A

DESERTATION REPORT
On

MOTIVATION

Submitted To

SAVITRIBAI PHULE PUNE UNIVERSITY

IN PARTIAL FULLFILLMENT OF THE

AWARD OF DEGREE OF

“MASTER OF BUSINESS ADMINISTRATION”

Submitted By

Ms. NISHA ANIL GAIKWAD

Under The Guidance Of

PROF. DR.SHITAL DESHMUKH

Through

MBA DEPARTMENT
JSPM’s JAYAWANTRAO SAWANT COLLEGE OF ENGINEERING
HANDEWADI ROAD, HADAPSAR PUNE-28

2017-19

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 ACKNOWLEDGEMENT

“The project has been very useful for me in understanding the various pragmatic aspects of
the management function practice in the real world.

I express my deep sense of gratitude towards my guidance and friends. My sincere thanks to
Prof. Chandrakant Hake sir our HOD for their valuable time and inputs.

Above all, I give my special thanks to Prof. Dr.Shital Deshmukh who have supported me as my
internal project guide with her invaluable insights and suggestions. This would not be possible
without her help, guidance and encouragement.

Lastly I would like to thank my friends, family and all of them who helped me directly or
indirectly for my project.

Nisha Anil Gaikwad

Sign:

Date:

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 INDEX
Sr. No Topic Page No
01 Introduction of Study 5

02 Definitions 6-7

03 Literature survey 9-11

04 Theoretical Background 12-15

05 Research Methodology 18-20

06 Data Analysis 21-27

07 Findings 28

08 Suggestions 29

09 Limitations 30

10 Conclusion 30

11 Bibliography 31

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 INTRODUCTION

An issue which usually generates a great deal of attention from most managers,
administrators and those involved in Human Resources Management is the issue of how to
successfully motivate employee. While it is true that aspects like staff recruitment,
controlling, managing, leading, and many more are of great importance to the success of an
organization, Employee Motivations generally considered a core element in running a

successful business. In the organizational setting the word Motivation‖ is used to describe the

drive that impels an individual to work. A truly motivated person is one who wants‖ to work
.Both employees and employers are interested in understanding motivation if employees
know what strengthens and what weakens their motivation, they can often perform more
effectively to find more satisfaction in their job. Employers want to know what motivates their
employees so that they can get them to work harder. The concept of motivation implies that
people choose the path of action they follow. When behavioral scientists use the word
motivation, they think of its something steaming from within the person technically, the term
motivation has its origin in the Latin word mover‖ which means to move‖. Thus the word
motivation stands for movement. If a manager truly understands his subordinate‘s
motivation, he can channel their inner state towards command goals, i.e., goals, shared by
both the individual and the organization. It is a well-known fact that human beings have great
potential but they do not use it fully, when motivation is absent. Motivation factor are those
which make people give more than a fair day‘s work and that is usually only

About sixty-five percent of a person‘s capacity .Obviously, every manager should be releasing
hundred percent of an individual‘s to maximize performance for achieving organizational
goals and at the same to enable the individual to develop his potential and gain satisfaction.
Thus every manager should have both interests and concern about how to enable people to
perform task willingly and to the best of their ability. At one time, employees were considered
just another input into the.

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1.1 Definition of Motivation:

Motivation is a process that starts with a physiological or psychological deficiency or need that
activates behaviour or a drive that aimed at a goal or an incentive.

"The only way to get people to like working hard is to motivate them. Today, people must
understand why they're working hard. Every individual in an organization is motivated by
something different." -Rick Pitino.

Employee motivation is a reflection of the level of energy, commitment, and creativity that a
company's workers bring to their jobs.

1.2 Basics about Motivation:

1. Motivating employees starts with motivating yourself it‘s amazing how, if you hate
your job, it seems like everyone else does, too. If you are very stressed out, it seems like
everyone else is, too. Enthusiasm is contagious. If you're enthusiastic about your job, it's much
easier for others to be, too. Also, if you‘re doing a good job of taking care of yourself and your
own job, you'll have much clearer perspective on how others are doing in theirs. A great place
to start learning about motivation is to start understanding your own motivations. The key to
helping to motivate your employees is to understand what motivates them. So what
motivates you? Consider, for example, time with family, recognition, a job well done, service,
learning, etc. How your job is configured to support your own motivations? What can you do
to better Motivate yourself?

