Consumable Booklet

of
T. M. Regd. No. 56-4838
Copyright Regd. No. C A-7325612005 DI. 13.5.05 WMQ-A
Dr. K.G. Agarwal (New Delhi) (English Version)

Please fill up the following Informations : Date I I _I _I I I I I I

Name _ _ _ _ _ _ _ _ father's Name _ _ _ _ _ _ _ _ _ __
Date of Blrth-----===.--Sex : Male I I Female I I
Marital Status : Unmarried I I Married I I Divorce I I
Education/Qualificatlo n-------------------
Salary Package_____ -_-__o r g a n l z a t l o n - - - - - - - - - - -
Area : Rural I I Urban I I
How long have you been working here ? _ _ _ years
How long have you been In the present position ? _ _ years
In which shift do you usually work ? D D D Night I I
... Why did you take-up this job ? Salary I I Job conditions I I Promotion I I
INSTRUCTIONS
For the purpose to understand your organization in a better perspective, on
the following pages 26 statements have been given. Each statement has five
alternatives for answer. You are to put a !ti mark in the proper alternative box
which is close to your answer for the statement.
Mark only one alternative for each statement. Answer to all the 26 statements.
Though there is no time limit, but you can conveniently do this questionnaire
in 15 minutes' time.
Your answer will be kept confidential.
SCORING TABLE
.,
"Factor I II Ill IV V VI Total Score
Raw Score
z- Score
Grade ..
Work Motivation Level I I

• Estd. 1971 www .npcindia.com 11:(0562) 2464926

. NATIONAL PSYCHOLOGICAL CORPORATION

... 4/230, KACHERI GHAT, AGRA-282 004 {INDIA)
 ------------n
I

ktet Of WMQ:,f_- - - - - - - - - - - - - - - - - - - - - - - --.

nsumable f!.O.P_ - - - - - - - -
2 I_ f9 ------- - Statements ·· •·'

No,
Sri~.
1.
----== ::::~~ -----J'
All In all hOW satisfied
.
are .you with your Job ?
(a) Very satisfied with my Job. D
(b) Fairly satisfie~. . . .
(c) Neither satisfied nor d1ssat1sf1ed
(d) Somewhat dissatisfied. 0 Ct)
(e) very dissatisfied with my job. 0
2. 0
Considering your skills and efforts you put into the job ; how satisfied are
you with your pay ? ·
(a) Very satisfied with my job.
(b) Fairly satisfied. D
(c) Neither satisfied nor dissatisfied. D
(d) Somewhat dissatisfied. D CD
(e) Very dissatisfied with my job.
• 3. How do you feel about the way tea breaks, lunch breaks, hours of work and
the like are handled in your office ?
(a) I am very satisfied.
(b) Somewhatsatisfied.
_(c) Neither satisfied nor dissatisfied.
(d) Somewhat dissatisfied.
(e) I am very dissatisfied.
4. How much satisfied do you feel about your chances of promotion in your
Organization ? •
(a) Completely satisfied.
(b) Fairly satisfie~.
(c) A little satisfied.
(d) Somewhat dissatisfied.
EJ
. (e) I am very dissatisfied.

Factors I II Ill IV V VI
Item No. 1 - - 2 3 4
) y
Raw Score
Total Score
__ . _ _ __ _ _ __ _ __ __ ___ __ ____ Consumable Booklet of WMQ-A I 3
k ------- ------- ------- ------- -.
"No. Statements Score
5.
How do you feel about your Organization's employees' benefits as compared
with those in other similar Organizations ?
(a) I am very satisfied.
(b) Somewat satisfied.
(c} Neither satisfied nor dissatisfied.
(d} -Somewhat dissatisfied.
(e} I am very dissatisfied.
6. How do you like the kind of work you do In your Organization ?
(a} It is exactly the kind of work I like the best.
(b} I like it very much.
(c} It is alright.
(d) I do not like it very much. co
(e) I dislike it vey much.
7. How do people work here in your Organization ?
(a} To keep their job, make money, get promoted, do a satisfying
job and because other people in their work group except.
(b) To keep their job, make money, get promoted and for satisfaction
of a job well done.
(c) To keep their jobs, make money and to get promoted.
(d) To keep their job and make money.
u:J
(e) Just to keep their job and for not being chewed out.
8. Are there things about working here (People policies or conditions} that
encourage you to work here ?
(a) Yes, practically everything around here encourages me from working
here.
(b) Yes, great many things around here encourage me for working here.
(c) About as many things discourage me as encourage me.
(d) Not most around here encourage to work here. D
(e) Not practically anything around here encourage me to work here.

