Motivation and Job Designing In Reliance Communication

SUMMER TRAINING REPORT

On

EMPLOYEE MOTIVATION AND JOB DESIGNING IN

RELIANCE COMMUNICATION

In Partial fulfilment for the Degree of Bachelor of

Business Administration (Tour & Travel management)

Batch 2009-2012

Submitted by:

SURBHI SINGH

Enrolment no: 01814905009

BBA(TTM) 5th semester

Department of Business Administration

MAHARAJA SURAJMAL INSTITUTE

Recognised by UGC u/s 2(f)

Affiliated to Guru Gobind Singh Indraprastha University

C-4, Janakpuri, New Delhi

Session- 2009-2012

ACKNOWLEDGEMENT

I would like to take an opportunity to thank all the people who helped me in collecting

necessary information and making of the report. I am grateful to all of them for their time,

energy and wisdom.

Getting a project ready requires the work and effort of many people. I would like all those

who have contributed in completing this project. First of all, I would like to send my sincere

thanks to Mr. Intsar Ali (HR executive) for his helpful hand in the completion of my

project,and DR. JAGBIR AHLAWAT for his guidence.

SURBHI SINGH

Enrolment no: 01814905009

BBA(TTM) 5th semester

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TO WHOMSOEVER IT MAY CONCERN

This is to certify that Ms. SURBHI SINGH has done her summer training in

RELIANCE COMMUNICATIONS from 1st July 2011 to 31st July 2011.

She worked on the project EMPLOYEE MOTIVATION AND JOB DESIGNING IN

RELIANCE COMMUNICATIONS

She was found sincere & hard working during this tenure.

We wish her all the best for her future endeavours.

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CONTENTS

CHAPTER 1

INTRODUCTION................................................................................... 7

OBJECTIVE OF STUDY........................................................................11

RESEARCH METHODOLOGY............................................................12

LIMITATIONS OF STUDY.....................................................................14

CHAPTER 2

COMPANY PROFILE..............................................................................16

VISION OF THE ORGANISATION.......................................................19

MOTIVATIONAL CONCEPTS...............................................................20

MOTIVATIOAL THEORIES FOLLOWED BY RELIANCE...............24

JOB DESIGN

APROACHES.............................................................................................48

CHAPTER 3

DATA ANALYSIS AND INTREPRETATION.........................................56

CHAPTER 4

CONCLUSION.............................................................................................71

RECCOMENDATION.................................................................................72

ANEXURE

BIBLIOGRAPHY

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CHAPTER- ONE

INTRODUCTION

While good people are hard to find, great people are much harder to replace. Michael Guld

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Organization is the strength of any business. The more organized and efficient the different

components in the business are, the better it functions and produces. Breaking down tasks

associated with each component in the system has led to the concept of job design. Job design

came about with rapid technological advancements at the turn of the 20th century when mass

production and assembly line operations emerged. As jobs continue to become more

sophisticated and specialized, the need for an educated and motivated workforce has become

indispensable. The nature of work and its organization has interested managers, economists

and social scientists for as long as people have been employed by others to engage in

productive activity. Managers have largely been interested in maximizing output from

available resources. Economists and social scientists have raised questions about the

organization of work in relation to issues of the individual and society in general. Workers

today are motivated by many different intentions. Some of these causes are considered as a

needed entity or as a desired. Many organizations all over the globe throughout the past

hundred years have focused on theories that motivate the workers to be the best they can be.

Many of the theories of motivation have proven to be true. In this day of age most workers

are well educated to a very high standard and for that they demand a reasonable salary and

good working conditions. Motivation has conventionally been assumed to be an individual

phenomenon. Each individual is unique in which each individual have different needs,

potential, values, strengthening history, attitudes and goals. The most important aspect that

most workers are concerned about is their wants and desires. "It is important to identify

employees' wants and desires which includes:

1) Praise and recognition-often employees feel that they get noticed only for the things they

do wrong, not for the things they do right;

2) Job security;

3) Opportunity to advance and gain new experiences;

4) Communication-to know where they stand in the eyes of their employers and what is

done right or wrong;

5) To feel involved in the company-to take part in making decisions.

Job design and work organization is the specification of the contents, method and

relationships of jobs to satisfy technological and organizational requirements as well as the

personal needs of jobholders. The main purpose of job design (or re-design) is to increase

both employee motivation and productivity (Rush, 1971). Increased productivity can manifest

itself in various forms. For example, the focus can be that of improving quality and quantity

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of goods and services, reduce operation costs, and/or reduce turnover and training

costs.Managers have the opportunity to influence the motivation of employees through design

of their jobs. Well-designed jobs help accomplish two important goals: getting the necessary

work done in a timely and competent manner, and motivating and challenging employees.

Both the business and the employee benefit from successful job design. Poorly designed jobs

leave to chance whether the expected tasks will get done in a timely and competent manner.

Poorly designed jobs, moreover, are likely to be discouraging, boring and frustrating to

employees. Even if employees would otherwise be enthused, competent and productive,

poorly designed jobs almost certainly lead to employee disappointment. Managers have the

responsibility of designing jobs. If they ignore this responsibility, employees will design their

own jobs. Not surprisingly, the jobs designed by employees are more likely to be attuned to

employee experiences and preferences than to the goals of the business. Neither the business

nor the employees are long-term winners from managers defaulting job design to employees.

In designing the work group activity one of the basic principles is that of 'minimum critical

specification' of the tasks and the 'minimum critical specification of tasks to jobs.

Specification of objectives remains essential but the means for obtaining them in many

instances can be decided by the task performer. In designing the work system it will often be

the case that some overriding factor limits the application of all these principles. Nevertheless

they can form the basis for questioning the assumptions being made in the design process and

lead to discussion about the possible consequences of ignoring them. Criteria applied when

making decisions about jobs and work organization were criticized by Louis Davis, in the

1950's, for more or less ignoring the social and psychological needs of job holders. Whilst

there is now a much greater awareness of these aspects, those responsible for designing

systems often are forced to operate within narrow parameters. Decisions made earlier by

designers of manufacturing equipment often impose constraints on the choices available at

the later stage. However, whilst recognizing these constraints it would appear that those

responsible for job design are still dominated in their decisions by those factors criticized by

Davis. The challenge facing managers now and in the future is that of employing the new

technology with all its opportunities in ways which not only meet the organization's needs but

also the expectations and aspirations of employees. In order to achieve this more effectively

there is the need to further develop these approaches to job and work organization design

which facilitates these broader criteria being incorporated into the design process as well as

the tools with which to achieve the task. Job design serves to improve performance and

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motivation. Job-design analysis starts by looking at a job with a broad perspective and swiftly

moves toward identifying the specific activities required to do the job. This is done for the

purpose of identifying and correcting any deficiencies that affect performance and

motivation. In this study we intend to explore which features of job design are motivating for

employees working in banking sector in Pakistan so that they can perform at their best.

1.2 Operational Definitions

1.2.1 Job

A job is a regular activity performed in exchange for payment, especially as one's

occupation. A person usually begins a job by becoming an employee, volunteering, or

starting a business. The duration of a job may range from an hour (in the case of odd jobs) to

a lifetime (in the case of some judges). If a person is trained for a certain type of job, they

may have a profession. The series of jobs a person holds in their life is their career.

1.2.2 Job Design

It refers to the process of determining exactly what an employee does on the job: the tasks,

duties, responsibilities, decision-making and the level of authority

1.2.3 Motivation

Motivation is goal directed behavior. Factors, which energize, direct and sustain employee

behavior.