2. Always work to align goals of the organization with goals of employees as mentioned
above, employees can be all fired up about their work and be working very hard. However, if
the results of their work don't contribute to the goals of the organization, then the
organization is not any better off than if the employees were sitting on their hands -- maybe
worse off! Therefore, it's critical that managers and supervisors know what they want from
their employees. These preferences should be worded in terms of goals for the organization.
Identifying the goals for the organization is usually done during strategic planning. Whatever
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steps you take to support the motivation of your employees (various steps are suggested
below), ensure that employees have strong input to identifying their goals and that these
goals are aligned with goals of the organization. (Goals should be worded to be SMARTER".)

3. Key to supporting the motivation of your employees understands what motivates each
of them each person is motivated by different things. Whatever steps you take to support the
motivation of your employees, they should first include finding out what it is that really
motivates each of your employees. You can find this out by asking them, listening to them
and observing them.

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 2. OBJECTIVES& SCOPE

Objectives:

 To study the level of employee motivation.

 To study level of financial motivation non financial motivation.

 To study how supervisor can influence motivation.

 To know what are the de-motivation factors of motivation.

Scope:

 The study is intended to evaluate motivation of employees.

 A good motivational program procedure is essential to achieve a goal of the
organization. If efficient motivational programmes of employees are made not only in
this particular organization but also any other organization.
 The organization can achieve the efficiency also to develop a good organizational
culture.

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 3. LITERATURE SURVEY

What is motivation?

According to Greenberg and Baron (2000 p190) this definition could be divided into three
main parts. The first part looks at arousal that deals with the drive, or energy behind Individual
(s) action. People turn to be guided by their interest in making a good impression on others,
doing interesting work and being successful in what they do. The second part referring to the
choice people make and the direction their behavior takes. The last part deals with
maintaining behavior clearly defining how long people have to persist at attempting to meet
their goals.

Kreitner (1995), Buford, Bodleian &Linder (1995), Higgins (1994) all cited in Linder (1998, p3)
defined motivation “as the psychological process that gives behavior purpose and Direction,
a predisposition to behave in a purposive manner to achieve specific unmet needs, An
unsatisfied need, and the will to achieve, respectively. Young (2000, p1) suggest that
motivation can be defined in a variety of ways, depending on Who you ask .Ask someone on
the street, you may get a response like “it’s what drives us” or “it’s what make us do the things
we do”. Therefore motivation is the force within an individual that account for the level,
direction, and persistence of effort expended atwork.z10Halepota (2005, p16) defines
motivation as “a person’s active participation and commitments achieve the prescribed
results Halepota further represents that the concept of motivation is abstract because
different strategies produce different results at different times and there is no single strategy
that can produce guaranteed favorable results all the times”. According to Antonioni (1999,
p29), “the Amount of effort people are willing to put in their Work depends on the degree to
which they feel their motivational needs will be satisfied. On the other hand, individuals
become demotivated if they feel something in the organization prevents them from attaining
good outcomes”.

It can be observed from the above definitions that, motivation in general, is more or less
basically concern with factors or events that moves, leads, and drives certain human action
or Inaction over a given period of time given the prevailing conditions. Furthermore the

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definitions suggest that there need to be an‖ invisible force‖ to push people to do something
in return. It could also be deduced from the definition that having a motivated work force or
creating an environment in which high levels of motivation are maintained remains challenge
for today‘s management. This challenge may emanate from the simple fact that motivation is
not a fixed trait –as it could change with changes in personal, psychological, financial or social
factors. For this thesis, the definition of motivation by Greenberg & Baron (2003) is adopted,
as it is more realistic and simple as it considers the individual and his performance.

Greenberg &Baron defines motivation as:

The set of processes that arouse, direct, and maintain human behaviour towards attaining
some goal. (Greenberg &Baron, 2003, p190)Bassett-Jones &Lloyd (2005, p931) presents that
two views of human nature underlay early research into employee motivation. The first view
focuses on Taylorism, which viewed people as basically lazy and work –shy, and thus held that
these set of employees can only be motivated by external stimulation. The second view was
based on Hawthorn findings, which held the view that employees are motivated to work well
for its own sake as well as for the social and monetary benefits this type of motivation
according to this school was internally motivated.

