A RESEARCH REPORT

ON

"A Study on Employee Motivation”

Submitted by:
Rahul Kushwaha
Executive MBA

In the partial fulfillment of the requirement for the award of the degree
of
Master of Business Administration (Session 2010)

Supervisor: Submitted to:

Vivek Kumar Dr. Mohd Arif
Lecturer, Department of management Head, Department of management

1
AKNOWLEDGMENT

2
 Acknowledgment

A single person alone can never be credited for performing any

extraordinary work successfully. It is only possible with the continuous and

constant help and guidance that they receive from others.

This research report too has taken its shape because of the valuable and

precious guidance of our professor. We are gratefully acknowledged.

I further personally feel that making of this project provided us with good

exposure to the subject of finance and especially the Indian insurance

sector and it was a very good learning experience.

My sincere thanks are also due to Dr Jugesh Aspal (Director) for his

significant help extended for the successful completion of the project. I

highly appreciate the help I got from them in providing me and lot of

information regarding the functioning of this organization.

My sincere thanks are also due to Dr. Moh.Arif (H.O.D. of MBA), for their

significant help extended for the successful completion of the project. I

highly the help I got from them in providing me and lot of information

regarding the functioning of this organization.

3
 Rahul Kushwaha

DECLARATION

4
 Declaration

I Rahul Kushwaha, a student of Master Of Business Administration, would like

to declare the Research Report titled “A Study on Employee Motivation” in
partial fulfillment of the requirement for the degree of M.B.A. is my own work and
it is not submit anywhere else for award of any degree/ diploma/certificate.

Rahul Kushwaha

5
 TABLE OF CONTENTS
PAGE NO

1. Introduction 7

2. Objectives of study 41
3. Research Methodology 43
4. Analysis of Data 48
5. Conclusion 58
6. Recommendation & Suggestion 61
7. Bibliography 65
8. Annexure 67

6
INTRODUCTION

7
These theory stresses that man should have control over his work environment.

He can be motivated if he is given more responsibilities and task is made more

exciting and challenging.

Important theories are:-

1. Maslow’s need priority model

2. Hertzberg’s two factors theory

Need Priority Theory

Abraham H. Maslow, an eminent American psychologist developed a general

theory of motivation, known as the Need Hierarchy Theory. According to this

theory there are five categories of human needs. They are as follows:-

1. Psychological Needs

These are the biological needs required to preserve human life. These

include need for drink, clothing, sleep etc.

2. Safety Needs

These needs are concerned with the protection from danger, deprivation

and threat.

3. Social Needs

8
 Man is a social animal as he seeks affiliation (association) with

others. These needs refer to need for belonging, need for

acceptance, need for love, affection etc.

4. Esteem Needs

Esteem needs includes self-respect, achievement, competence, status,

recognition etc.

5. Self Actualization Needs

These are the needs for releasing one’s full potential for continued self-

development for being creative. It is the desire of becoming what one is

capable of.

Two Factor Theories

In the late fifties, Fredrick Hertzberg and his associates conducted

interviews of 200 engineers and accountants. These persons were asked

to relate the elements of their jobs, which made them happy or unhappy.

An analysis of their answered revealed that the feeling of unhappiness or

dissatisfaction was in which people were working. On the contrary, feeling

of happiness and satisfaction related to other jobs.

According to Hertzberg, maintenance or hygiene factors are necessary to

maintain a reasonable level of satisfaction among employees. These

9
 factors do not provide satisfaction to the employees but their absence will

dissatisfy them. They are extrinsic to the job i.e. they are environmental

factors. On the other hand, motivational factors are intrinsic parts of the

job. Any increase in these factors will satisfy the employees and help to

improve performance.

Hertzberg identified following factors as Maintenance and Motivating factors:-

Maintenance Factors Motivating Factors

Company policy and administration Achievement
Technical supervision Recognition
Interpersonal relationship with the supervisor Advancement
Interpersonal relationship with the Opportunity for

subordinates growth
Salary Responsibility
Job Security Work itself
Personal life

--------
Working conditions --------

Supervisor’s Role and Motivational Models

Supervisor and management for that purpose have the responsibility to assess the

motives and needs of the workers to decide that how best they can be fulfilled. Each

individual must be analyzed separately to discover his motives. Observation, written

attitude, interviews, assessment of previous goals and other possible sources of need

information may be reviewed. However, it is very difficult to answer the question “What

motivate people?” Many factors may be listed like money, good working environment,

10
challenging work, responsibility, praise for good work, the communication system and an

opportunity for growth & advancement. There may be several other factors but probably

the means for meeting theses needs can be used to motivate the employees. However,

motivation may be weak or strong depending upon the incentive offered by the employer,

which releases workers ability and potential in relation to his needs.

