Employee MotivationAbstractManagements basic job is the
effective utilization of human resources for achievements of
organizational objectives. The personnel management is concerned
with organizing human resources in such a way to get maximum output
to the enterprise and to develop the talent of people at work to
the fullest satisfaction. Motivation implies that one person, in
organization context a manager, includes another, say an employee,
to engage in action by ensuring that a channel to satisfy those
needs and aspirations becomes available to the person. In addition
to this, the strong needs in a direction that is satisfying to the
latent needs in employees and harness them in a manner that would
be functional for the organization.
Employee motivation is one of the major issues faced by every
organization. It is the major task of every manager to motivate his
subordinates or to create the will to work among the subordinates.
It should also be remembered that a worker may be immensely capable
of doing some work; nothing can be achieved if he is not willing to
work. A manager has to make appropriate use of motivation to
enthuse the employees to follow them. Hence this studies also
focusing on the employee motivation among the employees of the
company
The data needed for the study has been collected from the
employees through questionnaires and through direct interviews.
Analysis and interpretation has been done by using the statistical
tools and datas are presented through tables and charts.
INTRODUCTION
Human resources management is primarily concern with the people
management. It Is a crucial subsystem in the process of management.
The success or of the organization not only depends on the
material, machines and equipment but also on the personnel who put
in their best efforts for efficient performance of the job.
Human resources management is the management of employees
skills, knowledge, talents aptitudes, creative abilities etc.
DEFINATION:Human resources can be thought of as the total
knowledge, talents aptitudes, creative abilities of an organization
work force as well as the value, attitude and beliefs of the
individuals involve.-LEONC.MEGGINSON.Personnel management
effectively describes the process of planning and directing the
application development and utilization of human resources in
employment.-DALE YODERPersonnel management is the process of
attracting, holding, motivating, and people involving all managers,
line and staff-DUNN & STEPHEN
Introduction to Motivation:The word motivation has been derived
from motive which means any idea, need oremotion that prompts a man
in to action. Whatever may be the behavior of man, there is
somestimulus behind it .Stimulus is dependent upon the motive of
the person concerned.Motive can beknown by studying his needs and
desires.
There is no universal theory that can explain the
factorsinfluencing motives which control mans behavior at any
particular point of time. In general, thedifferent motives operate
at different times among different people and influence their
behaviors.The process of motivation studies the motives of
individuals which cause different type of behavior.
Definition of Motivation.According to Edwin B Flippo, Motivation
is the process of attempting to influence others to do their work
through the possibility of gain or reward.
Significance of MotivationMotivation involves getting the
members of the group to pull weight effectively, to give their
loyalty to the group, to carry out properly the purpose of the
organization. The following results may be expected if the
employees are properly motivated.
1. The workforce will be better satisfied if the management
provides them with opportunities to fulfill their physiological and
psychological needs. The workers will cooperate voluntarily with
the management and will contribute their maximum towards the goals
of the enterprise.
2. Workers will tend to be as efficient as possible by improving
upon their skills and knowledge so that they are able to contribute
to the progress of the organization. This will also result in
increased productivity.
3. The rates of labors turnover and absenteeism among the
workers will be low.
4. There will be good human relations in the organization as
friction among the workers themselves and between the workers and
the management will decrease.
5. The number of complaints and grievances will come down.
Accident will also be low.
6. There will be increase in the quantity and quality of
products. Wastage and scrap will be less. Better quality of
products will also increase the public image of the business.
Types of Motivation.Intrinsic motivation occurs when people are
internally motivated to do something because it either brings them
pleasure, they think it is important, or they feel that what they
are learning is morally significant.Extrinsic motivation comes into
play when a student is compelled to do something or act a certain
way because of factors external to him or her (like money or good
grades)IncentivesAn incentive is something which stimulates a
person towards some goal. It activates human needs and creates the
desire to work. Thus, an incentive is a means of motivation. In
organizations, increase in incentive leads to better performance
and vice versa. Need for IncentivesMan is a wanting animal. He
continues to want something or other. He is never fully satisfied.
If one need is satisfied, the other need need arises. In order to
motivate the employees, the management should try to satisfy their
needs. For this purpose, both financial and non financial
incentives may be used by the management to motivate the workers.
Financial incentives or motivators are those which are associated
with money. They include wages and salaries, fringe benefits,
bonus, retirement benefits etc. Non financial motivators are those
which are not associated with monetary rewards. They include
intangible incentives like ego-satisfaction, self-actualization and
responsibility.
INCENTIVES
Financial Incentives Non-financial incentives
Wages and Salaries. - Competition Bonus - Group recognition
Medical reimbursement - Job security Insurance - Praise Housing
facility - Knowledge of result Retirement benefits. - Workers
participation. - Suggestion system. - Opportunities for
growthOBJECTIVES OF THE STUDY:
To analyze and examine the effectiveness of Motivation
programmers in the company To assess how often training programmers
are conducted and how much are the employees satisfied. To study
the important factors which are needed to motivate the employees.
To study the effect of monetary and non-monetary benefits provided
by the organization on the employees performance. To study the
effect of job promotions on employees.
SCOPE OF THE STUDY:
The present study on employee motivation helps to get clear
picture about the factors which motivates the employees. This in
turn helps the management to formulate suitable policy to motivate
the employees. Hence, the motivational level of the employees may
also change.The factors that motivate the employees may change with
change in time because the needs of employees too change with
change in time. So continuous monitoring and close observation of
factors that motivate the employees is necessary to maintain a
competent work force. Only with a competent work force an
organization can achieve its objective. Moreover, human resource is
the most valuable asset to any organization. A further study with
in department analysis to know to what extent these factors
motivate the employees is required.
Research Methodology:Primary Source: Primary data:The data
collected for a purpose for a particular problem in original is
known as Primary Data. It consists of all the answers in first
hand. Survey methods:The survey is a complex operation, which
requires some technical Knowledge. Survey methods are of personal
character and depending on the information required there are six
major types of surveys. Facts Survey - Collects only facts. Opinion
Survey Opinions in various problems are collected. Attitude Survey
Determines the attitudes of the employees. Future inventions Survey
Used to discover the thougts of employees towards organization. The
Reason why Survey Seeks to determine why a person has done
something to do something in future.Ones survey may contain several
types since it may give severaland better kinds of information. The
various kinds of surveys are carried out through different methods.
Usually three general methods are used to conduct a
survey.Secondary Data:The data collected from the staff i.e., not
originallyCollected for the first time is called secondary data.
SAMPLING UNITS1) Sampling unit : Employees of all classes are
surveyed.2) Sampling Size : 803) Sampling procedure : Stratified
random sampling is used
Secondary Source: Journals Magazines and articles from prominent
newspapers.
LIMITATIONS OF THE STUDY:
1. To understand and knowledge may vary from person to person.
The replied gives by the respondents are taken for granted, though
they are not uniform.2. The interpretation being based on
percentage method is not definite.The report is subjects to changes
with fast changing scenario.3. The data was collected through
questionnaire. The responds from the respondents may not be
accurate.
4. The sample taken for the study was only 80 and the results
drawn may not be accurate.
5. Since the organization has strict control, it acts as another
barrier for getting data.
