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Table of Contents
Acknowledgement....................................................................................................... 2
Executive Summary..................................................................................................... 3
Chapter 1 - Introduction................................................................................................ 5
Chapter 2 - Literature Review......................................................................................... 6
2.1. Employee Motivation.......................................................................................... 6
2.1.1. Job Satisfaction and Employee Turnover.............................................................6
2.1.2. Herzbergs Two Factor Theory and Maslows Hierarchy of Needs..............................8
2.1.3. Psychological Well-being of the Employees..........................................................8
2.2. Company Profile Faysal Bank Ltd......................................................................10
Chapter 3 - Research Methodology................................................................................ 11
3.1. Adopted Research Methodology...........................................................................11
3.2. Data Collection................................................................................................ 11
3.2.1. Secondary Data.......................................................................................... 11
3.2.2. Primary Date............................................................................................. 11
3.2.3. Sampling.................................................................................................. 12
3.3. Limitation...................................................................................................... 12
Chapter 4 Findings and Discussion..............................................................................13
4.1. Interview........................................................................................................ 13
4.2. Findings......................................................................................................... 13
4.3. Discussion...................................................................................................... 14
Chapter 5 - Conclusion............................................................................................... 15
5.1. Conclusion..................................................................................................... 15
5.2. Recommendations............................................................................................ 15
List of References..................................................................................................... 17
Appendices............................................................................................................. 19
Appendix 1 Leadership Theories and Assumptions........................................................19
Appendix 2 - Questionnaire...................................................................................... 21

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Executive Summary
This paper aims at studying the importance of employee motivation and the factors
influencing it. The report examines a number of factors that lead to employee satisfaction and
dissatisfaction. The present study was conducted on the employees of Faysal Bank and the
factors influencing their work behavior were studied in detail. The main focus of the paper is
on how employees are managed in the organization and what measures are taken by the
management to motivate existing employees and attract more employees. The paper makes
use of different motivational theories for the analysis of the result.

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Chapter 1 - Introduction
The importance of employee motivation is now being recognized by all the major
organizations as it has a significant impact on the overall performance of the organization.
For any organization to achieve its goals it is important to keep their employee motivated and
satisfied. When employees are motivated the individual quality and quantity of performance
increases which directly has a positive effect on the overall performance of the organization.
Employee motivation leads to job satisfaction which also plays an important role in
increasing the overall efficiency of the organization. The presence of these factors may not be
as important but the absence of these factors can have an adverse affect on the organizational
performance. One of the main jobs of a manager is to motivate his or her employees. This
paper studies the level of employee motivation at Faysal Bank, DHA, Phase IV branch. In
order to develop a better understand of employee motivation and factors affecting it, the
paper begins with a review of the literature and theories related to employee motivation. Then
the adopt research methodology is discussed in Chapter 3. The next chapter includes the
findings and the results of the study. Conclusion and recommendations are explained in
Chapter 5.

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Chapter 2 - Literature Review

2.1. Employee Motivation
In order to achieve the goal of strategically solving organizational problems, it is very
important for the managers to adopt various approaches to make sure that the employee
performance is consistently getting better. The reason why researchers and investigators have
been stressing on the selection of appropriate leadership style is because effective leadership
and right style of leadership can help in motivating employees (Goleman 2010). Some of the
most popular leadership theories and their assumptions are mentioned in Appendix I in the
order in which they were proposed. It has been noted that the four basic emotional need, or
drives, to acquire (obtain scarce goods, including intangibles such as social status); bond
(form connections with individuals and groups); comprehend (satisfy our curiosity and
master the world around us); and defend (protect against external threats and promote
justice) (Nohria, Groysberg, & Lee, 2008, p. 1). Empirical evidence suggests that a
motivated workforce results in a better overall performance of an organization and so
managers who seek to improve the motivation of their employees must take note of the above
mentioned needs and drives.
2.1.1. Job Satisfaction and Employee Turnover
Locke described job satisfaction as a pleasurable or positive emotional state
resulting from the appraisal of ones job or job experiences (Locke, 1976, p. 1304). It can
thus be said that when jobs are evaluated, both thinking and feelings are involved (Saari &
Judge, 2004). Studies have shown that there is a positive relationship between job satisfaction
and employees performance and factors such as fair promotion, reasonable pay system,
appropriate work itself, and good working condition increases the level of job satisfaction
(Nimalathasan & Brabete, 2011, p. 3). However, there may be other factors present leading to
job satisfaction. Studies have also shown that job dissatisfaction and lack of involvement in
the job leads to an increase in the employee turnover (Lee, 1988). W. H. Mobley was the first
person to explain the process of job dissatisfaction leading to employee turnover in 1977.
Mobley proposed the following seven stages of job dissatisfaction leading to employee
turnover (Mobley, 1977):
i.

the thought of quitting the job

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ii.

