Himani Project-3

Chapter-1
INTRODUCTION
1 Introduction
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1.1 About the topic
Motivation is the force that makes us do things: this is a result of our individual needs being
satisfied (or met) so that we have inspiration to complete the task. These needs vary from person
to person as everybody has their individual needs to motivate themselves. Depending on how
motivated we are, it may further determine the effort we put into our work and therefore increase
the standard of the output.
When various factors (or needs) that determine the motivation of employees in the workplace are
listed, almost everyone would immediately think of a high salary. This answer is correct for the
reason that some employees will be motivated by money, but mostly wrong for the reason that it
does not satisfy others (to a lasting degree). This supports the statement that
Human motivation is a personal characteristic, and not a one fits all option
1.1.2 IMPACT OF EMPLOYEE MOTIVATION ON ORGANIZATIONAL

PERFORMANCE?
Maintaining Stability
Employees are a company's livelihood. How they feel about the work they are doing and the
results received from that work directly impact an organization's performance and, ultimately, its
stability. For instance, if an organization's employees are highly motivated and proactive, they
will do whatever is necessary to achieve the goals of the organization as well as keep track of
industry performance to address any potential challenges. This two-prong approach builds an
organization's stability. An organization whose employees have low motivation is completely
vulnerable to both internal and external challenges because its employees are not going the extra
mile to maintain the organization's stability. An unstable organization ultimately underperforms.
Reduction in Productivity
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Lack of motivation equates to less work being accomplished. Productivity does not disappear; it
is usually transferred to aspects not related to the organization's work. Things like personal
conversations, Internet surfing or taking longer lunches cost the organization time and money.
Reduced productivity can be detrimental to an organization's performance and future success.
Negative Changes to Reputation
Word travels fast. Low employee motivation could be due to decreased success of the
organization, negative effects from the economy or drastic changes or uncertainty within the
organization. No matter what the cause, having the reputation of having an unpleasant work
environment due to low employee motivation will ultimately impact how existing and potential
clients or partners view working with an organization. A reputation can precede an organization
and dictate its future in the industry.
Planning for Future Trends
In "Super Motivation," author Dean Spitzer states that 50 percent of employees put just enough
effort into their work to keep their job. This means that if only half the employees in a company
are working in a full capacity, the company only has 50 percent of its expected revenue, is only
reaching 50 percent of its clients and has 50 percent fewer resources for staff, operations and
development. Plan for the future by sharing these statistics with staff. Reconnecting with the
reality of the business is often an effective way of improving performance. Be honest and upfront
about any steps that will be taken to improve organizational performance as well as any
consequences of not meeting the organization's performance standards.
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1.1.3 SOME OF THE WELL KNOWN MOTIVATION THEORIES
ABRAHAM MASLOWS NEED HIERARCHY THEORY:
One of the most widely mentioned theories of motivation is the hierarchy of needs theory put
forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy,
ascending from the lowest to the highest, and he concluded that when one set of needs is
satisfied, this kind of need ceases to be a motivator.
As per his theory these needs are:
(i) Physiological needs: These are important needs for sustaining the human life. Food,
water, warmth, shelter, sleep, medicine and education are the basic physiological
needs which fall in the primary list of need satisfaction. Maslow was of an opinion
that until these needs were satisfied to a degree to maintain life, no other motivating
factors can work.
(ii) Security or Safety needs: These are the needs to be free of physical danger and of
the fear of losing a job, property, food or shelter. It also includes protection against
any emotional harm.
(iii) Social needs: Since people are social beings, they need to belong and be accepted by
others. People try to satisfy their need for affection, acceptance and friendship.
(iv) Esteem needs: According to Maslow, once people begin to satisfy their need to
belong, they tend to want to be held in esteem both by themselves and by others. This
kind of need produces such satisfaction as power, prestige status and self-confidence.
It includes both internal esteem factors like self-respect, autonomy and achievements
and external esteem factors such as states, recognition and attention.
(v) Need for self-actualization: Maslow regards this as the highest need in his hierarchy.
It is the drive to become what one is capable of becoming; it includes growth,
achieving ones potential and self-fulfillment. It is to maximize ones potential and to
accomplish something.
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As each of these needs is substantially satisfied, the next need becomes dominant. From the
standpoint of motivation, the theory would say that although no need is ever fully gratified, a
substantially satisfied need no longer motivates. So if you want to motivate someone, you need
to understand what level of the hierarchy that person is on and focus on satisfying those needs or
needs above that level.
Maslows need theory has received wide recognition, particularly among practicing managers.
FREDERICK HERZBERGS MOTIVATION-HYGIENE THEORY:
Frederick has tried to modify Maslows need Hierarchy theory. His theory is also known as two-
factor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfiers for
employees at work. Intrinsic factors are related to job satisfaction, while extrinsic factors are
associated with dissatisfaction. He devised his theory on the question: What do people want
from their jobs? He states that presence of certain factors in the organization is natural and the
presence of the same does not lead to motivation. However, their non presence leads to
demotivation. In similar manner there are certain factors, the absence of which causes no
dissatisfaction, but their presence has motivational impact.
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Examples of Hygiene factors are:
Security, status, relationship with subordinates, personal life, salary, work conditions,
relationship with supervisor and company policy and administration.
Examples of Motivational factors are:
Growth prospectus, job advancement, responsibility, challenges, recognition and achievements.
CLAYTON ALDERFERS ERG THEORY:
Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model named ERG
i.e. Existence Relatedness Growth. According to him there are 3 groups of core needs as
mentioned above. The existence group is concerned mainly with providing basic material
existence. The second group is the individuals need to maintain interpersonal relationship with
other members in the group. The final group is the intrinsic desire to grow and develop
personally. The major conclusions of this theory are:
1. In an individual, more than one need may be operative at the same time.
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2. If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies.
It also contains the frustration-regression dimension
THEORY X AND THEORY Y OF DOUGLAS MCGREGOR:
McGregor, in his book The Human side of Enterprise states that people inside the organization
can be managed in two ways. The first is basically negative, which falls under the category X
and the other is basically positive, which falls under the category Y. After viewing the way in
which the manager dealt with employees, McGregor concluded that a managers view of the
nature of human beings is based on a certain grouping of assumptions and that he or she tends to
mold his or her behavior towards subordinates according to these assumptions.
Under the assumptions of theory X:
Employees inherently do not like work and whenever possible, will attempt to avoid it.
Because employees dislike work, they have to be forced, coerced or threatened with punishment
to achieve goals.
Employees avoid responsibilities and do not work fill formal directions are issued.
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Most workers place a greater importance on security over all other factors and display little
ambition.
In contrast under the assumptions of theory Y:
Physical and mental effort at work is as natural as rest or play.
People do exercise self-control and self-direction and if they are committed to those goals.
Average human beings are willing to take responsibility and exercise imagination, ingenuity and
creativity in solving the problems of the organization.
That the way the things are organized, the average human beings brainpower is only partly used.
On analysis of the assumptions it can be detected that theory X assumes that lower-order needs
dominate individuals and theory Y assumes that higher-order needs dominate individuals. An
organization that is run on Theory X lines tends to be authoritarian in nature, the word
authoritarian suggests such ideas as the power to enforce obedience and the right to
command. In contrast Theory Y organizations can be described as participative, where the
aims of the organization and of the individuals in it are integrated; individuals can achieve their
own goals best by directing their efforts towards the success of the organization.
However, this theory has been criticized widely for generalization of work and human behavior
CONTRIBUTIONS OF ELTON MAYO:
The work of Elton Mayo is famously known as Hawthorne Experiments. He conducted