1.2.4 Job Performance

Job performance is a commonly used, yet poorly defined concept in industrial and

organizational psychology, the branch of psychology that deals with the workplace. It most

commonly refers to whether a person performs their job well. Despite the confusion over how

it should be exactly defined, performance is an extremely important criterion that relates to

organizational outcomes and success.

RESEARCH OBJECTIVES

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1. To study the employee motivation theory like mash low etc..

2. To find out the reason of the employee motivation factor with its retention.

3. To find out the whether there is any strategy or policy of Reliance Communication to

retain there employees.

4. To find out whether there is performance appraisal and other factors which is crucial

factor for the employee motivation and retention.

5. To study the employee perception towards benefits, compensation, work culture,

ethics etc.

RESEARCH METHODOLOGY

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Introduction:

The job of a manager in the workplace is to get things done through employees. To do this

the manager should be able to motivate employees. But that's easier said than done!

Motivation practice and theory are difficult subjects, touching on several disciplines. In spite

of enormous research, basic as well as applied, the subject of motivation is not clearly

understood and more often than not poorly practiced. To understand motivation one must

understand human nature itself. And there lies the problem! . The main objective of the

recruitment process is to expedite the selection process. Reliance Communication offers an

exciting and challenging career in the such industry

Hypothesis:

There is an old saying you can take a horse to the water but you cannot force it to drink; it

will drink only if it's thirsty - so with people. They will do what they want to do or otherwise

motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must

be motivated or driven to it, either by themselves or through external stimulus.

Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for

motivation is a skill which can and must be learnt. This is essential for any business to

survive and succeed.

Research Methodology:

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Secondary Data:

It will consist of information that already exists somewhere in documents. The secondary

data will be collected from the newspapers, expert reports, internet and Company’s website,

etc.

Primary data:

Questionnaire – Structured

Personal Interview

General Discussions

Tool Used:

Bar diagram, Pie chart.

Sampling method:

Random Sampling chosen by the gathering of data

Sample size:

100 people

Target audience:

HR manager of the firm, manager senior professional of the firm and employee of the

firm

Scope of the work:

The main objective of my research project is to study the Recruitment and selection process

at Reliance Communication, which provides web solution services to companies.. The project

has been divided into parts, part one included a detailed study of the process of motivation

and identifying the loopholes, analyzing the various sources of Retention

LIMITATIONS OF STUDY

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Difficulty in collecting primary data.

Difficulty in collecting secondary data.

Lack of time.

Busy schedules of company employees

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CHAPTER- TWO

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COMPANY PROFILE

RELIANCE GROUP PROFIL

Reliance – Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group founded by

Shri Dhirubhai H Ambani (1932-2002), ranks among India’s top three private sector business

houses in terms of net worth. The group has business interests that range from

telecommunications (Reliance Communications Limited) to financial services (Reliance

Capital Ltd) and the generation and distribution of power (Reliance Energy Ltd). Reliance –

ADA Group’s flagship company, Reliance Communications, is India's largest private sector

information and communications company, with over 60 million subscribers. It has

established a pan-India, high-capacity, integrated (wireless and wireline), convergent (voice,

data and video) digital network, to offer services spanning the entire infocomm value chain.

Other major group companies — Reliance Capital and Reliance Energy — are widely

acknowledged as the market leaders in their respective areas of operation.

Reliance Energy Ltd. Reliance Mutual Fund

                Harmony Reliance Communications

Reliance Life Insurance Reliance Anil Dhirubhai Ambani Group

Reliance General InsuranceReliance Portfolio Management Service

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The Late Dhirubhai Ambani dreamt of a digital India — an India where the common man

would have access to affordable means of information and communication. Dhirubhai, who

single-handedly built India’s largest private sector company virtually from scratch, had stated

as early as 1999: “Make the tools of information and communication available to people at an

affordable cost. They will overcome the handicaps of illiteracy and lack of mobility.” It was

with this belief in mind that Reliance Communications (formerly Reliance Infocomm) started

laying 60,000 route kilometres of a pan-India fibre optic backbone. This backbone was

commissioned on 28 December 2002, the auspicious occasion of Dhirubhai’s 70th birthday,

though sadly after his unexpected demise on 6 July 2002. Reliance Communications has a

reliable, high-capacity, integrated (both wireless and wireline) and convergent (voice, data

and video) digital network. It is capable of delivering a range of services spanning the entire

infocomm (information and communication) value chain, including infrastructure and

services — for enterprises as well as individuals, applications, and consulting. Today,

Reliance Communications is revolutionising the way India communicates and networks, truly

bringing about a new way of life. ew men in history have made as dramatic a contribution to

their country’s economic fortunes as did the founder of Reliance, Sh. Dhirubhai H Ambani.

Fewer still have left behind a legacy that is more enduring and timeless.

As with all great pioneers, there is more than one unique way of describing the true genius of

Dhirubhai: The corporate visionary, the unmatched strategist, the proud patriot, the leader of

men, the architect of India’s capital markets, the champion of shareholder interest. But the role

Dhirubhai cherished most was perhaps that of India’s greatest wealth creator. In one lifetime,

he built, starting from the proverbial scratch, India’s largest private sector enterprise. When

Dhirubhai embarked on his first business venture, he had a seed capital of barely US$ 300

(around Rs 14,000). Over the next three and a half decades, he converted this fledgling

enterprise into a Rs 60,000 crore colossus—an achievement which earned Reliance a place on

the global Fortune 500 list, the first ever Indian private company to do so. Dhirubhai is widely

regarded as the father of India’s capital markets. In 1977, when Reliance Textile Industries

Limited first went public, the Indian stock market was a place patronised by a small club of

elite investors which dabbled in a handful of stocks. Undaunted, Dhirubhai managed to

convince a large number of first-time retail investors to participate in the unfolding Reliance

story and put their hard-earned money in the Reliance Textile IPO, promising them, in

exchange for their trust, substantial return on their investments. It was to be the start of one of

great stories of mutual respect and reciprocal gain in the Indian markets. Under Dhirubhai’s

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extraordinary vision and leadership, Reliance scripted one of the greatest growth stories in

corporate history anywhere in the world, and went on to become India’s largest private sector

enterprise.

Through out this amazing journey, Dhirubhai always kept the interests of the ordinary

shareholder uppermost in mind, in the process making millionaires out of many of the initial

investors in the Reliance stock, and creating one of the world’s largest shareholder families.

VISION

We will leverage our strengths to execute complex global-scale projects to facilitate leading-

edge information and communication services affordable to all individual consumers and

businesses in India. We will offer unparalleled value to create customer delight and enhance

business productivity. We will also generate value for our capabilities beyond Indian borders

and enable millions of India's knowledge workers to deliver their services globally.”

Reliance Communications is the flagship company of the Anil Dhirubhai Ambani Group

(ADAG) of companies. Listed on the National Stock Exchange and the Bombay Stock

Exchange, it is India’s leading integrated telecommunication company with over 60 million

customers. Our business encompasses a complete range of telecom services covering mobile

and fixed line telephony. It includes broadband, national and international long distance

services and data services along with an exhaustive range of value-added services and

applications. Our constant endeavour is to achieve customer delight by enhancing the

productivity of the enterprises and individuals we serve.. communication,bestowing it in the

hands of the common man at affordable rates

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MOTIVATION AND EMPLOYEE RETENTION STRATEGY BY RELIANCE

COMMUNICATION

A positive motivation philosophy and practice should improve "productivity, quality and

service." Motivation helps people to:

achieve goals

gain a positive perspective

create the power to change

build self-esteem and capability

manage their own development and help others with theirs

The word motivation is coined from the Latin word "movere", which means to move.