Evaluation of the expected utility of searching for another job and the costs

iii.
iv.
v.
vi.
vii.

associated with quitting the present job (Lee, 1988, p. 263).

the intention to look for another job surfaces
the employee then finally starts searching for an alternative job
once the alternative is identified, the employee then evaluates its acceptability
a comparison is then made between the current job and the alternative
an intention to quit the current job emerges after the comparison leading to
employee turnover
It can be said that there is a strong relationship between job dissatisfaction and

employee turnover and it is only one of the negative effects of job dissatisfaction. Employee
dissatisfaction also brings down the overall productivity of an organization and decreases the
morale of the work force. According to Prices preliminary causal model of turnover, four
main external factors have a significant impact on job satisfaction and employee turnover
(Price, 1975). These factors include pay, primary group, communication, and centralization
(Price, 1975).

Figure 1 Preliminary Causal Model of Turnover

According to the model, pay will only be an important determinant if it plays an
important role in the employees life otherwise it will not have a significant impact on the
employee satisfaction. The second variable describes the participation in a primary group, for
instance, importance of kinship-type systems was highlighted by the Western Electric
Research (Roethlisberger & Dickson, 1939). Communication in the model refers to the flow
of information in the organization between the members and the sharing of ideas, where as
centralization refers to the distribution of power in the organization (Price, 1975). It was
hypothesized by Price, that employee turnover is likely to be low if the primary group
participation and communication in an organization is high. The significance of pay, however,
is perceived to be high as all employees consider it to be important. Centralization, on the
other hand, increases the employee turnover and has a negative impact on an organization.
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The model also identifies two intervening variables of job satisfaction and opportunity that
have different affect on employee turnover. The model suggests that if the exogenous
variables have a positive effect on job satisfaction is likely to be low. However, if the
exogenous variable produce more dissatisfaction than satisfaction, and if there are other job
opportunities present in the environment, employee turnover is likely to be high (Price,
1975).
2.1.2. Herzbergs Two Factor Theory and Maslows Hierarchy of Needs
Frederick Herzbergs two-factor theory, also known as intrinsic/extrinsic motivation,
assumes that job satisfaction at workplace is influenced by certain factors and their absence
can lead to dissatisfaction (Willmott 2007). The two factors identified by him are:
i.

Hygiene Factors: Even thought hygiene factors such as, security, salary,
fringe benefits, working condition, interpersonal relations, etc, do not motivate
people at a work place nor inspire them; their absence can lead to
dissatisfaction which can have an adverse affect on the overall performance

ii.

(Willmott 2007).
Motivation Factors: These factors, which include recognition, growth, interest
in job, advancement at work, etc, are used to motivate the employees to
perform better.

A combination of these two factors results in job satisfaction and employees working
under these situations tend to perform better than employees who work in the absence of
these factors. This theory has been applied in the fields of information systems in particular.
Herzberg also concluded that the factors leading to job satisfaction are different from the
factors that lead to job dissatisfaction and so the managers should focus on eliminating the
factors leading to dissatisfaction. Another theory of motivation, perhaps the most popular
theory of motivation, is Abraham Maslows hierarchy of needs theory. He proposed that there
is a hierarchy of five needs in each individual that needs to be satisfied.
2.1.3. Psychological Well-being of the Employees
A study was conducted by Terry, Nielsen, and Prachard in 1993 to study the
relationship between work stress, social support, and the well-being of the employees. The
study was conducted on a large public sector organization from which a sample of 153
employees was randomly drawn. These employees were put under different working
conditions and then the impact of these conditions on their psychological well-being was
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observed. The following two hypotheses were tested in this research: H1: the high levels of
work stress would have a negative impact on job satisfaction and psychological well-being
[of the employees] (Terry, Nielsen, & Perchard, 1993, p. 168). H2: the perceived
availability of support of work-related problems would have both direct and stress-buffering
effects on levels of well-being (Terry, Nielsen, & Perchard, 1993, p. 168). It was found that
there was a strong relationship between role conflict and role ambiguity and psychological
well-being and job dissatisfaction (Glazer & Beehr, 2005). It was also found that
underutilization of skills had some impact on the psychological well-being of the employees.
Moreover, it was found that the support of the supervisor had a positive impact on the
psychological well-being of the employees, regardless of the level of the work stress. These
findings are consistent with the stress-support matching hypothesis which suggests that workrelated support provides as a shield against work-related stress (Cohen & Willis, 1985).