Motivation theories
Even though much research been conducted on the field of financial motivation and many
researchers and writers have proposed theories on the concept of financial motivation, and
its role in enhancing employee‘s performance in every organization some of these models
have been widely used and accepted by today‘s organizations leaders. In this thesis discussion
on some of the motivational theories will include Alders (ERG theory), Maslow (Need theory),

Vroom’s (Expectancy theory), Adams (Social equity theory), Taylor (productivity theory),
Herzberg (Two factor theory), Mac Gregory (theory X and Y), Geogpales (path goal theory)
and skinner (Reward theory). To better understand this discussion a summary of the theories
is presented and an indebt discussion on Maslow and ERG theories on which I base my thesis
overlooked.

Alder asserts in his Existence relatedness and growth theory commonly known as the ERG
theory that there are three basic human needs: Existence, relatedness and growth, which
must be meet by an employee to enable him, increase performance. Maslow (1943) suggests
that human needs can be classified into five categories and that these categories can be

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arranged in a hierarchy of importance. These include physiological, security, belongings,
esteem and self-actualization needs. According to him a personas motivated first and
foremost to satisfy physiological needs. As long as the employees remain unsatisfied, they
turn to be motivated only to fulfill them. When physiological needs are satisfied they cease to
act as primary motivational factors and the individual moves up‖ the hierarchy and seek to
satisfy security needs. This process continues sent finally self-actualization needs are satisfied.
According to Maslow the rationale is quite simple because employees ‘who are too hungry or
too ill to work will hardly be able to make much a contribution to productivity hence
difficulties in meeting organizational goals. Vroom (1964) proposes that people are motivated
by how much they want something and how likely they think they are to get it he suggest that
motivation leads to efforts and the efforts combined with employees ability together with
environment factors which interplay‘s resulting to performance. This Performance interns
lead to various outcomes, each of which has an associated value Called Valence.

Herzberg suggested that there are factors in a job, which causes satisfaction. These he Called
Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors).According to him if the motivational factors are met, the employee becomes
motivated and hence performs higher. Mac Gregory suggested that there exist two sets of
employees (lazy and ambitious employees) with lazy employees representing theory X, hard
and ambitious workers representing Y. According to him the lazy employee should be
motivated to increase performance in an organization Geogopalaus path Goal theory of
motivation states that, if a worker sees high productivity as a path leading to the attainment
of one or more of his personal goals, he will turn to be a high Producer. But if he sees low
productivity as the path leading to the attainment of his goal he will turn to be a low producer
and hence needs to be motivated.

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 4. THEROTICAL BACKGROUND

Motivation is a process that starts with a physiological or psychological deficiency or need that
activates behaviour or a drive that aimed at a goal or an incentive.

"The only way to get people to like working hard is to motivate them. Today, people must
understand why they're working hard. Every individual in an organization is motivated by
something different." -Rick Pitino .

4.1 Importance of Motivation:

Motivation is a very important for an organization because of the following benefits it
provides:-

Puts human resources into action

Every concern requires physical, financial and human resources to accomplish the goals. It is
through motivation that the human resources can be utilized by making full use of it. This can
be done by building willingness in employees to work. This will help the enterprise in securing
best possible utilization of resources.

Improves level of efficiency of employees

The level of a subordinate or a employee does not only depend upon his qualifications and
abilities. For getting best of his work performance, the gap between ability and willingness
has to be filled which helps in improving the level of performance of subordinates. This will
result into- Increase in productivity, Reducing cost operations, and Improving overall
efficiency.

Builds friendly relationship

Motivation is an important factor which brings employees satisfaction. This can be done by
keeping into mind and framing an incentive plan for the benefit of the employees. This could
initiate the following things:
 Monetary and non-monetary incentives,
 Promotion opportunities for employee

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In order to build a cordial, friendly atmosphere in a concern, the above steps should be taken
by a manager. This would help in:

Effective co-operation which brings stability,

Industrial dispute and unrest in employees will reduce,
The employees will be adaptable to the changes and there will be no resistance to the
change,

This will help in providing a smooth and sound concern in which individual
Interests will coincide with the organizational interests,
This will result in profit maximization through increased productivity.

Leads to stability of work force

Stability of workforce is very important from the point of view of reputation and goodwill of
a concern. The employees can remain loyal to the enterprise only when they have a feeling of
participation in the management. The skills and efficiency of employees will always be of
advantage to employees as well as employees. This will lead to a good public image in the
market which will attract competent and qualified people into a concern. As it is said, old is
gold‖ which suffices with the role of motivation here, the older the people, more the
experience and their adjustment into a concern which can be of benefit to the enterprise.

