guilford Press, p. 574
14-Carver, C.S.; Scheier, M.F. (2001), On the self-regulation of behavior, New York: Cambridge
University Press, p. 460
15- Elements of Motivation By: Captain Bob Webb
http://www.motivation-tools.com/elements/index.htm
16-The Times 100 & Wilson & Wilson Publishing Ltd – Registered in England: 2358851Vat
http://businessstudies.co.uk/business-theory/people/motivation.html#ixzzlhe6mnsVb

…