Sr.No. Expectation From Job

1 Good working conditions
2 Feeling in on things
3 Tactful discipline
4 Full appreciation
5 Mgt. loyalty to workers
6 Good wages
7 Promotion and growth
8 Understanding of personal problems
9 Job-security
10 Interesting work

Rules for Using Positive Reinforcement

To effectively use PR on the job certain rules or procedure must be followed.

Using reward to modify the behavior of the people would seem to follow the

logic of common sense. Nevertheless, it is a specialized procedure requiring

systematic approach. Typically, a behavioral consultant is called to design a

behavior mod program and train supervisor on how to do the program.

Despite these procedure statements if you have a genuine interest in the

11
 welfare of the people you can learn to make a productive use of PR from the

standpoint of the person being motivated.

1. An Appropriate Reward Must be Used

Most motivational theory point to the idea, that the way to motivate the

people is to use a reward that is meaningful to each particular person. If

you were a status hungry technician you might work hard just for the

opportunity to have a parking space just near the engineering chief’s

parking space. People display individual difference with respect to which

reward will satisfy which basic need. For example money may not be a

right reward for the person with a large family inheritance. Despite this

individual difference, a couple of illustrative general statements are in

order. The need for self-fulfillment or self-actualization receiving a

favorable performance appraisal challenging work assignment or

promotion.

2. Reward should Vary With The Size Of The Contribution

Your boss is unlikely to do an effective job of motivating you, if all your co-

workers have received a same size of reward. If you have made a

substantial progress in reducing the production of defective parts, you

should receive more recognition than some body else.

12
3. Beginners Should Be Rewarded for Nay Effort They Make In The Right

Direction

You have begin somewhere for making improvement. Assume that your

desk is so messy that you lose some important files. Your boss is not

obsessed with the orderliness, but he recognizes that you sloppy work

habits interfering with your productivity, using PR approach, your boss

should reward you whenever he comes across your clean and orderly

desk. For example if you boss notices that you no longer keep old coffee

cups on your desk, he might comment “ I can already see an improvement

in your work area, keep up the progress” Although this process sounds

elementary, shaping of behavior towards a planned objective increases

the probability that you will make bigger changes in near future.

4. You Should Be Rewarded Occasionally When You Do The Right Thing

Intermittent reinforcement is more important than continuous

reinforcement for sustaining the right behavior. If you worked as a shoe

store manager it might be rewarding to you if on an occasional visit to

store your boss told you everything looked just fine keep this up and you

will a difference in your salary.

If you boss gives, the same pep talk every week the reward would lose its

impact. Of worse consequences, you might come to depend on the reward

to perform good work.

5. You Should Get You Reward Quickly After Doing The Right Thing

13
 Assuming that money motivated you, you would be more likely to work

hard if hard work led to quick cash. If were selling financial investments

you would tend to keep on prospecting much more readily if you receive

your commission every month rather than after every six months.

6. You Have To Know What Has To Be Done To Get Rewarded

You need some kind of feedback device in your work to set. You knew

when you have done a good job. If you were a good quality control

technician, it would be helpful for your boss to tell you “ I will see to it that

are promoted to senior technician provided you decrease customer

returns on a product say X by 15 percent over the next four months. One

of the many reason that a basketball game so motivational is that the

path to a reward is clear-cut. A player can readily see that pitting the ball

through the hoop, a reward will be forthcoming. Feedback is immediate

in these circumstances.

7. You Have To Know When You Are Going Wrong

If your boss patiently tells you what you are doing wrong, you will know

what needs to be done to get rewarded. Suppose a secretary is filing too

many documents under the miscellaneous file. The secretary must be

told that this act would result in to time wastage if a particular file needs

14
 to be searched. Your system needs to be more efficient. The purpose of

a filing system is to be able to find information quickly when you need it.

8. You Should Receive A Realist Reward

An effective reward tends to commensurate with the constructive

behavior. Suppose your boss is trying to get you to be more assertive

with the customers. When you do behave more assertively, you should

be rewarded with encouragement of a reasonable sort. Your boss would

be overdoing praise if he or she says that he think that could become a

great sales representative in the region. Such encouragement would lose

their importance because the praise is not genuine.

Motivation through Employees Participation

Another major strategy for increasing the motivation of employees is to allow

them to participate in decisions affecting themselves and their work. People

tend to better motivated when they participate in decision making because

they become involved in the matter. For example if it was your suggestion to

15
purchase a particular machine for the office. You probably be well motivated

to use that machine. Here practical consequences of this participation are

often increased employee motivation and productivity.

Handsome Wages & Salary

One of the most important techniques of motivation is an appropriate wages

and salary given to the employee. This must be in accordance to their job.

Late Sitting Allowance

During the course of study it was found that employees do get such

allowances. This derives them to sacrifice their extra time to earn extra

money.

Dress Code

Their exists dress code for worker of the level of peon, driver and cook. The

company is providing dress, which includes two pair of uniforms with shoes

for summer and two pair of suits with blazer for winters.

