CONTENTS

CHAPTER PARTICULARS PAGE

NO. NO.

1. 1
INTRODUCTION
1
1.1 Introduction to the Study
1.2 Company Profile 4

1.3 Statement of the Problem 25

1.4 Objective of the study 27

1.5 Need of the study 27

1.6 Scope of the study 26

2 MAIN THEME OF THE STUDY

2.1 Review of Literature 28

2.2 Research Methodology 28

2.3 Limitations of the Study 40

3 RESULTS, DISCUSSIONS, AND

CONCLUSION

3.1 Analysis and Interpretation 41

3.2 Findings from the study 51

NEXGEN CAREER
 3.3 Suggestions and Recommendation 52

3.4 Conclusion 53

4 APPENDICES

4.1Questionnaire 55

4.2 References 65

CHAPTER-1

INTRODUTION

1.1 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 Motivation is 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

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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 interest
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 production of goods and services. What perhaps changed this
way of thinking about employees was research, referred to as the Hawthorne
Studies, conducted by Elton Mayo from1924 to 1932 This study found
employees are not motivated solely by money and employee behavior is
linked to their attitudes.

The Hawthorne Studies began the human relations approach to management,

whereby the needs and motivation of employees become the primary focus of
managers.

1.1.2 Definition of Motivation

 Motivation is a process that starts with a physiological or

psychological deficiency or need that activates behavior or a drive that
aimed at a goal or an incentive.

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 "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.”

 "Psychological forces that determine the direction of a person's

behavior in an organization, a person's level of effort and a person's
level of persistence."- G. Jones and J. George from the book
"Contemporary Management."

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
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 organization is not any better off than if the employees were sitting on
their hands -- maybe worse off! Therefore, it's critical that managers
and supervisors know what they want from their employees. These
preferences should be worded in terms of goals for the organization.
Identifying the goals for the organization is usually done during
strategic planning. Whatever steps you take to support the motivation
of your employees (various steps are suggested below), ensure that
employees have strong input to identifying their goals and that these
goals are aligned with goals of the organization. (Goals should be
worded to be “SMARTER".

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.

4. Recognize that supporting employee motivation is a process, not at ask

Organizations change all the time, as do people. Indeed, it is an
ongoing process to sustain an environment where each employee can
strongly motivate themselves. If you look at sustaining employee
motivation as an ongoing process, then you'll be much more fulfilled
and motivated yourself.

5. Support employee motivation by using organizational systems (for

example, policies and procedures)--don't just count on good intentions
don’t just count on cultivating strong interpersonal relationships with
employees to help motivate them. The nature of these relationships can
change greatly, for example, during times of stress. Instead, use

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 reliable and comprehensive systems in the workplace to help motivate
employees.

For example, establish compensation systems, employee performance

systems, organizational policies and procedures, etc., to support employee
motivation. Also, establishing various systems and structures helps ensure
clear understanding and equitable treatment of employees.

1.1.3 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 of operations, and

 Improving overall efficiency.

Leads to achievement of organizational goals

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The goals of an enterprise can be achieved only when the following factors
take place :-

 There is best possible utilization of resources,

 There is a co-operative work environment,

 The employees are goal-directed and they act in a purposive manner,

 Goals can be achieved if co-ordination and co-operation takes

place simultaneously which can be effectively done through
motivation.

 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 employees,

 Disincentives for inefficient employees.

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,
productivity.
This will result in profit maximization through increased

 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
7
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.

1.1.4 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 re 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:

1. Empowerment: Feeling trusted and empowered is a tremendous motivator.

2. Growth: Feeling that they are growing and developing personally

3. 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.

4. 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.

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5. Trust: the fabric that holds it all together and makes it real.

Framework of motivation

The framework comprises six steps:-

1) Motivation process begins with the individual’s needs. Needs are telt
deprivations 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).
2) Motivation is goal directed.
3) A goal is a specific result that the individual wants to achieve. An
employee’s goal are often driving forces and accomplishing those
goals can significantly reduce needs.
4) 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.
5) Once the employee have received either rewards or punishments.
6) They reassess their needs.