6. Another difficulty was very limited time-span of the
project.
Industry ProfileIntroduction of Consultancy servicesThe rich and
powerful have always needed advice on how better to manage their
affairs and make effective decisions. Biblical kings had prophets,
Persian sultans had viziers, and Greek city states had the oracle
at Delphi. Even the Mafia had their consigliere. Yet formal
organisations that specialised in management advice didnt emerge
until relatively late in the industrial age.The demands for
mass-produced goods (initially weapons, but later consumer
products) drove thousands of new employees into large, unfamiliar
factories where there was little expertise on organising people,
processes and machinery to maximise efficiency. Specialist
engineers such as Charles Babbage and Frederick Taylor turned their
hands to these management problems and achieved significant
improvements by deploying new methods for work organisation.The
first recognised management consulting firm was formed in 1890
byArthur D. Little, initially specialising in technical research,
later building a specialism in what became to be known as
management engineering. The first management consultancy to serve
both industry and government clients wasBooz Allen Hamilton,
founded in 1914 and the first modern, pure management and strategy
consulting company wasMcKinsey & Company.Whilst the industrial
revolution provided the key driver for the emergence of consulting
firms, the trajectory of their evolution was influenced by other
factors. The early alignment of companies such as A.D. Little,
McKinsey and Booz Allen Hamilton with the banking and financial
institutions provided a strategic advantage that later competitors
found it hard to compete with. Various government interventions,
such as the Glass-Stegall Act (1933), prevented banks from engaging
in non-financial activies, thus enabling the growth of early
consulting firms.Seeking credibility for their new firms, the
founders sought to model themselves on legal practices and adopted
the partnership model. Central to the style of early consulting
firms wasMarvin Bower, the CEO of Mckinsey from 1950-1967. He
developed the professional status of consultants, focused on top
MBA graduates (thus insipring the growth of Business Schools and
MBA courses around the world) and implemented the infamous up or
out policies that have plagued aspiring consultants for years.
The History of ConsultingfromJoe O'MahoneyonVimeo.After WW2, the
growth in globalization aided the boom in consulting and saw the
development of a number of tools, methods and products that are now
taught in business schools around the world. Very much a
demand-driven industry, consultancy grew off the back of economic
development, first in the USA, then Europe and the rest of the
world. Whilst most of the first consultancies have maintained their
stronghold of strategic advice, growing demand for expertise in
implementation, IT and outsourcing have allowed other companies to
develop advisory services in these areas. The result has been
strong growth in consulting services for companies that originally
focused their advice in different areas: IBM, Deloitte, PWC and
Accenture.In more recent history, consultancy had continued to
expand on the back of increasingly globalised companies, the
information revolution and cost-cutting in government. The
expansion has not been constant however, and two important breaks
in this trend have been: The Dot-com crash (2000-2002) where the
high-tech / e-business bubble popped with severe consequences for
clients and, therefore, their consultants. This lead to a
plateauing of income for consultancies rather than a decline. The
Credit Crunch (2009-2011) where a collapse of liquidity in the
money markets triggered a sharp drop on the stock markets and a
decline in consumer confidence. The resulting recession witnessed
private sector clients cutting back on discretionary spend which
lead to the first decline in global consulting revenues for
decades. The debt burdens of central governments was worsened by
their attempts to improve confidence and ease liquidity by pouring
billions into financial institutions. This debt has meant cut-backs
in the use of consultants by most western governments.To some
extent, the shifting fortunes of the consulting industry disguises
deeper transformations in what consultancy actually is. One of the
major shifts has been away from the privately owned strategic
partnership towards a highly commodified PLC. Whilst the McKinseys
and Bains still exist, stereotypical high-margin, highly paid
strategy consultants in discussion with blue-chip CEOs are
increasingly rare. Partnerships have increasingly given way to
publicly owned companies, strategy has given way to imlementation
and profit margins have declined significantly over the last ten
years. As I discuss elsewhere, this raises significant problems,
not just for the challenge of running a consultancy but also in the
very meaning of what it is to be a consultant.
Attributes of consultancy and serviceConsulting is a
high-paying, high-profile field that offers you the opportunity to
take on a large degree of responsibility right out of school and
quickly learn a great deal about the business world. It's also a
profession that will send you to the far corners of the country-and
leave you there for days and weeks on end while you sort out tough
questions for a client that's paying your firm millions of
dollars.In essence, consultants are hired advisors to corporations.
They tackle a wide variety of business problems and provide
solutions for their clients. Depending on the size and chosen
strategy of the firm, these problems can be as straightforward as
researching a new market, as technically challenging as designing
and coding a large manufacturing control system, as sensitive as
providing outplacement services for the HR department, or as
sophisticated as totally rethinking the client's organization and
strategy.Management consultants must be skilled at conducting
research and analyzing it. Research means collecting raw data from
a variety of sources including the client's computers, trade
associations in the client's industry, government agencies, and,
perhaps most importantly, surveys and market studies that you
devise and implement yourself. It also means interviewing people to
gather anecdotal information and expert opinion. The interviewees
may be anyone, from industry experts to the client's top executives
to the client's lowest-level employees. All this data must then be
analyzed, using tools from spreadsheets to your own brain. The idea
here is to spot behavior patterns, production bottlenecks, market
movements and other trends and conditions that affect a client's
business.Your ultimate job is to improve the client's business by
effecting changes in response to your analysis. That's the hard
part, because it involves convincing the client to accept your
recommendations, often in the face of opposition from client
executives who resent outsiders upstaging them with the boss or
resistance from company employees who have something to lose from
change. To succeed you'll need excellent people skills and the
ability to put together a persuasive PowerPoint presentation.
Finally, you'll need the ability to handle disappointment if your
solution fails or the client decides not to even try implementing
itOne good thing about the advice business: Companies always seem
to want more. As evidence, the consulting industry has been on a
sustained growth binge for well more than a decade. One other thing
about the consulting business: The product really is the people,
and firms compete on the basis of who's the smartest and the
hardest working. As a result, each firm wants to hire the best and
the brightest. If you're one of them-you probably know if you
are-you'll have a good shot at landing one of these competitive
jobs.TrendsE-Business Consulting - The Internet is changing the way
companies do business-and the kind of consulting they need. Many
traditional consulting practices are in danger of becoming less
relevant in the Internet Age. The consultants of tomorrow will
require different skills than the consultants of today. Many
consultancies have some sort of e-business push underway, whether
it's a specific e-biz practice, a special initiative, or just
funneling a ton of cash into figuring out all the ways they can use
the Internet to help their clients.A slew of e-business boutique
firms have arisen in recent years, including Razorfish, Scient,
USWeb/CKS, Viant and Agency.com. Look for these firms to
increasingly butt heads with the more traditional consulting firms
for Internet-related and eventually, perhaps, general-consulting
projects.Better LifestylesTo manage growth while maintaining staff
and service quality, many consulting firms have placed renewed
emphasis on retaining seasoned staff. It's generally much better to
keep people who know the business than to hire fresh-off-the-boat
students and raise them to maturity (although students are
comparatively cheap). Consulting will never be a nine-to-five job,
but many firms seem to be adopting measures to minimize stress and
strain where possible.The Big Five, in particular, have come a long
way toward making their work environments more livable. And many
are offering perks such as business-casual environments, free
flights to visit significant others for the weekend, pay for doing
volunteer work on company time, and dog walking and concierge
services. Firms are also creating new positions below the partner
level that enable veterans to avoid the up-or-out track, offering
part-time work options and sabbaticals, restricting travel to
weekdays, and refusing to schedule presentations on
Mondays.BrandingConsulting firms are working hard to build their
brands-and the confidence business leaders have in them. A survey
conducted by Landor Associates and Louis Harris Associates showed
Accenture, which was the first consulting firm to promote itself
heavily, to be the most highly regarded consulting firm among
business leaders. In 1999 Ernst & Young, KPMG, Accenture,
Deloitte Consulting and PricewaterhouseCoopers have all promoted
their brand names heavily through TV, billboards, magazines and
event sponsorships.How It Breaks DownEven though there are
thousands of consulting organizations across the country, these
firms can be tough to get a handle on. Why? Most are privately
held, work directly with other businesses rather than with your
average consumer and tend to be intensely private about the names
of the clients they work with and the actual work they do.