16
Maternity Leave

A female worker in this organization gets three month maternity leave.

EWS

Company has a scheme of EWS (Economic Weaker Section) under which

people earning less than Rs. 1400 per month can apply for the loan at a very

nominal rate of interest.

Washing Allowance

The employee gets washing allowances on monthly basis.

Special Parties

Company from time to time organizes various poojas and function and all the

worker are also involved in it. This undoubtedly gives rise to a feeling of

belongingness and hence the employees feel motivated.

Appraisal, Praise or Recognition

When an employee does his work well he naturally wants it to be praised and

recognized by his boss and fellow-worker. Company takes special care in this

regard to motivate the employees.

17
Respect For the Individuals Personal Rights

Company has given the right to communicate their ideas and suggestions to

their superior freely. Not only this, if the suggestion are valuable then a

reasonable amount of credit and publicity is given to the person. In addition to

this their superior gives regular guidance and advice to them.

Working Conditions

Working condition in the company is most appropriate. The number of staff

and the facilities given are appreciable. The atmosphere in which the

employees work is very friendly and relaxing.

Motivational Technique

These techniques are utilized to stimulate employee’s growth. The purpose of

the motivation is to develop an environment in which people work with zeal

and enthusiasm.

Self-Motivation

The urge or desire that should come from within the person exists in the

company. The employees believe in themselves that they are capable of

performing the given task smartly and efficiency arrive from within the

individual not from someone else.

18
Top Level Management

One of the most important techniques of the motivation is “To Be an

Example”. This can be very clearly seen in this organization. The bosses, the

top-level management sets an example in front of the employees. This is a

very crucial technique in motivation.

Incentive Motivation

An incentive or reward can be anything that attracts workers and stimulates

them to work. When question comes of incentive motivation the answer can

not said to be perfect but satisfactory. It is said that people work for incentive

for four P’s which are as follows:-

1. Praise

The first motivator Praise exists to a considerable extent in the

organization under study. A word of praise is being given and employee

feels like doing the next task with higher zeal.

2. Prestige

All employees are being given the environment of earning and maintaining

self-respect. All worker- whether lower cadre or higher cadre – are given

importance.

19
3. Promotion

The employees are promoted on the regular basis. The promotion is

generally not based upon experience but on work done.

4. Pay-Cheque

There is no direct motivator such as pay-check. The salary is

commensurate with the ability.

Motivation Theories And Models

The problem of motivating employees has been engaging he attention of

management ever since the organized activities started. During the last seven

decades numerous expert, thinkers and theorist have studied different

aspects and theories of organizational behavior and individual interaction,

which have a bearing on motivation. Owing to certain limitation only a few

important ones has been discussed here.

The theories can be classified under two groups:-

 Traditional Theories

 Modern Theories

Traditional theories of Work Motivation

Among these the most important are fear and punishment theory and

carrot and stick theory

Fear and Punishment Theory

20
The approach involves the use of coercion and threat close supervision and

tight control of behavior. The approach was authoritarian and military in tones

and individual has no option but to either be up to standard or leave the job. It

was based on neither make reply nor reason why but do or die.

Reward (Soft or Weak) Theory

This approach involves the offer of some reward and good working conditions

to motivate people. It is based upon the assumption that people are motivated

to the extent to which they are rewarded. Frederic Taylor is said to the

organization of this theory. But there are difficulties in this approach. People

continuously expect more, but they give less and less. Flippo found that

satisfied people were not necessarily highly motivated to

Stick to the high output moreover they often became quickly disenchanted

and rebellious if the employers could not continue to increase the wages and

benefits to keep pace with their ever increasing expectation.

Carrot and Stick Approach

This approach assumes that people can be motivated to work if rewards are

Offered or withheld. Employees are rewarded for their special

accomplishments but are penalized if their performance falls below some

Minimal level.

21
Objective of Motivation

The purpose of motivation is to create conditions in which people are willing

to work with zeal, initiative, interest and enthusiasm with a high personal and

group moral satisfaction, with a sense of responsibility, loyalty and discipline

and with a pride and confidence in a most cohesive manner so that goals of

an organization are achieved effectively. Motivational technique is utilized to

stimulate employee growth. Clarence Francs indicated this when he was the

chairperson of the General Food. He said “You can buy a man’s time, you

can buy a man’s physical presence at given place; you can even buy a

measured number of skilled motions per hour or day: but you cannot buy

devotion of heart, mind and soul. You have to earn these things.

If a manager wants to get work done by his employees he can either hold out

a promise or a reward for them for doing work in a better or improved way or

he may constrain them, by instilling fear in them or by using force to do the

desired work. In other words, he may utilize positive or negative motivation.

Both these type s are widely used by management. A positive motivation

involves the possibility of increased motive satisfaction, while negative

motivation involves the possibility of decreased motive satisfaction.