Figure 2 Maslows Hierarchy of Needs

The needs identified by Maslow include the physiological needs of food, drink,
shelter, and other physical requirements, Safety needs include security and protection from
physical and emotional harm along with the assurance that these physical needs will be met
in future, Social needs of affection, belongingness, acceptance, and friendship, Esteem needs
or self-respect, autonomy, status, recognition, etc, and finally, Self-actualization needs that
include achieving ones potential and self-fulfillment, i.e. the drive to become what one is
capable of becoming (Miller, Vandome, & McBrewste, 2010). He proposed that even though
no need is ever fully satisfied, a substantial satisfied need no longer motivates the person and
in order to motivate a person, his or her level of need on the hierarchy and then efforts should
be made to satisfy the needs at or above that level.
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2.2. Company Profile Faysal Bank Ltd.
Faysal Bank Limited was incorporated in Pakistan on October 3, 1994, as a public
limited company under the Companies Ordinance, 1984. Currently, the Bank's shares are
listed on the Karachi, Lahore and Islamabad Stock Exchanges. Faysal Bank is engaged in
Commercial, Consumer, Corporate and Islamic Banking activities.
Following the acquisition of RBS Pakistan, Faysal Banks footprint has expanded to
over 220 branches, with combined business assets of over PKR 250 billion, further
strengthening its balance sheet and placing it amongst the top ten banks in Pakistan. Faysal
Banks ambition is to provide par excellence service for its customers while meeting all their
financial needs.
Faysal Bank has a 3 fold objective in their processing of clientele.

Vision
Excellence in all that they do
Mission
Achieve leadership in providing financial services in chosen markets
through innovation.
Values
Daily code of conduct is exemplified by eight core values:
Four threshold values values at the heart of the brand.
Four differentiator values values that set the brand apart.

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Chapter 3 - Research Methodology

3.1. Adopted Research Methodology
A research may be qualitative or quantitative in nature. The present study has adopted
a qualitative research methodology which may be defined as a multi-method
[approach]...involving an interpretive, naturalistic approach to its subject matter that
required its researchers to study things in their natural settings, attempting to make sense of,
or interpret, phenomena in terms of meanings people bring to them (Britten, Jones, Murphy,
& Stacy, 1995, p. 104). Qualitative approach is more suitable for this research as the study
requires an analysis of opinions and behavior that is descriptive in nature and depends upon
the researchers own interpretation of data collected. This is the reason that this method of
research is also known as an interpretative approach (Smith, 1987). Because of the diverse
nature of qualitative approach adopted for the present study, two approaches that can be
applied are inductive and deductive. However, keeping in view the data to be analyzed and
findings to be presented in this report, inductive approach has been used that may be defined
as a systematic procedure for analyzing qualitative data where the analysis is guided by
specific objectives (Thomas, 2003, p. 2).
3.2. Data Collection
Collecting data to conduct a research is the most important part since all the
assumptions and analysis are based on it. Data may be collected either from a primary or
secondary source. For the present study, data is first collected from secondary sources and
based on those findings primary data is collected using an inductive approach. Secondary
data is usually collected from secondary sources i.e. existing material on the subject matter,
while primary data is collected specially for the purpose of a specific study. The present study
makes use of both secondary and primary data, making the results more reliable accurate.
3.2.1. Secondary Data Different websites, journal articles, and books is used to
collect the secondary data for the report on the basis of which primary data is collected.
3.2.2. Primary Date Employees of Faysal bank were interviewed for the collection
of primary data. The employees were requested to fill out a detailed questionnaire which can
be viewed in Appendix II.