Nevertheless, if you want to get a job in the industry, you're
going to have to know which firms do what and be able to say in
clear and convincing terms why French vanilla is oh-so-much-better
than vanilla with little specks of vanilla bean sprinkled
throughout.To help you understand the consulting landscape, we've
divided the industry into six different categories: the industry
elite, the Big Five, boutiques, information technology (IT)
consultancies, human resources specialists and the independents.
Most players in the industry can be put into one or more of these
different categories.Industry EliteThe rich and famous of the
consulting world. These companies focus on providing cutting-edge
strategy and operations advice to the top management of large
corporations. They generally hire the best candidates from the best
undergraduate, MBA and other graduate programs. Slackers need not
apply. Players in this group include: Arthur D. Little, A.T.
Kearney, Bain & Co., Booz-Allen & Hamilton, the Boston
Consulting Group, McKinsey & Co., Mercer Management Consulting
and Monitor Co., to name a few.Big FiveThe consulting operations of
the Big Five accounting firms. Although these firms provide some of
the same strategy and operations advice as the elite, they tend to
put a stronger emphasis on implementation work, particularly in the
IT world. The players are Accenture, Deloitte Consulting (part of
Deloitte &Touche), Ernst & Young, KPMG and
PricewaterhouseCoopers. The Big Five may get out of the consulting
business, partly because the SEC is concerned about possible
conflicts of interest that could result in overly rosy audits of
firms that are consulting clients of the accounting firm performing
the audit. The Big Five deny that a conflict of interest problem
exists. At any rate, Arthur Andersen is spinning off Accenture,
Ernst & Young may sell its consulting business to French
consultancy Cap Gemini, and industry observers expect more of the
same.BoutiqueFirms that specialize along industry or functional
lines. Although often smaller, these firms may have top reputations
and do the same operations and strategy work the elite firms do,
but with more of an industry focus. Representative players include:
Advisory Board Company and APM (health care); Corporate Executive
Board (cross-company research); CSC Planmetrics (energy and utility
industry); Cluster Consulting (telecommunications and the
internet); Marakon Associates (strategy), marchFIRST, formerly
Mitchell Madison Group (financial and strategy); Oliver Wyman
(financial services); MarketBridge, formely Oxford Associates
(sales); PRTM (high-tech operations); Strategic Decisions Group
(decision analysis), Roland Bergerand Partners (strategy and
operations); Braun Consulting, formerly Vertex Partners
(strategy).ITInformation technology specialists constitute one of
the fastest-growing sectors of the consulting world, although this
sector's growth isn't quite as meteoric as that of strategy
consulting, according to Kennedy Information Group. IT firms
provide advice, implementation and programming work on issues
related to computer systems, telecommunications and the Internet.
Representative players include American Management Systems,
Computer Sciences Corp., Diamond Technology Partners, EDS, IBM,
Mondial and the Big Five firms.Human ResourcesThis area of
consulting focuses on personnel issues such as employee management
and evaluation systems, payroll and compensation programs, pensions
and other benefits programs. Representative firms include The Hay
Group, Hewitt Associates, William M. Mercer, Sibson & Co.,
Towers Perrin and Watson Wyatt Worldwide. In addition, several of
the Big Five firms have practices devoted to this
area.IndependentsOne-man or one-woman shops. By sheer numbers,
independent consultants far outnumber the larger firms. Fully 45
percent of all consultants are reported to be independents. They
typically have some sort of industry or functional specialty and
get hired on a project basis. If you have an MBA and several years
of useful and topical business experience, there's no reason not to
hang out a shingle yourself.
Financial Services and consultancy in IndiaIndia has a
diversified financial sector, which is undergoing rapid expansion.
The sector comprises commercial banks, insurance companies,
non-banking financial companies, co-operatives, pension funds,
mutual funds and other smaller financial entities. The financial
sector in India is predominantly a banking sector with commercial
banks accounting for more than 60 per cent of the total assets held
by the financial system.India's services sector has always served
the countrys economy well, accounting for about 57 per cent of the
gross domestic product (GDP). In this regard, the financial
services sector has been an important contributor.The Government of
India has introduced reforms to liberalise, regulate and enhance
this industry. At present, India is undoubtedly one of the world's
most vibrant capital markets. Challenges remain, but the future of
the sector looks good. The advent of technology has also aided the
growth of the industry. About 75 per cent of the insurance policies
sold by 2020 would, in one way or another, be influenced by digital
channels during the pre-purchase, purchase or renewal stages, as
per a report by Boston Consulting Group (BCG) and Google
India.Market SizeThe size of banking assets in India reached US$
1.8 trillion in FY13 and is expected to touch US$ 28.5 trillion by
FY25. Information technology (IT) services, the largest spending
segment of India's insurance industry at Rs 4,000 crore (US$ 649.31
million) in 2014, is projected to continue strong growth at 16 per
cent.The total market size of the insurance sector in India was US$
66.4 billion in FY13 and is expected to breach the US$ 350400
billion mark by 2020.Investment corpus in India's pension sector
could cross US$ 1 trillion by 2025, following the passage of the
Pension Fund Regulatory and Development Authority (PFRDA) Act 2013,
according to a joint report by CIIEY on Pensions Business in
India.Indias foreign exchange (Forex) reserves touched US$ 320.56
billion on July 25, 2014, which was just US$ 23 million less than
the all-time high of US$ 320.79 billion achieved on September 2,
2011.InvestmentsCorporate law firms in India are benefiting from an
increase in the value of mergers and acquisitions (M&As) and
share acquisitions during the course of the year. The enterprise
value of deals on which law firms have advised has shot up to US$
35.7 billion this year till December, a 22 per cent increase over
the US$ 29.3 billion in deals seen in the whole of 2013, according
to Thomson Reuters data. Financial services provider Reliance
Capital Ltd, a part of Anil Ambanis Reliance Group, has formed a
long-term strategic alliance with Japans Sumitomo Mitsui Trust Bank
Ltd, offering the Japanese lender a small equity stake in the
company. As part of the agreement, Sumitomo Mitsui Trust Bank will
pick up an initial 2.77 per cent stake in Reliance Capital for Rs
371 crore (US$ 60.22 million) through a preferential allotment of
shares. GIC, Singapore's sovereign wealth fund, is buying about 70
per cent stake in BSE-listed Nirlon for Rs 1,392.6 crore (US$
226.07 million). Nirlon owns an information technology park in the
western suburbs of Mumbai. GIC said it had signed agreements to buy
39.2 per cent in Nirlon from its promoters, including the Sagar
family, for Rs 784.3 crore (US$ 127.32 million). It will make an
open offer for 28.4 per cent stake from public shareholders at the
same price. Canada pension plan investment board, which manages
assets worth CAD 234.4 billion (US$ 193.92 billion), has through a
subsidiary invested Rs 1,000 crore (US$ 162.34 million) in L&T
Infrastructure Development Projects Ltd, a unit of Larsen and
Toubro Ltd, Indias largest engineering and construction company.