behavioral experiments at the Hawthorne Works of the American Western Electric Company in
Chicago. He made some illumination experiments, introduced breaks in between the work
performance and also introduced refreshments during the pauses. On the basis of this he drew the
conclusions that motivation was a very complex subject. It was not only about pay, work
condition and morale but also included psychological and social factors. Although this research
has been criticized from many angles, the central conclusions drawn were:
People are motivated by more than pay and conditions.
The need for recognition and a sense of belonging are very important.
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Attitudes towards work are strongly influenced by the group.
1.1.4 VARIOUS MOTIVATIONAL FACTORS FOR EMPLOYEES IN THE

ORGANIZATION
If the employer is able to determine what motivates employees, he will be capable of ensuring
that his workers concentrate on accomplishing the companys objectives and also make certain
that they do not leave the company.
To facilitate a better knowledge of employee motivation, one should recognize the fact that
people are quite different from each other. So, this indicates that different workers require
different motivators.
The Four Employee Motivators are:
1. Achievement
A great form of employee motivation lies in achievement. Here, the employee is
motivated by the objective itself. Frequently employers avail of this motivator by means
of putting up challenges to the workers. In using this employee motivator, employers
regularly incorporate incentives like cash or a raise. Nevertheless, where the employees
are concerned, the incentive is just a kind of bonus for achieving the targets set by the
company.
2. Advancement
When it comes to certain workers, their inspiration is the likelihood of advancing up the
company ladder. They put in a lot of hard work with the intention of coming under their
superiors attention to further their aspiration of a promotion. Now, this employee
motivator is fuelled by ambition.
3. Pressure
There are quite a few employees, who thrive under pressure. Now, this employee
motivator is hardly ever shown intentionally by a worker. Many a times, an employee
inadvertently loads pressure onto himself and under the influence of this pressure; the
employee is compelled to strive harder. On the other hand, this kind of employee
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motivation may produce some undesirable consequences, taking into account the fact that
each person has a threshold. In truth, it frequently leads to a breakdown.
4. Fear
It is the most regularly used employee motivator. The workers are usually intimidated by
the knowledge that their services would be terminated in case they are unsuccessful in
achieving certain targets. Obviously, if the employee is unable to cope with the stress, this
kind of employee motivation method would prove damaging to his job functioning.
Besides these various other motivational factors are:
Appreciation or recognition for a job well done
Being in the know about company matters
An understanding attitude from the management
Job security
Good wages
Interesting work
Career advancement opportunities
Loyalty from management
Good working conditions
Tactful discipline
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1.2About The Hr Industry
The Human Resource Department
The human resources function of an organization is responsible for all the practices and
processes that impact the companys most important asset, its employees. More specifically, a
companys human resources (HR) department is responsible for finding, screening, recruiting
and developing talent, overseeing organizational leadership and culture, administering employee-
benefit programs and ensuring compliance with employment and labor laws. HR is also
responsible for aligning HR practices to the strategic and long-term goals of the organization.
The Human Resource Marketplace
The human capital marketplace is a multi-billion dollar industry encompassing tens of thousands
of suppliers selling hundreds of different types of products and services. When you consider
virtually every business purchases at least one HR product or service, you can appreciate the
total size of this unique marketplace. In fact, the HR department, arguably, makes more
purchasing decisions for more products and services than any other corporate department.
In a given year an estimated $785 billion is spent on employee benefit products and services
alone (Thomas Weisel Partners).
Human Resource Marketplace Trends
1. Consolidation. Large HR software and services companies continue to acquire smaller

vendors across all HR categories as they strive to be an end to end solution provider.
However, this does not mean the total number of HR vendors is decreasing. It is not.
2. More vendors. Cloud computing and other technological advancements have significantly
reduced entry barriers. This, combined with and an abundance of new investment capital, has
lead to an overall growth in the number of HR solution providers.
3. More partnerships. Many corporations prefer to work with a limited number of vendors.
This, combined with the trend of larger HR solution providers wanting be end-to-end has
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resulted in an increased number of partnerships amongst HR vendors (e.g., a large talent
management vendor partnering with a smaller video interviewing company).
4. More choices and pricing pressure. With the number of HR solution providers increasing
(more supply) businesses now have more choices and this has resulted in price wars within
certain HR product categories.
5. More social. HR has traditionally been a hard to reach group compared to other business
departments. While this is still the case, more and more HR professionals are active on social
and this makes communicating with them easier.
Needless to say the HR industry is crowded and competitive. Having a great product doesnt
guarantee success. To stand out, you need great messaging, quality content and aggressive
marketing.
Categorizing the Human Resources Marketplace
Before you can claim your target market or markets, you should have an overall
understanding of how the HR industry is organized. We understand there are many ways of
categorizing the human resources industry but we believe the simplest and most logical method
is to organize the industry within the following HR pillars:
Recruitment and Staffing: The area of human resource management responsible for finding
and hiring new employees. Types of products and services related to recruitment and staffing
include: job boards, job distribution technologies, applicant tracking technologies (ATS),
relocation firms, recruitment process outsourcing (RPO), talent pools and communities,
employment branding, video interviewing, background screening, testing and assessment,
mobile recruiting, candidate marketing, candidate relationship marketing (CRM), reference
checking, executive search/placement firms, internet recruiting, background checking
services, etc. For the most part, this category ends when the employee is hired.
Compensation/Payroll: The area of human resource management responsible for