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3.2.3. Sampling
Sampling is the process of selecting a sample from the whole population that can be
used to fairly represent the population (Freedman, 2010). Sampling may be simple,
systematic, stratified, or clustered. For the present research, a simple random sampling
method has been used. For the present research, a random sample of 6 out of 10 individuals
was selected who were present at the organization. These individuals included three male and
three female participants.
3.3. Limitation
The descriptive nature of the qualitative research methodology used for this study
raises concerns regarding the researchers own understanding and opinion regarding the
research topic. This has been dealt with by gathering and describing data from secondary
sources which provide definite information related to the topic.

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Chapter 4 Findings and Discussion

4.1. Interview
A questionnaire is designed to examine the level of job satisfaction of an average
employee. The questionnaire is made of 31 questions that are divided into three parts. The
first part is dedicated to the demographics and general information of the interviewee. The
second part assesses the level of job satisfaction with respect to different aspects of job and
includes15 questions. The last part is made of seven questions that require descriptive
answers. All the questions are related to the job satisfaction of the interviewee and the impact
of the job on their well-being. The aim of the interview is to assess the level of satisfaction
with ones job and a qualitative approach is applied for this purpose. The questionnaire
includes both open ended and closed ended questions and lasted for about 20 minutes. The
reason for adopting a qualitative approach for this paper is because it gives an opportunity to
understand the different dimension of the problem. The questionnaire include both close
ended and open ended questions in order to identify any external factors that might have an
impact on the thinking of the employee.
4.2. Findings
Since the interview is divided into three parts, the findings are also divided into three
the findings are also discussed in three parts to avoid any confusion. It is found in the first
part that the interviewees belonged to 4 different positions at the bank. Two of the
interviewees held the position of the relationship manager, two of teller, one of floor
manager, and the last one held the position of a business coordinator. Employees had the
minimum work experience of one year and the maximum of four years. All employees
belonged to the age group of 25 to 31 years. It was also found that the bank had recently
acquired RBS Operations but that did not have any impact on employee performance or
motivation.
The second part of the interview revealed that 50% of the employees were satisfied
with their current position and working hours while 50% of the respondent were unhappy
about their salary. It was also found that up to 66% of the employees were unhappy with the
scheduling of their jobs but up to 83% were quite satisfied with the vacations and sick leaves
given by the organization. 50% of the employees were also happy with the opportunities of
promotion and job security. The employees showed dissatisfaction with their leaders and
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relationship with their supervisors, opportunities to utilize their talent and to learn. However,
it was noted that the employees had a good relationship with their co-workers and were
happy with their job responsibilities and recognition for accomplishment.
The third part of the interview revealed that though the perception of the employees of
their organization is getting better their experience, their perception of their leaders was not
very positive. It was found that up to 83% of the employees agreed that there needs to be a
better communication between the supervisors and the employees and all of the employees
agreed that there is a need for improvement in the management style of the company.
Employees felt their supervisors and managers did not have the communication skills needed
to bring the best out of the employees. Almost all the respondents defined their relationship
with their supervisors as professional.
4.3. Discussion
It was noted that the environmental factors significantly altered the response of the
employees as the organization had been having electricity problems for two days when the
interview was conducted. It was also noted that there was unequal job distribution due to this
problem at the time of the interview. Some employees had nothing to do while others were
overloaded with work as only some of the systems were working. Keeping the environmental
factors aside, it was found that even though employees rated their relationship with coworkers are satisfactory, they were extremely uncomfortable filling the questionnaire in front
of the colleagues. There was also some hesitation in revealing their name on the
questionnaire. It was also found that the employees were unhappy about the scope of their job
and the only reason why the employees who were dissatisfied chose to continue with their
jobs was due the rewarding system, job security, vacation and sick leaves, and other benefits
offered by the organization to motivate the employees. It was also noted that the position of
job had a significant impact on the employee perception of the job, for example, the
relationship managers were not satisfied with their supervisor while the business coordinator
seemed to be very fond of her supervisor. Similarly, the tellers were unhappy with their salary
while the flood manager thought her salary was more than enough. All these factors played an
important role in employee satisfaction. It was also found that employees who had a good
relationship with their supervisors had a lower level of stress compared to the employees who
had a professional relationship with their supervisors. This is consistent with the findings of
the review of the literature which shows that the good relationship with the supervisors
buffers the employee stress (Cohen & Willis, 1985).
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Chapter 5 - Conclusion
5.1. Conclusion
It can be concluded that the level of employee motivation at Faysal Bank is not very
high nor low. Though employees seem satisfied with the working hours, vacations, rewards,
etc, there seem to much dissatisfaction with respect to the leadership style of the organization.
The employees do not seem very happy with the things are managed in the organization
which is likely to have a negative impact on the organization in the long term. It was also
noted that the respondents altered their answers in presence of other employees but they did
make an attempt to indirectly suggest that they are not completely satisfied with their jobs.
The main reason for this appears to be the lack of leadership in the organization and lack of
communication between the employees and their supervisors. If the organization does not
introduce changes in leadership in the organization it can lead to and increased rate of
employee turnover. It is clear from the results that relationship of the employees with their
supervisor plays an important role in increasing employee morale and motivation no matter
how good the rewarding system of an organization is.
5.2. Recommendations