The investment is made by way of subscribing compulsory convertible
preference shares, L&T said in a statement. In June, L&T
and Canada Pension Plan had signed a definitive investment
agreement. Nearly three years after the BSE launched a separate
platform for small and medium enterprises (SMEs), the market
capitalisation of the segment crossed Rs 10,000 crore (US$ 1.62
billion) recently. The market capitalization of the 82 listed SMEs
was Rs 10,118.90 crore (US$ 1.64 billion). The Government of India
signed an agreement with Asian Development Bank (ADB) for a US$ 75
million loan and a US$ 1.8 million grant that will help improve
water resource management in three (3) towns of Karnataka in the
Upper Tungabhadra sub-basin. This loan from the ADBs Ordinary
Capital Resources has a 25-year term including a grace period of
five years.Government InitiativesSeveral measures have been
outlined in the Union Budget 2014-15 that aim at reviving and
accelerating investment which, inter alia, include fiscal
consolidation with emphasis on expenditure reforms and continuation
of fiscal reforms with rationalization of tax structure; fillip to
industry and infrastructure, fiscal incentives and concrete
measures for transport, power, and other urban and rural
infrastructure; measures for promotion of Foreign Direct Investment
(FDI) in selected sectors, including defence manufacturing and
insurance; and, steps to augment low cost long-term foreign
borrowings by Indian companies. Fiscal reforms have been bolstered
further by the recent deregulation of diesel prices. The launch of
Make in India global initiative is intended to invite both domestic
and foreign investors to invest in India. The aim of the programme
is to project India as an investment destination and develop,
promote and market India as a leading manufacturing destination and
as a hub for design and information. The programme further aims to
radically improve the Ease of Doing Business, open FDI regime,
improve the quality of infrastructure and make India a globally
competitive manufacturing destination.The Reserve Bank of India
(RBI) has eased norms for mortgage guarantee companies (MGC)
enabling these firms to use contingency reserves to cover for the
losses suffered by the mortgage guarantee holders, without having
to take approval of the apex bank. However, such a measure can only
be initiated if there is no single option left to recoup the
losses.Financial inclusion is among the topmost priorities of the
Indian government. Exclusion of a large number of people from
access to financial services affects the growth of the country.
Prime Minister MrNarendraModi launched the PradhanMantri Jan
DhanYojana in August 2014. He said that that the objective to cover
75,000,000 households with at least one account under the Yojana
will be achieved by January 26, 2015.Retirement fund manager EPFO
will launch its project to provide portable universal PF account
numbers (UAN) to its subscribers on October 16, 2014. Also, the
government will launch unified web portal LIN (Labour
Identification Number) to simplify business regulations and bring
in transparency and accountability in labour inspections by
agencies and bodies under the control of the labour ministry.The
RBI has simplified the rules for credit to exporters. Now,
exporters can get long-term advance credit from banks for up to 10
years to service their contracts. The requirement is that they have
a satisfactory record of three years in order to get payments from
the banks, which can adjust the payments against future
exports.
Theoretical Frame Work
Definition of Motivation According to Edwin B Flippo, Motivation
is the process of attempting to influence others to do their work
through the possibility of gain or reward. The definition of
motivation is to give reason, incentive, enthusiasm, or interest
that causes a specific action or certain behavior. Motivation is
present in every life function. Simple acts such as eating are
motivated by hunger. Education is motivated by desire for
knowledge. Motivators can be anything from reward to coercion. From
the scientific viewpoint, by most accounts, motivation is defined
as an inner state of need or desire. That state of desire creates a
movement or activity towards satisfying that desire. In my
never-ending quest to spread the word about turning ideas into
action, I view inspiration as the state of mind that primes us to
come up with great ideas, and motivation as the state of mind that
spurs us to action. Concept of Motivation In order to understand
the concept of motivation, we have to examine three terms : motive,
motivating and motivation and their relationship Motive A motive is
an inner state that energizes, activates, or moves and directs
behavior towards goals. Motivating Motivating is a term which
implies that one person includes another, to engage in action by
ensuring that a channel to satisfy the motive becomes available and
accessible to the individual.Motivation Dubin has defined
motivation as; Motivation is the complex force starting and keeping
a person at work in an organization. Motivation is something that
moves the person to action, and continues him in the course of
action already initiated According to McFarland; Motivation refers
to the way in which urges, drives, aspirations, strivings, or needs
direct, control, or explain the behavior of human being.
NATURE OF MOTIVATION 1. Based on Motives: Motivation is based on
individuals motives which are internal to the individual. These
motives are in the form of feelings that the individual lacks
something. In order to overcome this feeling, he tries to behave in
a manner which helps in overcoming this feeling.s2. Affected by
Motivating: Motivation is affected by way the individual is
motivated. It can also activate the latent needs in the individual,
that is, the needs that are the less strong and somewhat dormant,
and harness them in a manner that would be functional for the
organization. 3. Goaldirected Behavior: Motivation leads to
goal-directed behavior. A goal-directed behavior is one which
satisfies the cause for which behavior takes place. 4. Related to
Satisfaction: satisfaction refers to the contentment experiences of
an individual which he derives out of need fulfillment. Thus
satisfaction is a consequence of rewards and punishments associated
with past experiences. 5. Complex Process: Motivation is a complex
process; complexity emerges because of the nature of needs and the
type of behavior that is attempted to satisfy those needs. 6.
Person Motivated in Totality: A person is motivated in totality and
not in part. Each individual in the organization is a
self-contained unit and his needs are interrelated. These affect
his behavior in different ways.
Motivation is a force that drives people to do things. Employees
are normally motivated to achieve their needs, whatever they may
include. Motivation is inside another person's head and heart. It
may be intrinsic or extrinsic. This is what we call motivation.
Employees of a company will be motivated if they associate certain
incentives with an activity of work. Motivation is an important
function which every manager performs by assigning the people to
work for accomplishment of objectives of the organization .Issuance
of well-conceived instructions and orders does not mean that they
will be followed .A manager has to make appropriate use of
motivation to enthuse the employees to follow them. Effective
motivation succeeds not only in having an order accepted but also
in gaining a determination to see that it is executed efficiently
and effectively. In order to motivate workers to work for the
organizational goals, the managers must determine the motives or
needs of the workers and provide an environment in which
appropriate incentives are available for their satisfaction .If the
management is successful in doing so; it will also be successful in
increasing the willingness of the workers to work. This will
increase efficiency and effectiveness of the organization. There
will be better utilization of resources and workers abilities and
capacities.