Motivation is defined as an internal drive that activates behavior and gives it direction. The

term motivation theory is concerned with the processes that describe why and how human

behavior is activated and directed. It is regarded as one of the most important areas of study

in the field of organizational behavior. There are two different categories of motivation

theories such as content theories, and process theories. Even though there are different

motivation theories, none of them are universally accepted.

Motivational Concepts

Reward and Reinforcement

A reward is that which follows an occurrence of a specific behavior with the intention of

acknowledging the behavior in a positive way. A reward often has the intent of encouraging

the behavior to happen again. There are two kinds of rewards, extrinsic and intrinsic.

Extrinsic rewards are external to, or outside of, the individual; for example, praise or money.

Intrinsic rewards are internal to, or within, the individual; for example, satisfaction or

accomplishment. Some authors distinguish between two forms of intrinsic motivation: one

based on enjoyment, the other on obligation. In this context, obligation refers to motivation

based on what an individual thinks ought to be done. For instance, a feeling of responsibility

for a mission may lead to helping others beyond what is easily observable, rewarded, or fun.

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A reinforcer is different from reward, in that reinforcement is intended to create a measured

increase in the rate of a desirable behavior following the addition of something to the

environment.

Intrinsic and Extrinsic Motivation

Intrinsic motivation is evident when people engage in an activity for its own sake, without

some obvious external incentive present. A hobby is a typical example. Intrinsic motivation

has been intensely studied by educational psychologists since the 1970s, and numerous

studies have found it to be associated with high educational achievement and enjoyment by

students. There is currently no "grand unified theory" to explain the origin or elements of

intrinsic motivation. Most explanations combine elements of Bernard Weiner's attribution

theory, Bandura's work on self-efficacy and other studies relating to locus of control and goal

orientation. Thus it is thought that students are more likely to experience intrinsic motivation

if they:

1. Attribute their educational results to internal factors that they can control (eg. the amount

of effort they put in, not 'fixed ability').

2. Believe they can be effective agents in reaching desired goals (eg. the results are not

determined by dumb luck.)

3. Are motivated towards deep 'mastery' of a topic, instead of just rote-learning

'performance' to get good grades.

Note that the idea of reward for achievement is absent from this model of intrinsic

motivation, since rewards are an extrinsic factor. In knowledge-sharing communities and

organizations, people often cite altruistic reasons for their participation, including

contributing to a common good, a moral obligation to the group, mentorship or 'giving back'.

This model of intrinsic motivation has emerged from three decades of research by hundreds

of educationalists and is still evolving. (See also Goal Theory.) In work environments, money

is typically viewed as an important goal (having food, clothes etc.) may well be more

powerful than the direct motivation provided by an enjoyable workplace.

Coercion

The most obvious form of motivation is coercion, where the avoidance of pain or other

negative consequences has an immediate effect. Extreme use of coercion is considered

slavery. While coercion is considered morally reprehensible in many philosophies, it is

widely practiced on prisoners, students in mandatory schooling, within the nuclear family

unit (on children), and in the form of conscription. Critics of modern capitalism charge that

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without social safety networks, wage slavery is inevitable. However, many capitalists such as

Ayn Rand have been very vocal against coercion Successful coercion sometimes can take

priority over other types of motivation. Self-coercion is rarely substantially negative

(typically only negative in the sense that it avoids a positive, such as undergoing

expensive dinner or a period of relaxation), however it is interesting in that it illustrates how

lower levels of motivation may be sometimes tweaked to satisfy higher ones.

Self control

The self-control of motivation is increasingly understood as a subset of emotional

intelligence; a person may be highly intelligent according to a more conservative definition

(as measured by many intelligence tests), yet unmotivated to dedicate this intelligence to

certain tasks. Yale School of Management professor Victor Vroom's "expectancy theory"

provides an account of when people will decide whether to exert self control to pursue a

particular goal. Drives and desires can be described as a deficiency or need that activates

behaviour that is aimed at a goal or an incentive. These are thought to originate within the

individual and may not require external stimuli to encourage the behaviour. Basic drives

could be sparked by deficiencies such as hunger, which motivates a person to seek food;

whereas more subtle drives might be the desire for praise and approval, which motivates a

person to behave in a manner pleasing to others. By contrast, the role of extrinsic rewards and

stimuli can be seen in the example of training animals by giving them treats when they

perform a trick correctly. The treat motivates the animals to perform the trick consistently,

even later when the treat is removed from the process

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THEORIES OF MOTIVATION WHICH IS FOLLOWED BY Reliance

Communication

No single theory can account for all aspects of biological motivation, but each of the major

approaches contributes something to our understanding of motivation, so we need to

understand their strengths and weaknesses.

Drive Reduction Theories

There are a number of drive theories. The Drive Reduction Theory grows out of the concept

that we have certain biological needs, such as hunger. As time passes the strength of the drive

increases as it is not satisfied. Then as we satisfy that drive by fulfilling its desire, such as

eating, the drive's strength is reduced. It is based on the theories of Freud and the idea of

feedback control systems, such as a thermostat.

There are several problems, however, that leave the validity of the Drive Reduction Theory

open for debate. The first problem is that it does not explain how Secondary Reinforcers

reduce drive. For example, money does not satisfy any biological or psychological need but

reduces drive on a regular basis through a pay check second-order conditioning. Secondly, if

the drive reduction theory held true we would not be able to explain how a hungry human

being can prepare a meal without eating the food before they finished cooking it.

However, when comparing this to a real life situation such as preparing food, one does get

hungrier as the food is being made (drive increases), and after the food has been consumed

the drive decreases. The only reason the food does not get eaten before is the human element

of restraint and has nothing to do with drive theory. Also, the food will either be nicer after it

is cooked, or it wont be edible at all before it is cooked

Interests Theory

Holland Codes are used in the assessment of interests as in Vocational Preference nventory

(VPI; Holland, 1985). One way to look at interests is that if a person has a very strong interest

in one of the 6 Holland areas, then obtaining outcomes in that area will be very strongly

reinforcing relative to obtaining outcomes in areas of weak interest.

Abraham Maslow’s “Need Hierarchy Theory” :

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One of the most widely mentioned theories of motivation is the hierarchy of needs theory put

forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a

hierarchy, ascending from the lowest to the highest, and he concluded that when one set of

needs is satisfied, this kind of need ceases to be a motivator.

As per his theory this needs are :

(i) Physiological needs :

These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep,

medicine and education are the basic physiological needs which fall in the primary list of

need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree

to maintain life, no other motivating factors can work.

(ii) Security or Safety needs :

These are the needs to be free of physical danger and of the fear of losing a job, property,

food or shelter. It also includes protection against any emotional harm.

(iii) Social needs :

Since people are social beings, they need to belong and be accepted by others. People try to

satisfy their need for affection, acceptance and friendship.

(iv) Esteem needs :

According to Maslow, once people begin to satisfy their need to belong, they tend to want to

be held in esteem both by themselves and by others. This kind of need produces such

satisfaction as power, prestige status and self-confidence. It includes both internal esteem

factors like self-respect, autonomy and achievements and external esteem factors such as

states, recognition and attention.

(v) Need for self-actualization :

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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 one’s potential and self-fulfillment. It is

to maximize one’s potential and to accomplish something.

As each of these needs are substantially satisfied, the next need becomes dominant. From the

standpoint of motivation, the theory would say that although no need is ever fully gratified, a

substantially satisfied need no longer motivates. So if you want to motivate someone, you

need to understand what level of the hierarchy that person is on and focus on satisfying those

needs or needs above that level.