Increased Communication It is recommended that the communication between eh

management and the employees be improved in the organization. Customer service is a very
important part of organization and in order to provide the customer with quality services, it is
necessary to make sure that the employees of the organization are motivated. This can be
achieved by increasing the interaction between the management and the employees. It is
recommended that the top managers visit the work floor of the organization and personally
communicate the employees so that they motivated to perform better.
Decentralization It is also recommended that the organization provide the
employees with an opportunity to take part in the decision making process. All new ideas and
thoughts should be welcomes and employees should be encouraged to express their opinions.
This will improve the sense of belongingness of the employees and they will feel like they
play an important part in the organization. This will also serve the esteem need mentioned in
Maslows hierarchy of needs theory.

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Utilization of Skills Managers should make sure that the each employee is fit for his
or her job. If the skills of the employees are underutilized this can result in boredom and
dissatisfaction. Each employee must be suited for his or her job position.

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List of References
Britten, N., Jones, R., Murphy, E., & Stacy, R. (1995). Qualitative research methods in
general practice and primary care. Family Practice , 104-114.
Cohen, S., & Willis, T. A. (1985). Stress, social support, and the buffering hypothesis.
Psychological Bulletin, 98 , 310-357.
Freedman, D. A. (2010). Sampling. Retrieved September 28, 2010, from Department of
Statistics: http://www.stat.berkeley.edu/~census/sample.pdf
Glazer, S., & Beehr, T. A. (2005). Consistency of implications of three role stressors across
four countries. Journal of Organizational Behavior, 26 , 467-487.
Lee, T. W. (1988). How job dissatisfaction leads to employee turnover . Journal of Business
and psychology, 2(3) , 263-271.
Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette, Handbook
of industrial and organizational psychology (pp. 1297-1349). Chicago: Rand
McNally.
Miller, F. P., Vandome, A. F., & McBrewste, J. (2010). Maslow's Hierarchy of Needs.
Alphascript Publishing.
Mobley, W. H. (1977). Intermediate linkages in the relationship between job satisfaction and
employee turnover. Journal of Applied Psychology, Vol 62(2) , 237-240.
Nimalathasan, B., & Brabete, V. (2011). Job satisfaction and employees work performance: A
case study of peoples bank in Jaffna Peninsula, Sri Lanka. Jaffna Peninsula, Sri
Lanka: University of Jaffna.
Nohria, N., Groysberg, B., & Lee, L.-E. (2008). Employee Motivation. Harvard Business
review .
Price, J. L. (1975). A theory of turnover. In B. Pettman, Labor turnover and retention (pp. 5175). Epping: Gower Press.
Roethlisberger, F., & Dickson, W. (1939). Management and the worker. Cambridge: Harvard
university Press.
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Saari, L. M., & Judge, T. A. (2004). Employee attitude and job satisfaction. Human Resource
management, 43(4) , 395-407.
Smith, M. L. (1987). Publishing qualitative research. American Educational Research
Journal , 173-183.
Terry, D. J., Nielsen, M., & Perchard, L. (1993). Effects of work stress on psychological wellbeing and job satisfaction: The stress-buffering role of social support. Australian
Journal of Psychology, 45(3) , 168-175.
Thomas, D. R. (2003, August). A general inductive approach for qualitative data analysis.
Retrieved September 28, 2010, from Faculty of Medical and Health Sciences:
http://www.fmhs.auckland.ac.nz/soph/centres/hrmas/_docs/Inductive2003.pdf
Znaniecki, F. (1934). The method of sociology. New York: Farrar & Rinehart.