Concept of motivation The word motivation has been derived from
motive which means any idea, need or emotion that prompts a man in
to action. Whatever may be the behavior of man, there is some
stimulus behind it .Stimulus is dependent upon the motive of the
person concerned. Motive can be known by studying his needs and
desires. There is no universal theory that can explain the factors
influencing motives which control mansbehaviour at any particular
point of time. In general, the different motives operate at
different times among different people and influence their
behaviours. The process of motivation studies the motives of
individuals which cause different type of behavior.Need of
motivation Managements basic job is the effective utilization of
human resources for achievements of organizational objectives. The
personnel management is concerned with organizing human resources
in such a way to get maximum output to the enterprise and to
develop the talent of people at work to the fullest satisfaction.
Motivation implies that one person, in organization context a
manager, includes another, say an employee, to engage in action by
ensuring that a channel to satisfy those needs and aspirations
becomes available to the person. In addition to this, the strong
needs in a direction that is satisfying to the latent needs in
employees and Harness them in a manner that would be functional for
the organization. Employee motivation is one of the major issues
faced by every organization. It is the major task of every manager
to motivate his subordinates or to create the will to work among
the subordinates. It should also be remembered that a worker may be
immensely capable of doing some work; nothing can be achieved if he
is not willing to work. A manager has to make appropriate use of
motivation to enthuse the employees to follow them.
Significance of Motivation Motivation involves getting the
members of the group to pull weight effectively, to give their
loyalty to the group, to carry out properly the purpose of the
organization. The following results may be expected if the
employees are properly motivated. 1. The workforce will be better
satisfied if the management provides them with Opportunities to
fulfil their physiological and psychological needs. The workers
will Cooperate voluntarily with the management and will contribute
their maximum towards the goals of the enterprise. 2. Workers will
tend to be as efficient as possible by improving upon their skills
and Knowledge so that they are able to contribute to the progress
of the organization. This will also result in increased
productivity. 3. The rates of labors turnover and absenteeism among
the workers will be low. 4. There will be good human relations in
the organization as friction among the workers themselves and
between the workers and the management will decrease. 5. The number
of complaints and grievances will come down. Accident will also be
low.6. There will be increase in the quantity and quality of
products. Wastage and scrap will be less. Better quality of
products will also increase the public image of the business.
Motivation is the activation or energization of goal-oriented
behavior; Intrinsic Extrinsic From a practical standpoint, we can
dig into our motives in order to get better results, and move
ourselves from point A to point B. For example, if you know what
motivates you, you can use those motives to get yourself to do
things that you wouldn't do otherwise. These same principles can be
applied to motivating others as well. Motivational techniques,
therefore, are useful to teachers, leaders, parents, employers, and
really, almost anyone. The key is in understanding that you are not
motivating someone else. Instead, you are simply providing a
circumstance that triggers that person to be motivation. Intrinsic
and Extrinsic Motivation
Intrinsic Motivation Intrinsic motivation comes from rewards
inherent to a task or activity itself - the enjoyment of a puzzle
or the love of playing. This form of motivation has been studied by
social and educational psychologists since the early 1970s.
Research has found that it is usually associated with high
educational achievement and enjoyment by students. Intrinsic
motivation has been explained by Fritz Heider' attributional
theory, Bandura's work on self effeciency,and Ryan and Deci's
cognitive evaluation theory. Students are likely to be
intrinsically motivated if they: Attribute their educational
results to internal factors that they can control (e.g. the amount
of effort they put in), Believe they can be effective agents in
reaching desired goals (i.e. the results are not determined by
luck), Are interested in mastering a topic, rather than just
rote-learning to achieve good grades.
Extrinsic motivation Extrinsic motivation comes from outside of
the performer. Money is the most obvious example, but coercion and
threat of punishment are also common extrinsic motivations. While
competing, the crowd may cheer on the performer, which may motivate
him or her to do well. Trophies are also extrinsic incentives.
Competition is in general extrinsic because it encourages the
performer to win and beat others, not to enjoy the intrinsic
rewards of the activity. Social psychological research has
indicated that extrinsic rewards can lead to over justification and
a subsequent reduction in intrinsic motivation. In one study
demonstrating this effect, children who expected to be (and were)
rewarded with a ribbon and a gold star for drawing pictures spent
less time playing with the drawing materials in subsequent
observations than children who were assigned to an unexpected
reward condition and to children who received no extrinsic reward.
Motivation starts with you! As you aspire to be more successful in
life, your attitude towards yourself and others will play a huge
role. Positive people learn how to handle life's challenges
differently and use these opportunities to grow. So can
you!Motivation Process 1. Identification of need 2. Tension 3.
Course of action 4. Result Positive/Negative 5. Feed back
TYPES OF NEEDS There are many needs which an individual may have
and there are various ways in which these may be classified. The
basic objective behind classification of needs into different
categories is to find out similarity and dissimilarity in various
needs so that incentives are grouped to satisfy the needs falling
under one category or the other. Thus needs may be grouped into
three categories. 1. Primary Needs: Primary needs are also known as
psychological , biological , basic or unlearned needs . These needs
are common to all human beings , though their intensity may differ
. Some of the needs are food , sleep , air to breathe etc. These
needs arise out of the basic physiology of life and are important
for survival and preservation of species These needs are
conditioned by social practice .2. Secondary Needs: As contrast to
the primary needs, secondary needs are not natural but are learned
by the individual through his experience and interaction
.Therefore, these are also called learned or derived needs.
Emergence of these needs depends on learning . There may be
different types of secondary needs like need of power, achievement,
status, affiliation, etc. 3. General Needs: There are a number of
needs which lie in the grey area between the primary and secondary
classifications. In fact, there are certain such needs for
competence, curiosity, manipulation, affection etc. Motivation and
Behavior Motivation causes goal-directed behavior. Feeling of a
need by an individual generates a feeling that he lacks something.
This lack of something creates tension in the mind of individual.
To overcome this state he engages himself in a behaviour to satisfy
his needs. This is goal-directed behaviour. Goal-directed behavior
leads to goal-fulfillment and the individual succeeds in fulfilling
his needs and thereby overcoming his tension in the favorable
environment. Behavior ends the moment tension is released. However,
satisfaction of one need leads to feeling of another need. Thus
goal-directed behavior is a continuous process.
FACTORS AFFECTING INDIVIDUAL PERFORMANCE 1. Motivation: Level of
motivation derives an individual for work Motivation is based on
motive which is a feeling that an individual lacks something. This
feeling creates some sort of tension in his mind. In order to
overcome this tension, he engages in goal-directed behavior. Thus
motivation becomes a prime mover for efforts and better work
performance. 2. Sense of Competence: Sense of competence denotes
the extent to which an individual consistently regards himself as
capable of doing a job. Sense of competence of an individual
depends to a very great extent on his locus of control. Locus of
control means whether people believe that they are in control of
events or events control them. 3. Ability: Ability is expressed in
the form of the following equation: Ability = knowledge x skill
Knowledge refers to the possession of information and ideas in a
particular field which may be helpful in developing relationships
among different variables related to that field . Skill refers to
expertness, practical ability or facility in action or doing
something. 4. Role Perception: A role is the pattern of actions
expected of a person in activities involving others . Role reflects
a persons position in the social system with its accompanying
rights and obligations. Role perception is how he thinks he is
supposed to act in his own role and how others act in their role.