compensating employees. Types of products and services include: Payroll processing, time
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and attendance, tax and compliance, compensation design, compensation modeling,
forecasting and management, salary statistics services and total compensation statements,.
The products and services related to compensating employees is highly integrated with the
next category, employee benefits.
Employee Benefits: The area of human resource management responsible for a wide
variety of non-wage compensation (e.g., benefits and perks) provided to employees. Types of
products and services include: traditional health and welfare benefits, worksite/voluntary
products, discount shopping, pharmacy benefit programs, benefits administration and
communication software, third-party administrators, retirement plan services, wellness
programs, workers compensation/disability insurance services, employee assistance (EAP)
and work-life, dependent care and on-site childcare services, professional employment
organizations (PEO), etc..
Talent Management/Employee Relations: The area of human resource management

responsible for all the human resources services related to managing the individual once they
are hired as an employee. Types of products and services include: screening and assessment,
performance evaluation, employee surveys, rewards and recognition, diversity, mentoring,
succession planning services, talent management software, etc..
Training and Development: The area of human resource management responsible for training
and developing employees. Types of products and services include: instructor-based training,
eLearning solutions, analytics and measurement, blended learning, learning management
systems (LMS), gamification technologies, online collaboration tools, surveys and
evaluations, etc..
Workforce Planning and Analytics: The area of human resource management responsible
for identifying an organizations future workforce needs. Types of products and services
include: Workforce planning software, organization charting and redesign, predictive
modeling, change management, benchmarking, HR scorecards, competency analysis, internal
mobility, labor supply and demographics, etc.
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Legal and Compliance: The area of human resource management responsible for ensuring
compliance with employment and labor laws. Types of products and services include: labor
relations, legislation, litigation, alternative dispute services, contract disputes, employment
contracts, employment discrimination, OSHA, HIPPA, ADA, FMLA, ACA, disability, wage
and hour, privacy, I9, termination, etc.
In addition to these specific human resources categories, it is also important to highlight services
that are cross functional in nature and relate to one or more HR categories:
Consulting Services: This cross-functional category includes the thousands of consulting

firms that can help HR departments with one or all aspects of human resources management
and process improvement.
HR Technology: At one time this might have been considered a separate pillar within HR,
but today, technology is integrated with and impacts all aspects of HR. The Internet, social,
big data, and other technologies are fundamentally changing the human capital marketplace
as companies strive to become more efficient. Technology allows HR to automate processes
and eliminate many of the more labor-intensive transactional and administrative processes
that have burdened HR professionals for years.
Outsourcing: Any and all aspect of HR can be outsourced. According to research by

Gartner, Inc., 80 percent of companies now outsource at least one HR activity, and the
number is swiftly growing. For this reason, we do not consider outsourcing as a functional
pillar within HR, but rather cross functional. Increasing numbers of organizations are turning
to specialized firms to supplement various aspects of human resource management. While
outsourcing makes sense for many reasons, the primary benefit is containment/reduction of
costs of routine transactional and administrative work. Another key reason is the belief that a
company should outsource all non-mission-critical aspects.
Selling to the Human Resource Department
In larger organizations, it is typical for HR executives to be strategically involved in business

development, with the HR staff responsible for various HR-related functions including
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compensation and benefits, payroll, health insurance, 401(k) plans, etc. It is also common for IT,
finance, C-suite executives, or even the CEO to play a role in the purchasing process.
In smaller organizations, it is common for a single person, working closely with the CEO, to
have purchasing responsibility for all aspects of HR. And in many public sector environments, it
is possible for a separate purchasing department, unrelated to HR, to play a role in purchasing
HR products and services.
Regardless of the size or type of the organization, there is always a primary person or group
responsible for purchasing HR products and services.
Your challenge as a supplier is to know who these purchasing influencers are because that
determines which trade shows you attend, what publications and blogs you target, what mailing
lists you purchase and the tone of your marketing messaging.
Heres the bottom line. The HR marketplace is crowded. The market is saturated with content as
vendors of all sizes invest in content marketing. And social has made it less expensive than ever
to promote this content. As a result, its harder than ever to stand out and engage HR buyers.
Whats an HR solution provider to do? In short, have great messaging, quality content and
aggressive marketing.
Answering the following questions will go a long way toward helping you put together your HR
marketing plan.
What conferences does your target market attend? There are over 1,000 HR and related events
each year in North America alone. Youll exhibit at some of these conferences but dont ignore
all the others. Attend as many conferences as you can or at least engage with an events online
discussion. Both are great ways to build visibility for your brand and stay current with industry
trends.
1. What conferences does your competition engage with? Monitor the events they
participate in and make sure you also have a presence. This is also a great way to get
competitive information. And be sure to also monitor their own user conferences.
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2. What HR conferences offer speaking opportunities? Each month there are dozens of new
speaking opportunities announced by HR conference organizers. Apply to some. Speaking is
a great way to build a brand, network and generate leads.
3. What are the media outlets HR professionals read? And who are the journalists,
influencers and hosts responsible for this content? Trade magazines, columns in national
dailys and business periodicals, blogs and podcasts. All represent important visibility
opportunities for your brand and important influencers to be building relationships with.
4. What award competitions is your brand eligible for? There are hundreds of award
competitions for HR products and services. Winning awards brings recognition, visibility and
credibility. Apply to some.
5. What are the major LinkedIn groups that your buyers participate in? Find them, join them
and contribute.
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Chapter-2
Literature review
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Literature Review
According to Greenberg and Baron (2000) this definition could be divided into three main
parts. The first part looks at arousal that deals with the drive, or energy behind individual(s)
action. People turn to be guided by their interest in making a good impression on others, doing
interesting work and being successful in what they do. The second part referring to the choice
people make and the direction their behavior takes. The last part deals with maintaining behavior
clearly defining how long people have to persist at attempting to meet their goals.
Kreitner(1995), Buford, Bedeian&Linder (1995), Higgins (1994) defined motivation as the

psychological process that gives behavior purpose and direction, a predisposition to behave in a
purposive manner to achieve specific unmet needs, an unsatisfied need, and the will to achieve,
respectively.
Young (2000) suggest that motivation can be defined in a variety of ways, depending on who
you ask .Ask some one on the street; you may get a response like its drives us or its what
make us do the things we do. Therefore motivation is the force within an individual that account
for the level, direction, and persistence of effort expended at work.
Halepota (2005, p16) defines motivation as a persons active participation and commitment to
achieve the prescribed results. Halepota further presents that the concept of motivation is
abstract because different strategies produce different results at different times and there is no
single strategy that can produce guaranteed favorable results all the times.
According to Antomioni(1999, p29), the amount of effort people are willing to put in their
work depends on the degree to which they feel their motivational needs will be satisfied. On the
other hand, individuals become de-motivated if they feel something in the organization prevents
them from attaining good outcomes.
Jackson and Carter -claim that we live in a wage labor economy and therefore people put a
price on their work efforts. All other factors regarding motivation are only secondary, in other
words money comes before all non-material motivators. They strengthen their argument with the
statement that people can survive without job satisfaction, but cannot survive without a wage
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Alexander D. Stajkovic and Fred Luthans completed a study upon Differential effects of
incentive motivators on work performance. The most common incentive motivators used in
organizations are money, social recognition and performance feedback where it is important to
recognize the differences in effect. Stajkovic and Kluthan claim that money is the most
frequently used motivator, especially cash payment
Herzberg, Mausner and Snydermanin 1959 processed a research concerning motivation to

work. The theory stresses upon motivators, which are directly connected to ones performance.
The motivators create a need for personal growth as well as self-actualization within work.
Achievement: solutions to problem, confirmation, appreciation of ones work

