Motivation is a term that refers to a process that elicits, controls, and sustains certain behaviors.

Motivation is a group of phenomena which affect the nature of an individual's behaviour, the strength of the behaviour, and the persistence of the behaviour. For instance: An individual has not eaten, he or she feels hungry, as a response he or she eats and diminishes feelings of hunger. Motivation is a general term for a group of phenomena that affect the nature of an individual's behaviour,the strengh of the behaviour, and the persistence of the behaviour. There are many approaches to motivation: physiological, behavioural, cognitive, and social.It's the crucial element in setting and attaining goalsand research shows you can influence your own levels of motivation and self-control .According to various theories, motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to lessapparent reasons such as altruism, selfishness,morality, or avoiding mortality. Conceptually, motivation should not be confused with either volition or optimism. Motivation is related to, but distinct from, emotion.

Motivational theories

Incentive theory A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior) with the intent to cause the behavior to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect is greater, and decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. Motivation comes from two sources: oneself, and other people. These two sources are called intrinsic motivation and extrinsic motivation, respectively. Reinforcers and reinforcement principles of behavior differ from the hypothetical construct of reward. A reinforcer is any stimulus change following a response that increases the future frequency or magnitude of that response, therefore the cognitive approach is certainly the way forward as in 1973 Maslow described it as being the golden pineapple. Positive reinforcement is demonstrated by an increase in the future frequency or magnitude of a response due to in the past being followed contingently by a reinforcing stimulus. Negative reinforcement involves stimulus change consisting of the removal of an aversive stimulus following a response. Positive

reinforcement involves a stimulus change consisting of the presentation or magnification of an appetitive stimulus following a response. From this perspective, motivation is mediated by environmental events, and the concept of distinguishing between intrinsic and extrinsic forces is irrelevant. Applying proper motivational techniques can be much harder than it seems. Steven Kerr notes that when creating a reward system, it can be easy to reward A, while hoping for B, and in the process, reap harmful effects that can jeopardize your goals. Incentive theory in psychology treats motivation and behavior of the individual as they are influenced by beliefs, such as engaging in activities that are expected to be profitable. Incentive theory is promoted by behavioral psychologists, such as B.F. Skinner and literalized by behaviorists, especially by Skinner in his philosophy of Radical behaviorism, to mean that a person's actions always have socialramifications: and if actions are positively received people are more likely to act in this manner, or if negatively received people are less likely to act in this manner.

Drive-reduction theory There are a number of drive theories. The Drive Reduction Theory grows out of the concept that we have certain biological drives, such as hunger. As time passes the strength of the drive increases if it is not satisfied (in this case by eating). Upon satisfying a drive the drive's strength is reduced. The theory is based on diverse ideas from the theories of Freud to the ideas of feedback control systems, such as athermostat. Drive theory has some intuitive or folk validity. For instance when preparing food, the drive model appears to be compatible with sensations of rising hunger as the food is prepared, and, after the food has been consumed, a decrease in subjective hunger. There are several problems, however, that leave the validity of drive reduction open for debate. The first problem is that it does not explain how secondary reinforcers reduce drive. For example, money satisfies no biological or psychological needs, but a pay check appears to reduce drive through second-order conditioning. Secondly, a drive, such as hunger, is viewed as having a "desire" to eat, making the drive a homuncular beinga feature criticized as simply moving the fundamental problem behind this "small man" and his desires.