Factors I II Ill IV V VI
'

Item No. 5 8 - 6 - - 7 - -
Raw Score '> l )

Total Score
 / 8 ,,,,et of WMQ-A
4 I Consu!!1,_a!_J~e- _~0.!':. - - - - - - - - - - - - - - - - - - - - - - - - - - - •• _____ _
---
-------
r Statements
Sr. Score
No.
9. To what extent does your Job give you a chance to use your best ablrti
1
do things you are best at ? es to
(a) To a very great extent.
D
(b) To a considerable extent.
D
(c) To some extent.
(d) To a very little extent.
D
D
CD
(e) Not at all.
1o. To what extent does your work here hel
profession or occupation ? P you learn more about your
(a) To a very great extent.
(b) To a great extent.
(c) To some extent. (_,__~_)
(d) To a very small extent.
(e) Not at all.
11. If you had a chance to do some kind of work for same pay in another
organization, would you stay here ?
(a) I would stay in this organization.
(b) I would stay if things seem to change here.
(c) I can't say. )
(d) I would prefer to go if conctitions are better in other organization.
(e) I would prefer to go to the other organization.
12. To what extent the people who make decisions are aware of problems at
lower levels in the organization ?
(a) To a very great extent.
(b) To a considerable extent.
(c) To some extent. Cs=)
(d) To a very little extent.
(e) Not at all.
,,
Factors I II Ill IV V VI

Item No.
-
11 12 - 9 10
,,
-
-c; '-"I 5 '>
Raw Score
Total Score ,
 ·- ••

Consumable Booklet of WMQ-A I 5

------------
r --~-------- ------------ ---------~- ----------
Sr. . Statements Score
No.
13. Do you agree that the work-assignments are well planned in your
organization ?
(a) Extremely well planned. D
. {b) Very well planned. D
(c) Fairly well planned. (D
(d) Not too well planned.
(e) Not well planned.
14. To what extent do people In your work group show you how to Improve your
performance ?
(a) To a very great extent. D
{b) To a considerable extent.
(c) To some extent. o=J
(d) To a very little extent. D
(e) Not at all.
15. How often your immediate superior talks to you in the appreciating
encouraging way ?
(a) Always
{b) Most of the time.
(c) Sometimes.
(d) A few times.
(e) Never.
16. How often your immediate supperlor talks to you-in giving direction and
suggestions?
00~~
(b) Most of the time.
(c) Sometimes.
(d) A few times.
D
(e) Never.

Factors I II Ill IV V VI
Item No. 15 16 - 13 - - 14 - -
Raw Score 2-
\ '1,
l
Total Score
6 I Consumable Booklet of WMQ-A -
-----
, ----- ----- ----- ----- -- ----- ----- ----- ----- ----- --
Sr. Statements Score
t ...
.. No.
17. How often your immediate supperior talks to you in the way of criticises and
refuses to help ?
(a) Always
(b) Most of the time.
(c) Sometimes. CL]
(d) A few times. El·
(e) Never. []
18. How often your immediate supperior talks to you in the way of harrasses
asks for explanation ?
OON ~ 0
(b) A few times.
(c) Sometimes. D
(d) Most of the times. D
(e) Always. •
19. To what extent do you have confidence and trust in the people in your work .,
group?
(a) To a very greate extent. D
(b) To a considerable extent.
(c) To some extent. D [ v· J
(d) To a very little extent.
(e) Not at all.
20. How free do you feel to discuss your personal problems with your immediate
superior? \
(a) I always feel free to discuss.
(b) I usually feel free.
• (c) Sometimes feel free. \
\ '
(d) Only once a while. \', \'
(e) Neverfeelfree.
-- - - - -- - - -cc --