Positive or Incentive Motivation

It is generally based upon the reward. According to Flippo, “Positive

motivation is a process of attempting to influence others to do your will

through the possibility of gain or reward”. People work for incentives in the

22
form of four P’s of motivation: Praise, Prestige, Promotion and Pay–cheque.

Incentive motivation is the pull mechanism.

Negative or Fear Motivation

It is based upon the force and fear. Fear caused persons to act in certain way

because they are afraid of the consequences if they do not. If workers

do not work they are threaten with lay off or demotion. In other words, Fear

motivation is push mechanism. Negative motivation has certain limitation;

through its use, only the minimum of effort is put into to avoid punishment.

Moreover the imposition of punishment frequently results is frustration among

those punished, leading to the development of maladaptive behavior.

Moreover, it may result in lower productivity because it tends to dissipate

such human assets as loyalty, co-operation and spirit the corps. In spite of

the demerits, negative motivation has been used to achieve the desired

behavior as in case of a break down panic or the riot. There is no

management, which has not used the negative motivation at some time or the

other. However, in recent years the trend has been towards the use of

positive motivation.

23
Extrinsic Motivation

It is concerned with the external motivation which employees enjoy- pay,

promotion, status, fringe benefits, retirement plans, health insurance scheme,

holidays and vacation. By and large, these motivators are associate with financial

rewards.

Intrinsic Motivation

This is concerned with the feeling of having accomplished something worthwhile

i. e. The satisfaction one gets after doing one’s work well. Praise, responsibility,

recognition, esteem, status, competition and participation are examples of such

motivation.

Ten Tips on Improving Employee Motivation

No matter the size of your company, having a team of motivated, hard-working

employees is crucial to your business success. When people lose their

motivation, however, their

job performance suffers -- they become less productive, less creative, less of an

asset to the company.

The bottom line: You pay a heavy price when employees have motivation issues.

How then to light a fire under an employee who has lost his or her motivation,

whether a former hard worker whose performance has declined over the years,

or a long-term problem employee who has failed to improve?

24
Here are 10 useful pointers on getting your employees enthused, productive, and

ready to give their all:

1. Build a foundation. It’s important to build a solid foundation for your

employees so they feel invested in the company. Tell them about the

history of the business and your vision for the future. Ask them about their

expectations and career goals, as well as how you can help them feel part

of the team. When any new employee starts, make sure he or she

receives a thorough welcome orientation.

2. Create a positive environment. Promote an office atmosphere that

makes all employees feel worthwhile and important. Don’t play favorites

with your staff. Keep office doors open and let folks know they can always

approach you with questions or concerns. A happy office is a productive

office.

3. Put people on the right path. Most employees are looking for

advancement opportunities within their own company. Work with each of

them to develop a career growth plan that takes into consideration both

their current skills and future goals. If employees become excited about

what’s down the road, they will become more engaged in their present

work.

4. Educate the masses. Help employees improve their professional skills

by providing on-the-job training or in-house career development. Allow

them to attend workshops and seminars related to the industry.

Encourage them to attend adult education classes paid for by the

25
 company. Employees will feel you are investing in them, and this will

translate into an improved job performance.

5. Don’t forget the fun. Once in a while you have put work aside and do

something nice for the people who work for you. Treat the office to a

pizza lunch or take everyone to the movies. Reward employees with an

unexpected day off or by closing the office early on a random Friday

afternoon.

6. Acknowledge contributions. You can make a huge difference in

employee morale simply by taking the time to recognize each

employee’s contributions and accomplishments, large or small. Be

generous with praise.

7. Provide incentives. Offer people incentives to perform well, either with

something small like a gift certificate or something more substantial such

as a performance-based bonus or salary increase. Give out “Employee

of the Month” awards. Such tokens of appreciation will go far in

motivating employees.

8. Honor your promises. Getting people to give their all requires following

through on promises. If you tell an employee that he or she will be

considered for a bonus if numbers improve or productivity increases,

you’d better put your money where your mouth is. Failure to follow

through on promises will result in a loss of trust -- not only that person’s

trust, but the trust of every employee that hears the story.

26
 9. Provide career coaching. Help employees reach the next level

professionally by providing on-site coaching. Bring in professionals to

provide one-on-one counseling, which can help people learn how to

overcome personal or professional obstacles on their career paths.

10. Match tasks to talents. You can improve employee motivation by

improving employee confidence. Assign individuals with tasks you know

they will enjoy or will be particularly good at. An employee who is

successful at one thing will have the self-confidence to tackle other

projects with renewed energy and excitement.

Advantages of Employee Motivation

A positive motivation philosophy and practice should improve productivity,

quality, and service. Motivation helps people:

 achieve goals;

 gain a positive perspective;

 create the power to change;

 build self-esteem and capability,

 Manage their own development and help others with theirs.