4.2 What motivates employees?

Every person has a different reason for going to work. These reasons are as individual as
whichever person you may ask. But all of the reasons for working share a common thread.
We all obtain something from work we need. There is much discussion about the value of
extrinsic motivation (monetary and other material rewards) versus intrinsic motivation where
people are driven by what‘s inside them. Not by the trappings of success. Whereas I recognize
how critical extrinsic motivation is–we all need to be rewarded fairly for the job that we do-
in my experience the most effective factors relating to employee motivation are related to
intrinsic motivation:

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 Empowerment: Feeling trusted and empowered is a tremendous motivator.
 Growth: Feeling that they are growing and developing personally.
 Inclusion: To belong ‘is a fundamental need, whether as a member of a family, peer group,
network, team or company. It‘s human nature to want to be on the inside, not the outside.
 Purpose: Today people care more about what happens tomorrow, and want to contribute
to ensuring the future of our children, and the health of our communities and planet.
 Trust: the fabric that holds it all together and makes it real.

4.3 Framework of motivation:

The framework comprises six steps:-
 Motivation process begins with the individual‘s needs. Needs are teltdeprivations which
the individual experiences at a given time and act as energizers. These needs may be
psychological (e.g., the needs for recognition), physiological (e.g., the needs for water, air
or foods) or social (e.g., the needs for friendship).
 Motivation is goal directed.
 A goal is a specific result that the individual wants to achieve. An employee’s goals are often
driving forces and accomplishing those goals can significantly reduce needs.
 Promotions and raises are two of the ways that organizations seek to maintain desirable
behavior. They are signals to employees that their needs for advancement and recognition
and their behaviors are appropriate.
 Once the employee have received either rewards or punishments.
 They reassess their needs.

4.4 Types of Motivation:

There are many types of motivation.

Motivational techniques have been experienced by every person from birth. We learn
behavior through motivation. We live our whole lives because of motivation. The question
that remains however is this: What motivation should a person have? This is important
because our motivation decides our behavior. Some types of motivation are more effective
than others. However, the perfect motivation for you can only be decided by one person:
YOU. Why do people do what they do? Why do we go on every day, living our lives and Trying
to find justification for our existence? Some people think that they can find purpose in the
things that motivate them. Others just see the motivation and react automatically. There is
no one thing that motivates people to perform certain actions. People are different, so it
follows that their motivations have to be different. Here are some types of motivation:

 Achievement
This is the motivation of a person to attain goals. The longing for achievement is inherent in
every man, but not all persons look to achievement as their motivation. They are motivated
by a goal. In order to attain that goal, they are willing to go as far as possible. The complexity

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of the goal is determined by a person's perception. To us, the terms "simple" and "complex"
are purely relative. What one person thinks is an easy goal to accomplish may seem to be
impossible to another person. However, if your motivation is achievement, you will find that
your goals will grow increasingly complex as time goes.

 Socialization
Some people consider socialization to be their main motivation for actions. This is especially
evident in the situation of peer pressure. Some people are willing to do anything to be treated
as an equal within a group structure. The idea of being accepted among a group of people is
their motivation for doing certain things
 Incentive motivation
This motivation involves rewards. People who believe that they will receive rewards for doing
something are motivated to do everything they can to reach a certain goal.
While achievement motivation is focused on the goal itself, incentive motivation is driven by
the fact that the goal will give people benefits. Incentive motivation is used in companies
through bonuses and other types of compensation for additional work. By offering incentives,
companies hope to raise productivity and motivate their employees to work harder.
 Fear motivation
When incentives do not work, people often turn to fear and punishment as the next tools.
Fear motivation involves pointing out various consequences if someone does not follow a set
of prescribed behavior. This is often seen in companies as working hand-in-hand with
incentive motivation. Workers are often faced with a reward and punishment system,
wherein they are given incentives if they accomplish a certain goal, but they are given
punishments when they disobey certain policies.
 Change motivation
Sometimes people do things just to bring about changes within their immediate
environment. Change motivation is often the cause of true progress. People just become
tired of how things are and thus, think of ways to improve it.

