Distribution of Age and Sex of Respondents

The graph presents the distribution of respondents in terms of age and sex. It is evident that of the 51 respondents, 35 are females and 16 are males. Females outnumber the males for every age bracket. Majority of the respondents were between 30-39 years old (n=20) while the age bracket of 60-69 had the fewest number of respondents (n=3). Moreover, about half of the respondents were between 40-59 years old (n=10; 10).

The results indicate that the respondents are basically in their middle age and are physically and cognitively able to be productive workers. The wide difference between the number of female and male respondents (35; 16) indicates that the organization is predominantly composed of females than males. The implication of this demographic distribution is that any comparison between genders will be biased towards the females, thus, no comparisons between genders in any of the following variables will be made.

In terms of age, personality is said to be an enduring trait while motivation may vary across the lifespan. Since majority of the respondents are in middle adulthood, there would not be any significant difference in the responses of the participants across ages, thus no comparison based on age will be made. Chart 2 (Pay / Compensation) Distribution of Motivational Strength of Pay in a Well Paid Job The graph presents the distribution of the participant’s responses to how motivating pay is in a well-paid job.

The results indicate that pay in a well-paid job tends to increase motivation to work (n=26), greatly increases motivation to work (n=13) while a number also said that pay had no effect on their motivation to work (n=10). Distribution of Motivational Strength of Pay in a Pay Linked to Performance Job The graph shows the distribution of the responses of the participants on whether pay motivates them to work in a job where pay is linked to performance. It is evident that pay tends to increase motivation to work (n=18) and greatly increases motivation to work (n=16) and it had no effect at all (n=8).

The results indicate that pay to some degree tends to increase or to greatly increase motivation to work both in a well-paid job and in job where pay is linked to performance; moreover, a number of participants also indicated that pay did not affect their motivation to work. In comparing the two scenarios, it seemed that pay is more likely to increase motivation to work in a well-paid job rather than in a pay linked to performance job. Further, respondents were least likely to report that pay reduces their motivation to work in a well-paid job rather than in a pay linked to performance job.

Lastly, it is evident that regardless of pay, some people will say that pay does not affect their motivation to work implying that there might be other sources of motivation for this group of respondents. Chart 3 (Personality to Project Planning) Distribution of Responses on Project Planning The graph presents the responses of participants on the importance of project planning in their work performance. Majority of the respondents strongly agreed (n-21) and agree \d (n=21) that planning or organization skills are important in a job. However, a few claimed to disagree to the importance of planning (n=8).

Distribution of Private Personality Type Indicator The graph shows the responses of the participants in terms of personality orientation as that of private or non-private. The results indicate that half of the group agreed (22) and strongly agreed (6) to being a private person while about half also indicated that they were undecided (4), disagreed (14) and strongly disagreed (5). Those who reported disagreement and indecision can be categorized as non-private while those who agreed were taken as private personalities. Relationship of Personality Type to Project Planning

The graph showed the distribution of private and non-private personality types to project planning and it is evident that respondents who identified with the private personality type give more importance to project planning. However, it can be noted that a number of respondents with the non-private personality type also found planning to be important. Nevertheless, when compared, the private personality types are clearly more organized than the non-private personality type. Chart 4 (Personality) Distribution of Responses to Energy from Being Around People

The graph shows the distribution of the participant’s responses to whether being around people energizes them. Majority of the participants agreed (27) and strongly agreed (13) that working and interacting with other people gives them energy. On the other hand, a few of the participants said that they are not energized by being with other people (8) while the rest was undecided (3). Distribution of Responses on Motivation and Job Atmosphere The graph presents the distribution of the participants’ responses to the motivating effect of job atmosphere in terms of a job that is more like having fun.

The results point out that most of the participants think that a job that is fun or one that does not feel like a job tends to increase (19) and greatly increase (13) motivation to work. On the other hand, a number of participants reported that the kind of atmosphere that their jobs have does not affect their motivation to work (12). Relationship of Energy and Job Atmosphere The graph presents the relationship of participant’s personality in terms of working with other people and motivation to work.

The results indicate that those who agreed that working with other people is energizing also view working in a fun environment as motivating. However, it is also noted that among those who agreed that working with other people keeps them active feel that a fun work environment does not affect their motivation to work. This implies that for this people, being with other people is more motivating than the working environment. In a similar light, a number of participants reported that a fun environment greatly reduces their work motivation but do affirm that working with other people keep them energized.

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