Maslow’s need theory has received wide recognition, particularly among practicing

managers. This can be attributed to the theory’s intuitive logic and ease of understanding.

However, research does not validate these theory. Maslow provided no empirical evidence

and other several studies that sought to validate the theory found no support for it.

“Theory X and Theory Y” of Douglas McGregor :

McGregor, in his book “The Human side of Enterprise” states that people inside the Reliance

Communication can be managed in two ways. The first is basically negative, which falls

under the category X and the other is basically positive, which falls under the category Y.

After viewing the way in which the manager dealt with employees, McGregor concluded that

a manager’s view of the nature of human beings is based on a certain grouping of

assumptions and that he or she tends to mold his or her behavior towards subordinates

according to these assumptions.

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Under the assumptions of theory X :

Employees inherently do not like work and whenever possible, will attempt to avoid it.

Because employees dislike work, they have to be forced, coerced or threatened with

punishment to achieve goals.

Employees avoid responsibilities and do not work fill formal directions are issued.

Most workers place a greater importance on security over all other factors and display

little ambition.

In contrast under the assumptions of theory Y :

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

People do exercise self-control and self-direction and if they are committed to those

goals.

Average human beings are willing to take responsibility and exercise imagination,

ingenuity and creativity in solving the problems of the Reliance Communication.

That the way the things are organized, the average human being’s brainpower is only

partly used.

On analysis of the assumptions it can be detected that theory X assumes that lower-order

needs dominate individuals and theory Y assumes that higher-order needs dominate

individuals. An Reliance Communication that is run on Theory X lines tends to be

authoritarian in nature, the word “authoritarian” suggests such ideas as the “power to enforce

obedience” and the “right to command.” In contrast Theory Y Reliance Communications can

be described as “participative”, where the aims of the Reliance Communication and of the

individuals in it are integrated; individuals can achieve their own goals best by directing their

efforts towards the success of the Reliance Communication.

However, this theory has been criticized widely for generalization of work and human

behavior.

Frederick Herzberg’s motivation-hygiene theory or two-factor theory:

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Frederick has tried to modify Maslow’s 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 Reliance Communication 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.

Examples of Hygiene factors are :

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Security, status, relationship with subordinates, personal life, salary, work conditions,

relationship with supervisor and Reliance Communication policy and administration.

Examples of Motivational factors are :

Growth prospectus job advancement, responsibility, challenges, recognition and

achievements.

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.

McClelland’s Theory of Needs

David McClelland has developed a theory on three types of motivating needs :

1. Need for Power

2. Need for Affiliation

3. Need for Achievement

Basically people for high need for power are inclined towards influence and control. They

like to be at the center and are good orators. They are demanding in nature, forceful in

manners and ambitious in life. They can be motivated to perform if they are given key

positions or power positions.

In the second category are the people who are social in nature. They try to affiliate

themselves with individuals and groups. They are driven by love and faith. They like to build

a friendly environment around themselves. Social recognition and affiliation with others

provides them motivation.

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People in the third area are driven by the challenge of success and the fear of failure. Their

need for achievement is moderate and they set for themselves moderately difficult tasks.

They are analytical in nature and take calculated risks. Such people are motivated to perform

when they see atleast some chances of success.

McClelland observed that with the advancement in hierarchy the need for power and

achievement increased rather than Affiliation. He also observed that people who were at the

top, later ceased to be motivated by this drives.

Equity Theory

As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the

reward structure as being fair or unfair, relative to the inputs. People have a tendency to use

subjective judgment to balance the outcomes and inputs in the relationship for comparisons

between different individuals. Accordingly :

If people feel that they are not equally rewarded they either reduce the quantity or quality of

work or migrate to some other Reliance Communication. However, if people perceive that

they are rewarded higher, they may be motivated to work harder.

Goal Setting Theory of Edwin Locke

Instead of giving vague tasks to people, specific and pronounced objectives, help in achieving

them faster. As the clearity is high, a goal orientation also avoids any misunderstandings in

the work of the employees. The goal setting theory states that when the goals to be achieved

are set at a higher standard than in that case employees are motivated to perform better and

put in maximum effort. It revolves around the concept of “Self-efficacy” i.e. individual’s

belief that he or she is capable of performing a hard task.

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Controlling motivation in reliance communications

The control of motivation is only understood to a limited extent. There are many different

approaches of motivation training, but many of these are considered pseudoscientific by

critics. To understand how to control motivation it is first necessary to understand why many

people lack motivation.

Besides the very direct approaches to motivation, beginning in early life, there are solutions

which are more abstract but perhaps nevertheless more practical for self-motivation. Virtually

every motivation guidebook includes at least one chapter about the proper Reliance

Communication of one's tasks and goals. It is usually suggested that it is critical to maintain a

list of tasks, with a distinction between those which are completed and those which are not,

thereby moving some of the required motivation for their completion from the tasks

themselves into a "meta-task", namely the processing of the tasks in the task list, which can

become a routine. The viewing of the list of completed tasks may also be considered

motivating, as it can create a satisfying sense of accomplishment.

Most electronic to-do lists have this basic functionality, although the distinction between

completed and non-completed tasks is not always clear (completed tasks are sometimes

simply deleted, instead of kept in a separate list).

Other forms of information Reliance Communication may also be motivational, such as the

use of mind maps to organize one's ideas, and thereby "train" the neural network that is the

human brain to focus on the given task. Simpler forms of idea notation such as simple bullet-

point style lists may also be sufficient, or even more useful to less visually oriented persons.

Motivation by FUN

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Here are some things managers can do to make the workplace and the experience ofworking

more enjoyable:

1. To find out which tasks are each of your employee’s favorites.

2. Do something interesting with the lunchroom or break room to give it more personality.

3. Have company-wide events that are intended to let everyone have fun.

Motivation by REWARDS

1. Create incentive-laden pay scales (less output = less pay, more output = more pay).

2. Create a sales contest (if applicable) with several prizes to go to the top performers.

3. Create clear work objectives and goals for workers to pursue in order to earn salary

increments (no performance= no raise).

4. If workers know they must perform to achieve good salary increases, this will motivate

them to work hard.

5. Remind workers of what they will get for their efforts.

6. Create incentives attached to predetermined objectives and tasks.

7. Create a generous bonus structure with a benchmark that may seem unreachable, then

watch them reach it.

8. Give special rewards to top performers on a regular basis.

9. If workers don’t perform to expectations, hold them accountable by giving them no raise,

no bonus, or no promotion.

10. Offer extra holiday time for outstanding performers (make sure that workers know about

the incentive well in advance).

11. Don’t pass out rewards evenly to all employees in an effort to include everyone. This

demotivates the instrumentally motivated person.

12. Be fair! These workers will watch closely to see what the consequences are of everyone’s

actions.

13. Follow through on all of your promises.

14. Remind workers which tasks will be most important for their performance evaluations.

Motivation by REPUTATION

1. Give workers lots of feedback about the way they are performing.

2. Give praise in front of other people (the more people that know they did well the better!).

3. Criticize these individuals only in private (never in front of others).

4. Give unsolicited compliments and positive reinforcement to workers for jobs with which

you are satisfied.

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5. Tell your workers that you appreciate the work they do.

6. Make sure that you give credit to everyone that contributes (never leave people out when

they make an impact).

7. Give out certificates of appreciation to anyone who does extraordinarily well for the

company.

8. Recognize the outstanding performers in the group at every staff meeting.

9. Consider starting an employee recognition system (employee of the month, department

employee of the month).

10. Put up pictures and biographies of all your employees in a central place.

11. Include unique pieces of information about each employee and change these items from

week to week (example: favorite ice cream flavor, worst day ever, thing that I’m most

proud of, etc.).

