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ORGNIZATION

BEHAIVOURMotivation and Job involvementThis project is submitted to respected Sir Suleiman Anwar

2009

Hunsain & Umar & Fayyaz & Daud & RizwanGift Universty

4/06/2009


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SUBMITTED TO:

SIR SULEIMAN ANWAR

SUBMITTED BY:

GLOWERSHUSNAIN TARIQ

08110030

UMAR SHAHAZAD

08110037

FAYYAZ MALIK

08110035

DAUD GHANI

08110054

M. RIZAWN

08110133

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ACKNOWLEDGEMENT

We are really thankful to Sir Suleiman Anwar for his kind guidance & time & are alsothankful to our respondents to give their worthwhile time for success of this researchreport.

SUMMARY

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As per the requirement of Subject Organizational Behaviors, this project has been done

on the Main issue of Motivation and Job Involvement.After we have select our hypothesis. We conduct an research having sample size of15.First we prepare a questionnaire and fill it from 15 different Employee.

After this step we analyze the data and interpret it with the help of Pie Charts & BarGraphs. After this we made the result of the Interpretation and give therecommendations.

MOTIVATION

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AND JOB INVOLEMEN T

MOTIVATION

The processes that account for an individuals intensity, direction,

and persistence of effort toward attaining a goal.

KEY

ELEMENT

1. Intensity: how hard a person tries2. Direction: toward beneficial goal3. Persistence: how long a person tries

Maslows Hierarchy of Needs

Self Esteem

Social

Safety

Physiological

Individuals cannot move to the next higher level until all needs atthe current (lower) level are satisfied.

Intrinsic vs Extrinsic motivation

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In the same line with Gardner, Deci and Ryan (1985) created the

intrinsic/extrinsic motivation theory. They claim that learners who areinterested in learning tasks and outcomes for their own sake (Intrinsic)rather than for rewards (extrinsic) are likely to become more effectivelearners. More specifically, according to them, intrinsic motivation refers tomotivation to engage in an activity because that activity is enjoyable andsatisfying to do. Extrinsically motivated behaviors are those actions carriedout to achieve some instrumental end, such as earning a reward oravoiding a punishment. This type of motivation does not necessarily imply alack of self-determination in the behaviors performed. Dickinson (1987)claims that success enhances motivation only in children who are focusedon learning goals, that is, who are intrinsically motivated. According toKoestner & McClelland (1990), research on intrinsic motivation has led tothe conclusion that intrinsic motivation will be greatest under conditions thatfoster feelings of challenge, competence, and self-determination. They alsoclaim that if external events enhance feelings of competence, as whensomeone is told he or she has done a task very well, intrinsic motivation islikely to increase. By contrast, events that lead to feelings of incompetenceare likely to undermine intrinsic motivation.

JOB INVOLEMENT

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Identifying with the job, actively participating in it, and

considering performance important to self-worth

Introduction

job involvement has been defined as an individuals psychologicalidentification or commitment to his / her job (Kanungo, 1982a). It is thedegree to which one is cognitively preoccupied with, engaged in, andconcerned with ones present job. Job involvement involves theinternalization of values about the goodness of work or the importance of

work in the worth of the individual. As such individuals who display highinvolvement in their jobs consider their work to be a very important part oftheir lives and whether or not they feel good about themselves is closelyrelated to how they perform on their jobs. In other words for highly involvedindividuals performing well on the job is important for their self esteemBecause of this people who are high in job involvementgenuinely care forand are concerned about their work.The construct of job involvement is somewhat similar to organizationalcommitment in that they are both concerned with an employeesidentification with the work experience. However the constructs differ in that

job involvement is more closely associated with identification with onesimmediate work activities whereas organizational commitmentrefers to ones attachment to the organization It is possible for example tobe very involved in a specific job but not be committed to the organizationor vice versa).

Literature Review

Generally it is believed that job involvement by positively affectingemployees motivation and effort, leads to higher levels of in-role

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For instance Brown and Leigh (1996) in their study found that job

involvementhad both direct and indirect effects via effort on performance.More specifically they found that the modest but statistically significantrelationship between job involvement and performance became nonsignificant when effort was inserted into the model,

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Introduction

Dubai Islamic Bank has the unique distinction of being the worlds first fully-fledged Islamic bank, a pioneering institution that has combined the best oftraditional Islamic values with the technology and innovation thatcharacterise the best of modern banking. Since its formation in 1975, DubaiIslamic Bank has established itself as the undisputed leader in its field,setting the standards for others to follow as the trend towards Islamic

banking gathers momentum in the Arab world and internationally.Islamic banking and finance is now one of the worlds fastest-growingeconomic sectors that comprise more than 400 institutions with assetsunder management in excess of US$ 1 trillion (US$1,000 billion).

In this context, the role of Dubai Islamic Bank is even more impressive. Yet,the bank remains true to its roots as a customer-centered organisationwhere close personal service and understanding form the basis of all itsrelationships. Tradition and heritage join with a commitment to flexibility,

innovation and modernity, so that customers of every nature are providedwith comprehensive solutions to all their financial needs.