The Role of Motivation:

Why do we need motivated employees?

The answer is survival. Motivated employees are needed in our rapidly

changing workplaces. Motivated employees help organizations survive.
Motivated employees are more productive. To be effective, managers need to
understand what motivates employees within the context of the roles they
perform. Of all the functions a manager performs, motivating employees is
arguably the most complex. This is due, in part, to the fact that what motivates
employee’s changes constantly. For example, research suggests that as

9
employees' income increases, money becomes less of a motivator (Kovach,
1987). Also, as employees get older, interesting work becomes more of a
motivator.

Mechanism of motivation

Motivation is the process that starts with physiological or psychological

deficiency or need that activate behavior or a drive that is aimed at a goal or
incentive.

The following diagram depicts the motivation process.

Mechanism of Motivation

Needs Drives Goal

Deprivation Deprivation Reduction

With of Drives

Direction

Thus, the key to understanding motivation lies in the meaning of, and
relationship between needs, drives and goals Needs: Needs are created
whenever there is a physiological or psychological imbalance For example: A
need exists when cells in the body are deprived of food and water or when the
personality is deprived of other people who serve friends or companions.
Although psychological may be based on a deficiency, sometimes they are
not. For instant, and individuals with a strong need to get ahead may have a
history of consistent success· Drives: “Drives (Or motives) are set up to
alleviate needs. Psychological needs can be simply defined as a deficiency
with direction. Physiological or psychological drives are action – oriented and
provide energizing thrust towards reaching an incentive or goals. They are at
the very heart of the motivational process. The needs for food and water are
translated into hunger and thrust drives, and the need for friend becomes a
drives affiliation. Thus, drive is a psychological state which moves an

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individual satisfying need· Goals: At the end of the motivational cycle is the
goal or incentive. It is anything that wills that will alleviate a need and reduce
a drive. Thus, attaining a goal will tend to restore physiological or
psychological balance and will reduce or cut off the drive. Eating food,
drinking water and obtaining friends will tend to restore the balance and
reduce the corresponding drives food, water and friends are the incentive are
the goals in this example.

1.1.5 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 –

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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 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 by .

 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
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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.

 Natural Motivations-

Motivation is the most common type of motivation and happens the most
often. It is the motivation people get when naturally motivated.

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  Fear motivations-

Fear Motivation happens often within the workforce when under pressure to
complete a task.

 Booster motivations-

Booster Motivations is normally self driven to overcome a task you have set
yourself.

1.1.6 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.

 Empowe rment - 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
an 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.
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  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 morale.

Companies that have instituted flexible employee arrangements have gained

motivated employees whose productivity has increased. Programs
incorporating flextime, condensed workweeks, or job sharing, for example,
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives. All motivation
ultimately comes from within a person.

 Monetary Incentive - For all the championing of alternative

motivators, money still occupies a major place in the mix of
motivators. The sharing of a company's profits gives incentive to
employees to produce a quality product, perform a quality service, or
improve the quality of a process within the company. What benefits
the company directly benefits the employee. Monetary and other
rewards are being given to employees for generating cost-savings or
process- improving ideas, to boost productivity and reduce
absenteeism. Money is effective when it is directly tied to an
employee's ideas or accomplishments. Nevertheless, if not coupled
with other, nonmonetary motivators, its motivating effects are short-
lived. Further, monetary incentives can prove counterproductive if not
made available to all members of the organization.

 Other Incentives - Study after study has found that the most
effective
motivators of workers are nonmonetary. Monetary systems are
16
 insufficient motivators, in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees. Proven nonmonetary positive motivators
foster team spirit and include recognition, responsibility, and
advancement. Managers, who recognize the "small wins" of
employees, promote participatory environments, and treat employees
with fairness and respect will find their employees to be more highly
motivated. One company's managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement. The most
effective rewards, such as letters of commendation and time off from
work, enhanced personal fulfillment and self- respect. Over the longer
term, sincere praise and personal gestures are far more effective and
more economical than awards of money alone. In the end, a program
that combines monetary reward systems and satisfies intrinsic, self-
actualizing needs may be the most potent employee motivator.