4.5 Methods of Motivation

There are as many different methods of motivating employees today as there are companies
operating in the global business environment. Still, some strategies are prevalent across all
organizations striving to improve employee motivation. The best employee motivation efforts
will focus on what the employees deem to be important. It may be that employees within the
same department of the same organization will have different motivators. Many
organizations today find that flexibility in job design and reward systems has resulted in
employees' increased longevity with the company, improved productivity, and better morale.
 Empowerment

Giving employees more responsibility and decision-making authority increases their realm of
control over the tasks for which they are held responsible and better equips them to carry out
those tasks. As a result, feelings of frustration arising from being held accountable for
something one does not have the resources to carry out are diminished. Energy is diverted
from self-preservation to improved task accomplishment.

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 Creativity And Innovation

At many companies, employees with creative ideas do not express them to management for
fear that their input will be ignored or ridiculed. Company approval and toeing the company
line have become so ingrained in some working environments that both the employee and
the organization suffer. When the power to create in the organization is pushed down from
the top to line personnel, employees who know a job, product, or service best are given the
opportunity to use their ideas to improve it. The power to create motivates employees and
benefits the organization in having a more flexible work force, using more wisely the
experience of its employees, and increasing the exchange of ideas and information among
employees and departments. These improvements also create openness to change that can
give a company the ability to respond quickly to market changes and sustain a first mover
advantage in the marketplace.

 Learning
If employees are given the tools and the opportunities to accomplish more, most will take on
the challenge. Companies can motivate employees to achieve more by committing to
perpetual enhancement of employee skills. Accreditation and licensing programs for
employees are an increasingly popular and effective way to bring about growth in employee
knowledge and motivation. Often, these programs improve employees' attitudes toward the
client and the company, while bolstering self-confidence. Supporting this assertion, an
analysis of factors which influence motivation-to learn found that it is directly related to the
extent to which training participants believe that such participation will affect their job or
career utility. In other words, if the body of knowledge gained can be applied to the work to
be accomplished, then the acquisition of that knowledge will be a worthwhile event for the
employee and employer.

 Quality Of Life
The number of hours worked each week by American workers is on the rise, and many families
have two adults working those increased hours. Under these circumstances, many workers
are left wondering how to meet the demands of their lives beyond the workplace.
Often, this concern occurs while at work and may reduce an employee's productivity and
Moral.

4.6 Factors for Lack of Motivation in the Workplace

A drop in staff motivation can become contagious if the cause is not identified and addressed.
Management needs to be conscious of employee motivation, and that means being able to
identify the factors that cause a lack of motivation in the workplace. Become familiar with the
factors that can degrade staff motivation and design plans to combat these productivity
killers.

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 Rumors
The important thing to remember about rumors is that they are not always wrong. Some
rumors have basis in fact, but that does not make them good for employee morale. An
employee that hears a rumor that she may be laid off experiences an instant drop in
motivation. To deal with the problem of rumors in the workplace, it is important for
management to share important information with the staff in a timely manner. This helps
employees to feel confident that management will address rumors and encourages staff
members to wait on information from the company before acting on a rumor.

 Inadequate Job Skills

Employees are motivated to succeed at jobs for which they feel prepared and properly
trained. Before moving an employee into a position of greater responsibility or before
allowing any changes to an employee's job duties, be certain that employee has had the
training needed to get started. Putting an employee in a position where she feels she has
inadequate job skills will erode the employee's confidence and stifle any motivation to
succeed.

 Goal Flaws
Employees are not motivated by the notion that their hard work will make company owners
and executives rich, the more internalized a company's goals sound, the less motivated
employees are to fulfill those goals. The company needs to focus on the customer and give
employees a chance to feel as though it has done something substantial to help the customer.
For example, develop a referral program that encourages customers that have recently
purchased products to recommend other people that your sales professionals can call on. The
company and sales staff benefit from the increase in business, but the sales staff also gets to
see the appreciation of past clients in the form of potential new business.

 Overwork
Employees that are overworked are likely to lose motivation regardless of how much
overtime pay they are receiving. If you know a period is coming where extra hours will need
to be worked, develop a schedule in advance and give your employee sample warning so
they can make preparations in their personal life. Make sure the staff schedule still allows
employees to spend time with their families and get away from the stress of working too
much.

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4.7 Techniques of Employee Motivation
Here are some motivations techniques that will help to get staff re-energized and engaged at
work. To begin with, make sure you have the right conditions in place so that your work
culture supports motivation.