Disadvantages of Motivating Staff

There are no real disadvantages to successfully motivating employees, but there

are many barriers to overcome.

27
Barriers may include unaware or absent managers, inadequate buildings,

outdated equipment, and entrenched attitudes, for example:

 "We don't get paid extra to work harder."

 "We've always done it this way."

 "Our bosses don't have a clue about what we do."

 "It doesn't say that in my job description."

 "I'm going to do as little as possible without getting fired."

Employee Motivation Action Checklist

This checklist is designed for managers with responsibilities for managing,

motivating, and developing staff at a time when organizational structures and

processes are undergoing continual change.

1. Read the Gurus

Familiarize yourself with Herzberg's hygiene theory, McGregor's X and Y theories

and Maslow's hierarchy of needs. Although these theories date back some years,

they are still valid today. Consult a digest to gain a basic understanding of their

main principles; it will be invaluable for building a climate of honesty, openness,

and trust.

2. What Motivates You?

Determine which factors are important to you in your working life and how they

interact. What has motivated you and demotivated you in the past?

28
Understand the differences between real, longer-term motivators and short-term

spurs.

3. Find out What Your People Want from Work

People may want more status, higher pay, better working conditions, and flexible

benefits. But find out what really motivates your employees by asking them in

performance appraisals, attitude surveys, and informal conversations what they

want most from their jobs.

Do people want, for example?

 More interesting work?

 More efficient bosses?

 More opportunity to see the end result of their work?

 Greater participation?

 Greater recognition?

 Greater challenge?

 More opportunities for development?

4. Walk the Job

every day, find someone doing something well and tell the person so. Make sure

the interest you show is genuine without going overboard or appearing to watch

over people's shoulders. If you have ideas as to how employees' work could be

improved, don't shout them out, but help them to find their way instead. Earn

29
respect by setting an example; it is not necessary to be able do everything better

than your staff. Make it clear what levels of support employees can expect.

5. Remove Demotivators

Identify factors that demotivate staff - they may be physical (buildings,

equipment) or psychological (boredom, unfairness, barriers to promotion, lack of

recognition). Some of them can be dealt with quickly and easily; others require

more planning and time to work through. The fact that you are concerned to find

out what is wrong and do something about it is in itself a motivator.

6. Demonstrate Support

Whether your working culture is one that clamps down on mistakes and

penalizes error or a more tolerant one that espouses mistakes as learning

opportunities, your staff need to understand the kind and levels of support they

can expect. Motivation practice and relationship building often falter because

staff does not feel they are receiving adequate support.

7. Be Wary of Cash Incentives

many people say they are working for money and claim in conversation that their

fringe benefits are an incentive. But money actually comes low down in the list of

motivators, and it doesn't motivate for long after a raise. Fringe benefits can be

effective in attracting new employees, but benefits rarely motivate existing

employees to use their potential more effectively.

30
8. Decide on an Action

having listened to staff, take steps to alter your organization's policies and

attitudes, consulting fully with staff and unions. Consider policies that affect

flexible work, reward, promotion, training and development, and participation.

9. Manage Change

Adopting policies is one thing, implementing them is another. If poor motivation is

entrenched, you may need to look at the organization's whole style of

management. One of the most natural of human instincts is to resist change even

when it is designed to be beneficial. The way change is introduced has its own

power to motivate or demotivate, and can often be the key to success or failure.

If you:

 tell - instruct or deliver a monologue - you are ignoring your staff's

hopes, fears, and expectations;

 tell and sell - try to persuade people - even your most compelling

reasons will not hold sway over the long term if you don't allow

discussion;

 consult - it will be obvious if you have made up your mind beforehand;

 look for real participation - sharing the problem solving and decision

making with those who are to implement change - you can begin to

expect commitment and ownership along with the adaptation and

compromise that will occur naturally.

31
10. Understand Learning Preferences

Change involves learning. In their Manual of Learning Styles (1992), Peter Honey

and Alan Mumford distinguish four basic styles of learning:

 Activists: like to get involved in new experiences, problems, or

opportunities. They're not too happy sitting back, observing, and being

impartial;

 Theorists: are comfortable with concepts and theory. They don't like

being thrown in at the deep end without apparent purpose or reason;

 Reflectors: like to take their time and think things through. They don't

like being pressured into rushing from one thing to another;

 Pragmatists: need a link between the subject matter and the job in

hand. They learn best when they can test things out.

As each of us learns with different styles, preferences, and

approaches, your people will respond best to stimuli and suggestions

that take account of the way they do things best.

11. Provide Feedback

Feedback is one of the most valuable elements in the motivation cycle.

Don't keep staff guessing how their development, progress, and

accomplishments are shaping up. Offer comments with accuracy and

care, keeping in mind next steps or future targets.

32
More Tips: Dos and Don'ts for Motivating Your Staff in a Time of

Change

Do:

 Recognize that you don't have all the answers.