1.1.7 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.

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
17
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 employees ample warning so they can make preparations in their

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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.

1.1.8 Techniques of Employee Motivation

Here are some motivations techniques that will help to get staff re-energised
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 opportunities

As a manager, you play a key role in building on a solid foundation and

motivating employees. Remember that 70% of people leave their boss, not
the company.

So what can you do to make sure that employees are switched on at work?

Here are some practical motivation techniques that you can use to improve
motivation in your workplace:

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1. Treat Employees as Individuals

Do you make assumptions about what motivates your employees? Some are
likely to be career focused, but others may see their work as a place to make
friends and earn money.Find out what motivates employees outside of work.
Some enjoy a challenge such as a sporting activity; others may like to be on
committees so they can use their organizational skills. Use their innate talents
in the workplace where possible to keep them motivated. Set goals which
stretch their abilities. Make goals SMART - specific, measurable, achievable,
relevant and time framed.

Treat Employees with Respect

Get to know your employees on a personal level, and offer support when
needed, even if it is only to listen to their concerns. Ask your employees for
their opinions where possible, for example if you are changing systems or
introducing new equipment. Being involved in decision making is one of the
best motivation techniques. Catch your employees doing something well and
praise them - and if you do this in front of others, it makes the employee feel
even better. Giving employees recognition for their efforts will motivate them
to repeat the process.

Provide Opportunities for Employee Learning and Development

Encourage a learning climate, through structured on-the-job training

programmes, job transfers, inter-disciplinary projects and support for further
education. Aim to have your employees constantly learning new skills and
gaining new knowledge. This will reduce the level of stagnation that can
easily occur in a business. Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities. Some managers worry that by offering a high level of training
to employees, they may leave the business for better opportunities elsewhere.
20
Remember this allows other employees to rise up and take their place! Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants.

Make the Workplace a Fun Place

Having fun is one of the best motivation techniques. And small things
can make all the difference..

√ bringing sweets to team meetings

√ sharing non-business news through e.g. newsletters

√ arranging activities such as lunchtime yoga sessions

√ surprising employees with a birthday cake

√ asking the employees for their opinion on what would make the workplace a
fun place!

Morale Boosters

Measuring Morale

There's only one way to know how good morale really is in your company:
ask the people who work there.

Street Smarts: The Tournament

Morale took a real beating this fall. But there's nothing that lifts the spirits
like some friendly competition.

Revving Up the "P" Word (Productivity)

Though productivity is often defined in numbers, it relies very heavily upon

people and their attitudes.
Leading in Hard Times

CEOs offer 10 tips for leading your company through bleak times.

Non-Cash Incentives

Low-Cost Ways to Build Employee Commitment

Consider the power of the five I's.

It Takes More than Pay to Keep Good Workers

Companies are finding a number of ways to expand responsiveness and

flexibility beyond traditional compensation programs to retain top employees.

Incentives for All Generations

The one-size- fits-all approach no longer suits today's multigenerational

workplaces. Check this list of desired perks for mature workers, baby
boomers, Gen Xers, and more.

Winter Holiday Rewards

The hectic holiday season is the time to show off a well- thought-out reward
strategy that helps your workforce stay motivated and focused.

Perks You Can Afford

In this classic Inc. article, take a look at some unique employee benefits that
can help you create an environment your workers won't want to leave.

Motivation by Compensation

22
Trust but Verify In addition to providing valuable information on the
company's 20 restaurants, the Noodles & Co. secret shopper program is used
as a motivational tool.

The Store that Stark Built

Not only does every employee at Debra's Natural Gourmet have a

management role, in a move unheard of in retail, profits are shared amongst
the team.