Make sure you offer:

 Fair pay and conditions
 A comfortable, safe, working environment
 Opportunities for employees to socialize and make friends
 Clearly defined work responsibilities and goals
 Education and training opportunities
 Career opportunity

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 5 RESERACH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It is understood

as a science of studying how systematically a research is done scientifically. In it we study
steps that are generally adopted by the researcher in studying the research problem along
with the logic behind them.

Normally two types of data are used for the purpose of carrying out research.
a. Primary data

b. Secondary data

Primary Data:
Primary data is one, which is collected from fresh sources and for the first time while
conducting the research.

For the project, primary survey has been undertaken through a survey instrument consisting
of structured questionnaire filled by employees by the way of personal interviewing

Secondary data:
Data collected through secondary sources.

There are two types of sources for collecting secondary data:

a. internal sources

b. External sources

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 a. Internal sources

Internal sources of secondary data includes the data generated within the
organization.

b. External sources

External sources of secondary data are the sources. E.g. Internet, CiteHr.

Research Method:
Exploratory research method is used for this research
Exploratory research is research conducted for a problem that has not been studied more
clearly, intended to establish priorities, develop operational definitions and improve the final
research design.

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 6 DATA ANALYSIS

Theories of Motivation

Overview
At a simple level, it seems obvious that people do things, such as go to work, in order to get
stuff they want and to avoid stuff they don't want. Why exactly they want what they do and
don't want what they don't is still something a mystery. It's a black box and it hasn't been fully
penetrated.

Overall, the basic perspective on motivation looks something like this:

In other words, you have certain needs or wants (these terms will be used interchangeably),
and this causes you to do certain things (behavior), which satisfy those needs (satisfaction),
and this can then change which needs/wants are primary (either intensifying certain ones, or
allowing you to move on to other ones). A variation on this model, particularly appropriate
from an experimenter's or manager's point of view, would be to add a box labelled

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"reward" between "behavior" and "satisfaction". So that subjects (or employees), who have
certain needs do certain things (behavior), which then get them rewards set up by the
experimenter or manager (such as raises or bonuses), which satisfy the needs, and so on.

Theories of Motivation are as follows:-

• McClelland’s Theory of Needs:

According to David McClelland, regardless of culture or gender, people are driven by three
motives:

Achievement, • Affiliation, and

Influence.

Since McClelland's first experiments, over 1,000 studies relevant to achievement motivation
have been conducted. These studies strongly support the theory.

 Achievement: The need for achievement is characterized by the wish to take responsibility for
finding solutions to problems, master complex tasks, set goals, and get feedback on level of
success.

 Affiliation: The need for affiliation is characterized by a desire to belong, an enjoyment of

teamwork, a concern about interpersonal relationships, and a need to reduce uncertainty

 Power: The need for power is characterized by a drive to control and influence others, a
need to win arguments, a need to persuade and prevail

According to McClelland, the presence of these motives or drives in an individual indicates a

predisposition to behave in certain ways. Therefore, from a manager's perspective,
recognizing which need is dominant in any particular individual affects the way in which that
person can be motivated.

Summary: People with achievement motives are motivated by standards of excellence,

delineated roles and responsibilities and concrete, timely feedback. Those with affiliation
motives are motivated when they can accomplish things with people they know and trust.
And the power motive is activated when people are allowed to have an impact, impress those
in power, or beat competitors.

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• Two Factor Theory (Herzberg)

Two-factor Theory: Herzberg's Two Factor Theory, also known as the Motivation- Hygiene
Theory was derived from a study designed to test the concept that people have two sets of
needs:

1. Their needs as animals to avoid pain

2. Their needs as humans to grow psychologically Herzberg ‘study Herzberg's study consisted
of a series of interviews that sought to elicit responses to the questions:

(1) Recall a time when you felt exceptionally good about your job. Why did you feel
that way about the job? Did this feeling affect your job performance in any way? Did this
feeling have an impact on your personal relationships or your well- being?

(2) Recall a time on the job that resulted in negative feelings? Describe the sequence
of events that resulted in these negative feelings.