Recognition: to be seen by others in the organization
Work itself: doing the job
Responsibility: own work, others work and be given new responsibility
Advancement: change in status or position
Vrooms perspective Vroom has founded the theory called expectancy theory, which is a
cognitive model that focuses upon motivation to work. The theory pays attention to how one
behaves in certain way to avoid pain and gain as much pleasure as possible. Furthermore, people
become motivated when they experience high likelihood that managers and colleagues
acknowledge their work. In addition, one would also like to be rewarded for ones performance
and it is of high importance that the reward is tangible and positive.
Vroom uses a formula to calculate the level of motivation: M = (E) x (I) x (V). Where E is the
abbreviation of expectancy, I stand for instrumentality and V is the shortening for valance.
Cheng, (1995) Express his views and states that the biggest challenge for banks management
today is to motivate employees for sake of proficient offer and better services according to
customers expectations. The most powerful purpose of Human Resource Managers is to
guarantee the satisfied administrative centre or offices where employees can work well. The
purpose of helping out the general manager is to satisfy the employees and to tie up their
interests with their work by providing the motivation of different kinds.
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Deeprose (1994), examined that the effective reward system improve worker enthusiasm and its
efficiency that play significant role in the growth of a company accomplishment.
Baron (1983) describes the friendly affiliation between stimulus and work accomplishment.
Both performance and motivation are directly proportion to each other.
Flynn (1998) states that the primary focus of reward programs is to examine how organizations
classify their reward schemes and how they communicate to the employees and how clearly they
understand the link between reward and performance.
Rutherford (1990) found in his research that motivation is the effective agent in an organization
because, motivated employees are always innovative in their jobs. It is task for the management
to appreciate and comprehend the procedures necessary for an organization to have an effect on
inspiration of their workers.
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Chapter-3
Research methodology
RESEARCH METHODOLOGY
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3.1 Research objectives of the study
While studying management most of the already existing theories discuss motivation to work
from a general perspective. Therefore it was interesting to investigate motivation on a deeper
level.
The main objectives for our research are:
1. To determine the motivational factors of Managers and workers

2. Difference between the factors of motivation of managers and workers
3. In depth analysis of various factors that motivate employees towards their performance
3.2 Research methodology of the study
Entire project work was based on certain methodology, which represents a way to systematically
solve the problem or attain its objectives. It provides very important guidelines and lead to
completion of any project work through observation, data collection and data analysis.
3.2.1 Research Design
This project A study on comparative analysis of motivational factors of managers and

workers is considered as an exploratory-cum-descriptive research to obtain and analyze the
data. Exploratory study is important for obtaining a good theory building and hypothesis testing.
In this study, exploratory research includes literature reviews in order to gain more detailed
information about the research problems and issues related with the risk management in the
banking industry. Descriptive research is typically more formal and structured than exploratory
research. It is based on large representative samples and the data obtained are subjective to
quantitative analysis.
3.3.2 Methods of data collection
To determine the appropriate data for research mainly two kinds of data was collected namely
primary & secondary data as explained below:
Here, the sources of data collected are:

Primary Data:
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Questionnaire (tool)
Secondary Data:
Information is collected through internet
From various text books
Journals and magazines
3.2.2.1 Instrument For Data Collection
The main statistical tool used for analyzing of data was weighted average method, and for
representing the data tables were used
3.2.2.2 Drafting Of A Questionaire
A questionnaire is a research instrument consisting of a series of questions and other prompts

for the purpose of gathering information from respondents. Although they are often designed for
statistical analysis of the responses, this is not always the case. Questionnaires have advantages
over some other types of surveys in that they are cheap, do not require as much effort from the
questioner as verbal or telephone surveys, and often have standardized answers that make it
simple to compile data. However, such standardized answers may frustrate users As a type of
survey, questionnaires also have many of the same problems relating to question construction
and wording that exist in other types of opinion polls.
Question types
Usually, a questionnaire consists of a number of questions that the respondent has to answer in a
set format. A distinction is made between open-ended and closed-ended questions. An open-
ended question asks the respondent to formulate his own answer, whereas a closed-ended
question has the respondent pick an answer from a given number of options. The response
options for a closed-ended question should be exhaustive and mutually exclusive. Four types of
response scales for closed-ended questions are distinguished:
Dichotomous, where the respondent has two options
Nominal-polytomous, where the respondent has more than two unordered options
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Ordinal-polytomous, where the respondent has more than two ordered options
(Bounded)Continuous, where the respondent is presented with a continuous scale
3.2.3 Sample Design
A sample design is a definite plant for obtaining a sample from the given population. It is
determined before the data is collected.
3.2.3.1 Population:
All items under consideration in the field of enquiry, in this case, the employees of
different organization comprising of 20 mangers and 20 workers.
3.2.3.2 Sample Size
40 employees were selected at random from different organization comprising of 20 mangers and
20 workers and feedback forms (questionnaire) have beenobtained. The data has been analyzed
in order to know the employees view point.
3.2.3.3 Sampling Method
In this Convenience sampling was used. Convenience sampling (sometimes known as grab or
opportunity sampling) is a type of no probability sampling which involves the sample being
drawn from that part of the population which is close to hand. That is, a sample population
selected because it is readily available and convenient. It may be through meeting the person or
including a person in the sample when one meets them or chosen by finding them through
technological means such as the internet or through phone.
3.3 Limitations
1. Time constraint- the duration of research was short, due to which it was difficult to
collect data. Due to limited time the sample size of questionnaire was small and confined
to only few managers and workers
2. Our definition of a manager is a person with a leading position in an organization. On the
other hand, the worker has a lower position within the company and has not as much
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responsibility as the manager. We are well aware that differences between genders could
occur, however this will not be investigated in this study.
3. Concentration of research was on the private sector, where occupations within that area
are being used, where the public sector would not be included.
4. Finally, there was no stress upon the aspect of voluntary work; instead work will be
defined as a role in the organization whereby a salary is received by an individual
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Chapter-4
Analysis and
interpretation
For this analysis I Have Interviewed 20 Managers and 20 workers from different organization.
Each and every person that was interviewed has contributed with many interesting aspects
regarding work and motivation. Interestingly, first observation was that persons working in a
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manager position were older and have more experience. On the other hand the persons working
in the worker position were younger and not that experienced.
Worker and manager analysis
A common factor between the ones that were interviewed was their feelings about their work.
Everyone enjoys their work, have an interest for the line of business and love the contact with
other people. Moreover, the person experience motivation when performing the actual work
tasks.
Possibility to affect decisions
While conducting interviews it was observed that workers do not get opportunity to affect
decisions regarding their position. Especially, concerning their working hours and internal
education
On the other hand, the managers have more impact on decisions regarding the whole company,
much depending on their position within the organization. Where the position itself gives them
the chance to be involved in decisions regarding the employees they are responsible for as well
as issues concerning the company.
Working climate
Another interesting factor is the working climate; all workers believe it is important to have
friendly colleagues and nice working environment. Even though the working climate is
important for the workers, during the interviews it became clear that it is vital for the managers.
They strongly stress how important it is to communicate the friendly environment so that the
organization functions and that the employees experience belongingness (for example team
spirit and trust), and therefore they consider it as a important motivating factor for their work
4.1 Analysis:
Ques1: Salary given to the employees who do their jobs will motivates them
Table1: Represent views of employees towards importance of salary
27
Weights No of respondents Total Weightage
allotted
Managers Workers Workers
Strongly agree 5 10 14 50 70
Agree 4 7 6 28 24
Neither agree 3 0 0 0 0
nor disagree
Disagree 2 3 0 6 0
Strongly 1 0 0 0 0
disagree
TOTAL= 84 94
Response of Employees towards importance of salary