In a Former Life: Alan Schultz

This CEO learned a valuable lesson during his past life as a steelworker: A
company should compensate its sales force based on fair and reachable short-
term goals.

Hands On: Showing Up

Are your workers not in the habit of showing up every day? Try instituting a
bonus system to encourage perfect attendance.

Turn Motivation Inside Out

Inside sales teams often go unrecognized and unrewarded. To motivate them

and build a winning sales team all around, reward sales support staffers with
commissions, too.

Goals, Roles, Pay, and Performance

If you've promised goal-based compensation, you need to clearly

communicate roles, goals, and paths; otherwise, you may end up with
disgruntled employees.

Turbo charger Your Bonus Plan

Take a regular bonus plan and add a kicker—an increase in the payout if
certain targets are met.

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 1.1.9 Theories of Motivation

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 do n'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 labeled "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..

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1.2 COMPANY PROFILE

25
1.3 PROBLEM STATEMENT

“Problem statement is a statement in which focusing on some variable. It

provides opportunity to establish why these variables are important”.

There is the more need to research on motivation, goal is that what employees is
to perform at their best and achieve the objects or not in a specific time. In this
the problem is that many of the employers who don’t work for everyone have
struggled for different incentive programs to motivate their employee. This is
the problem which is faced by the many employees of that company.

In problem statement, currently problem must be exist in that organization

and the manager should need to be improved in that organization.

Motivating is the major component of management. Many of the mangers of

that company do different things for example: production, sales prices,
performance and etc. the problem statement of the research is:

Why the incentives not for everyone why only for employees?

Why work of the human resources department is not performing well in

that organization?

Why the bank not introducing the new products, bank boost the
development of product and increase the range of facilities so that the rate
of interest increase on various product?

How motivational incentives impact to the employee at their best

optimal business result?

26
1.4 SCOPE OF STUDY

The stud y is intendnded to e va lua te mo tiva t io n o f

e mp lo ye e s in the o r ga niz a t io n.
A go o d motivational program procedure is essential to achieve goal
of the organization. If efficient motivational programmer of employees
are made not only in this particular organization but also any other
organization
The organizations can achieve the efficiency also to develop
A good organizational culture.

27
1.5OBJECTIVES OF STUDY

1.5.1 PRIMARY OBJECTIVE

To study the important factors which are needed to motivate the employees.

1.5.1 SECONDARY OBJECTIVE

To study the effect of monetary and non monetary benefits of
employees provided by organization on the employee’s performance.
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists
in the organization.
To provide the practical suggestion for the improvement of
organization’s performance.

28
1.6NEED FOR STUDY

 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.

29
 CHAPTER 2
RESEARCH METHDOLOGY
2.1 REVIEW OF LITRATURE

Employee motivation is central to many aspects of industrial and organizational

development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money.
The individual involvement, loyalty, dedication to job and organization seed to be low
key affair, the loyalty, dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement. Employee motivation is
commonly measured in seven areas that is physical, salary and perks, promotion, policy,
job security, work interest, relation, welfare facilities. Studying employee motivation
which influence and determine human behavior in worth because ultimately all the
aspects related to employee motivation ultimately leads to good industrial relationship
enhances inter personal relation ultimately leads to increase productivity and growth of
the organization.

Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work.

NEXGEN CAREER
SAMPLING METHOD

Researcher has selected respondents randomly that is why simple random sampling
method is used.

SAMPLE SIZE

Sample of present study consists 40 respondents of various departments of madhur

Dairy

RESEARCH DESIGN

This study is exploratory and descriptive in nature.

VARIABLES

(1). Independent: Sex, age, income

(2). Dependant: Employee motivation.

TOOLS OF DATA COLLECTION

Primary tool: Interview schedule

Secondary tool: library, books, journals, internet, news paper, magazines

OPERATIONAL DEFINITION

Specter (1997) defines employee motivation simply as “the degree to which people like
their jobs.”