In addition, it is clear that drive reduction theory cannot be a complete theory of behavior, or a hungry human could not prepare a meal without eating the food before he finished cooking it. The ability of drive theory to cope with all kinds of behavior, from not satisfying a drive (by adding on other traits such as restraint), or adding additional drives for "tasty" food, which combine with drives for "food" in order to explain cooking render it hard to test. Cognitive dissonance theory Suggested by Leon Festinger, cognitive dissonance occurs when an individual experiences some degree of discomfort resulting from an inconsistency between two cognitions: their views on the world around them, and their own personal feelings and actions. For example, a consumer may seek to reassure himself regarding a purchase, feeling, in retrospect, that another decision may have been preferable. His feeling that another purchase would have been preferable is inconsistent with his action of purchasing the item. The difference between his feelings and beliefs causes dissonance, so he seeks to reassure himself. While not a theory of motivation, per se, the theory of cognitive dissonance proposes that people have a motivational drive to reduce dissonance. The cognitive miser perspective makes people want to justify things in a simple way in order to reduce the effort they put into cognition. They do this by changing their attitudes, beliefs, or actions, rather than facing the inconsistencies, because dissonance is a mental strain. Dissonance is also reduced by justifying, blaming, and denying. It is one of the most influential and extensively studied theories in social psychology.

Need hierarchy theory

The content theory includes the hierarchy of needs from Abraham Maslow and the two- factor theory from Herzberg. Maslow's theory is one of the most widely discussed theories of motivation. The American motivation psychologist Abraham H. Maslow developed the Hierarchy of needs consistent of five hierarchic classes. It shows the complexity of human requirements. According to him, people are motivated by unsatisfied needs. The lower level needs such as Physiological and Safety needs will have to be satisfied before higher level needs are to be addressed. We can

relate Maslow's Hierarchy of Needs theory with employee motivation. For example, if a manager is trying to motivate his employees by satisfying their needs; according to Maslow, he should try to satisfy the lower level needs before he tries to satisfy the upper level needs or the employees will not be motivated. Also he has to remember that not everyone will be satisfied by the same needs. A good manager will try to figure out which levels of needs are active for a certain individual or employee. The basic requirements build the first step in his pyramid. If there is any deficit on this level, the whole behavior of a human will be oriented to satisfy this deficit. Subsequently we do have the second level, which awake a need for security. Basically it is oriented on a future need for security. After securing those two levels, the motives shift in the social sphere, which form the third stage. Psychological requirements consist in the fourth level, while the top of the hierarchy comprise the self- realization So theory can be summarized as follows:

Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not. Since needs are many, they are arranged in order of importance, from the basic to the complex. The person advances to the next level of needs only after the lower level need is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.

The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as follows:

Physiology (hunger, thirst, sleep, etc.) Safety/Security/Shelter/Health Belongingness/Love/Friendship Self-esteem/Recognition/Achievement Self actualization

Herzberg's two-factor theory

Frederick Herzberg's two-factor theory, a.k.a. intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job satisfaction, but if absent, they don't lead to dissatisfaction but no satisfaction.The factors that motivate people can change over their lifetime, but "respect for me as a person" is one of the top motivating factors at any stage of life. He distinguished between:

Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation.

The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration. The theory is sometimes called the "Motivator-Hygiene Theory" and/or "The Dual Structure Theory." Herzberg's theory has found application in such occupational fields as information systems and in studies of user satisfaction (see Computer user satisfaction).

Alderfer's ERG theory

Alderfer, expanding on Maslow's hierarchy of needs, created the ERG theory. This theory posits that there are three groups of core needs existence, relatedness, and growth, hence the label: ERG theory. The existence group is concerned with providing our basic material existence requirements. They include the items that Maslow considered to be physiological and safety needs. The second group of needs are those of relatedness- the desire we have for maintaining important interpersonal relationships. These social and status desires require interaction with others if they are to be satisfied, and they align with Maslow's social need and the external component of Maslow's esteem classification. Finally, Alderfer isolates growth needs' an intrinsic desire for personal development. These include the intrinsic component from Maslow's esteem category and the characteristics included under self-actualization.

Self-determination theory

Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on the importance of intrinsic motivation in driving human behavior. Like Maslow's hierarchical theory and others that built on it, SDT posits a natural tendency toward growth and development. Unlike these other theories, however, SDT does not include any sort of "autopilot" for achievement, but instead requires active encouragement from the environment. The primary factors that encourage motivation and development are autonomy, competence feedback, and relatedness.