 Take time to find out what makes others tick and show genuine

caring.

 Lead, encourage, and guide staff - don't force them.

 Tell your staff what you think.

Don't:

 Don't make assumptions about what drives others.

 Don't assume others are like you.

 Don't force people into things that are supposedly good for them.

 Don't neglect the need for inspiration.

Basics about Employee Motivation (Including Steps You Can

Take) Clearing Up Common Myths about Employee Motivation

The topic of motivating employees is extremely important to managers and

supervisors. Despite the important of the topic, several myths persist -- especially

among new managers and supervisors. Before looking at what management can

do to support the motivation of employees, it's important first to clear up these

common myths.

33
1. Myth #1 -- "I can motivate people"

Not really -- they have to motivate themselves. You can't motivate people

anymore than you can empower them. Employees have to motivate and

empower themselves. However, you can set up an environment where they best

motivate and empower themselves. The key is knowing how to set up the

environment for each of your employees.

2. Myth #2 -- "Money is a good motivator"

Not really. Certain things like money, a nice office and job security can help

people from becoming less motivated, but they usually don't help people to

become more motivated. A key goal is to understand the motivations of each of

your employees.

3. Myth #3 -- "Fear is a damn good motivator"

Fear is a great motivator -- for a very short time. That's why a lot of yelling from

the boss won't seem to "light a spark under employees" for a very long time.

4. Myth #4 -- "I know what motivates me, so I know what motivates my

employees"

Not really. Different people are motivated by different things. I may be greatly

motivated by earning time away from my job to spend more time my family. You

might be motivated much more by recognition of a job well done. People are not

motivated by the same things. Again, a key goal is to understand what motivates

each of your employees.

34
5. Myth #5 -- "Increased job satisfaction means increased job performance"

Research shows this isn't necessarily true at all. Increased job satisfaction does

not necessarily mean increased job performance. If the goals of the organization

are not aligned with the goals of employees, then employees aren't effectively

working toward the mission of the organization.

6. Myth #6 -- "I can't comprehend employee motivation -- it's a science"

Nah. Not true. There are some very basic steps you can take that will go a long

way toward supporting your employees to motivate themselves toward increased

performance in their jobs.

Basic Principles

1. Motivating employees starts with motivating yourself

It's amazing how, if you hate your job, it seems like everyone else does, too. If

you are very stressed out, it seems like everyone else is, too. Enthusiasm is

contagious. If you're enthusiastic about your job, it's much easier for others to be,

too. Also, if you're doing a good job of taking care of yourself and your own job,

you'll have much clearer perspective on how others are doing in theirs.

A great place to start learning about motivation is to start understanding your own

motivations. The key to helping to motivate your employees is to understand

what motivates them. So what motivates you? Consider, for example, time with

family, recognition, a job well done, service, learning, etc. How is your job

35
configured to support your own motivations? What can you do to better motivate

yourself?

2. Always work to align goals of the organization with goals of employees

As mentioned above, employees can be all fired up about their work and be

working very hard. However, if the results of their work don't contribute to the

goals of the organization, then the organization is not any better off than if the

employees were sitting on their hands -- maybe worse off! Therefore, it's critical

that managers and supervisors know what they want from their employees.

These preferences should be worded in terms of goals for the organization.

Identifying the goals for the organization is usually done during strategic

planning. Whatever steps you take to support the motivation of your employees

(various steps are suggested below), ensure that employees have strong input to

identifying their goals and that these goals are aligned with goals of the

organization. (Goals should be worded to be "SMARTER". More about this later

on below.)

3. Key to supporting the motivation of your employees is understanding

what motivates each of them

Each person is motivated by different things. Whatever steps you take to support

the motivation of your employees, they should first include finding out what it is

that really motivates each of your employees. You can find this out by asking

them, listening to them and observing them. (More about this later on below.)

36
4. Recognize that supporting employee motivation is a process, not a task

Organizations change all the time, as do people. Indeed, it is an ongoing process

to sustain an environment where each employee can strongly motivate

themselves. If you look at sustaining employee motivation as an ongoing

process, then you'll be much more fulfilled and motivated yourself.

5. Support employee motivation by using organizational systems (for

example, policies and procedures) -- don't just count on good intentions

Don't just count on cultivating strong interpersonal relationships with employees

to help motivate them. The nature of these relationships can change greatly, for

example, during times of stress. Instead, use reliable and comprehensive

systems in the workplace to help motivate employees. For example, establish

compensation systems, employee performance systems, organizational policies

and procedures, etc., to support employee motivation. Also, establishing various

systems and structures helps ensure clear understanding and equitable

treatment of employees.