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Appendices
Appendix 1 Leadership Theories and Assumptions

School of Thought
The Great Man Theory

Assumption

Examples

It assumes that leadership

qualities are inherent and so a

leader cannot be made but is
Trait Theories

born.
Trait theory is similar to the

Great Man theory and also

assumes that the leadership
traits are inherent and all the
leaders have a particular
Behaviorist Theories

combination of traits.
This theory focuses on the
actions of the leader instead

Role Theory
The Managerial Grid

Hersey and

of inherent traits and assumes

that these behaviors can be
Situational Leadership

learned by others.
These theories focus on the
situation rather than the

Blanchards Situational

individual and assume that the

Leadership
Houses Path-Goal

Theory of Leadership
Vroom and Yettons

Normative Model
Fielders Least

actions of a leader are

influenced by the situational
factors.
Contingency Theories

This theory is based on the

situational theory and focuses

Preferred Co-Worker

on the identification of the

Theory
Cognitive Resource

Theory
Strategic

Contingencies Theory
Leader Member

situational variables, such as

leadership style, behavior of
the followers, etc.
Transactional Leadership

This theory focuses on the

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leader-follower relationship

Exchange Theory

and the mutual benefit. It

assumes that reward and
punishment motivate people
Transformational

to perform better
This theory assumes that it is

Leadership

important for a leader to have

a vision and passion in order

Bass Transformational

Leadership Theory
Burns
Transformational

to inspire the followers to

transform the organization.

Leadership Theory
Kouzes and Posners
Leadership
Participation Inventory

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Appendix 2 - Questionnaire

Institute of Professional Psychology - Bahria University, Karachi Campus

Employee Motivation Survey Questionnaire
MGT120
Disclaimer: This survey is conducted as an important step towards completion of our BS
Business Report titled Employee Motivation. The objective of the research is to evaluate
the techniques being used in the organization to motivate employees and its impact on
employee performance.
This survey questionnaire should take approximately 15 to 20 minutes to answer. The initial
part of this questionnaire is based on demographics and it contains aspects like your name
and certain other details which will be kept anonymous. The second part of the survey
comprises of statements and the answers are ranged from 1 to 5. 1 depicts that the respondent
is strongly disagreeing with the scenario and in the similar manner 5 depicts that the
respondent strongly agrees with the scenario. Whereas 3 represent that the respondent is
neither agreeing nor disagreeing with the statement. The third and last part of the survey
includes open ended questions and the respondent may answer these questions in detail.
It is hereby stated that no personal information will be distributed to any third party and the
purpose of the survey is solely academic. If you agree to participate in the survey, please sign
below.
______________________
Signature of the respondent

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Part I General Questionnaire
1. Name:
____________________________________________
2. Age :
____________________________________________
3. Job Position: _____________________________________________
4. How long have you worked for this company?
____________________________________________________________________
5. What previous positions have you held with the company?
____________________________________________________________________
6. How long have you held your current position?
_____________________________________________________________________
7. Has the organization been through any significant changes in the past?
_____________________________________________________________________
8. Briefly describe your work responsibilities (as you would on a resume):

_____________________________________________________________________

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Part II
What is you level of satisfaction with:

Not

Somewhat

Extremely

Satisfied

Satisfied

Satisfied

1
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
xi.
xii.
xiii.
xiv.
xv.
xvi.

Your current job position

Hours worked each week
Leaders at workplace
Flexibility in scheduling
Location of work
Amount of paid vacation/sick leaves
Salary
Opportunities for promotion
Benefits
Job security
Recognition for work and accomplishment
Relationships with your co-workers
Relationship with your supervisor(s)
Job responsibilities
Opportunities to utilize your talents
Opportunities to learn

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Part III Other aspects of job
9. Does your supervisor keep you updated with what is going on in the organization?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_________
10. Are you clear about your role in the organization?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_________
11. Do you believe that your skills are underutilized? Why?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_________
12. Do you believe that you are expected to do more work than you can handle?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_________
13. Have you noticed any change in your perception toward the organization since your
employment?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_________
14. Do you find yourself stressed out at the end of the day?
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________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_________
15. Do you believe youre happy with your job? Explain.
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_________
16. Are you satisfied with the way things are managed in the organization? Explain.
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_________
17. How would you describe your relationship with your manager(s)?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_________

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