96 94
94
92
90
88
Total Weightage 86
84
84
82
80
78
Manager Workers
Employees
INTERPRETATION: It is observed that both managers and workers believe that salary given to
employees motivates them but in comparison to managers, workers give more preference to salary as
motivating factor for their job.
Ques2: Financial incentives motivates me more than the Non Financial Incentives
Table2: Response of employees towards the importance of financial and non- financial incentives
28
allotted Managers Workers Managers Workers
Agree 4 5 6 20 24
nor disagree
Disagree 2 8 0 16 0
Strongly 1 2 0 2 0
disagree
TOTAL= 61 86
Respopnse of employees towards the importance of financial and non-financial incentives

100
86
80
61
60
Total Weightage
40
20
0
Manager Workers
Employees
INTERPRETATION: From the above analysis it is observed that workers give more preference to the
financial incentives than non financial incentives as motivating factor as compare to managers.
Ques3: I am satisfied with the salary I draw at present?
Table3: Shows the level of satisfaction of the employees

29
Agree 4 7 4 28 16
nor disagree
Disagree 2 4 9 8 18
Strongly 1 2 6 2 6
disagree
TOTAL= 61 45
Respopnse of employees towards the importance of financial and non-financial incentives

70
61
60
50 45
40
Total Weightage 30
20
10
0
Manager Workers
Employees
INTERPRETATION: It is observed that managers are more satisfied with the salary they are drawing in
their organization. On the other hand workers are dissatisfied and believe that they are under paid as
compare to the work they are given to perform.
Ques4: Lunch breaks, rest breaks, and leaves given in the organization motivates the employees
towards their performance
30
Table4: Response of employees towards the importance of breaks and leaves in organization

allotted
Managers Workers Managers Workers
Agree 4 7 10 28 40
nor disagree
Disagree 2 6 2 12 4
Strongly 1 1 0 1 0
disagree
TOTAL= 69 80
Response of employees towards the importance of breaks and leaves

85
80
80
75
Total Weightage 69
70
65
60
Manager Workers
Employees
INTERPRETATION: It is observed that workers give more preference to breaks and leaves as one of the
motivating factor behind their performance as compare to the managers. For managers these leaves and
breaks are not as important for their performance.
Ques5: Good physical working conditions in the organization motivate the employees
Table5: Response of employees towards the importance of physical conditions in organization

31
allotted
Agree 4 7 10 28 40
nor disagree
Disagree 2 1 1 2 2
Strongly 1 0 1 0 1
disagree
TOTAL= 90 79
Response of employees towards the importance of physical conditions

95
90
90
85
Total Weightage 79
80
75
70
Manager Workers
Employees
INTERPRETATION: It is observed that managers give more preference to working conditions as a

motivating factor for their performance as compare to the workers. For the managers salary is not as
important as compare to the working atmosphere in the organization.
Ques6: The employees in the organization feel secured in their job
32
Table6: Views of employees towards job security
Agree 4 8 3 32 12
nor disagree
Disagree 2 2 7 4 14
Strongly 1 0 5 0 5
disagree
TOTAL= 78 48
Views of employees towards job security

90
78
80
70
60
48
50
Total Weightage 40
30
20
10
0
Manager Workers
Employees
INTERPRETATION: It is observed that as compare to the workers managers feel more secured in their
job. More than majority agrees that the job they are performing is secured and there is no fear of losing it.
Managers give more preference to job security as motivating factor than workers
Ques7: The retirement benefits available are sufficient for motivation to work
33
Table7: Response of employees towards the importance of retirement benefits
Agree 4 6 8 24 32
nor disagree
Disagree 2 8 6 16 12
Strongly 1 1 0 1 0
disagree
TOTAL= 60 72
Response of employees towards the omportance of retirement benefits

75
72
70
65
Total Weightage 60
60
55
50
Manager Workers
Employees
INTERPRETATION: It is observed that as compare to the managers; workers give more preference to
the retirement benefits as one of the motivating factor for their work. They believe retirements benefits
which organization provides to them also motivate them to work for that organization, whereas for the
managers it is not as important factor
Ques8: The medical benefits provided in the organization are satisfactory
34
Table8: Response of employees towards medical benefits
allotted
Agree 4 10 8 40 32
nor disagree
Disagree 2 2 8 4 16
Strongly 1 2 2 2 2
disagree
TOTAL= 72 56
Response of employees medial benefits

80 72
70
60 56
50
Total Weightage 40
30
20
10
0
Manager Workers
Employees
INTERPRETATION: It is observed that though the workers believe that medical benefits provided to
them also act as a motivating factor for the workers, yet the medical benefits that are available to them are
not satisfactory. However managers do not give preference to it as an important motivating factor and
therefore find it to be satisfactory
Ques9: Visibility with Top management is important to me
35
Table9: Response of employees towards visibility with top management
allotted
Agree 4 7 6 28 24
nor disagree
Disagree 2 0 7 0 14
Strongly 1 0 0 0 0
disagree
TOTAL= 87 63
Response of employees towards visibillity with top management