Islamic banking Dubai is one of the world's fastest-growing economicsectors, comprising close on 200 institutions responsible for assetsestimated at more than $200 billion. Different Islamic banking sectors ofDubai for helping customers in easy banking includes :

Retail Banking

Private Banking Johara Banking Business Banking

Corporate Banking Investment Banking Real Estate finance Sharia Board

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Electronic Banking Service- (Online Banking, Mobile Banking,

Calculator, Phone Banking.)

Dubai Islamic Bank is a public joint stock company whose share is quotedon the Dubai Financial Market. The bank reported AED 1.56 billion in netprofit for the year ended December 31, 2006 rising by 47% compared toAED1.06 billion for the year ended December 31, 2005. The profit for 2006,including depositors' profits, stood at AED 3.3 billion, an increase of 65%compared to AED 2 billion for the year ended December 31, 2005.Financing and investment operations also delivered strong growth, withtotal investment and financing assets including investments in Sukuks for

the Nakheel Group raising US$3.52 billion which stood at AED 38.8 billion,an increase of 28% over last year. Customer deposits also showed anaggressive growth of 43% over last year reaching AED47.7 billion in 2006.

The bank has been proactive in creating partnerships and alliances at localand international level. Few up coming projects and few on going projects:

DIB to open branch in Dubai Industrial city. DIB launches new branch on AL Ittihad road. DIB team highlights strength of Islamic Finance sector to London-

based institutional investors. DIB concludes Emarati programme for 36 UAE nationals. DIB sets up campaign on Johara banking service DIB and AL HAMAD GROUP sign AED 735 million credit facility

agreements.

As a leading bank in UAE, Dubai Islamic Bank is dedicated to the nation'seconomic development and prosperity and also providing products and

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services in the realm of corporate finance to stimulate trade and industry

progress and expansion

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QUESTIONS

1. Describe the work environment or culture in which you are most

productive and happy.

a) people orientation b) team orientation c) stability

2. Is there any mechanism here in your company for the satisfaction of

your employees?

a) bonus b). medical facility c).loans

3. What goals, including career goals, have you set for employee

motivation?

a) salary increment b) promotions c) bonus

4. How would you define success for your career? What factors you

consider that must have been used for employee motivation?

A) bonus b) profit sharing c) employee of the month

5. Does the job expectations is the crucial element in for employee

motivation?

a ) yes b) no

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6. What were your starting and final levels of motivation?

a) Through variable pay programs b) Flexible benefit c) Rewards

7. Have you ever, received feedback from your supervisors and co-

workers?

...

8. Are you satisfied that you have competent people in your

organisation?

..........

..........

9. Do you take into account that employees are satisfied more in

working individually preferences or in team in support from

colleagues?

a) yes b) no

10. Do you have a way of objectively assessing which of your

technical specialists are also motivated to manage staff?

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a) yes b) no

11. Do you have a mechanism for predicting which employee will

be motivated and engaged by rapid change and restructure versus

those that will be de-motivated and disengaged?

a) yes b) no

12. did you have decision making power with their immediatesuperiors?

a) yes b) no

13. did you have option of Representative Participation in your

Organization?

a) yes b) no

14 how many hours spent in your jab involvement ?

a) -8hoour b) 8-10 c)10-12

15 is there any activity available in your organization to discuss

the problems?

work councils b) quality circle c) board representative

INTERPRETATION OF QUESTIONSWITH HELP OF PIE CHARTS &BAR GRAPHS

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QUESTION

Describe the work environment or culture in which you are most


a) people orientation

b) team orientation

c) stability

culture in which you are most productive and happy

team orientation

people orientation

The purpose behind asking this question is to know the environment ofculture which the employee most productive and happy. After getting the

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information through this question we come to know that red area is people

orientation and the green area is team orientation.

What goals, including career goals, have you

set for employee motivation?

a) salary increment b) promotions c) bonus

set goals for employee satisfaction

set goals for employee satisfaction

bonuspromotionssalary increment

Frequenc

y

10

8

6

4

2

0

After getting the information through this question we come to know that 9% people

set their goals for promotions and 4% salary increment and 3% is bonus.

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Does the job expectations is the crucial element in for

employee motivation?

a ) yes b) no

job expectation is the crucial element in for employee motivation

2.001.501.00

job expectation is the crucial element in for employee motivati

Frequency

14

12

10

8

6

4

2

0

Std. Dev = .40

Mean = 1.19

N = 16.00

After getting the result of job expectation is the crucial element in foremployee motivation there is 13% say yes and 3% is say no.

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How would you define success for your career?

What factors you consider that must have been

used for employee motivation?

A) bonus b) profit sharing c) employee of the month

factors that used for employee satisfaction

employee of the mont

prifit Sharing

bonus

After getting the result of factor that used for employee satisfaction.

The red are shows the bonus and the blue are show the employee of

the month and the is minimum are the green area profit sharing.

