2009

ORGNIZATION BEHAIVOUR
Motivation and Job involvement
This project is submitted to respected Sir Suleiman Anwar

Hunsain & Umar & Fayyaz & Daud & Rizwan Gift Universty 4/06/2009

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S UBMITTED T O :
S IR S ULEIMAN A NWAR

S UBMITTED B Y :

GLOWERS
HUSNAIN TARIQ
08110030

UMAR SHAHAZAD
08110037

FAYYAZ MALIK
08110035

DAUD GHANI
08110054

M. RIZAWN
08110133

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A CKNOWLEDGEMENT
We are really thankful to Sir Suleiman Anwar for his kind guidance & time & are also thankful to our respondents to give their worthwhile time for success of this research report.

S UMMARY
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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 of 15. 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 & Bar Graphs. After this we made the result of the Interpretation and give the recommendations.

MOTIVATION
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AND JOB INVOLEMENT

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 tries 2. Direction: toward beneficial goal 3. 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 at the 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 are interested in learning tasks and outcomes for their own sake (Intrinsic) rather than for rewards (extrinsic) are likely to become more effective learners. More specifically, according to them, intrinsic motivation refers to motivation to engage in an activity because that activity is enjoyable and satisfying to do. Extrinsically motivated behaviors are those actions carried out to achieve some instrumental end, such as earning a reward or avoiding a punishment. This type of motivation does not necessarily imply a lack of self-determination in the behaviors performed. Dickinson (1987) claims that success enhances motivation only in children who are focused on learning goals, that is, who are intrinsically motivated. According to Koestner & McClelland (1990), research on intrinsic motivation has led to the conclusion that intrinsic motivation will be greatest under conditions that foster feelings of challenge, competence, and self-determination. They also claim that if external events enhance feelings of competence, as when someone is told he or she has done a task very well, intrinsic motivation is likely to increase. By contrast, events that lead to feelings of incompetence are 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 psychological identification or commitment to his / her job (Kanungo, 1982a). It is the degree to which one is cognitively preoccupied with, engaged in, and concerned with ones present job. Job involvement involves the internalization of values about the goodness of work or the importance of work in the worth of the individual. As such individuals who display high involvement in their jobs consider their work to be a very important part of their lives and whether or not they feel good about themselves is closely related to how they perform on their jobs. In other words for highly involved individuals performing well on the job is important for their self esteem Because of this people who are high in job involvement genuinely care for and are concerned about their work. The construct of job involvement is somewhat similar to organizational commitment in that they are both concerned with an employees identification with the work experience. However the constructs differ in that job involvement is more closely associated with identification with ones immediate work activities whereas organizational commitment refers to ones attachment to the organization It is possible for example to be very involved in a specific job but not be committed to the organization or vice versa).

Literature Review Generally it is believed that job involvement by positively affecting employees 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 involvement had both direct and indirect effects via effort on performance. More specifically they found that the modest but statistically significant relationship between job involvement and performance became non significant when effort was inserted into the model,

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Introduction
Dubai Islamic Bank has the unique distinction of being the worlds first fullyfledged Islamic bank, a pioneering institution that has combined the best of traditional Islamic values with the technology and innovation that characterise the best of modern banking. Since its formation in 1975, Dubai Islamic 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-growing economic sectors that comprise more than 400 institutions with assets under 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 organisation where close personal service and understanding form the basis of all its relationships. Tradition and heritage join with a commitment to flexibility, innovation and modernity, so that customers of every nature are provided with comprehensive solutions to all their financial needs. Islamic banking Dubai is one of the world's fastest-growing economic sectors, comprising close on 200 institutions responsible for assets estimated at more than $200 billion. Different Islamic banking sectors of Dubai 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 quoted on the Dubai Financial Market. The bank reported AED 1.56 billion in net profit for the year ended December 31, 2006 rising by 47% compared to AED1.06 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, with total 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 an aggressive growth of 43% over last year reaching AED47.7 billion in 2006.

The bank has been proactive in creating partnerships and alliances at local and 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 Londonbased 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's economic 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 coworkers? ... 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 10. b) no 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 11.

b) no

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 with their immediate

12. did you have decision making power superiors? a) yes b) no

13. did you have option of Representative Participation in your Organization? a) yes 14 a) 15 b) no

how many hours spent in your jab involvement ? -8hoour b) 8-10 c)10-12 is there any activity available in your organization to discuss the problems? work councils b) quality circle c) board representative

I NTERPRETATION B AR G RAPHS

OF

Q UESTIONS

WITH HELP OF

P IE C HARTS &
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Q UESTION
Describe the work environment or culture in which you are most productive and happy. a) people orientation b) team orientation c) stability
culture in which you are most productive and happy

people orientation

team orientation

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

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Frequency

0 salary increment promotions bonus

set goals for employee satisfaction

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

14 12 10 8 6 4 2 0 1.00 1.50 2.00 Std. Dev = .40 Mean = 1.19 N = 16.00

Frequency

job expectation is the crucial element in for employee motivation

After getting the result of job expectation is the crucial element in for employee 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

bonus

prifit Sharing

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 motivation

100

80

60

40

20

Percent

0 YES NO

job expectation is the crucial element in for employee motivation

80% employee think that job expectation is the crucial element for employee 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?
16 14 12 10 8 6

Frequency

4 2 0 1.00 1.50 2.00 Std. Dev = .25 Mean = 1.06 N = 16.00

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

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

Do you take into account that employees are satisfied more in working in
NO

Yes

You take into account that employees are satisfied more in working individually preferences or in team in support from colleagues. The green area 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 be motivated

100

80

60

40

Percent

20

0 yes no 12.00

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

90% employee say Yes and 10% employee say No. 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.
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 ?

50

40

30

20

10

Percent

0 8 hours 8-10 hours 10-12 hours

how many hours spent in your jab involvement ?

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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is there 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 the quality circle and the red area show the work council.

E XPLANATION
productive and happy. a) people orientation

OF

Q UESTIONS & R ESULTS

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

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 and people 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 that the Dubai Islamic Bank give the better option to his employee for career goals.
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 in for employee motivation and the 3% says no. we know the expectations for employee.

4.Have you ever, received feedback from your supervisors and coworkers?

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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 your supervisors the 15% employee say yes and 1% say no. ........

5.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

The answer of all the employee of Dubai Islamic Bank is yes and only few people said no. the result is good for the bank because its motive the employee to work together. ........
6.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

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 the 90% 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 immediate superiors? 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 is participate 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 the proper 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 different activity 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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