100
87
80
63
60
Total Weightage
40
20
0
Manager Workers
Employees
INTERPRETATION: It is observed that managers are much more concern about their self esteemed
need as compare to the workers and therefore consider it to be as one of the motivating factor .for the
managers visibility and interaction with top management is more important as compare to workers for
whom it is not as important as compare to salary
Ques10: I feel that my superior always recognizes the work done by me
36
Table10: Response of employees towards role of supervisors
allotted
Agree 4 9 6 36 24
nor disagree
Disagree 2 4 8 8 16
Strongly 1 0 0 0 0
disagree
TOTAL= 73 62
Response of employees towards role of supervisors

74 73
72
70
68
66
Total Weightage 64
62
62
60
58
56
Manager Workers
Employees
INTERPRETATION: It is observed that acknowledgement of work done or amount of attention

received from the superiors is more important for the managers as compare to the workers and therefore
they consider it to be an important motivating factor towards their performance where as for the workers
it is not as important and therefore even less than majority agrees with it.
Ques11: I feel that the job I do gives me a good status and motivates towards success
Table11: Response of employees towards the role of their job
37
allotted
Agree 4 10 5 40 20
nor disagree
Disagree 2 2 7 4 14
Strongly 1 0 0 0 0
disagree
TOTAL= 80 58
Response of employees towards the role of their job

90 80
80
70
58
60
50
Total Weightage 40
30
20
10
0
Manager Workers
Employees
INTERPRETATION: It is observed that kind of job, challenges involve in it, amount of learning it
involves is more important for the managers and therefore they consider it as motivating factor towards
their success. However for the workers it is not important. They consider it as only earning source for
themselves.
Ques12: I am satisfied with the responsibility and role that I have in my work
38
Table12: Level of employee satisfaction with role and responsibility in work
allotted
Agree 4 7 4 28 16
nor disagree
Disagree 2 2 9 4 18
Strongly 1 0 4 0 4
disagree
TOTAL= 83 51
level of employee satisfaction with role and responsibility in work

90 83
80
70
60 51
50
Total Weightage 40
30
20
10
0
Manager Workers
Employees
INTERPRETATION: It is observed that managers are more satisfied with their role and responsibility in
the organization and consider job satisfaction as a motivating factor for their work. However workers are
highly demotivated by their roles and consider it as under/over utilization of their potential.
Ques13: The quality of the relationships in the informal workgroups is quite important to me
39
Table13: Response of employees towards importance of informal relations at work
allotted
Agree 4 7 8 28 32
nor disagree
Disagree 2 1 2 2 4
Strongly 1 0 0 0 0
disagree
TOTAL= 88 80
Response of employees towards importance of informal relations at work

90
88
88
86
84
Total Weightage 82
80
80
78
76
Manager Workers
Employees
INTERPRETATION: It is observed that working in groups, teams, informal relationships are important
for both managers and workers and therefore both of them consider it as motivating factor for their
performance. However managers give more preference to it as compare to the workers.
Ques14: I am satisfied with the support of the HR department
40
Table14: Level of satisfaction with HR department
allotted
Agree 4 11 9 44 36
nor disagree
Disagree 2 1 3 2 6
Strongly 1 1 0 1 0
disagree
TOTAL= 74 70
Level of satisfaction with HR depatment

75
74
74
73
72
Total Weightage 71
70
70
69
68
Manager Workers
Employees
INTERPRETATION: It is observed that kind of support the organization provides to its employees is
also important for employees. As compare to the workers managers give more preference to it and feel
satisfied with the support they are getting
Ques15: In my organization there is fair amount of team spirit to motivate employees
41
Table15: Response of employees towards importance of team spirit for work
allotted
Agree 4 7 7 28 28
nor disagree
Disagree 2 0 8 0 16
Strongly 1 0 0 0 0
disagree
TOTAL= 83 63
Response of employees towards importanc of team spirit for work

90 83
80
70 63
60
50
Total Weightage 40
30
20
10
0
Manager Workers
Employees
INTERPRETATION: It is observed that the team spirit present in the employees also act as motivating
factor towards his performance. Managers give more preference to team spirit as a motivating factor than
workers, for whom it is not as important factor as remerations
Ques16: I feel more motivated while participating in extra curricular activities/soft skill
development exercises
42
Table16: Response of employees for importance of extra curricular activities
allotted
Agree 4 11 4 44 16
nor disagree
Strongly 1 0 0 0 0
disagree
TOTAL= 76 59
Response of employees for importnce of extra curricular activities

80 76
70
59
60
50
Total Weightage 40
30
20
10
0
Manager Workers
Employees
INTERPRETATION: It is observed that various extra activities, skills development exercises, training
provided to the employees is more important for managers as compare to the workers. Managers feel
motivated by participating in such activities; however workers do not find them useful and therefore
disagree with it.
Ques17: I want to be the best at my own job
43
Table17: Response of employees towards self actualization needs
allotted
Agree 4 7 7 28 28
nor disagree
Disagree 2 0 0 0 0
Strongly 1 0 0 0 0
disagree
TOTAL= 93 77
Response of employees towards self actualization needs

100 93
77
80
60
Total Weightage
40
20
0
Manager Workers
Employees
INTERPRETATION: It is observed that the self actualization needs are more important for managers as
compare to the workers and therefore they consider it as a strong motivating factor for their performance
towards the work, whereas for workers it is not as important as compare to basic needs.
44
Ques18: I like to schedule my own work and to make job related decisions with a minimum of
supervision
Table18: Response of employees towards importance of flexibility at work

allotted
Agree 4 15 5 60 20
nor disagree
Disagree 2 0 8 0 16
Strongly 1 0 5 0 5
disagree
TOTAL= 81 51
Response of employees towards importance of flexibility at work

90 81
80
70
60 51
50
Total Weightage 40
30
20
10
0
Manager Workers
Employees
INTERPRETATION: It is observed that degree of independence, freedom is also essential for good
performance of the employees. As compare to the workers, managers give more preference to flexibility
at work and consider it as more important and essential motivating factor for their performance.
45
Ques19: I find opportunities for advancement in my organization
Table19: Response of employees towards importance of growth opportunities

allotted
Agree 4 5 3 20 12
nor disagree
Disagree 2 2 5 4 10
Strongly 1 0 1 0 1
disagree
TOTAL= 81 60
Response of employees towards importance of growth opportunities

90 81
80
70 60
60
50
Total Weightage 40
30
20
10
0
Manager Workers
Employees
INTERPRETATION: From the above analysis it is observed that as compare to the workers managers
give more preference to the growth opportunities and believe that if they get desired growth opportunities
in organization ,it act as motivating factor for performance
46
Ques20: My aim is self knowledge and enlightens the most important thing to me is realizing my
ultimate personal potential
Table20: Response of employees towards the role of self determination