MOTIVATION TECHNIQUES IN HUMAN RESOURS MANAGEMEMT

Financial methods of motivation Though there are many reasons why people work for a living, it is undeniable that money, or other financial rewards, play a key role in motivating people in the workplace. There is a wide variety of ways in which a business can offer money (or financial rewards) as part of the pay package, including:

Salaries: fixed amounts per month or year for performing a role; these are common for most managerial positions (e.g. Accountant, Payroll Manager) Benefits in kind (fringe benefits) very common in businesses of all kinds; these include staff discounts, contributions to travel costs, staff uniforms etc Time-rate pay: pay based on time worked; very common in small businesses where employees are paid per hour. Piece-rate pay: pay per item produced becoming less common

Commission: payment based on the value of sales achieved. Other performance-related pay: e.g. bonuses for achieving targets Shares and options: less common in small businesses, but popular in businesses whose shares are traded on stock markets Pensions becoming less common and generous. Small businesses tend not to offer pension benefits.

In most cases, an employee might expect to have a mixture of the above in a pay package. How important is money as a motivator? It is widely accepted that poor or low pay acts as a demotivator. Someone who feels undervalued or under-paid may soon leave to find better-paid employment. However, it is less clear that paying people more results in better motivation. For most people, motivation (the will to work) comes from within. More money can help us feel better about out work, but it is unlikely to encourage us to work harder or to a higher standard.

Non-financial methods of motivation Most businesses recognise the need for non-financial methods of motivation. The main ones are described briefly below: Job enlargement Job enlargement involves adding extra, similar, tasks to a job. In job enlargement, the job itself remains essentially unchanged. However, by widening the range of tasks that need to be performed, hopefully the employee will experience less repetition and monotony. With job enlargement, the employee rarely needs to acquire new skills to carry out the additional task. A possible negative effect is that job enlargement can be viewed by employees as a requirement to carry out more work for the same pay! Job rotation Job rotation involves the movement of employees through a range of jobs in order to increase interest and motivation. For example, an administrative employee might spend part of the week looking after the reception area of a business, dealing with customers and enquiries. Some time might then be spent manning the company telephone switchboard and then inputting data onto a database.

Job rotation may offer the advantage of making it easier to cover for absent colleagues, but it may also reduce' productivity as workers are initially unfamiliar with a new task. Job rotation also often involves the need for extra training. Job enrichment Job enrichment attempts to give employees greater responsibility by increasing the range and complexity of tasks they are asked to do and giving them the necessary authority. It motivates by giving employees the opportunity to use their abilities to the fullest. Successful job enrichment almost always requires further investment in employee training. Teamworking and empowerment Empowerment involves giving people greater control over their working lives. Organising the labour force into teams with a high degree of autonomy can achieve this. This means that employees plan their own work, take their own decisions and solve their own problems. Teams are set targets to achieve and may receive rewards for doing so. Empowered teams are an increasingly popular method of organising employees at work.

Wipro Limited (formerly Western India Products Limited(Amalner)) (BSE: 507685,NSE: WIPRO, NYSE: WIT) is an Indian global IT services and consulting company headquartered in Bangalore, India. As of 2012, Wipro is the second largest IT services company by turnover in India, employing about 120,000 people worldwide as of December 2011. It provides outsourced research and development, infrastructure outsourcing, business process outsourcing (BPO) and business consulting services. The company operates in three segments: IT Services, IT Products, Consumer Care and Lighting. It is 9th most valuable brand in India according to an annual survey conducted by Brand Finance and The Economic Times in 2010.