31
2.3 RESEARCH METHOLOGY

In this section I will describe and explain the concepts, models and theories that are relevant
in the field of motivation and necessary to facilitate a comprehensive analysis and
Understanding of the research question .It may be useful to conceptualize the term financial
Motivation and what its concepts are. A broader definition of motivation will be introduced.

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 definitions suggest st 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 orsocial 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 behavior 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.

32
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), Vrooms (Expectancy theory), Adams
(Social equity theory), Taylor (productivity theory), Herzberg (Two factor theory), Mac
Gregory (theory X and Y), Geog pales (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 arranged in a hierarchy of importance. These include physiological,
security, belongings, esteem and self-actualization needs. According to him a person is
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
untfinallyselfactualisation 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
33
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.

Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance. According to him the outcome from
job includes; pay, recognition, promotion, social relationship and intrinsic reward .to get
these rewards various inputs needs to be employed by the employees to the job as time,
experience, efforts, education and loyalty. He suggests that, people tend to view their
outcomes and inputs as aratio and then compare these ratios with others and turn to
become motivated if this ratio is high. Taylor (1911) observed the soldering by
employees, which is a situation whereby workers work less than full capacity. He
argued that soldering occurs due to the fact employee’s fear that performing high will
lead to increasing productivity, which might cause them to lose their jobs. This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance.

Herzberg suggested that there are factors in a job, which causes satis faction. 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 Geog opalaus 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.

This discussion on the above motivational theories explains the fact that the concept of
Employee’s motivation has been a critical factor addressed by previous aut hors as what
34
determines the core competence of every organization in achieving a competitive
position. Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view. The term motivation has been used in numerous and
often contradictory ways. Presently there appears to be some agreements that the crucial
thread that distinguishes employee’s Motivated behaviors’ from other behavior is that it
is goal directed behavior, Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviour.Jones suggested “motivation is
concern with how behavior gets started, is energized, is Sustained, is directed, is
stopped and what kind of subjective re-action is present in the organization while this is
going on. The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance.

The process of employee’s motivation

The figure illustrates that the process begins because of tension within drives or needs
of an employee. Next there is a search within the company or groups or within
employee tofulfilhis desires. When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again. These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation. According to steers, mowday &Shapiro
Tension or drive

 To fulfill or need
 Fulfillment and

 Re-definition of needs

 Goal directed

 Behavior

(2004,p382) the process generated during this period, makes this period referred to as
“the golden age of work motivation theories”. “Never before and, some would argue,
never since has so much progress been made in Explicating the aetiology of work
motivation” (steers et al., 2004, pp380-383)

35
Bassett-Jones & Lloyd (2005,p 932) suggests that the “content theorists led by
Herzberg, assumed a more complex interaction between both internal and external
factors, and explored the circumstances in which individuals respond to different
internal and external stimuli. On the other hand, process theory, where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours. From the focus point of these two groups, one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace. The primary focus was on
how and why questions of motivation,how a certain behaviour starts, developed and
sustained over time.It is true that human behaviour in general is dynamic and could
affect the individual’spersonal altitude as well as factors surrounding that individual.
These exogenous factors eminent from the environment in which the individual operates
generate stimuli to employees.

It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times. Hence it could only be of benefit if
organizations could provide these rewards and factors. Though I have discussed earlier
in this thesis that employees are financially motivated, motivation could be seen as a
moving target, as what Motivates differs among different people. And may even change
for the same person over a given period of time, developments within the modern
organization has probably made Motivating employees ever more difficult due to the
nature of every individual, behavior increasing the complexity of what can really
motivate employees. According to Bassette-jones & Lloyd (2005,p.932) “expectancy,
equity, goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment. The model suggest that once needs of
employees are identified, and organizational objectives and also satisfy employee needs
.If poorly aligned, then low motivation will be the Outcome”.
According to (Wiley, 1997,p264) “modern approaches to motivation may be organised
into three related clusters: (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self- regulation perspective; where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving. Workplace behavior is posited to be determined by persons current need
36
state in certain Universal need category. Cognitive choice approaches to work
motivation emphasize two determinant of choice and action; expectations, and
subjective valuation of the consequences associated with each alternative. These
expectancy value theories are intended to predict an individual choice or decision. Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior.
The assumption is that an employee’s conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and action”.
It is worth noting that an in-depth review of all the different theories mentioned above,
is beyond the scope of this thesis. However, the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis. Specifically, as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs. This thesis intend to use Maslow’s hierarchy of need theory of motivation as a
foundation to identify the factors that motivate today’s employees, and in the process
determine a ranking order of factors that motivates these employees, the original
Maslow theory will be looked at more detail hereof.