Ill IV V VI
Factors I II -- - --- --

Item No. 17 18 - 19 20 - . ..
'
- -- - -- -

Raw Score
Total Score
' '"\.- 2, '"¾
=
J
--

- - .- =--- --
-

,
- -- ---- - - -

,. === X
Ill '
_- - - - - - - - _. _ Booklet of WA1_q-: _I_~
----
sr.
- Consumable
--- --- --- --- --- --- --- --- --- --- -
Statements Score

21. Suppose you were having some sort of dlfflculty In your Job.
To what extent
do you feel your Immediate superior would be wllllng to go
out of way help
you ifyou ask for It ?
(a) To a very great extent.
D
(b) To a considerable extent.
D
(c) To some extent.
G: )
(d) To a very little extent.
D
(e) Not at all.
D
22. To what extent do the members of staff In your work group
make an effort to
avoid creating problems or interference ?
_ (a) To a very great extent.
D-
(b) To a great extent.
D
(c) To some extent.
CL )
(d) To a little extent. D
(e) Not at all. D
23. How much satisfied to you feel with the recognition your work gets ?
(a) Very satisfied.
(b) Fairly satisfied.
D
(c) Neither satisfied nor dissatisfied.
cc=)
(cl) Some what satisfied.
(e) Very diss~tisfied.
24. To what extent do you feel you are responsible for your work
?
(a) To a very great extent.
(b) To a great extent.
(c) To some extent.
(d) To a little .extent. o=J
(e) Not at all.
Factors I II . Ill IV V VI
Item No. 21 22 - 23 24 -

Total Score
_I_ q~'!.s_u!!1_ab/e Booklet of WMQ-A ________________ - - - - - - -
Sr. ----------- ----------- Score
Statements

'
25. To what extent do you feel free to plan your own work ?
(a) To a very great extent.
(b) To a great extent.
(c) To some extent. Cu
(d) To a little extent.
(e) Not at all.
26. To what extent do you feel you are doing useful work here ?
(a) To a very great extent. D
(b) To a great extent. D
(c) To some extent.
{d) To a little extent.
(e) Not at all.

"' "
Factors I II Ill IV V VI

Item No. 25 26 -
I
I
Raw Score
Total Score

F'
@ 2012. All rights reserved. Reproduction in any form is a violation of Copyright Act.
Consumable Booklet of Work Motivation Questionnaire (WMO-A) English Version.
 C

INTRODUCTION

. . could perhaps be def ined in terms of a .set of independent/dep

Mot1vatIon . d' f endent
. lationships that exp lain the ,rec ,on, a~t,tudes/ and Persis
tence of an
t effects of aptitude, skill and und ersta
var_1~ble rleb haviour holding constan • • th e env,ron • work motivation nd·ing of
s e constraints operatin
ind1v1duaand g ,n ~en t.
the has been
the_tas~, d f ed and underst ood . Two sets of theories are well known amo ng the
various ly e in. . .
.
theories of mot1vat1on • .
theories attempt to .
h .cal Theories or Process Theories : These
Mee t'd explanation of the processes invo
lved which lead to choices provide
degrees of efforts and persistence ovearrnt_o ng
a genet~a ,sceourses of action ' varying . . . bl . 1rne
alterna ,ve first try to define the ma1or vana• es t·which are necessary for•
theo ries . f d .
Th e proCess mp1~' ,ncen rve, nve, reinforcement
.explaining choice, effort, and persistence, o~ ex~
various models. Such theories then
d pectancy are major variables appearing 1n
ract t~ influence particular dependent
:;e ~;t to specify how the major varia~les inte
reinforcement theory, expectancy _
variables. Process theories include drive theory,
theory and equity theory.
: Content theories explain the
Substantive Theories of Content Theories
are the needs which they try to
specific rewards people want in th process. What
l. So 1nd1v1duals have, at any point
satisfy and various incentives that are most ~owerfu
ds. These needs create a state of
in time, certain physiological and psychofog,caf nee
ugh appropriate action. This ultimate
tension which the individual attempts to relieve thro
avio ur can be activate d eith er by a sign ifica nt drive state or the pressure of an
beh
incentive.
ories the question why people
Stratification Theory: In spite of these sets of the
cal theorising has tended to neglect
work remai,:is unanswered because psychologi
h. Societal system is a key concept
:the pivotal significant of the societal syste,:ns as suc
stud y of soc io-p syc hologica l imp ort. Hum an beings living in a particular type of
il any
t to that particular order. It is only
societal system will have attitude and values relevan
l human process like work motivation
.fakand logicial that our theories concerning a vita
not enough to try to explain these
$hoJJld take ~e societal system into account. It is just
nic variables. For example, work
l> (~ s with the help of demographic or eth
Vft!ll11Q ,,W9 ieta l system , i.e., the socialist system and the capitalist
moti con trasting soc
t system the work motivation is
~fsilelfb g19t1tw9 different_forms. In the socialis
ip than by other incentives. In the
li~er to be~.J'!-IM'"'ll•'Md more by the collective ownersh
8 ~ e other hand, the common factory wOrker wili not have any such
~t al~ 8¥
on. In th. ~ i e t a l system the factory owner if he works for the factory,
: /atl
av, very pos itive wor k mot ivation. The sen ior manag~rs in the same factory are
Wi
------------····--
'
••• ••