(3)Research Results: it appeared from the research, that the things making people happy
on the job and those making them unhappy had two separate themes

1. Satisfaction (Motivation):
Five factors stood out as strong determiners of job satisfaction:
• Achievement
• Recognition
• Work Itself
• Responsibility
• Advancement

The last three factors were found to be most important for bringing about lasting changes of
attitude. It should be noted, that recognition refers to recognition for achievement as
opposed to recognition in the human relations sense.
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(2) Dissatisfaction (Hygiene):
The determinants of job dissatisfaction were found to be:
• Company Policy
• Administrative Policies
• Supervision
• Salary
• Interpersonal Relations
• Working Conditions

From the results Herzberg concluded that the replies people gave when they felt good about
their jobs were significantly different from the replies given when they felt bad. Certain
characteristics tend to be consistently related to job satisfaction and others to job
dissatisfaction. Intrinsic factors, such as work itself, responsibility and achievement seem to
be related to job satisfaction. Respondents who felt good about their work tended to attribute
these factors to them. On the other dissatisfied respondents tended to cite extrinsic factors
such as supervision, pay, and company policies and working condition. Herzberg proposed
that his findings indicated the existence of a dual continuum: the opposite of satisfaction is
no satisfaction and the opposite of Dissatisfaction is No Dissatisfaction.

Summary: According to Herzberg, the factors leading to Job satisfaction are separate and
distinct from those that lead to job dissatisfaction. Therefore, managers who seek to eliminate
factors that can create job dissatisfaction may bring about peace but not necessarily
motivation. They will be placating their workforce rather than motivating them. As a result,
conditions surrounding the job such as quality of supervision, pay , company policies, physical
working conditions relations with others and job security were characterized by Herzberg as
hygiene factors, when they‘re adequate, people will not be dissatisfied ; neither will they be
satisfied. If we want to motivate people on their jobs, Herzberg suggested emphasizing factors
associated with the work itself or to outcomes directly derived from it, such as promotional
opportunities, opportunities for personal growth, recognition, responsibility and
achievement. These are the characteristics that people find intrinsically rewarding.

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• Reinforcement Theory:

This theory focuses its attention as to what controls behavior. In contrast to goal setting
theory, which is cognitive approach focus attention on what initiates behavior? Behavior, as
per cognitive approach is initiated by internal events. Reinforcement theory argues that
behavior is reinforced and controlled by external events. The classical conditioning proposed
by Pavlov which we have already studied in our earlier lessons explains this in a better way.

• Equity Theory:
Suppose employee A gets a 20% raise and employee B gets a 10% raise. Will both be motivated
as a result? Will A be twice as motivated? Will be B be negatively motivated?
Equity theory says that it is not the actual reward that motivates, but the perception, and the
perception is based not on the reward in isolation, but in comparison with the efforts that
went into getting it, and the rewards and efforts of others. If everyone got a 5% raise, B is
likely to feel quite pleased with her raise, even if she worked harder than everyone else. But
if a got an even higher raise, B perceives that she worked just as hard as A, she will be unhappy.
In other words, people's motivation results from a ratio of ratios: a person compares the ratio
of reward to effort with the comparable ratio of reward to effort that they think others are
getting.

Of course, in terms of actually predicting how a person will react to a given motivator, this will
get pretty complicated:

1. People do not have complete information about how others are rewarded. So they are
going on perceptions, rumors, and inferences.

2. Some people are more sensitive to equity issues than others

3. Some people are willing to ignore short-term inequities as long as they expect things to
work out in the long-term.

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 • Expectancy Theory (Vroom)

This theory is meant to bring together many of the elements of previous theories. It combines
the perceptual aspects of equity theory with the behavioral aspects of the other theories.

Basically, it comes down to this "equation":

M = E*I*V
Or
Motivation = expectancy * instrumentality * valence
M (motivation) = the amount a person will be motivated by the situation they find themselves
in. It is a function of the following.

E (expectancy) = the person's perception that effort will result in performance. In other words,
the person's assessment of the degree to which effort actually correlates with performance

I (instrumentality) = the person's perception that performance will be rewarded/punished.

I.e., the person's assessment of how well the amount of reward correlates with the quality of
performance. (Note here that the model is phrased in terms of extrinsic motivation, in that it
asks 'what are the chances I'm going to get rewarded if I do good job?'. But for intrinsic
situations, we can think of this as asking 'how good will I feel if I can pull this off?').

V (valence) = the perceived strength of the reward or punishment that will result from the
performance. If the reward is small, the motivation will be small, even if expectancy and
instrumentality are both perfect (high).