History and Explanation of Maslow’s Hierarchy of Need Theory

The “motivation to work” published by Maslow probably provided the field of

organizational behavior and management with a new way of looking at employees job
altitudes or behaviors in understanding how humans are motivated. Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory. Abraham Maslow was a clinical psychologist, who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory.
According to him if people grew in an environment in which their needs are not met,
they will be unlikely to function as healthy individuals or well- adjusted individuals.
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job, they will not function’s effectively as possible.

37
Specifically Maslow theorized that people have five types of needs and that these are
activated in a hierarchical manner. This means that these needs are aroused in a specific
order from lowest to highest, such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues. If you look t this in a
motivational point of vie Maslow’s theory says that a need can never be fully met, but a
need that is almost fulfilled does not longer motivate. According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate him/her. Then
you need to focus on meeting that person’s needs at that level (Robbins 2001)According
to Greenberg and Baron (2003,p192) the five needs identified by Maslow corresponds
with the three needs of Alderfers ERG theory. Where as Maslow theory specifies that
the needs be activated in order from lowest to highest Alder’s theory specifies that the
needs can be activated in any order. His approach is much simpler than Maslows. Alder
specifies that there exist three main needs as opposed to five postulated by Maslow.
This human basic needs include existence, relatedness and growth. These needs
according to Alder need not necessarily activated in any specific order and may be
activated at any time. According to him Existence needs corresponds to Maslow’s
physiological needs and safety needs. Relatedness needs corresponds to Maslow’s
social needs and growth needs corresponds to esteem and self-actualization needs by
Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological, safety, social needs) and Growth needs (es teem, self-
actualization needs). Factors Explanation

Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic. This includes the need to satisfy the fundamental biological
drives such as food, air, water and shelter. According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions.
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization.

Safety needs this occupies the second level of needs. Safety needs are activated after
Physiological needs are met. They refer to the need for a secure working environment
38
free from any threats or harms. Organizations can provide these need by providing
employees with safety working equipment e.g. hardhats, health insurance plans, fire
protection etc. The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm.

Social needs: This represents the third level of needs. They are activated after safety
needs are met. Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people). To meet these needs organisations encourage
employees Participation in social events such as picnics, organisations bowling etc

Esteem needs this represents the fourth level of needs. It includes the need for self-
respect and approval of others. Organisations introduce awards banquets to recognize
distinguished achievements

Self-actualization: This occupies the last level at the top of the triangle. This refers to
the need to become all that one is capable of being to develop ones fullest potential. The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource. Most research on the application of need theory
found that although lower- level managers are able to satisfy only their deficiency needs
on the jobs, managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg &Baron 2003 p.194) this view was supported
by Shipley & Kelly (1988, p.18) Shipley & Kelly (1988, p.18) argue that as “need
satisfaction is an attitude, and that it imperfectly possible for a worker to be satisfied
with his/her need, but not be motivated the Reverse of which holds equally true. Hence,
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positive influence on motivation

39
Organizational /managerial Applications of Maslow’s Need theory

The greatest value of Maslow’s need theory lies in the practical implications it has for
every Management of organizations (Greenberg & Baron 2003 p.195). The rationale
behind the theory lies on the fact that it’s able to suggest to managers how they can
make their employees or subordinates become self-actualized. This is because self-
actualized employees are likely to work at their maximum creative potentials. Therefore
it is important to make employees meet this stage by helping meet their need
organizations can take the following Strategies to attain this stage