like iy to-have -higher work- motiv-ation Ma nua l for WMQ-A \ 3

, bec aus e-th ey are- closer-to the sou
production than the worker at the lower, rces-of .
alienated level.
Stratification the ory exp lain s the het
ero gen ous div isio ns of sta tus in any
organisation/ industry among workin
g class.All societies have some stra
particularly in the non-socialistic societi tification,
es, the entire societal system operate
basis of stratification. In socialist societi s on the
es work is the main basis of a\\ the fun
the society. In such a social set-up wo ctio ns in
rk motivation influences the system as
it is influenced by it. In the capitalist much as
and the traditional societies wo rk is con
less prestigeous than leisure. In the sidered
non-socialistic societies like ours the
status are assigned to the employee roles and
s on the basis of stratification. Th e
aspects of this theory is tha t stratificatio imp ortant
n determines status. In certain cases
are not achieved but are assigned thr pos itions
ough inheritance. Assigned or achiev
influences individual's self-concept. Th ed status
e self is formed through socialization pro
and early training. In turn self-conce cesses
pt also influences status. Th e societa
norms, values etc. determines role. Th l system via
e role perception influences status, wh
hierarchically arranged are high, me ich being
dium or low. Being a main character
stratification theory, the se statuses istics of
(i.e., high, medium or low) are always
with certain distance and limits. It is ma intained
believed alienation is not a one wa y
interaction. As it is a obv iou s for ins pro ces s in its
tance, General Manager is always iso
his subordinates and office workers late d fro m
so are they isolated from General Ma
no sen se of bel ong ing nes s to eac h nag er hav ing
other. Consequently higher the status
will be the deg ree of alienation. , the hig her
Motivation is als o influenced by variab
les like organisational structure, i.e.,
1
the org ani sat ion is tall or flat in stru whether
cture; aut om ate d or semi-automate
incentives like-pay, wages, bonus etc d; mo net ary
. benefits like housing, social security,
pro vid ent fund, gratuities, medical aid contributory
, education of children, cooperatives,
adv anc es and psychological incent loa ns and
ives like utilization of creative energie
, of doing the work, recognition, freedo s, satisfaction
m to plan one 's ow n wo rk and friendl
. sup erv isio n. Fo r an y cer tain org y and he\pfu\
ani sat io~ wo rk motivation_ wil\ var
ind ivid ual s sta tus . It wil l als o var y ove y acc ord ing to
r tim e. Wo rk mo tiva tion Qu est ion nai
on this the ory an d its ass um ptio ns. re is ba sed
Items
Ite ms we re sel ect ed usi ng the foll ow
ing crit eri a :
(1) Re lev an ce to the inp uts to be me
asu red .
(2) Ha vin g evi de nce in lite rat ure of
be ing use ful for suc h a me asu re.
(3) Ha vin g rel eva nce to em plo yee s be lon
g to all stra ta.
 -
--------------.- -.- ------. ------. ---
- - -(4)-Ease of translation into Hindi from English and Vice versa.
!O! _WMQ-A I 4
- - - - - - ..
(5) Ability to discriminate level of work motivation.
(6) Relevance to all types of organisations large, medium and small.
The items briefly are as given below :
(1) Over all job satisfaction, (2) Pay, (3) Rest,
(4) Promotion, (5) Benefits, (6) Work,
(7) Pattern of working, (8) Work Environment, (9) Chance to learn,
(1 O) Chance to use abilities, (11) Choice for change, (12) Decision,
(13) Assignment Planning, (14) Help for peers, (15) Encouragement,
(i 6) Directions, (17) Criticism, (18) Harassment,
(19) Trust, (20) Informal relations, (21) Help for immediate superior,
(22) Group cooperation, (23) Recognition, (24) Responsibility,
(25) Freedom for planning, (26) Work worth.
Each it~m has five alternative answers, one of which is required to be checked.
Validity
I. Face Validity : Face validity was computed by circulating the questionnaire
among 22 judges who were all practising psychologists. Using a 5-point scale judges
rated 26 items. Mean rotating are given in table 1. Items related to organisation's
image having poor ratings was dropped. One items has four parts. Thus the
Motivation Questionnaire has 26 items.
II. Item Validity: In order to find out the item velidity, item correlations with total
work motivation score were computed. All the items had high coefficient of correlation
with the total score significant beyond 1% level of confidence (Table 2).
Ill. Factorial Validity : In order to find out the factorial validity all the items were
factor analysed using principle component method.
TABLE 1 : Mean Rating given by Judges on WMQ
, "I
Sr. No. Item /Statement Mean Rating Ranks
1. Satisfaction with job 4.47 1
2. Pay 3.95 12
3. Lunch, tea breaks 3-13 23
4. Chances of promotion 4-31 3
5. Employee benefits 3-91 14
6. Work 4-10 14 ...
 ------ ------21--- -- ---.,
Manual for WMQ-A \ 5
------·wh;~;o~ie-wo------
1.
------ ------3.45
rk here?
_,