37
The Motivators of Worker Productivity

As the responses of thousands of workers were tabulated and ranked in

order of motivational influence (from highest [1] to lowest [14]), a clear pattern

emerged generally as follows:

1. Sense of Achievement

2. Earned Recognition

3. Interest in the Work Itself

4. Opportunity for Growth

5. Opportunity for Advancement

6. Importance & Responsibility

7. Peer & Group Relationships

8. Salary (Pay)

9. Fairness of Supervisors

10. Company Policy & Rules

11. Status & Perks

12. Job Security

38
13. Friendliness of Supervisor

14. Working Conditions

What most motivated workers to high productivity were factors linked to

the nature of the job itself and its content, factors such as achievement,

recognition and interest in the work itself. What least motivated them - or

motivated them not at all - were factors linked merely to the work environment

such as working conditions, job security and a friendly atmosphere.

Let's note, in line with "contingency theory" above, that these are statistical

results, strong general trends; occasional individuals were obvious exceptions to

the general trends and motivated differently. Also, in line with "contingencies,"

the studies were done in the booming 1960s when job security was a rare

problem, not during a recession when "job security" might appear much higher

on the general trend. But, allowing for such exceptions managers must recognize

in individual cases, the studies continued to reveal in general which motivational

factors are effective for managers, and which are not.  Obviously, managers

relying lazily on an organization's mere routines of fair pay and decent working

conditions were ignoring and making no effective use of the many best

"motivators" that drive workers to high productivity.

39
OBJECTIVES OF THE STUDY

40
 Objectives of the study

 To study the identity of the employee with the organization as a whole.

 To find the satisfaction level of the employees and what they feel about the
exceptions rewarded practices.

 The working style followed by the higher authority and their communication with
the employees.

 To study the work environment or the working conditions prevailing in the

company.

To study the interpersonal relationship

41
RESEARCH METHODOLOGY

42
 RESEARCH METODOLOGY

Research Design Descriptive

Type of Data Primary Data

Secondary Data

Method used for primary data Questionnaire

Type of Questionnaire Interview

Scheduled

Sampling Design Random

Sampling Techniques Simple random sampling

Sampling Size 60

43
Research Methodology

Research designs that are used in the study are as follows:-

1. Exploratory research Design

The purpose of an exploratory research is a systematic research is

primarily to understand and develop hypothesis to cover all possible

outcomes. A thorough exploratory research lays the foundation of a good

research design, which would satisfy the research objectives. Sometimes

exploratory research itself may be enough to solve the problem.

2. Conclusive Research

In contrast to the exploratory research, which is, systematic collection of

the information needed its analysis and finding as per the research

objectives conclusive research follows exploratory research.

A large number of observations were possible to achieve.

The results were valid and reliable.

The study is properly structured such that no misinterpretation of data is

allowed.

44
Method of Data Collection

The data was collected through primary source through records and

discussions with the concerned authority and top level management and

middle/lower level management and from employees working in the

organization with the help of questionnaire method. The respondents who

were provided a set of structured question filled the questionnaire and

feedback was obtained by personally administering the discussion on

question by respondent. Questionnaire method is very versatile almost

every problem can be approached by this method. Knowledge, opinion,

motivation and intent are usually not open to observation. Multiple-choice

question were introduced as they are faster to administer. They lend

themselves to analysis using various statistical techniques. They are not

prone to interviewer bias.

Sampling Method

The sample design includes the following:-

1. The Sampling Unit

The sampling unit consists of the employees working at the top-level,

middle-level and lower level management in the organization.

2. The selection of Sample Item

45
The method used in the present study was non-probability method. In this

method every item in the universe does not have a known chance of being

included in the sample. Thus selection process is partly subjective.

3. The Sample Size

The sample size in the project was taken as 10 employees working at

the top-level management and 25 employees working at the middle

and 30 at lower level management in the organization.

The systematic sampling procedure was preferred in the preparation of

this project because of the following reasons:-

1. Economy of Times

It requires less time to make the study.

2. Minimization of Errors

Systematic sample reduces the chances of mistakes and errors.

3. Accuracy of Results

The results obtained were comparatively more accurate and precise.

By using systematic sampling with this sample size, it was easy to

administer the questionnaire. The questionnaire easy to understand and

accept and more accurate results were obtained which were valid under

most of the circumstances.

46
Questionnaire Method

Questionnaire was designed keeping in mind the information required. Special

care was taken in incorporating easy language in the questions so that the

respondents are in a position to easily understand them and answer accordingly.

During the course of framing the questions, it was kept in mind that there should

be no ambiguity in the questions.

Multiple-choice questions were taken to facilitate the pin pointing answering by

the respondent, beside such questions are easy to administer.

47
ANALYSIS OF DATA

48
Response of the Staff

We asked some questions from workers by preparing a questionnaire. In all 65

employees at various levels were asked. The reactions of workers on different

question are as follows.

Q.1. Are they referred when complicated problems arise?