Recognize employee’s accomplishments: Recognizing employee’s accomplishments

is an important way to make them satisfy their esteem needs. This could take the form
of awards, plagues etc.. According to (Greenberg & Baron 2003, p197) research carried
out in GTE Data services in Temple Terrace, Florida shows that awards are given to
employees who develop ways of improving customer’s satisfaction or business
performance. But it should be noted that according to Greenberg &Baron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours.
Awards that are too general fail to meet this specification.

Provide financial security: Financial security is an important type of safety need. So

Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization. In a research carried out with
AT&T and Wang showed that 50% of their employees received financial outplacement
services to assist laid-off employees in securing new jobs.

Provide opportunities to socialize: Socializations is one of the factors that keep

employees feel the spirit of working as a team. When employees work as a team they
tend to increase their performance. Research conducted on IBM shows that it holds a
“family day” picnic each spring near its Armonk, New York headquarters.

40
 Promote a healthy work force: Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally. In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking.

Criticisms of Maslow’s Need theory of motivation

Maslow proposed that if people grew up in an environment in which their needs are not
meet, they would be unlikely to function healthy, well- adjusted individuals. Research
testing Maslow’s theory has supported the distinction between the deficiencies and
growth needs but Showed that not all people are able to satisfy their higher-order needs
on the job. According the results of the research managers from higher echelons of
organizations are able to satisfy both their growth and deficiency needs lower level
managers are able to satisfy only their deficiency needs on the job. Maslow’s theory has
not received a great deal of support with respect to specific notion it proposes
(Greenberg &Baron 2003, p195). To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs. Centers & Bengal (1966, .193) in their
carried out among a cross-section of the Working population in Los Angeles, posited
survey “background factors, altitudes and aspirations affects workers needs,
expectations and situation assessment”. According to Graham &Messner (1998, p.196)
there are generally three major criticisms directed to the need theory and other content
theories of motivation. (A) There is scant empirical data to support their conclusions,
(b) they assume employees are basically alike, and (c) they are not theories of
motivation at all, but rather theories of job satisfaction. This was supported by the views
of Nadler & Lawler (1979) in Graham &Messner (2000, p 188). Nadler & Lawler
(1979) cited in Graham & Messner (2000, p.198) where also critical of theneed theory

41
of motivation. They argue that the theory makes the following unrealistic assumptions
about employees in general that: (a) all employees are alike (b) all situations area like
and that (c) there is only one best way to meet needs. Another critic to this view was
Basset-Jones & Lloyd (2004, p 961). Basset-Jones & Lloyd (2004, p 961) presents that
in general, critics of the need theory argue that it is as a result of the natural feeling of
employees to take credit for needs met and dissatisfaction on needs not me t.
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory,
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike. The incorporation of the
need theory into the work environment today could be as a result of the contributions
made so far by Maslows Hierarchy of need theory.

Empirical studies on employee motivation using the original

and Adapted Maslow’s model

If any person has to come up with the question that is there any need for employees
motivation? The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before, today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization. This explains why the human resource department in today’s
organization is became a focus of its core functions. I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers. Most organizations now consider their human resources as
their most valuable assets (a strategic or competitive advantage). Therefore, in order to
effectively and efficiently utilize this strategic asset, I believe managers and the
organization as a whole, must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform. This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization. Having noted this rationale the next
question one may ask are what factors motivated today’s employees”?