There are two types of problems which emerge in role specification:
Role ambiguity and role conflict. Role ambiguity denotes the state
in which the individual is not clear what is expected from him in
the job situation. Role conflicts are the situation in which the
individual engages in two or more roles simultaneously and these
roles are mutually incompatible. 5. Organizational Resource:
Organizational Resources denote various types of facilities
physical and psychological which are available at the work place
Physical facilities include la physical and psychological which are
available at the work place. Physical facilities include layout of
the work place and physical environment. Role of Motivation
Motivation is one among the various factors affecting individual
performance. All organizational facilities will go waste in the
lack of motivated people to utilize the facilities effectively. The
importance of motivation in an organization may be summed up as
follows: 1. High Performance Level: Motivated employees put higher
performance as compared to other employees. In a study it was found
that motivated people employees worked close to 80-90 percent of
their capability. High performance is a must for an organization
being successful and this performance comes by motivation. 2. Low
Employee Turnover: Motivated employees stay in the organization and
their absenteeism is quite low. High turnover and absenteeism
creates many problems in the organization. 3. Acceptance of
Organisational Changes: Organisations are created in the society.
Because of changes in society, organisation have to incorporate
those changes to cope up with the recruitment of the time. When
thesechanges are introduced in the organisation, there is a
tendency to resist these changes by the employees. However if they
are properly motivated, they accept, introduce, and implement these
changes keeping the organisation on the right track of
progress.Rewards and RecognitionLike a child being given a
chocolate cupcake and a big hug after cleaning her room, rewards
and recognition can be powerful tools for employee motivation and
performance improvement. Many types of rewards and recognition have
direct costs associated with them, such as cash bonuses and stock
awards, and a wide variety of company-paid perks, like car
allowances, paid parking, and gift certificates. Other types of
rewards and recognition may be less tangible, but still very
effective. These "non-monetary" rewards include formal and informal
acknowledgement, assignment of more enjoyable job duties,
opportunities for training, and an increased role in
decision-making. This paper focuses on non-monetary rewards, and as
we will see, these types of rewards can be very meaningful to
employees and so, very motivating for performance improvement. But
first, let's take a quick look at the primary goals of rewards and
recognition. Jack Zigon defines rewards as "something than
increases the frequency of an employee action" (1998). This
definition points to an obvious desired outcome of rewards and
recognition: to improve performance. Non-monetary recognition can
be very motivating, helping to build feelings of confidence and
satisfaction (Keller 1999). Another important goal is increased
employee retention. An ASTD report on retention research identified
consistent employee recognition as a key factor in retaining
top-performing workers. (Jimenez 1999). To achieve desired goals,
reward systems should be closely aligned to organizational
strategies (Allen and Helms 2002). For example, a company focused
on a product differentiation strategy could design their reward
practices to foster innovation to provide unique products or
services, while a company focused on a cost reduction strategy
might focus on rewards for ideas to minimize or eliminate costs and
employee stock awards to foster an on-going cost reduction
emphasis. Zigon offers a variety of ways to reward desired
performance and increase the likelihood of it happening again, and
more frequently than it would have, without these types of
interventions. His web site lists ideas that give managers a lot of
flexibility both to offer rewards at various cost levels and to
find rewards that match what individual employees will find
valuable. To be really effective, this takes time and effort on
managers' parts, to get to know different employees' likes and
dislikes. How effective is non-cash recognition? Various anecdotal
evidence reports non-monetary recognition as an important factor in
retaining excellent employees and for improving performance. A
quick search of a news service database points to articles
extolling various perks such as an in-house chiropractor, spa gift
certificates, days off, fancy parties and the use of personal
trainers. The givers of such perks see these rewards as a way to
keep high performing employees in a shrinking job market; and
certainly companies like Walt Disney World have documented the
success of employee recognition programs (Lynch 2003). However I
did not find any strong empirical evidence comparing the relative
benefits of monetary versus non-monetary rewards. In the absence of
such evidence, we can still consider non-monetary rewards as part
of comprehensive performance improvement strategy. So what types of
non-monetary rewards are the most effective? Bob Nelson,
recognition consultant and self-proclaimed "Guru of Thank You"
reports research indicating that the type of recognition employees
appreciate most is to be recognized by people they work directly
for. In fact, 78% of employees indicated that it was very or
extremely important to be recognized by their managers when they do
good work (Nelson 2004). The number one choice for recognition is
sincere praise given in a timely manner with specific examples.
Allen and Helms' (2002) research confirmed the importance of
regular expressions of appreciation by managers and leaders to
encourage behavior of employees to reach strategic goals; and this
was true for each of the strategies they examined. Mike Rushby, HR
Vice President at Weyerhaeuser Company, sees developmental
opportunities, such as assignments to special projects as a
powerful form of non-monetary recognition (personal communication,
February 17, 2004). Rushby believes that being chosen to work on a
task team to accomplish a company initiative is motivating because
it helps employees gain new skills and experiences, demonstrates
trust in their abilities, and adds variety to an individual's work.
Weyerhaeuser uses the Performance Management Process and Individual
Development Plans to help identify strong candidates for
developmental opportunities.
Employee Motivation Why do we need motivated employees? The
answer is survival (Smith, 1994). Motivated employees are needed in
our rapidly changing workplaces. Motivated employees help
organizations survive. Motivated employees are more productive. To
be effective, managers need to understand what motivates employees
within the context of the roles they perform. Of all the functions
a manager performs, motivating employees is arguably the most
complex. This is due, in part, to the fact that what motivates
employees changes constantly (Bowen &Radhakrishna, 1991). For
example, research suggests that as employees' income increases,
money becomes less of a motivator (Kovach, 1987). Also, as
employees get older, interesting work becomes more of a motivator.
Most companies have it all wrong. They don't have to motivate their
employees. They have to stop demotivating them. The great majority
of employees are quite enthusiastic when they start a new job. But
in about 85 percent of companies, our research finds, employees'
morale sharply declines after their first six monthsand continues
to deteriorate for years afterward. That finding is based on
surveys of about 1.2 million employees at 52 primarily Fortune 1000
companies from 2001 through 2004, conducted by Sirota Survey
Intelligence (Purchase, New York). The fault lies squarely at the
feet of managementboth the policies and procedures companies employ
in managing their workforces and in the relationships that
individual managers establish with their direct reports. Three key
goals of people at work To maintain the enthusiasm employees bring
to their jobs initially, management must understand the three sets
of goals that the great majority of workers seek from their workand
then satisfy those goals: Equity: To be respected and to be treated
fairly in areas such as pay, benefits, and job security.
Achievement: To be proud of one's job, accomplishments, and
employer. Camaraderie: To have good, productive relationships with
fellow employees.