Sr.No. Yes (pc) Never (pc) Sometimes (pc)

1 68 12 20

Referred in Complicated problem

Yes
Never
Sometimes

49
 Q. 2. Are you satisfied with the pay you are receiving?

Sr.No. Answer Percent of total

1 Yes 40
2 No 15
3 Average 45

Salary Satisfaction

Yes
No
Average

Q.3. Are you satisfied with welfare facilities given by the organization?

50
 Sr.No. Answer Percent of total
1 Yes 62
2 No 8
3 Average 30

Satisfaction with the Welfare facilities

Yes
No
Average

Q.4. Are you satisfied with your relationship with the management?

51
 Sr.No. Answer Percent of total
1 Relations are good 65
2 Bad 15
3 Normal 20

Worker's relation with the

Management

Good
Bad
Normal

Response of Management

Q.1. Do your worker follows your instructions?

Sr.No. Answer Percent of total

1 Yes 62

52
 2 No 8
3 Average 30

Are Management Instructions followed by

Worker?

Yes
No
Average

Q.2 Do your worker complete the job in time?

Sr.No. Answer Percent of total

1 Yes 78
2 No 10
3 Average 12

53
 Job by Workers completed in time

Yes
No
Average

Q.3. Do they misuse union resources?

Sr.No. Answer Percent of total

1 Yes 8

2 No 78

3 Average 14

54
 Workers Misuse Union Resources

Yes
No
Average

Q.4. Your relationship with workers?

Sr.No. Answer Percent of total

1 Good 60

2 Bad 25

3 Normal 15

55
Workers Misuse Union Resources

Good
Bad
Normal

LIMITATIONS

56
 Limitations

Problem Faced

There were few limitations, which were uncommitted while conducting this

project but these limitations could not restrict the progress and completion of

the present study.

Some of the inevitable limitation that crept in the study are as under:-

57
1. Some of the respondent was not genuinely helpful, cooperative and

responsive. They were hesitant to fully disclose the information with the

research.

2. Most of the employees were busy, due to some work of the

organization.

3. There was much difficulty in approaching the higher management

employees.

4. Latest data of the company and books concerned were not easily

available.

5. The options offered in the questionnaire were at time, not correctly

interpreted by the employees of lower level management.

6. Most of the employees other than that of personnel department wee not at

all cooperative.

7. Employees of lower level did not take the questionnaire seriously.

8. A certain degree of fear and devotion towards the organization was a

hurdle while conducting the research.

58
59
 RECOMMENDATION
&
SUGGESTION

Suggestions

After gathering a wide variety of information on the various aspects of

motivational approach in the company, few recommendations are worth

attention.

1. Responsibility without authority can be destructive.

2. Management should not order, but should inspire. It should not impose

but influence.

60
 3. Management should make every employee of the organization give their

hearts not just heads to the goals.

4. A timely presentation of the work done should be there to the top

management.

5. Teamwork in all operational process must be encouraged.

6. Equip people with the skills necessary to perform their duties.

7. Allow the voice of the workers to be heard.

8. The management should let his people know that it consider them

valuable capable individual.

9. Provide the employee enough work.

10. Dress code should be there.

11. Employee should be informed in advance about the changes, which are

planned in the organization.

12. Suggestion system can be a strong employee motivation because the

employees are given the opportunity to say something. This will

increase the sense of belonging.

13. The fear motivation should be completely abolished though it works

well in the short run but is an ineffective long term strategy.

61
62
 CONCLUSION

Conclusion

The organization is very well established with sound policies. My visit to the

company was educative and informative. I found that HRD department is

complete in all senses and is working reasonably well.

The general impression from the study and discussion with the staff & worker

of the company regarding worker’s participation was average though the level

was not found to be very high. Reason to this may be attributed to the

problem of status between staff and workers.

63
64
 BIBLIOGRAPHY

BIBLIOGRAPHY

Kotler. Philip, Keller. Kevin, Marketing management, Prentice hall India, 12th Edition,

2006

Kevin.j.clancy, Robert.s.shulmen, ,Marketing myths that are killing business, McGraw

Hill(New York),,4th edition, 1994

Chrsto.f. lovelock Jachen Writz, ,Service Marketing, Pearson education, 5th edition.

Research Methodology (C.R Kothari)

65
www.Wikipedia.com

www.google.com

66
 ANNEXURE

Questionnaire for Workers

 Tick the followings questions as per your choice and experience.

1. Are you referred when complicated problem arises?

Yes No Average

2. Are you satisfied with your salary?

67
 Yes No Average

3. Are you satisfied with the welfare facilities given by the company?

Yes No Average

4. What is your choice regarding your relationship with the management?

Good Bad Normal

Questionnaire for Management

 Tick the followings questions as per your choice and experience.

5. Do your workers follow your instructions?

68
 Yes No Average

6. Do your workers complete the job in time?

Yes No Average

7. Do they misuse union resources?

Yes No Average

8. What is your choice regarding your relationship with the workers?

Good Bad Normal

69