History The company was established in 1945 by Mohamed Hasham Premji as Western India Products Limited, later abbreviated to Wipro. It was initially set up as a vegetable oil manufacturer inAmalner, Maharashtra, producing sunflower Vanaspati oil and soaps. The company logo still contains a sunflower to reflect their original business. In 1966, Azim Premji, aged 21 at the time, took over as chairman of the company, and started the changes that over time transformed Wipro into one of the largest IT outsourcing services provider of the world. Along with a small number of shareholders, Azim Premji is a major shareholder in Wipro. During the 1970s and 1980s, the company shifted its focus and began to look into business opportunities in the IT and computing industry, which was at nascent stages in India at that time. Wipro marketed the first indigenous homemade PC from India in 1985. By 2000, Wipro Technologies emerged as the largest publicly listed software exporter in India and the first software services provider to be assessed at SEI Level 5 in the world. Wipro won the Golden Peacock Innovative Service Award for effective service delivery using state of art technology in 2001. Wipro was awarded SVG1, the highest rating in Stakeholder Value Creation and Governance Practices by ICRA, a premier credit rating agency in India and an associate of Moodys Investor Services of USA. Wipro was awarded the India Manufacturing Excellence Award for its factory in Pondicherry in the large enterprises category by Frost & Sullivan. Wipro was awarded the ASTD BEST Awards for 2005 by the American Society of Training and Development. Wipro's Global Command Centre won the Marico Foundation and Business World's Innovation for India Award in 2006. The conglomerate was rated as the No.1 Network Integrator and No.1 Network Security Services Provider by Voice & Data Magazine. Wipro was ranked 37 in The Brand Trust Report among the most trusted brands in India.

Wipro BPO Wipro BPO employs over 22,000, of whom 3,150 are at its Hyderabad campus. The planned new recruitments will be from among science and commerce graduates and under-graduates. The majority of Wipro BPOs business comes from the US, followed by Europe. The rest of the world contributes only marginally to its top line. The company posted a turnover of $290 million in FY08. Founded in 2002, Wipro BPO has operations in Delhi, Pune, Kolkata, Chennai, Mumbai, Hyderabad, Navi-Mumbai (Belapur) Greater Noida, Mysore and Kochi in India. It also has offices in Shanghai and Cebu in Asia and Curitiba in Brazil and Wroclaw in Poland. It has 44 clients in segments such as banking & capital markets, insurance, travel & hospitality, hi-tech manufacturing, telecom and healthcare.

Wipro divisions The group companies of Wipro Limited.

Wipro Consumer Care & Lighting (WCCLG):- It has a profitable presence in the branded retail market of toilet soaps, hair care soaps, baby care products and lighting products. WCCLG is also a leader in institutional lighting in specified segments like software, pharma and retail.

Wipro Infrastructure Engineering:- It is generally known for manufactures precisionengineered hydraulic cylinders and truck hydraulicsolutions for the infrastructure and related industries. It the second largest independent Hydraulic Cylinder manufacturer in the world.

Wipro GE Medical Systems Limited:- It is a Joint venture between Wipro Limited and General Electric basically delivering what it calls "quality solutions that effectively meet the needs of customers and patients". Its products and services range from diagnostics to IT, helping healthcare professionals combat cancer, heart disease and other ailments.

MOTIVATIONAL TECHNIQUES IN WIPRO TECHNOLOGIES

DEVELOPMENT AND TRAINING a] Wipro Believes In Overall Development And Individual Growth. b] Potential Are Recognized AndOpportunities For Further LearningAre Provided. Wipro Leadership Program a] Grooming Of Technical Talents To Bring OutLeadership Qualities In Them. b] Motivates Employees To Take Up On TheChallenge To Successfully Lead Teams AndOrganisations. c] Program Helps To Identify Specific ActionsAnd Attitudes. RECOGNITION a] Hard WorkDoes not Get Unnoticed. b] Motivates Employees To AccomplishGreater Feats And Comforts ForRewards. LONG SERVICE AWARDS a] Wipro Takes Pride In Their LongServing Colleagues. b] Recognition Of Their ContributionThrough A Comprehensive RewardProgramme.example holidaypackages with special facalities. OTHER MOTIVATIONALTECHNIQUES OF WIPRO a] Compensation Package.Aimed AtRetaining Employees. b] Medical Assistance Programme. c] Wipro Employee Stock OptionPlan.Employee Share The Reward Of Wipros Success.