Motivational methods:
1. Building confidence for motivation:Facing a challenge,
meeting it and mastering it help build confidence.2. Motivational
team building:Team unite and work together when they identify a
common purpose whether the aim is the tallest tower made out of
newspaper, or a game of rounders on the park. Competition in teams
or groups creates teams and ignites team effort3. Motivational
coaching and training motivation:Games and activities provide a
perfect vehicle for explaining the Motivationprocess (train the
trainer for example) to managers, team leaders and trainers.4.
Personal motivation style and learning motivationEveryone is
different. Taking part in new games and activities outside of the
work situation illustrates peoples different strengths and working
style preferences. Mutual respect develops when people see skills
and attributes in others that they didnt know existed.5. Continual
development and motivationIntroducing people, staff or employees to
new experiences opens their minds to new avenues of personal
development, and emphasizes the opportunity foe continuous learning
that is available to us all.6. Improving empathy and communications
for motivationTo communicate we must understanding the other
person. Empathy and intuitive skills are right-side brain of the
brain, which we use when we communicate and understand others. Team
activities and games promote communications and better mutual
understanding-essential for good organizational performance.
Review of Literature:1. Herzberg's theory of motivators and
hygiene factors: Herzberg (1959) constructed a two-dimensional
paradigm of factors affecting people's attitudes about work. He
concluded that such factors as company policy, supervision,
interpersonal relations, working conditions, and salary are hygiene
factors rather than motivators. According to the theory, the
absence of hygiene factors can create job dissatisfaction, but
their presence does not motivate or create satisfaction. In
contrast, he determined from the data that the motivators were
elements that enriched a person's job; he found five factors in
particular that were strong determiners of job satisfaction:
achievement, recognition, the work itself, responsibility, and
advancement. These motivators (satisfiers) were associated with
long-term positive effects in job performance while the hygiene
factors (dissatisfiers) consistently produced only short-term
changes in job attitudes and performance, which quickly fell back
to its previous level. In summary, satisfiers describe a person's
relationship with what she or he does, many related to the tasks
being performed. Dissatisfies, on the other hand, have to do with a
person'srelationship to the context or environment in which she or
he performs the job. The satisfiers relate to what a person does
while the dissatisfies relate to the situation in which the person
does what he or she does.
2. Maslow's hierarchy of needs (Deficient theory of
Motivation)
In 1954, Maslow first published Motivation and Personality,
which introduced his theory about how people satisfy various
personal needs in the context of their work. He postulated, based
on his observations as a humanistic psychologist, that there is a
general pattern of needs recognition and satisfaction that people
follow in generally the same sequence. He also theorized that a
person could not recognize or pursue the next higher need in the
hierarchy until her or his currently recognized need was
substantially or completely satisfied, a concept called prepotency.
Maslow's hierarchy of needs is shown in Table 1. It is often
illustrated as a pyramid with the survival need at the broad-based
bottom and the self-actualization need at the narrow top.Maslow's
hierarchy of needs Level Type of Need Examples
1 Physiological Thirst, sex, hunger
2 Safety Security, stability, protection
3 Love and Belongingness To escape loneliness, love and be
loved, and gain a sense of belonging
4 Esteem Self-respect, the respect others
5 Self-actualization To fulfill one's potentialities
(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.
According to various literature on motivation, individuals often
have problems consistently articulating what they want from a job.
Therefore, employers have ignored what individuals say that they
want, instead telling employees what they want, based on what
managers believe most people want under the circumstances.
Frequently, these decisions have been based on Maslow's needs
hierarchy, including the factor of prepotency. As a person advances
through an organization, his employer supplies or provides
opportunities to satisfy needs higher on Maslow's pyramid.
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. In- trinsic 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 asked people to describe in
detail, such situations when they felt exceptionally good or
exceptionally bad. From the responses that he received, he
concluded that opposite of satisfaction is not dissatisfaction.
Removing dissatisfying characteristics from a job does not
necessarily make the job satisfying. 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 nonpresence
leads to demotivation. In similar manner there are certain factors,
the absence of which causes no dissatisfaction, but their presence
has motivational impact
Data Analysis and interpretation1. Are you satisfied with the
support from the HR department?
ParticularsNo. of RespondentsPercentage
Highly satisfied3240%
Satisfied3645%
Neutral810%
Dissatisfied45%
Total80100%
Interpretation:From the above analysis it is concluded that the
most of the employees feed satisfied from the support of HR
department and that is 45%, 40% of the repsondents are highly
satisfied with the HR department support. Where 10% of the
respondents are neutral to the query and 5% are dissatisfied with
the HR department.
1. Are you satisfied with the support from the HR
department?
2. Management is really interested in motivating the
employees?
ParticularsNo. of RespondentsPercentage
Strongly agree3038%
Agree4455%
Neutral67%
Disagree00%
Total80100%
Interpretation:
The above data shows, 55% of the respondents agree with the fact
that management is interesting in motivating employees, and 38% of
the respondents strongly agree with it when it comes to 7% of the
employees are neutral and no employees i.e. 0% disagree with
it.
2. Management is really interested in motivating the
employees?
3. Which type of incentives motivates you more?ParticularsNo. of
RespondentsPercentage
Financial incentives2632%
Non-financial incentives3038%
Both2430%
Total80100%
Interpretation:It can be observed from the above table that 38%
of the employees feel motivated through Non-Financial incentives,
where 32% of the respondents feel motivated through Financial
incentives and the rest 30% of the respondents feel motivaed
through both the incentives.
3. Which type of incentives motivates you more?
4. How far are you satisfied with the incentives provided by the
organization?
ParticularsNo. of RespondentsPercentage
Highly satisfied2936%
Satisfied3746%
Neutral1114%
Dissatisfied34%
Total80100%
Interpretation:From the above table it is concluded that most of
the respondents are satisfied with the incentives provided by the
organization and that is 46%, on the other hand 36% of the
employees are highly satisfied with the incentives provided by the
organization where 14% are neutral and 4% of the respondents are
dissatisfied.
4. How far are you satisfied with the incentives provided by the
organization?
5) Do you think that the incentives and other benefits will
influence your performance? ParticularsNo. of
RespondentsPercentage
Most of the times3240%
Sometimes2936%
Rarely1924%
Total80100%
Interpretation:From the above table it is shown that 40% of the
respondents feel that incentives and other benefits influence in
their work performance, 36% say sometimes they are influenced by
the benefits and incentives, and the rest 24% feel rarely they are
influenced by the benefits and incentives on their work.
6) Does the management involve you in decision making which are
connected toyour department? ParticularsNo. of
RespondentsPercentage
Yes2025%
No3848%
occasionally2227%
Total80100%
Interpretation:According to the data provided by the
respondents, it is clear that most of the employees are not
involved in decision making connected to their department, i.e.
48%, the other side it is shown that 27% of the respondents are
involved occasionally in decision making, and the rest 25% say yes
they are involved in decision making.
6) Does the management involve you in decision making which are
connected to your department?
7). Did you increase your skills & abilities in this
job?ParticularsNo. of RespondentsPercentage
Yes4067%
No2033%
Total60100%
Interpretation:From the above table it is shown that 67% of the
respondents believe that their skill and abilities are increased in
their jobs and say yes, the remaining 33% of the employees say No,
that their skills and abilites are not increased from their
respected jobs.