12. At companywide meetings, create and announce serious and fun “superlatives” (example:

hardest worker, cleanest car, spiffiest dressed, most versatile, cleanest shoes, most

13. athletic, most reliable).

Motivation by CHALLENGE

1. Stay out of their way and let them do the work if they know how to do it.

2. Assign tasks that require their skills and talents.

3. Find out what they think is their best skill and encourage them to use this with the tasks

you assign.

4. Find out what area this person wants to most improve in and find ways for them to work

on this skill.

5. Find ways to help them to continually develop their abilities.

6. Avoid assigning mundane tasks to these workers.

7. Play devil’s advocate and challenge them by saying, “I’m not sure if you are up to this

challenge, but…”

8. Give them a challenge, then get out of their way.

9. Give them autonomy to structure and perform their job as they see best.

10. Don’t insult them by asking them to do something that just about anybody could do (they

need to know that they are uniquely qualified to do it).

Motivation by PURPOSE

1. Communicate the purpose of tasks that are being assigned.

2. Make sure the company has a vision and mission that it is pursuing.

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3. Communicate the organization’s vision and purpose on a daily basis.

4. Refer to the purpose of the organization and “why we exist” when outlining strategies and

goals.

5. Remind employees who depends on this organization to succeed (families, communities,

industry, producers).

6. Discuss why (in terms of contributing to the mission) things need to occur.

7. Remind workers how their efforts make a difference for the company in its pursuit of it

vision.

8. Make links between their work and the company vision so that they can see how they fit

into the bigger picture.

9. Include workers in the visioning and strategic planning process so that they feel they have

a stake in the organizational outcomes.

Job Requirements: the personal characteristics (education, experience, licenses, etc)

necessary to do the task

Job Context: the environment within which the job is performed .Working

relationships with other employees

Job rotation: Job design technique in which employees are moved between two or

more jobs in a planned manner. The objective is to expose the employees to different

experiences and wider variety of skills to enhance job satisfaction and to cross-train

them.

Job enlargement: Job Enlargement is the horizontal expansion of a job. It involves

the addition of tasks at the same level of skill and responsibility. It is done to keep

workers from getting bored. It is different than job enrichment (see sidebar).

Job enrichment: Job Enrichment is the addition to a job of tasks that increase the

amount of employee control or responsibility. It is a vertical expansion of the job as

opposed to the horizontal expansion of a job, which is called job enlargement.

Rating scales: A rating scale is a set of categories designed to elicit information

about a quantitative or a qualitative attribute. In the social sciences, common

examples are the Likert scale and 1-10 rating scales in which a person selects the

number which is considered to reflect the perceived quality of a product.

Management by objectives (MBO): MBO aims to increase organizational

performance by aligning goals and subordinate objectives throughout the

organization. Ideally, employees get strong input to identifying their objectives, time

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lines for completion, etc. MBO includes ongoing tracking and feedback in the process

to reach objectives.

Peer or team evaluations: Things to consider in making this evaluation include:

o Competence: Was the team member capable of completing his/her part of the project? In

other words, did he/she learn anything in the course?

o Quality of Work: Did the team member strive to and do a good job in his/her assigned

tasks?

o Participation: What was the level and extent of participation by the team member in all

phases of the project?

o Promptness: Did the team member meet the task completion deadlines set by your

group?

o Attendance: How often did the team member miss a group meeting? .

The 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 mans behavior at any particular point

of time. In general, the different 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 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 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.

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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. his

will also result in increased productivity.

3. The rates of labor’s 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 Process.

1. Identification of need

2. Tension

3. Course of action

4. Result –Positive/Negative

5. Feed back

Theories of Motivation.

Understanding what motivated employees and how they were motivated was the focus of

many researchers following the publication of the Hawthorne study results (Terpstra, 1979).

Six major approaches that have led to our understanding of motivation are Mcclelland’s

Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need

hierarchy or Deficient theory of motivation. J.S. Adam’s Equity Theory, Vrooms Expectation

Theory, Two factor Theory.

McClelland’s Achievement Need Theory.

According to McClelland’s there are three types of needs;

Need for Achievement (n Ach);

This need is the strongest and lasting motivating factor. Particularly in case of persons who

satisfy the other needs. They are constantly pre occupied with a desire for improvement and

lack for situation in which successful outcomes are directly correlated with their efforts. They

set more difficult but achievable goals for themselves because success with easily achievable

goals hardly provides a sense of achievement.

Need for Power (n Pow)

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It is the desire to control the behavior of the other people and to manipulate the surroundings.

Power motivations positive applications results in domestic leadership style, while it negative

application tends autocratic style.

Need for affiliation (n Aff)

It is the related to social needs and creates friendship. This results in formation of informal

groups or social circle.

Behavioral Modification Theory;

According to this theory people behavior is the outcome of favorable and unfavorable past

circumstances. This theory is based on learning theory. Skinner conducted his researches

among rats and school children. He found that stimulus for desirable behavior could be

strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this

theory may be found in the installation of financial and non financial incentives. .

2.5.3 Abraham H Maslow Need Hierarchy or Deficient theory of Motivation.

The intellectual basis for most of motivation thinking has been provided by behavioral

scientists, A.H Maslow and Frederick Heizberg, whose published works are the “Bible of

Motivation”. Although Maslow himself did not apply his theory to industrial situation, it has

wide impact for beyond academic circles. Douglous Mac Gregor has used Maslow’s theory to

interpret specific problems in personnel administration and industrial relations. The crux of

Maslow’s theory is that human needs are arranged in hierarchy composed of five categories.

The lowest level needs are physiological and the highest levels are the self actualization

needs. Maslow starts with the formation that man is a wanting animal with a hierarchy of

needs of which some are lower ins scale and some are in a higher scale or system of values.

As the lower needs are satisfied, higher needs emerge. Higher needs cannot be satisfied

unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles the

standard economic theory of diminishing returns. The hierarchy of needs at work in the

individual is today a routine tool of personnel trade and when these needs are active, they act

as powerful conditioners of behavior- as Motivators. Hierarchy of needs; the main needs of

men are five. They are physiological needs, safety needs, social needs, ego needs and self

actualization needs, as shown in order of their importance.

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Self- ActualizationEgo NeedsSocial NeedsSafety NeedsPhysiological Needs

The above five basic needs are regarded as striving needs which make a person do things.

The first model indicates the ranking of different needs. The second is more helpful in

indicating how the satisfaction of the higher needs is based on the satisfaction of lower needs.

It also shows how the number of person who has experienced the fulfillment of the higher

needs gradually tapers off.

Physiological or Body Needs: - The individual move up the ladder responding first to the

physiological needs for nourishment, clothing and shelter. These physical needs must be

equated with pay rate, pay practices and to an extent with physical condition of the job.

Safety: - The next in order of needs is safety needs, the need to be free from danger, either

from other people or from environment. The individual want to assured, once his bodily

needs are satisfied, that they are secure and will continue to be satisfied for foreseeable

feature. The safety needs may take the form of job security, security against disease,

misfortune, old age etc as also against industrial injury. Such needs are generally met by

safety laws, measure of social security, protective labor laws and collective agreements.

Social needs: - Going up the scale of needs the individual feels the desire to work in a

cohesive group and develop a sense of belonging and identification with a group. He feels the

need to love and be loved and the need to belong and be identified with a group. In a large

organization it is not easy to build up social relations. However close relationship can be built

up with at least some fellow workers. Every employee wants too feel that he is wanted or

accepted and that he is not an alien facing a hostile group.

Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition,

respect and prestige in the work group or work place such as is conferred by the recognition

of ones merit by promotion, by participation in management and by fulfillment of workers

urge for self expression. Some of the needs relate to ones esteem

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e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this

means praise for a job but more important it means a feeling by employee that at all times he

has the respect of his supervisor as a person and as a contributor to the organizational goals.

Self realization or Actualization needs: - This upper level need is one which when satisfied

provide insights to support future research regarding strategic guidance for organization that

are both providing and using reward/recognition programs makes the employee give up the

dependence on others or on the environment. He becomes growth oriented, self oriented,

directed, detached and creative. This need reflects a state defined in terms of the extent to

which an individual attains his personnel goal. This is the need which totally lies within

oneself and there is no demand from any external situation or person.

J.S Adams Equity Theory

Employee compares her/his job inputs outcome ratio with that of reference. If the employee

perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality,

increased absenteeism, voluntary resignation.

Vrooms Expectation Theory

Vroom’s theory is based on the belief that employee effort will lead to performance and

performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative.

The more positive the reward the more likely the employee will be highly motivated.

Conversely, the more negative the reward the less likely the employee will be motivated.

Two Factor Theory

Douglas McGregor introduced the theory with the help of two views; X assumptions are

conservative in style Assumptions are modern in style.

X Theory

Individuals inherently dislike work.

People must be coerced or controlled to do work to achieve the objectives.

People prefer to be directed

Y Theory

People view work as being as natural as play and rest

People will exercise self direction and control towards achieving objectives they are

committed to

People learn to accept and seek responsibility.

Types of Motivation.

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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)

Incentives

An 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 Incentives

Man 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.

Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it

will drink only if it's thirsty - so with people. They will do what they want to do or otherwise

36

motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must

be motivated or driven to it, either by themselves or through external stimulus.

Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for

motivation is a skill which can and must be learnt. This is essential for any business to

survive and succeed.

Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a slow

and long process. On the other hand motivation can be improved quickly. There are many

options and an uninitiated manager may not even know where to start. As a guideline, there

are broadly seven strategies for motivation.

There are broadly seven strategies for motivation.

Positive reinforcement / high expectations

Effective discipline and punishment

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

Essentially, there is a gap between an individual’s actual state and some desired state and the

manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate

this gap.

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Job Design Approaches

The approaches to job design have been postulated in such a manner that they indirectly

affect an employee's level of motivation. The approaches to job design have worked in

different perspectives for various organizational developments. These approaches are: job

engineering (J.Eng.); job enrichment (JE); quality of work life (QWL); social information

processing approach (SIPA) and job characteristics. Each approach has its own costs and

benefits, and no single approach is best; trade-offs will be required in most practical

situations. Too often, jobs are developed haphazardly; they become arbitrary groupings of

activities that our machines cannot do. Little consideration is given to the mental and physical

capabilities, limitations, and needs of the workers who must perform them.

Because of the academic discipline bases of the various job-design approaches, each

approach tends to be owned by a different staff specialty or profession within an

organization.

Job enrichment (JE)

The technique entails enriching the job, which refers to the inclusion of greater variety of

work content, requiring a higher level of knowledge and skill, giving workers autonomy and

responsibility in terms of planning, directing, and controlling their own performance, and

providing the opportunity for personal growth and meaningful work experience.

Job engineering (JEng)

The scientific management approach evolved into what is now generally called job

engineering. It is closely associated with cybernation and sophisticated computer

applications, computer assisted design (CAD), and human-machine interactions. In fact, it

has been the dominant aspect of job design analysis.

Quality of work life (QWL) and socio-technical design

The overriding purpose of quality of work life is to change the climate at work so that the

human-technological-organizational interface leads to a better quality of work life.

Social information processing approach (SIPA)

The social information processing approach to job design suggests that individual needs, task

perceptions, and reactions are socially constructed realities. The process includes choice,

revocability, publicness, explicitness, social norms and expectations, and external priming,

which combine with social information (from others and the organizational environment) and

influence the jobholders' perceptions, attitudes and behaviors.

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The job characteristics approach to job design

To meet the limitations of Herzberg's approach to job enrichment (which he prefers to call

orthodox job enrichment (OJE), Hackman and Oldham (1976) developed the most widely

recognized model of job characteristics.

Basically, this model recognized certain job characteristics that contribute to certain

psychological states and that the strength of employees' need for growth has an important

moderating effect. The core job characteristics are summarized below:

Skill variety: This refers to the extent to which the job requires the employee to draw

from a number of different skills and abilities as well as upon a range of knowledge.

Task variety: This refers to whether the job has an identifiable beginning and end or

how complete a module of work the employee performs.

Task significance: This involves the importance of the task. It involves both internal

significance (i.e. how important the task is to the organization) and external

significance (i.e. how proud employees are to tell their relatives, friends, and

neighbors what they do and where they work).

Autonomy: This refers to job independence. How much freedom and control

employees have to perform their job, for example, schedule their work, make

decisions or determine the means to accomplish the objectives.

Feedback: This refers to objective information about progress and performance that

can come from the job itself, from supervisors or from any other information system.

Critical psychological states can be summarized as follows:

Meaningfulness: This cognitive state involves the degree to which employees

perceive their work as making a valued contribution, as being important and

worthwhile.

Responsibility: The degree to which the employee feels personally accountable for

the results of the work they do.

Knowledge of results: The degree to which the employee knows and understands, on

a continuous basis, how effectively they perform their job

SUMMARY OF OUTCOMES FROM THE JOB-DESIGN APPROACHES

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Source: Michael A. Campion & Paul W. Thaye (2001), Job Design: Approaches, Outcomes,

and Trade-offs.

Job design includes following fundamentals:

1. Performance analysis: This aims at the understanding and validation of perceived

performance problems. A detailed assessment of performance is carried out and

appropriate interventions are made so as to increase the performance of employees.

2. Root-cause analysis: This underlines the causes of performance problems such as lack of

complete information; lack of environmental support; lack of incentives or rewards,

skills, knowledge, and attitudes, motivation and expectations; and individual capacity.

Identification of any root cause leads to the construction of an appropriate strategy,

thereby enhancing the performance of the employees as well as that of the organization.

3. Intervention selection and design: At this level, the nature of the problem and its root

cause are assessed, and the selection of an intervention or a combination of interventions

is required. At this stage, instructional interventions are designed to promote knowledge

and skill acquisition, small group activities and workshops are organized, and training is

imparted through various media (distance learning, computer-based and video-based). In

addition, on-the-job training (OJT) is facilitated for knowledge and skill mastery in the

environment, hence motivating employees towards better performances to meet

performance gaps. Moreover, non-instructional interventions are also designed which

include personnel selection, incentive systems, cultural change initiatives, knowledge

management, and intellectual capital management. With these interventions, employees

are under complete assessments which motivate employees to improve their performance

for the achievement of organizational goals.

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4. Implementation: This adequate resources, change management strategy and business

processes and procedures to increase organizational effectiveness.

5. Evaluation: This involves interpretation of organizational outcomes. This involves

evaluation of the various interventions made for improving performance in the workplace,

to decide whether to terminate or continue an intervention and to study the impact of

decision-making and business planning and how far the business plans have or have not

been supportive of organizational learning. Hence, with these interventions, we can keep

pace with the changes occurring in the organizational landscape.

Finally, we come to the most important aspect of our design and that is leadership style and

organizational culture. Leaders play a vital role in motivating the performance of employees.