Environment 4·10 6
8.
Chance for using abilities 4.35 2
9.
Learning 4.15 ;
8
10.
11. Choice for change 3-71 18
12. Decisions 3-86 16
13. Assignment planning 3.72 17
14. Organisation's images 3-09 24
15. Help for peers 3.31 22
16. Supervisor 4.21 5
17. Trust and confidence 3.91 14
18. Information relations with supervisor 3·63 20
19. Help for supervisors 3.91 14
20. Group ~ooperation 3-68 19
21. Recognition 4-18 7
,,
22. Responsibility I 4-04 10-5
23. Freedom for planning 4•04. 10·5
-
24. Work worth 4-27 4
""
TABLE 2
Coefficient of Correlation with Total Work Motivation Score**
r
r with Total Score
"I

.
Sr. No. Item/Statement • l

' 1. Overall Job satisfaction -527

2. Pay -509
3. Rest ·320
.
I
4. Promotion -456
5. Benefits -560
6. Work -540
7. Pattern of working -246
8. Work Environment .453
9. Chance to learn .392
""
 \

-- - -,- - ; o.--- --- ---

Cha--- --- --- --- --- --- --- Manua/fu
nce to use abilities - - - -.43 - - ! -~'!19_-~ I
11 . 5 6
.. ..
Choice for change .
12. Decisions 415
13. Assignment Planning ·526
14. Help for peers ·534
15. Encouragement ·502
·668
16'- Directions
·510
17. Criticism
·445
18. Harassment
.537
19. Trust
·416
20. Informal relations
·485
21. Help for immediate superior
·585
22. Group Cooperation
·410
23. Recognition
·610
24. Responsibility •
·236
25. Freedom for planning
-512
26. Work worth
• All correlations are significant beyond 1 percent level
·441
.
.,,.. All figures rounded off to three decimal places.
Rotations were carried out by varimax criterion.
Six factors were identified i.e.
Dependence, Organisational orientation; Work
group relations, Psychologicai
incentives,Material Incentives and Job situation. All
the factors measure work motivation
forwt)ich it (questionnaire) was purported ot mea
sure.
Reliability
Internal consistency of the instrument was found
out by Spift half Method. The
reliabll1tyco-effici~9.t by Spearman Brown formula
was -994, which is significant at -01
level ~f sig nir ~..
Sco'\"g and StaJt.lstlcs
Al}·the Items ~re Ukert type which were rated
on five points scale, Since_ ~he
items were Ukerttpe, summtted scoring is done
by assigning 5 to the most po5rtive
response and 1 to'tfte extremf negative response."S
o in this way scores 5, 4, 3: 2, 1
were given to each ~tem; altetnative a, b, c, d, e
can also be assigned respectively.
The scorinj scheme thus is a follows :
-.. ... -~ -
 _____ ................ _.. _.. ______
- - - - - - .. - ________ ~~~ua/ for WMQ-A \ 7
TABLE 3 ------------
Scoring Scheme