7). Didyou increase your skills & abilities in this job?
8) Which factor motivates you most?
ParticularsNo. of RespondentsPercentage
Salary increments2528%
Promotions & transfers3033%
Fringe benefits2224%
Relation in organization1315%
Total90100%
Interpretation:From the above table it is concluded that 33% of
ther espondents get motivated through promotions and transfers,
according to 28% of the respondents they get motivated through
salary increament, and 24% are through fringe benefits, and the
rest 15% are motivated through relation in organization.
8) Which factor motivates you most?
9) Are you encourage to come up with new ideas and creativity
?
ParticularsNo. of RespondentsPercentage
Ofien4556%
Rarely2228%
seldom1316%
Total80100%
Interpretation:From the above table it is shown that 56% of the
respondents say they are encouraged oftenly to come up with new
ideas and creativity, 28% of the respondents feels that they are
rarely encouraged for creativity and new ideas, and the rest 16%
says that they are seldom for encouragment for new ideas.
9) Are you encourage to come up with new ideas and
creativity?
10. Do the organization recognizes your work ?
ParticularsNo. of RespondentsPercentage
Agree4556%
Disagree2531%
Neutral1013%
Total80100%
Interpretation:The above table is aimed to know from the
respondents points of view that whether the organization recognize
their work , and it says that 56% of the respondens feels their
work is recognized, 31% feels and disgree with it, and the rest 13%
are neutral on the query.
10. Do the organization recognizes your work?
11. What factor de-motivates you at work place?
ParticularsNo. of RespondentsPercentage
Job Profile1519%
Compan Policy4556%
Work environment2025%
Total80100%
Interpretation:The above table is aimed to know the factors
which demotivates the employees at work, and according to analysis,
it is said that 56% of the respondents feel demotivated through job
company policy, 19% of the respondents feel demotivated through job
profiles, and the remaining 25% of the respndents feels demotivated
through work environment.
11. What factor de-motivates you at work place?
12. Does the Quality of work life motivate and helps in
achieving target?
ParticularsNo. of RespondentsPercentage
To a great extent4556%
To some extent1823%
Rarely1215%
Seldom56%
Total80100%
Interpretation:According to the above table it is concluced
that, 56% of the respondents feel that they are achieving targets
to a great extent with quality of work life, 23% of the respondents
feels they are acheiveing the targets to some extent, 15% of the
respondents feels that they rarely acheieve the target through
quality of work life, and the rest 6% feels they seldom.
12. Does the Quality of work life motivate and helps in
achieving target?
13. Does the organization provide you efficient information
needed to get your job done?
ParticularsNo. of RespondentsPercentage
Excellently5569%
Precisely1519%
Not so well1012%
Total80100%
Interpretation:According to the respondents in the above table,
69% of them feel that the information given to them is efficient to
get their job done, 19% feels it is precise for the job they
perform and the rest 12% believe it is not so well to get job
done.
13. Does the organization provide you efficient information
needed to get your job done?
14. Are you satisfied with performance appraisal method adopted
in your organization ?
ParticularsNo. of RespondentsPercentage
Yes4575%
No1525%
Total60100%
Interpretation:From the above table it is concluded that most of
the respondents upto 75% are satisfied with the performance
appraisal method in the organization, and the 25% are not satisfied
with the method of performance appraisal.
14. Are you satisfied with performance appraisal method adopted
in your organization ?
15. Does the performance appraisal help in motivating you
towards your job?
ParticularsNo. of RespondentsPercentage
Strongly agree4354%
Agree2227%
Neutral810%
Disagree79%
Total80100%
Interpretation:The above table shows that the performance
appraisal method helps in motivating them or not, and according to
analysis, 54% of the respondents strongly agree that performance
appraisal helps in motivating towards their jobs, 37% agree with
it, and 10% are neutral with it and the rest 9% disagree with
it.
15. Does the performance appraisal help in motivating you
towards your job?
Findings Most of the employees are satisfied with support of HR
and feel that management is really motivating employees. It is
found that non-financial and financial incentives have good impact
over employees motivation and it is also clear that incentives
provided are satisfactory. From the analysis of data, it is visible
that most of the respondents feels no involvement in decision
making related to their department or work life. It is found that
employees feels development in them through their work and
motivated , encouraged most of the time in the organization.
Recognition of the work is felt by employees in the organization
which helps in achieving their targets over the job performance. It
is found that information process is tranfit to most of the
employees at work place over new strategies and policies It is
alsof found that the organizations performance appraisal mehtod
helps motivated.
Suggestions Communicate clear goals and expectations to you
Encourage innovation. Engaged employees are innovative. They're
always looking for a better way. Incentives that are matched to
accountability and results. Managers who want their employees to be
engaged recognize that incentives must be allocated based on
objective criteria and that different employees are motivated by
different things. Sense of belonging. For many of us, friendships
at work are our closest relationships outside our families.
Satisfaction in job and cordial relationship is very important for
a worker.
ConclusionHuman resource is the major ingredient for the
organization to attain its objectives. To be effective, Human
resource function in the organization should work closely with the
line functions. If the HR policies and activities are continuously
assessed and reviewed, it can spun workers towards the goals of the
organization. When the workers are satisfied on their job, they can
work effectively and help to attain the companys objectives.The
workers are satisfied with the areas of teamwork, Communication and
information flow, opportunities to utilize skills and talents,
Salary level, job responsibility. The organization should provide
better career development opportunities to increase the level of
interest in their work and involvement of the supervisors.
QuestionnaireA questionnaire on Employee
MotivationName:Designation:Age:
1. Are you satisfied with the support from the HR department?a)
Highly satisfied b) Satisfied c) Neutrald) Dissatisfied
2. Management is really interested in motivating the
employees?a) Strongly agree b) Agree c) Neutral d) Disagree
3. Which type of incentives motivates you more?a) Financial
incentivesb) Non-financial incentives c) Both
4. How far are you satisfied with the incentives provided by the
organization? a) Highly satisfied b) Satisfied c) Neutrald)
Dissatisfied
5) Do you think that the incentives and other benefits will
influence your performance? a) __put the option________
b)_____________ c) _________
6) Does the management involve you in decision making which are
connected to your department? a) Yes b) Noc) Occasionally
7) . Did you increase your skills & abilities in this job?a)
Yes b) No
8) Which factor motivates you most?a) Salary incrementsb)
Promotions & transfers c) Fringe benefitsd) Relation in
organisation
9) Are you encourage to come up with new ideas and creativity
?a) Oftenb) rarelyc) seldom
10. Do the organisation recognizes your work ?a) Agree b)
Disagree c) Neutral
11. What factor de-motivates you at work place?a) Job profileb)
Company policy c) Work environment
12. Does the Quality of work life motivate and helps in
achieving target?a) To a great extentb) to some extentc) rarelyd)
seldom
13. Does the organization provide you efficient information
needed to get your job done?a) Excellentlyb) preciselyc) not so
well
14. Are you satisfied with performance appraisal method adopted
in your organization ?a) Yesb) No
15. Does the performance appraisal help in motivating you
towards your job?a) Strongly agreeb) agreec) Neutrald) Disagree
16. Any
suggestions______________________________________________________________________________________________________________________________