Allotted Managers Workers Managers Workers
Agree 4 8 6 32 24
nor disagree
Strongly 1 0 0 0 0
disagree
TOTAL= 76 60
Response of employees towards the role of self determination

80 76
70
60
60
50
Total Weightage 40
30
20
10
0
Manager Workers
Employees
INTERPRETATION: Managers give more preference to the self determination as compare to the
workers. They believe that if employee is ambitious and aware of his KSA, it also act as a motivating
factor towards performance at work.
47
Ques21: What other factors motivate you the most of your job?
Various other motivating factors for employees are:
Managers:
Flexibility in the organization
Organization culture and work climate
Brand value
Growth opportunity/market value
Ongoing dialog between managers-workers-customers
Attitude and behavior of peers and colleagues
Intelligent and smart bosses with nice dealings
Proper balance between work, family and free time
Workers:
Respect in the organization
Conditions and timings of work
Support and understanding with superiors
Extra benefits provided such as-transport, housing, education
48
Chapter-5
Findings and
suggestions
5.1 FINDINGS
49
1. 80% of workers agree that most essential factor for motivation is salary. Financial
incentives are more important for them as compared to managers.
2. Not even majority of managers and workers are satisfied with salary they are getting, but as
compared to workers managers are more satisfied.
3. 80% of workers believe that breaks and leaves given in the organization motivate them
towards their performance. For managers they are not as important.
4. 95% of managers believe that good working conditions in the organization are very
essential and act as motivating factor for their performance.
5. 70% of managers feel secured in their job and consider it to be a motivating factor.
However workers do not feel secured at their jobs.
6. More than majority of workers believe that concrete benefits provided by the organization
(such as: retirement benefits, medical benefits, housing) act as motivating factor for them.
7. More than majority of managers agrees that acknowledgment of work act as motivating
factor for employees, however less than majority of workers agree it.
8. 90% of managers believe that working in groups, teams, informal relationships are
important motivating factor for their performance. However for workers they are not as
important.
9. 70% of managers believe that participating in extra curricular activities also acts as
motivating factor. However less than majority of workers agree with it.
10. 70% of managers consider growth opportunities provided by organization as motivating

factor for their performance, whereas workers do not agree with it.
11. Various other motivating factors given by:
a. Managers:
50
Brand value
Attitude and behavior of peers and colleagues
Intelligent and Smart bosses with nice dealings
Proper balance between work, family and free time
b. Workers:
Respect in the organization

Conditions and timings of work
Support and understanding with superiors
Extra Benefits provided such as-transport, housing, education
5.2 SUGGESTIONS
VAROUS WAYS THROUGH WHICH ORGANIZATION CAN MOTIVATE ITS

EMPLOYEES ARE:
1. Recognition When someone does something well, praise them, where possible praise
them in public. Always criticize in private.
2. Right Training Offer your employees the training they need to excel at their jobs. It
motivate them towards their work
3. Working environment Create the right working environment for them to be productive.
Create a pleasant workplace and dont kill their enthusiasm with pointless rules and
procedures.
4. Team spirit People like working as part of a team and will often work harder to ensure
their team wins than they would otherwise.
5. Feedback Give right feedback at right time.
51
6. Reduce distractions Modern organizations are far too good at creating ways to distract
their employees from actually working. If manager can deflect some of these distractions
then employees will be more productive and more motivated.
7. Goal setting Its easier to work towards a goal than it is to work without goals. Setting
goals also motivate employees to achieve them
8. Involve your employees in the decision making process Let them know their expertise
and opinions matter.
9. Listen to and deal effectively with employee complaints Show them that you value
their contribution to the business and respect their feelings.
10. Show that you have confidence in your employees By giving them the chance to take
responsibility and to demonstrate their best work.
11. Empower Employees-Trust employees to make their own decisions and make their own
mistakes.
12. Treat employees fairly-When people feel they are treated fairly they remain loyal to the
company and motivated by their work. Perceived inequality of treatment leads to
resentment, low moral and lack of self-motivation.
52
Chapter-6
conclusion
5.2 CONCLUSION
Differences in motivation
53
The whole process of carrying out research has contributed to a greater knowledge of motivation
to work, especially while studying previous presented theories. From the interviews large amount
of information regarding the subject has been gained that has given a deeper insight of
motivation. All in all, research has made it possible to draw exciting conclusions.
Before starting to present the different findings for workers and managers, one thing that is most
important is that without an interest for ones work, motivation could be hard to define.
Fortunately, all interviewees participating in project have a huge interest within their line of
business and the company.
Conclusion of what motivates a worker is, primarily money. They want to receive tangible
rewards for their performance, for example bonuses and pay increase for the same work which
can be viewed as money, in one way or another. Moreover, the craving for material benefits,
subsidized lunch, preventive health care, which can be used to strengthen argument that money is
what motivate workers. Certainly, the working climate matters for the persons in worker
positions; however it is not the essential working motivator.
Conclusion of what motivates a manager is, working climate, recognition and free time. They
experience a positive recognition as a reward as well as working climate, and do not pay
attention to material ones. Moreover, it was discovered that how important good relationship
with colleagues, acknowledge for their work and to create a pleasant working environment are.
The other factor that motivates a manager is his or her free time, where the person wants time for
activities other than work. Of course, the managers would not work for free, they still want to
have a realistic pay check, and however money plays a smaller role for the manager.
54
To answer research questions, there are differences in motivation to work between a manager and
a worker. The major difference is money for the workers and recognition, working climate
and free time for the managers.
For final outcome of research it was observed, the grass is always greener on the other side of
the fence. People always want more. Workers want more things and therefore they urge for more
money, and that is what drives them forward.
On the contrary, the managers need for money has decrease over the years. Instead, the non
material factors as family and friends are fundamental for the manager and that is what drives
him or her forward.
BIBLIOGRAPHY
BOOKS
Chabra T N 2005 Human Resource Management revised edition , Gangan

Kapur, Delhi.
55
Greenberg J &Baron A.R, 2003 Behavior in Organizations, Prentice Hall, Vol. 8, pp.
188-215
Herzberg, Frederick et al, 1959 Motivation to work, 2nd edition, New York: John
Wiley & Sons.
Jackson, Norman and Pippa Carter, 2000Rethinking Organizational

Behavior, Glasgow: Bell & Bain Ltd.
Kothari C.R, 2007 Research Methodology- Methods and Techniques,2nd revised

Edition , New Age International Publishers- New Delhi.
Prasad L.M, 2005 Human Resource Management, second edition , Sultan