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Does the job expectations is the crucial element in for

employee motivation?

a ) yes b) no

job expectation is the crucial element in for employee m

job expectation is the crucial element in for employee motivation

NOYES

Percen

t

100

80

60

40

20

0

80% employee think that job expectation is the crucial element foremployee motivation

And the 20% employee think that no.

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Have you ever, received feedback from your supervisors

and co-workers?

Have you ever, received feedback from your supervisors and co-workers?

2.001.501.00

Have you ever, received feedback from your supervisors an

Frequency

16

14

12

10

8

6

4

2

0

Std. Dev = .25

Mean = 1.06

N = 16.00

The result show the received feedback from your supervisors the 15%employee say yes and 1% say no.

Do you take into account that employees are

satisfied more in working individually preferences

or in team in support from colleagues?

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a) yes b) no

e into account that employees are satisfied more in working in

NO

Yes

You take into account that employees are satisfied more in workingindividually preferences or in team in support from colleagues. The greenarea shows that No and the Red area show that Yes.

Do you have a mechanism for predicting which

employee will be motivated and engaged by rapid

change and restructure versus those that will be

de-motivated and disengaged?

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a) yes b) no

Do you have a mechanism for predicting which employee will

Do you have a mechanism for predicting which employee will be motivated

12.00noyes

Percent

100

80

60

40

20

0

90% employee say Yes and 10% employee say No. you have amechanism for predicting which employee will be motivated andengaged by rapid change and restructure versus those that will bede-motivated and disengaged.

How many hours spent in your jab involvement ?

a) 6-8hoour b) 8-10 c)10-12

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how many hours spent in your jab involvement ?

how many hours spent in your jab involvement ?

10-12 hours8-10 hours8 hours

Percent

50

40

30

20

10

0

Is there any activity available in your organization

to discuss the problems?

a) work councils b) quality circle c) board representative

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e any activity available in your organization to discuss the pro

board representative

Quality circle

Work councils

The blue area show the board representative and green are shoe thequality circle and the red area show the work council.

EXPLANATIONOF QUESTIONS & RESULTS

1. Describe the work environment or culture in which you are most


a) people orientation b) team orientation c) stability

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The purpose behind asking the question is to know the environment of

Dubai Islamic Bank. The mostly employee work with team orientation andpeople orientation are very low.

......

2. What goals, including career goals, have you set for employee

motivation?

a) Salary increment b) promotions c) bouns

After getting the information through this question we come to know thatthe Dubai Islamic Bank give the better option to his employee for careergoals.

3. Does the job expectations is the crucial element in for employee

motivation?

a ) yes b) no

According to 13% employee the job expectations is the crucial infor employee motivation and the 3% says no. we know theexpectations for employee.

4.Have you ever, received feedback from your supervisors and co-

workers?

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The question is about the Dubai Islamic Bank the activities of feed

back is held or not. The result show the received feedback from yoursupervisors the 15% employee say yes and 1% say no.

........

5.Do you take into account that employees are satisfied more in workingindividually preferences or in team in support from colleagues?

a) yes b) no

The answer of all the employee of Dubai Islamic Bank is yes andonly few people said no. the result is good for the bank becauseits motive the employee to work together.

........

6.Do you have a mechanism for predicting which employee will bemotivated and engaged by rapid change and restructure versus those thatwill be de-motivated and disengaged?

a) yes b) no

In this question the pie chart shows us that 90% of employee of Dubai

Islamic Bank which are motivated and the 10% are not motivated.

Which are better for bank.

7.How many hours spent in your jab involvement?

a) 6-8hoour b) 8-10 c) 10-12

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In Dubai Islamic Bank the timing is most important. The mostly

people are worked in 8to10.whih are better for bank. in chat the90% employee are worked 10 hours and only 10% employee are

worked in 12 hours.

......

8. Is there any activity available in your organization to discuss the

problems?

a) Work councils b) quality circle c) board representative

The most important activity in the organization is the dicuss the

problem in monthly. In Dubai Islamic Bank every month employee

have the work councils.

.

9. Did you have decision making power with their immediatesuperiors?

a) Yes b) no

The decision making power of each employee have the 90% said yes

and 10% said no.

10. did you have option of Representative Participation in your

organization?

a) yes b) no

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The job involvement in the organization is very important for each

employee. The result of Dubai Islamic Bank is mostly employee isparticipate in different activities.

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RECOMMENDATIONS

According to our research we draw some conclusions on the basis of

resulted facts and figures.

Through question aire we have come to the point that the Motivation

and job involvement is very important. In Dubai Islamic Bank they

used different method to motive their employee.

There for the proper checked the problems of the bank and give theproper career goals the bank set for their employee.

Also give the bonus for motivation and employee should involvement

in their job.

They should also improve the feed back for each employee for their

motivation. The each employee has some decision power and they

also help the other persons.

In the Dubai Islamic Bank the each employee must take place differentactivity in job involvement.

In bank their must be complain box if any employee have some

problem they write the application and submit it.

In Bank some activity held to change the mind of the employee

because every time people are feed up what he did? Their some

different activity held o change the mind of employee.

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