• Self-Determination Theory

Self-Determination Theory (SDT) is closely related to Maslow's Theory with the exception SDT
suggests that people do not operate on auto-pilot... Instead, they rely heavily on nourishment
and support from their social environment to function effectively.

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SDT presupposes that all people have a built-in tendency toward growth and
development...that they strive to master challenges and to integrate their experiences into a
coherent sense of self. According to Self-Determination Theory there are three concepts that
affect motivation:

Autonomy - Separateness... "I can do it myself"

Competence Feedback - Approval and Acknowledgment from significant others Relatedness
-Connectedness... "I'm not alone"

The reasons for motivation being challenging job are as follows:

One of the main reasons of motivation being a challenging job is due to the changing
workforce. The employees become a part of their organization with various needs and
expectations. Different employees have different beliefs, attitudes, values, backgrounds and
thinking. But all the organizations are not aware of the diversity in their workforce and thus
are not aware and clear about different ways of motivating their diverse workforce.

Employees motives cannot be seen, they can only be presumed. Suppose, there are two
employees in a team showing varying performance despite being of same age group, having
same educational qualifications and same work experience. The reason being what motivates
one employee may not seem motivating to other.

Motivation of employees becomes challenging especially when the organizations have

considerably changed the job role of the employees, or have lessened the hierarchy levels of
hierarchy, or have chucked out a significant number of employees in the name of downsizing
or right-sizing. Certain firms have chosen to hire and fire and paying for performance
strategies nearly giving up motivational efforts. These strategies are unsuccessful in making
an individual overreach himself.

The vigorous nature of needs also pose challenge to a manager in motivating his subordinates.
This is because an employee at a certain point of time has diverse needs and expectations.
Also, these needs and expectations keep on changing and might also clash with each other.

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Ten ways to motivate today’s employees

 Every theorist and manager has his or her own way of motivating employees. There
are 10 ways to motivate today‘s employees they are:
 Give personal thanks to employees for a job well done in verbal form, in writing, or both, in a
timely manner and sincerely.
 Be willing to take time to communicate with the employees.
 Provide feedback on the performance of each individual employee, the department and the
whole organization.
 Create a work environment that is open, trusting and creative.
 Provide information on the company and how the person fits in with the overall plan, in
other words, be transparent.
 Encourage decision making among the employees.
 Create a sense of ownership in the work and the work environment.
 Provide recognition and reward, and promote employees based on their performance
 Create a learning organization and a partnership with each employee.
 Celebrate the successes of the company, the department and the individuals in it.

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 7. FINDINGS

1. Employee motivation plays very important role in every organization. Good

employee motivation helps to success of the organization.

2. Motivation drifters from person to person, industry to industry, level of education

age, nature of work etc. Motivation may be range from very high to very low.

3. Unless an employee has poor motivation if always a possibility of employee

disharmony and also affect some thrumming of the organization.

8. SUGESSTION
1. Employees are satisfied their salary, increment and reward policies; so manager wants
to keep fair policies.

2. Manager should make the job more challenging. Exciting and meaningful by the factor
like goal setting. Creative work skill diversity.

3. Make a good industrial relation between everyone.

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 9. LIMITATIONS

1. The period of study is too short, which is major constraint.

2. No discussion was possible with the employees regarding motivation has they were
busy with work and could not spare time for discussion.

10. CONCLUSION

Motivation is an aspect which covers almost all the employee from the managing directors to
his peon. The motivation is a live issue for all.

Motivation is psychological concept. Motivation is not a cause but rather the effect or result
of many going awry. Motivation drifters from person to person, industry to industry, level of
education age, nature of work etc. Motivation may be range from very high to very low.

Several approaches to motivation are available. Early theories are too simplistic in their
approach towards motivation. The content theories Maslow‘s need hierarchy. Herzberg‘s
two-factor model and alder‘s erg approach are very popular

By this study it is clear that various faction which influences motivation and productivity of
the employees each as Social Security measures, welfare facilities, salary status, Bonus, heath
condition, shift system and recognition of work are getting much importance.

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 11. BIBLIOGRAPHY

BOOKS referred:
• Kothari C.R 2004, Research Methodology Methods and techniques, New Age
international (P) Ltd.

• K. Ashwathappa, 1997, Human Resource and Personal Management, Tata Mc GrawHill

publishing.

WEBSITE:

• WWW.citehr.com
• WWW.scribd.com
• WWW.managementstudyguide.com

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