Chand & Sons- New Delhi.
Vroom, Victor H, 1995 Work and Motivation, San Francisco: Jossey-Bass Inc.
WEBSITES
1. http://www.findarticles.com.,Nelson, B. (2001), Motivate employees with intangible

benefits
2. http://acedemic.empria.edu.,Young, B.C. (2000), Methods of Motivating: Yesterday and

Today
ARTICLES
Antomioni D., What motivates middle managers? Industrial Management, Nov, - Dec,
Vol. 41, No 6, 1999, pp. 27-30.
56
Helepota, H.A. Motivational Theories and their application in construction, Cost
Engineering, Vol. 47, No. 3, 2005, pp. 14-35.
Stajkovic, Alexander D. and Fred Luthans, Differential effects of incentive motivators

on work performance. Academy of Management Journal, vol. 4, no 3, 2001,New York:
Briar Cliff Manor
ANNEXURE
QUESTIONNAIRE:
TOPIC- Study of Comparative analysis of motivational factors of managers and workers
BASIC NEEDS:
Q.1 the salary increments given to employees who do their jobs very well motivate them.
57
a) Strongly agree
b) Agree
c) Neither agrees nor disagrees
d) Disagree
e) Strongly disagree
Q.2 Financial incentives motivates me more than non financial incentives.
a) Strongly agree
b) Agree
d) Disagree
Q.3 I am satisfied with the salary I draw at present.
a) Strongly agree
b) Agree
d) Disagree
Q.4 lunch break, rest breaks and leaves given in the organization motivate the employees
towards their performance.
a) Strongly agree
b) Agree
d) Disagree
58
SAFETY:
Q.5 Good physical working conditions in the organization motivate the employees.
a) Strongly agree
b) Agree
d) Disagree
Q.6 The employees in the organization feel secured in their job.
a) Strongly agree
b) Agree
d) Disagree
Q.7 The retirement benefits available are sufficient for motivation to work.
a) Strongly agree
b) Agree
d) Disagree
Q.8 The medical benefits provided in the organization are satisfactory.
a) Strongly agree
b) Agree
59
d) Disagree
ESTEEM:
Q.9 Visibility with top management is important to me.
a) Strongly agree
b) Agree
d) Disagree
Q.10 I feel that my superior always recognizes the work done by me
a) Strongly agree
b) Agree
d) Disagree
Q.11 I feel that the job I do gives me a good status and motivate towards success.
a) Strongly agree
60
b) Agree
d) Disagree
Q.12 I am satisfied with the responsibility and role that I have in my work
a) Strongly agree
b) Agree
d) Disagree
LOVE:
Q.13 The quality of the relationships in the informal workgroup is quite important to me.
a) Strongly agree
b) Agree
d) Disagree
Q.14 I am satisfied with the support from the HR department.
a) Strongly agree
b) Agree
61
d) Disagree
Q.15 In this organization there is fair amount of team spirit to motivate employees.
a) Strongly agree
b) Agree
d) Disagree
Q.16 I feel more motivated while participating in extra curricular activities/soft skill
development exercises done here.
a) Strongly agree
b) Agree
d) Disagree
SELF ACTUALIZATION:
Q.17 I want to be the best at my own job.
a) Strongly agree
b) Agree
d) Disagree
62
Q.18 I like to schedule my own work and to make job-related decisions with a minimum of
supervision.
a) Strongly agree
b) Agree
d) Disagree
Q.19 I find opportunities for advancement in this organization.
a) Strongly agree
b) Agree
d) Disagree
Q.20 My aim is self-knowledge and enlightenment. The most important thing to me is

realizing my ultimate personal potential.
a) Strongly agree
b) Agree
d) Disagree
Q.21 What other factors motivate you the most of your job?
______________________________________________________________________
______________________________________________________________________
63
64

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Chapter-1

1.1.2 IMPACT OF EMPLOYEE MOTIVATION ON ORGANIZATIONAL

Negative Changes to Reputation

Planning for Future Trends

As per his theory these needs are:

FREDERICK HERZBERGS MOTIVATION-HYGIENE THEORY:

Examples of Motivational factors are:

Growth prospectus, job advancement, responsibility, challenges, recognition and achievements.

CLAYTON ALDERFERS ERG THEORY:

It also contains the frustration-regression dimension

THEORY X AND THEORY Y OF DOUGLAS MCGREGOR:

Under the assumptions of theory X:

In contrast under the assumptions of theory Y:

Physical and mental effort at work is as natural as rest or play.

CONTRIBUTIONS OF ELTON MAYO:

The work of Elton Mayo is famously known as Hawthorne Experiments. He conducted

People are motivated by more than pay and conditions.

1.1.4 VARIOUS MOTIVATIONAL FACTORS FOR EMPLOYEES IN THE

The Four Employee Motivators are:

Besides these various other motivational factors are:

Appreciation or recognition for a job well done

Being in the know about company matters

An understanding attitude from the management

Career advancement opportunities

Loyalty from management

Good working conditions

The Human Resource Department

The Human Resource Marketplace

Human Resource Marketplace Trends

1. Consolidation. Large HR software and services companies continue to acquire smaller

Categorizing the Human Resources Marketplace

Compensation/Payroll: The area of human resource management responsible for

Talent Management/Employee Relations: The area of human resource management

Consulting Services: This cross-functional category includes the thousands of consulting

Outsourcing: Any and all aspect of HR can be outsourced. According to research by

Selling to the Human Resource Department

In larger organizations, it is typical for HR executives to be strategically involved in business

Kreitner(1995), Buford, Bedeian&Linder (1995), Higgins (1994) defined motivation as the

Herzberg, Mausner and Snydermanin 1959 processed a research concerning motivation to

Achievement: solutions to problem, confirmation, appreciation of ones work

The main objectives for our research are:

1. To determine the motivational factors of Managers and workers

3.2 Research methodology of the study

3.2.1 Research Design

This project A study on comparative analysis of motivational factors of managers and

3.3.2 Methods of data collection

Here, the sources of data collected are:

3.2.2.2 Drafting Of A Questionaire

A questionnaire is a research instrument consisting of a series of questions and other prompts

Dichotomous, where the respondent has two options

(Bounded)Continuous, where the respondent is presented with a continuous scale

3.2.3 Sample Design

3.2.3.2 Sample Size

3.2.3.3 Sampling Method

Worker and manager analysis

Possibility to affect decisions

Table1: Represent views of employees towards importance of salary

Response of Employees towards importance of salary

Weights No of respondents Total Weightage

Respopnse of employees towards the importance of financial and non-financial incentives

Ques3: I am satisfied with the salary I draw at present?

Table3: Shows the level of satisfaction of the employees

Respopnse of employees towards the importance of financial and non-financial incentives