- sr. No. Alternative

1. (a)
Scheme
Measures Work Motivation fully Sc ore s
.,
2. (b) Measures Work Motivation to a gre
at extent
5
3. (c) Measures Work Motivation to some 4
extent 3
4. (d) Measure Work Motivation to a little
extent 2
5. (e) Does not measure Work Motivation
"-
. 1
For the purpose of makm g Factor-wise scoring easy, the ser
factor, viz., I, \I, 111, IV, V, VI has ial number of each
been marked before the serial nu
corresponding question. mber of the
Tne score for each question as pe
r Scoring Scheme given in Table 2,
the score for the Raw Score, total of shall for~
the factor and the grand total of all the
the full questionnaire WMQ-A. factors for
The range of Raws Scores is as foll
owing :
TABLE 4
Range of Raw Scores, Mean & SD.
r (N = 250)
Sr. Raw Score
FACTOR "I

No. Range Mean SD.

I Dependence
6to 30 19-50 4.47
II Organizational Orientation
6to 30 19-50 4.47
Ill Work Group Relations 4to 20 12-50 3.47
IV Psychological Work Incentives 4to 20 12-50 3.47
V Material Incentives 3 to 15 9.37
VI Job-Situation 3-06
3 to 15 9.37 3-06
TOTAL 26 to 130
\.
92-12 15-98
Factors
Based on factor analysis of data from
5 general hospitals using doctors, nur
nursing orderlies and sweepers as
respondents, six factors, were extrac ses,
identified accounting for 86 per cen ted and
t variance. The factor analysis was
using principal component method and carried out
for rotations varimax criterion was use
Factor I : Dependence : The first fac d.
tor has high loadings on items related
immediate superior, e.g., "How oft to the
en your immediate superior appre
ciates or
 Manual for WMQ-A I a
enco-urages you ?';-'~H-ow-often your-immediate sup-erior-criticises-yo_u_o_r refuses-to
help you ?" "How often your immediate superior harasses you or ask for your
explanation ?" "To what extent do you feel the immediate superior would be willing to
go out of the way to help you if you ask for it ?" "How free do you feel to discuss your
personal problems with yo14r immediate superior?" Other variables which clustered to
form this factor are : "To what extent do the members of staff in your work group make
an effort to avoid creating problems or interference ?" "How much s.atisfied do you feel
with the recognition of your work gets ?" This factor has components which seem to
constitute 'dependence'.
Dependence here is a psychological process and not the physical process. Role
incumbents in the social system seem to depend very much on immediate superior
for their jobs. They also depend on others for cooperation, ~ecognition and, perhaps
trust. This factor can also be named supervision but dependence appears to be much
true than mere supervision. Supervision may not really help in the role performance,
but in hospitals role incumbents have to be very much depended on every one else
and more on their superiors. Dependence, therefore, has to be prominent and hence
a dominant factor in role performance. Satisfaction with dependence thus becomes a
motivator to work.
Factor II : Organisational Orientation : Items like, ''To what extent the people
who make decisions are aware of problems at lower level in this organisation ?" "Do
you agree that the work assignments are well planned in this organisation ?" "If you
had a chance to do the same kind of work for the same pay in another organisation
would you stay here ?" These variables are clearly related with the organisational
orientation. Some other variables like over all job satisfaction pay, penefits etc. also
very much reflect t~e organisation. Thus organisational orientation seems to be a
relevant factor in th work organisation.
Factor Ill : Work Group Relations : The third factor accounts for 13-7% of
common variance. Variables like "To what extent do you have confidence and trust in
the people in your work group ?" ''To what extent do people in your work group show
you how to improve your performance ?' f¥1ake possible to identify this factor as work
1