Leaders are the only source of trust in employees that managers are trustworthy, benevolent

and prefer fairness in work processes. Leaders motivate people to follow a participative

design of work in which they are responsible for controlling and coordinating their work,

hence making them responsible for their performance. But this is feasible only when there is

openness and trust between leaders and employees (Tanner, 1998).

In the context of leadership style, another stream of research has emerged that has focused on

transformational leadership and transactional leadership styles. Although both forms of

leadership are apt for any organization, transformational leadership style is more suitable as

the leader of a particular group pays more attention to the concerns and needs of individual

employees, and creates awareness among employees to look at old problems in new ways.

They motivate and inspire employees towards the achievement of organizational goals by

providing vision and a sense of mission among employees and also induce intellectual

stimulation, which opens vistas for employees in terms of career development and new ways

to make enhance their performance.

Finally there is organizational culture, which involves the socialization process,

psychological empowerment, and workplace spirituality. Motivating employees towards high

performance is very much influenced by the prevalence of the culture in the organization.

Socialization must be induced within organizations: this can be achieved through social

interaction between employees and employers, where the information gathered is easily

shared and disseminated. Also, employees have the chance of emotional release, creating a

culture of trust and openness.

Last comes workplace spirituality (Ashmos and Duchon, 2000), which recognizes that

employees have both a mind and a spirit and seek to find meaning and purpose in their work,

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and a desire to connect with other human beings and be part of a community, hence making

their jobs more meaningful and motivating employees to perform at a high level with a view

to personal and social development.

Thus, the proposed model of job design, created with a view towards motivating employees

to higher performance, will definitely help in achieving organizational goals with full zest

and will definitely lead to proactive outcomes or performance.

Outcomes

The use of available resources and available technology along with various training programs

will definitely lead to increased productivity and increased levels of motivation at individual

level, group level, and social level. Also, considering the labor market on the basis of

variable-pay programs and flexible schedules will definitely lead to heightened motivation

and productivity, which in return leads to the creation of social capital, assisting in meeting

the structural, relational, and cognitive demands of the organization.

Designing jobs under consideration of internal organizational factors, it can be seen that

following appropriate management strategies will help in the creation of opportunities for

career development, skill acquisition and creativity for employees. Performance evaluations

will help employees to know their levels of motivation and make efforts to improve them.

Moreover, designing jobs ergonomically will help in the creation of safe working conditions,

avoiding musculoskeletal injuries and awkward postures. In other words, the involvement of

anatomy, physiology, and psychology in designing jobs ergonomically will lead to high

performance and reduced levels of stress in employees.

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Justification of Choosing the topic

Ability in turn depends on education, experience and training and its improvement is a slow

and long process. On the other hand motivation can be improved quickly. There are many

options and an uninitiated manager may not even know where to start. As a guideline, there

are broadly seven strategies for motivation.

Positive reinforcement / high expectations

Effective discipline and punishment

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

These are the basic strategies, though the mix in the final 'recipe' will vary from workplace

situation to situation. Essentially, there is a gap between an individuals actual state and some

desired state and the manager tries to reduce this gap.

Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in a

specific way towards goals specifically stated by the motivator. Naturally, these goals as also

the motivation system must conform to the corporate policy of the organization. The

motivational system must be tailored to the situation and to the organization.

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CHAPTER - THREE

44

DATA ANALYSIS AND INTERPRETATION

1. I feel that my job is secured one

Agree 59 59/150x100 = 39.3333%

Disagree 13 13/150x100 = 8.66667%

Undecided 29 29/150x100 = 19.33333%

Strongly agree 47 47/150x100 = 31.33333% 

Strongly Disagree 2 2/150x100 = 1.33333% 

Total 150 100%

Question two is about the job security. From the above result we analyze that total 39% of the

employees are confident about their job security and a minor percentage o employees

disagree with it while some couldn’t come up with a decision.

39%

9%19%

31%

1%0%10%20%30%40%50%60%70%80%90%100%

Agree Disagree Undecided Strongly Agree Strongly Disagree

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2. There is a clear and effective system of appraisal and career development

Agree 72 72/150x100 = 48%

Disagree 19 19/150x100 = 12.66667%

Undecided 22 22/150x100 = 14.66667%

Strongly agree 21 21/150x100 = 14% 

Strongly Disagree 16 16/150x100 = 10.66667% 

Total 150 100%

Question four is about the clear and effective system for career growth and total 64% of

employees are agreed upon, while total 24% are disagreed and 15% couldn’t decide it.

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3. I feel like continuing to work in my organization for the foreseeable future

Agree 31 31/150x100 = 20.66667%

Disagree 49 49/150x100 = 32.66667%

Undecided 36 36/150x100 = 24%

Strongly agree 14 14/150x100 = 9.33333% 

Strongly Disagree 20 20/150x100 = 13.33333% 

Total 150 100%

Question six is about the future concerns of the employees. Result shows that total 46% of

employees wouldn’t want to continue with the current organization, while total 30% wants to

and 24% are confused.

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4. I feel my performance is truly contributing to the well being of the organization

Agree 71 71/150x100 = 47.33333%

Disagree 6 6/150x100 = 4%

Undecided 12 12/150x100 = 8%

Strongly agree 53 53/150x100 = 35.33333% 

Strongly Disagree 8 8/150x100 = 5.33333% 

Total 150 100%

Question eight is about reading the mindset of employees and result shows that total 82% of

employees think that their performance is contributing to the well being of the organization,

while 9% doesn’t think so and 4% are confused.

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5. I feel adequate opportunity for periodic changes in duties

Agree 39 39/150x100 = 26%

Disagree 63 63/150x100 = 42%

Undecided 6 6/150x100 = 4%

Strongly agree 14 14/150x100 = 9.33333% 

Strongly Disagree 28 28/150x100 = 18.66667% 

Total 150 100%

Question nine is about the sufficient opportunities for periodic changes in duties. Results

shows that total 61% of employees are disagreed, 35% are agreed and 4% couldn’t make

decision. Periodic changes should be given.

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6. I can make changes to the tasks assigned to me

Agree 17 17/150x100 = 11.33333%

Disagree 89 89/150x100 = 59.33333%

Undecided 8 8/150x100 = 5.33333%

Strongly agree 9 9/150x100 = 6% 

Strongly Disagree 27 27/150x100 = 18% 

Total 150 100%

Question ten asks about the control of employees on their assigned tasks. Result shows that

total 77% of employees have no control to modify their tasks and total 17% are agreed which

is quite low, while 8% are doubtful. Management should provide the employees certain level

of control on their handled tasks. Now the employees are starting to take on more and more

challenging projects with confidence. This leaves a manager to do what they need to do --

manage. It also builds employee self esteem and confidence. A confident employee is one

who is easily motivated.

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7. I can use my own initiative to complete tasks that are not formally required as a

part of my job

Agree 21 21/150x100 = 14%

Disagree 61 61/150x100 = 40.66667%

Undecided 26 26/150x100 = 17.33333%

Strongly agree 9 9/150x100 = 6% 

Strongly Disagree 33 33/150x100 = 22% 

Total 150 100%

Question eleven is asking about the level of involvement from the employees and result

shows that total 63% of employees are disagreed on getting such level of involvement, while

total 20% are agreed and 17% hadn’t decided it yet. So, control on tasks can boost their level

to such a point where employees can use their own initiatives to complete the tasks.

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8. I am allowed to identify a variety of alternative solutions to organizational issues

and problems

Agree 29 29/150x100 = 19.33333%

Disagree 67 67/150x100 = 44.66667%

Undecided 19 19/150x100 = 12.66667%

Strongly agree 16 16/150x100 = 10.66667% 

Strongly Disagree 19 19/150x100 = 12.66667% 

Total 150 100%

Question twelve is about the openness of organizations to new ideas. Result shows that total

66% of employees are disagreed, while 29% are agreed and 12% couldn’t decide it.

