THE PROPOSAL PAPER

Motivation: Comparative Analysis of Leadership in IT companies in India offshore and the US Onshore Model

A paper submitted in partial fulfillment of the requirements for the degree of Doctor of Education (Ph.D.)

By

Nagamani Palla, B.S., M.S.

May 2019

University of the Cumberlands

Proposal Paper

Motivation: Comparative Analysis of Leadership in IT companies operating in onshore and offshore model

The rapid growth of Indian-based Information Technology companies is due to the changes in the global society. This growth is significant when compared to many U.S. Information Technology companies that are downsizing or reorganizing. This expansion is good for the Indian economy, but the concern is there is little to no consideration given to the motivation of the employees. Inaccurately defined job duties and responsibilities in IT companies can leave employees feeling bored, experiencing repetition, and often has one person performing the same job. Consequently, management of human capital must become important to Indian IT companies. According to Cappelli, Singh, Singh, and Useem (2010), investing in upskill employees, promoting internally versus hiring from outside of the company, engaging in cultural events, and designing incentives should be an important role.

The purpose of this study is to evaluate employee motivation within Indian IT companies operating in the offshore and onshore model and focusing on job characteristics other than money. A good leader can motivate their employees by earning respect in various ways. To create a motivating work environment, a leader must have “the best interests of the community as their priority rather than their own self-interests” (Davis, 2019c, slide 5).

I plan to use the Hackman and Oldham Model for the study. During the review of the literature, I have found suggestions for further research to test the model in other countries and industries. Research indicates employees are strongly motivated when they have the proper balance between work and family life (Buelens & Van Den Broeck, 2007). Therefore, I am very interested in the motivation of individuals in IT companies where they operate in Onshore and Offshore model. I have found examples of the instrument, which consist of 23 survey questions, used in various countries which does not include India. This will allow me to use the validated instrument in a country not previously studied, then I will evaluate the motivation of the employees in Indian IT companies operating in offshore and onshore model.

Hackman and Oldham (1976) established the Job Characteristics Model (also referred to as the Hackman & Oldham Model) to define how the individual behaviors and job characteristics combine to affect the satisfaction, motivation, and productivity of employees while at work. This design is applicable in planning and carrying out modifications in the design of jobs. Initially, Herzberg’s two-factor theory (Herzberg, Mausner & Synderman, 1959) provided the foundation for developing the Hackman and Oldham Model.

Research Questions

Is there a relationship between autonomy and the motivation of employees in IT Indian companies operating in an offshore and onshore model?

Ha: There is a relationship between autonomy and the motivation of employees in IT Indian companies operating in an offshore and onshore model.

Ho: There is not a relationship between autonomy and the motivation of employees in IT Indian companies operating in an offshore and onshore model.

Is there a relationship between feedback and the motivation of employees in IT Indian companies operating in an offshore and onshore model?

Ha: There is a relationship between feedback and the motivation of employees in IT Indian companies operating in an offshore and onshore model.

Ho: There is not a relationship between feedback and the motivation of employees IT Indian companies operating in an offshore and onshore model.

Is there a relationship between task identity and the motivation of leaders in companies in IT Indian companies operating in an offshore and onshore model?

Ha: There is a relationship between task identity and the motivation of employees in IT Indian companies operating in an offshore and onshore model

Ho: There is not a relationship between task identity and the motivation of employees in IT Indian companies operating in an offshore and onshore model.

The Hackman and Oldham Model of Job Redesign and Motivation

Outcomes

Critical

Psychological

States

Core Job

Characteristics

Skill variety Experienced High internal work

Task identity meaningfulness of motivation

Task design the work

High “growth”

Experienced satisfaction

Autonomy responsibility for

outcomes of the work High general job

Satisfaction

Knowledge of the actual

Feedback from job results of the work High work

activities effectiveness

Moderators

1. Knowledge and skill

2. Growth needs strength

3. “Context” Satisfaction

Motivating potential score (MPS) =

Skill variety + Task identity + Task significance x Autonomy x Feedback.

Skills Application 4.2 Job Diagnostic Survey

Hackman and Oldham developed a self-reporting instrument for managers to diagnose their work environment. The first step in calculating the “Motivating Potential Score” (MPS) of your job is to complete the following questionnaire:

1. Use the scales below to indicate whether each statement is an accurate or inaccurate description of your present or most recent job. After completing the instrument, use the scoring key to compute a total score for each of the core job characteristics.

5=Very descriptive

4=Mostly descriptive

3= Somewhat descriptive

2=Mostly non-descriptive

1=Very non-descriptive

_____1. I have almost complete responsibility for deciding how and when the work is to be one.

_____2. I have a chance to do a number of different tasks, using a wide variety of different skills and talents.

_____3. I do a complete task from start to finish. The results of my efforts are clearly visible and identifiable.

_____4. What I do affects the wellbeing of other people in very important ways.

_____5. My manager provides me with constant feedback about how I am doing.

_____6. The work itself provides me with information about how well I am doing. _____7. I make insignificant contributions to the final product or service.

_____8. I get to use a number of complex skills on this job.

_____9. I have very little freedom in deciding how the work is to be done.

____10. Just doing the work provides me with opportunities to figure out how the work is to be done.

____11. The job is quite simple and repetitive.

____12. My supervisors or coworkers rarely give me feedback on how well I am doing the job.

____13. What I do is of little consequence to anyone else.

____14. My job involves doing a number of different tasks.

____15. Supervisors let us know how well they think we are doing.

____16. My job is arranged so that I do not have a chance to do an entire piece of work from beginning to end.

____17. My job does not allow me an opportunity to use discretion or participate in decision making.

____18. The demands of my job are highly routine and predictable.

____19. My job provides few clues about whether I’m performing adequately.

____20. My job is not very important to the company’s survival.

____21. My job gives me considerable freedom in doing the work.

____22. My job provides me with the chance to finish completely any work I start.

____23. Many people are affected by the job I do.

References

Ali, S., Said, N., Yunus, N., Kader, S., Latif, D., & Munap, R. (2014). Hackman and Oldham’s Job characteristics Model to Job Satisfaction, Procedia-Social and Behavioral Sciences, 129, 46-52.

Ayandele, I. & Nnamesh, M. (2014). Hackman and Oldham Job Characteristics Model (JCM) and Akwa Ibom State Civil Servants’ Performance. Canadian Social Science, 10(2), 10.

Benard, C. (1938). The Functions of the Executive. Boston, MA: Harvard University Press.

Brown, M. M. (2002). An exploratory study of job satisfaction and work motivation of a select group of Information technology consultants in the Delaware Valley. (Unpublished doctoral dissertation) Wilmington College, Delaware.

Buelens, M., & Van den Broeck, H. (2007). An analysis of differences in work motivation between public and private sector organizations. Public Administration Review, 67(1), 65-74.

Camilleri, E. (2007). Antecedents affecting public service motivation. Personnel Review,

36(3), 356-377. doi:10.1108/00483480710731329

Cappelli, P., Singh, H., Singh, J., & Useem, M. (2010). The India Way: Lessons for the U.S. Academy of Management Perspectives, 24(2), 6–24. https://doi.org/10.5465/amp.24.2.6

Casey, R., & Robbins, J. (2009). A comparison of the elements of motivation in the hospital industry versus the retail and manufacturing sectors. Journal of Diversity Management, 4(3), 13-20.

Davis, D. (2019c). Historical Leadership: Aristotle and Nicomachean Ethics https://ucumberlands.blackboard.com/webapps/blackboard/content/listContentEditable.js p?content_id=_766013_1&course_id=_58778_1

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