group relations factor. It is interesting to note that the variable related to the likeing for
the kind of work on does has high loading here. Probably, in a group with dependence
being a motivator to work, the group relations become of vital importance ~ince group
relations determine the kind of work one has to do. With very good group relations one
may not have to do the work that one has to do. With very good group relations one
may not have to do the work that one dislikes. On the other hand, work of a different
kind may be assigned to one. It is a common observation that work assignment are
changed dependi_ng upon relationship with the superior or even with the group
 ______ - - - - - - - - - - - - - - - - - - • - __ • _ !0! _~MQ-A I 9
- - - - - - - This may not be so much true the professionals - h0-
In case of some of
rnern~=~~~e to plan and give shaped to their own assignments. w
,na~actor IV : Intrinsic Motivation : ''To wh.it extent do you Ieel you are responsible
r work ?" ''To what extent do you feel you are doing useful work ?" "How much
for .you
fed do you feel wit• h the recog~1T10n your work gets ?". ''To what extend to you feel

::e
sati~ your own work?'' All these variables are related to intrinsic motivation to work.
variables are clearly related to the intrinsic satisfaction that the work can give to
the employee.
Factor v: Material Incentives : Material incentives are not really the hygiene in
Herzbergian sense, because some of the variables which should have clustered here
fonn part of certain other clusters. Rest pause, pay, chances of promotion and benefits
re clearly the material incentives and deserved to be identifide as an independent
:actor. This factor accounts for a small portion of common variance.
Factor VI : Job Situation : Job situation factor has as variables, chance to learn,
chance to use abilities, and general pattern of working. These three variables though
forming part of organisational environment are very much the work motivators. Job
situation as defined by these variables has more relevance to work motivation than to
the complex concept of organisational environment. Job situation factor contributes
even less than the material incentives in terms of variance.
Factor Scores :
Factor scores can be worked out by using the following classification :
r
.,
Factor I: Dependence: Item No. 15, 16, 17, 18, 21, 22 6
Factor II : Organisational Orientation : Item No. 1, 5, 8, 11, 12, 13 6
Factor Ill : Work Group Relation: Item No. 6, 14, 19, 20 4
Factor IV : Psychological Work Incentives : Item No. 23, 24, 25, 26 4
Factor V : Material Incentives : Item No. 2, 3, 4 3
Factor VI : Job Situation : Item No. 7, 9, 10 l
3
I

Total 26 ,.
I

Norms
On the basis of the factor-wise and total questionnaire statistical results given in
Table 4, factor-wise and for total work Motivation, z-Score Norms have been given in
Table 5, 6, 7 and 8. For the purpose of interpretation and finding out the level of factor-
wise and total work Motivation, Norms have been given in Table 9.
 '
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Manual for I
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- - - - - - - - - - - - - - - -z-S -of wo ;k M-- t-. - - .- - - ~Q'A/
TABLE 5 : core Norms for Factors o 1vat,0 n - ...... 10
. .. . "..
nal
1

(i) Factor: Dependence, (ii) Factor: Org anizatio Onentat·10

Mean : 19-5 0 •SD : 4.47 N= n
250

rRAW z- RAW z- RAW z- RA W ~

Score Score Score Score Score Score Score S l-
-2-7 9 13 -1- 45 19 -0-11 -~
07 25 +1-23
-2-5 7 14 -1- 23 20 +0·11
08 26 +1.45
-2-3 4 15 -1- 00 21 +0·33
09 27 +1•67
10 -2-1 2 16 -0- 78 22 +0·55 28 +1•90
11 -1-9 0 17 -0- 55 23 29 +0·78
+2•12
12 -1-6 7 18 -0- 33 24 30 +1-00 +2.34
'
ivation
TABLE 6: z-Score Norms for Factors of Work Mot
Psychological Work Incentives
(iii) Factor: Work-Group Relations, (iv) Factor:
Mean : 12-50 SD : 3.47 N = 250
,
RAW z- RAW z- RAW
Score
z-
Score
RAW
Score
z- --
Score Score Score Score Score
09 -1- 00 14 +0-43 19 +1•87
04 -3-4 4
-0- 72 15 +0•72 20 +2·16
-
05 -2-16 10
06 -1-8 7 11 -0- 43 16 +1 ·00 -
-0- 14 17 +1-29 - -
-
07
7
-1-58 12
-1-29 13 +0-14 18 +1-58 -
"08
ivation
TABLE 7 :z-Score Norms for Factors of Work Mot
ation
(v) Factor: Material Incentive, (vi) Factor: Job Situ
Mean : 9.37 SD : 3-06 N = 250