Organizations should welcome new ideas and solutions, it can really make employees

confident and motivated.

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9. I think my knowledge, skills and abilities are matching job’s requirement

Agree 71 71/150x100 = 47.33333%

Disagree 46 46/150x100 = 30.66667%

Undecided 10 10/150x100 = 6.66667%

Strongly agree 19 19/150x100 = 12.66667% 

Strongly Disagree 4 4/150x100 = 2.66667% 

Total 150 100%

Question thirteen is KSA analysis o employees and result shows that total 60% of employees

think that their job fits them, while total 32% are disagreed and 7% couldn’t come up with a

decision. Right person at the right position is very necessary for the maximum performance.

Manager can motivate his employees by assigning them tasks that they are best suited for.

Everyone one has a unique set of skills and talents. These skills and talents are a huge

resource for a savvy manager. By accentuating your employee’s strong points you make them

feel good, and they are motivated because they can accomplish tasks best suited for them.

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10. I feel satisfied with the hours worked each week

Agree 34 34/150x100 = 22.66667%

Disagree 57 57/150x100 = 38%

Undecided 9 9/150x100 = 6%

Strongly agree 11 11/150x100 = 7.33333% 

Strongly Disagree 39 39/150x100 = 26% 

Total 150 100%

Question fourteen is about the working hours and result shows that total 64% of employees

don’t feel satisfied, while 30% feel so and 6% couldn’t come up to a decision. Workload is

the main factor of the performance, if employees are overburdened, they can't increase their

productivity. Analyze the team’s strength as well as individual’s strength before assigning

workloads.

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11. I feel Flexibility in my scheduling

Agree 21 21/150x100 = 14%

Disagree 61 61/150x100 = 40.66667%

Undecided 10 10/150x100 = 6.66667%

Strongly agree 19 19/150x100 = 12.66667% 

Strongly Disagree 39 39/150x100 = 26% 

Total 150 100%

Question fifteen is about the flexibility in schedule. Result shows that 67% are disagreed,

means they have a strict cyclic schedule, while 27% have flexibility and 7% didn’t decide.

Strict cyclic schedules can make employees dull, so flexibility and change in schedule can

make them fresh and can enhance their performance.

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12. I am satisfied with the location of work

Agree 59 59/150x100 = 39.33333%

Disagree 31 31/150x100 = 20.66667%

Undecided 18 18/150x100 = 12%

Strongly agree 29 29/150x100 = 19.33333% 

Strongly Disagree 13 13/150x100 = 8.66667% 

Total 150 100%

Question sixteen is about the satisfaction of an employee from his/her work location. Result

shows that total 58% of employees are satisfied from the locality of work, while total 30%

are disagreed and 12% couldn’t come up with a decision. If employee's workplace is

comfortable like it is a good area or area near to his house, he will feel very comfortable with

the tasks.

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13. I am satisfied with the amount of paid vacation time/sick leave offered

Agree 19 19/150x100 = 12.66667%

Disagree 59 59/150x100 = 39.33333%

Undecided 4 4/150x100 = 2.66667%

Strongly agree 20 20/150x100 = 13.33333% 

Strongly Disagree 48 48/150x100 = 32% 

Total 150 100%

Question seventeen is about the fringe benefits. Result shows that total 71% are dissatisfied

with the benefits they are getting from their organizations, while total 26% are satisfied and

3% are undecided.

14. My job description is clear

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Agree 59 59/150x100 = 39.33333%

Disagree 36 36/150x100 = 24%

Undecided 8 8/150x100 = 5.33333%

Strongly agree 36 36/150x100 = 24% 

Strongly Disagree 11 11/150x100 = 7.33333% 

Total 150 100%

Question eighteen is about the clarity of the job description and total 63% of employees are

agreed, while 31% are disagreed and 5% are confused.

15. I have the capability to achieve the targets in time

Agree 58 58/150x100 = 38.66667%

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Disagree 18 18/150x100 = 12%

Undecided 19 19/150x100 = 12.66667%

Strongly agree 39 39/150x100 = 26% 

Strongly Disagree 16 16/150x100 = 10.66667% 

Total 150 100%

Question nineteen asks about the ability of an employee to manage work. Result shows that

total 63% of employees are agreed on the suitable timelines of targets, while total 23% are

disagreed and 13% are confused.

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CHAPTER-FOUR

RECOMMENDATION

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The suggestions for the findings from the study are follows

Most of the employees agree that the performance appraisal activities are helpful to

get motivated, so the company should try to improve performance appraisal system,

so that they can improve their performance.

Non financial incentive plans should also be implemented; it can improve the

productivity level of the employees.

Organization should give importance to communication between employees and gain

co-ordination through it.

Skills of the employees should be appreciated.

Better carrier development opportunities should be given to the employees for their

improvement.

If the centralized system of management is changed to a decentralized one, then there

would be active and committed participation of staff for the success of the

organization

CONCLUSION

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This document aims at providing employees and management members with the information

that can be beneficial both personally and professionally. Every business enterprise has

multiple objectives including of adequate profit for payment of a reasonable rate of return to

the owners and for investment in business through satisfaction of customers, maintenance of

a contended workforce and creation of a public image. The basic job of management of any

business is the effective utilization of available human resources, technological, financial and

physical resources for the achievement of the business objectives. This project entitled as

“Employee motivation” was done to find out the factors which will motivate the employees.

The study undertakes various efforts to analyze all of them in great details. The researcher in

this project at the outset gives the clear idea of the entire department existing in the company.

From the study, the researcher was able to find some of the important factors which motivate

the employees. Factors like financial incentives and non financial inventive, performance

appraisal system, good relationship with co-workers, promotional opportunities in the present

job, employee participation in decision making are very much effect the level employee

motivation. It is also clear from the study that the company is so eager in motivating their

employees and

ANNEXURE

Rating Your Job Design

A = Agree

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DA = Disagree

UD = Undecided

SA = Strongly agree

SDA = Strongly Disagree

1. I feel that my job is secured one.

A DA UD SA SDA

2. There is a clear and effective system of appraisal and career development

A DA UD SA SDA

3. I feel like continuing to work in my organization for the foreseeable future.

A DA UD SA SDA

4. I feel my performance is truly contributing to the well being of the organization.

A DA UD SA SDA

5. I feel adequate opportunity for periodic changes in duties.

A DA UD SA SDA

6. I can make changes to the tasks assigned to me.

A DA UD SA SDA

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7. I can use my own initiative to complete tasks that are not formally required as a   part of 

my job.

A DA UD SA SDA

8.  I am allowed to identify a variety of alternative solutions to organizational issues and 

problems.

A DA UD SA SDA

9. I think my knowledge, skills and abilities are matching job’s requirement.

A DA UD SA SDA

10.  I feel satisfied with the hours worked each week

A DA UD SA SDA

11. I feel Flexibility in my scheduling.

A DA UD SA SDA

12.  I am satisfied with the location of work.

A DA UD SA SDA

13.  I am satisfied with the amount of paid vacation time/sick leave offered.

A DA UD SA SDA

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14.  My job description is clear.

A DA UD SA SDA

15.  I have the capability to achieve the targets in time.

A DA UD SA SDA

BIBLIOGRAPHY

Search engines used

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http://www.google.com

http://www.wikipedia.com

http://www.yahoo.com

Other websites used

http://www.rcom.co.in

http://www.relianceadagroup.com

Other sources

Comapany records.

BOOKS USED

Human resource management by cb gupta

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