z- RAW z- RAW z.
RAW z- RAW Score
Score Score Score Score Score
Score Score ,_
. .. 11 +0-53 15 +1-83
03 -2-08 07 -0- 77
-0,4 4 12 +0-85 - -
04
' 05
-1•75
-1·4 2,
08
09 -0,1 2
11

13 +1-18 - -
06 . -1-10
'

10 + 0-20 14 + 1-51 - -
I,,
'
 Manual for WMQ-A I 11
____ - YABiji8 : z.sco;/NOrinS-tO/Fu/1·work Moi;V8tio"n ·aueStiOn"nBire -- -- -
Mean: 92-12 SD: 15-98 N = 250
""'I

RAW z- RAW z- RAW z-

t;;.w z-
score Score Score Score Score Score Score
score
77 -0-94 95 +0-18 113 +1-30
-2-07
59 96 114
-2-00 78 -0-88 +0·24 +1-36
60 79 -0-82 97 +0·30 115 +1•43
-1-94
61 98 116
-1-88 80 -0-75 +0·36 +1·49
62 99 117
-1-82 81 -0-69 +0-43 +1 ·55
63 100 118
-1-75 82 -0-63 +0•49 +1 ·61
64 101 119
-1-69 83 -0-57 -0-55 +1-68
65 120
-1-63 84 -0-50 102 +0·61 +1-74
66
-1-57. 85 -0-44 103 +0-68 121 +1-80
67
-1-50 86 -0-38 104 +0•74 122 +1-86
68
-1-44 87 -0-32 105 +0-80 123 +1·93
69
-1-38 88 -0-25 106 +0-86 124 +1-99
70
89 -0-19 107 +0-93 125 +2-05
71 -1-32
72 -1-25 90 -0-13 108 +1-99 126 +2·11
73 -1-19 91 -0-07 109 +1-05 127 +2-18
74 -1-13 92 ± 0-00 110 + 1-11 128 +2-24
75 -1-07 93 + 0-05 111 + 1-18 129 +2-30
76 -1-00 94 + 0-11 112 I
+1·24 130 +2-36 ...
'\.

TABLE 9 : Norms for interpretation of Level of Factor-wise and Total Work Motivation
"I
t:. Level of Work Motivation
Sr. No. Range of z-Scores Grade

1. +2·01 and above A Extremely High

2. +1-26 to+ 2-00 B High

3. +0-51 to + 1-25 C Above Average

4. -0-50 to + 0-50 D Average I Moderate
5. -0-51 to - 1-25 E Below Average
6. -1-26 to - 2-00 F Low
\.._ 7. -2-01 and below G Extremely Low ..
 • ___ ___ ___ ___ ___ __ '!_a~~a/ for Wi''Q I
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---ion
--- licat --- --- ---•--- --- - - - - - ..
App
work Motivation Questionnaire has application in th the area of Manage
· t contn'but·,on to e exiti rnent and
• •ng body of kno
• ,mportan
Industrial Psychology. rt is an
practical utility for me:e~ge
of Organisational and Managerial Psychology and has
different strata in any int'"g
the work motivation and satisfaction of the ·employees of 0st
is avai lable both in Hind i and Eng lish and c ~
or organisation. The questionnaire
collar employees to a:n be
used both for managerial or white collar as well as the blue
on. • sess
their work motivation both intrinsic and extrinsic motivati

written
material should be reproduced in any form without the
0 2012. All rights reserved. No portion of this inventory
Questionnaire (WM0-11).
pennission of the publisher. Manual for Work Motivation