42
 According to Wiley (1997, p265) at some point during our lives, virtually every
person may have to work. He claims that working is such a common phenomenon that
the question “what Motivates people to work is seldom asked. Wiley went on to say that
“we are much more Likely to wonder why people climb mountains or commit suicide
than to question the motivational basis of their work”,. Therefore, exploring the
altitudes that employees hold concerning factors that motivate them to work is
important to creating an environment that encourages employee motivation. From the
much amount of literature available on employee motivation, it is clearly evident that a
lot of surveys regarding employees and what motivates them have been undertaking.
These employee motivation surveys have been conducted in many different job
situations, among different categories of employees using different research methods
and applications. One of the very first survey to be conducted was on industrial workers
by (Hershey & Blanchard, 1969) over the years, similar or different survey employees
have been carried out see (Kovach, 1987, 1993) (Wiley, 1995), (Lindner, 1998, 1999)
According to a research carried out by Kovach on industrial employees who were asked
to rank ten “job rewards” factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred. The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion & Growth (8)employee’s loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946, 1981 & 1986) when employee surveys were
carried out, Supervisors were at the time asked to rank job rewards, as they taught
employees would rank them. The rankings by the supervisors were relatively consistent
for each of the years. These rankings were as follows: (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tact ful discipline (8) full appreciation (9) sympathetic help
with personal problems (10) recognition
(Kovach 1987 p.49-54) The results from the supervisor survey indicated that their
ranking had not changed over the Study period with regards their collective perception
of factors that motivate employees. This shows that they had a very inaccurate
perception of what motivates employees but also that they did not realise the
importance
of the need theory In a survey by Wiley (1997, p.278) in which approximately 550
43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups, or Categories namely: (occupation, gender, income levels,
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them to perform best with the most important factor
ranked 1 and the least important ranked 10t h. The survey concluded with the following
collective rank order by respondents: (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems

The results from a representative sample of the labour force in seven different countries
by Harpaz (1991 p.75) showed that the two most dominant work goals were “interesting
work “and Good wages”; He further concluded that these two factors were consistent
across different Organizational levels, between genders and age groups.Quinn (1997)
also cited in Harpaz (1991 p.311) concluded, “When the ratings of twenty three job
related factors (including the need factors) were carried out, the conclusion reached was
that no single factor was pre-eminently important”. He further pointed out that, “The
most aspect of the worker job was that of sufficient resources to perform a task. From
the above studies presented so far, the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors. For
example (Kovach, 1987, Wiley, 1997 and Harpaz, 1990) .The discrepancies in these
research findings supports Nelsons (2001, p.2) positional view that “what motivates
employees differs and may change for the same employee over time”. It is appropriate
at this level to give a brief summary of the previous researches in this thesis. Even
though the original need hierarchy theory was presented some 50 years ago, some of its
if not all factors remain of significant importance to employees today. The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslow’s theory, may continue the appreciation of this
theory and the issue of employee motivation. The literature also shows that where the
original theory was lacking (short comings or criticised for), has been greatly taken into
consideration.

44
Researchers have taken issues such as differences in gender, age, income, culture &
countries etc and how these may affect or influence employee work motivation
extensively. The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another. These previous studies have also
been taken using different methods, from surveys, questionnaires, face- face interviews,
but their outcomes have not differed significantly. A possible explanation could be due
to the fact that even.

45
2.3LIMITATION OF THE SUTDY

Time constraint was one of the limitations during the data collection.

Responses received were not free from respondent biases because of their apprehension
that it might affect their career

46
 CHAPTER 3
RESULTS, DISCUSSIONS, AND CONCLUSION

3.1 Analysis and Interpretation

Gender Frequency Percentage (%)

Male 31 77.5

Female 9 22.5

Gender

23%

male
female

77%

47
Above table shows that 77% percent (n=31) respondent belongs to a male-group of
percent 23% (n=9)

Table no-5.2 Table show age wise distribution of respondent.

Age Frequency Percentage (%)

18 to 25 years 8 20

26 to 35 years 15 37.5

36 to 45 years 11 27.5

Above 45 years 6 15

Total 40 100

48
 percentage of age

15%
20%

18 to 25 years
26 to 35 years
36 to 45 years
27.5%
Above 45 years

37.5%

Above table shows that 20% percent (n=08) respondent belongs to age-group of
18 -25, 37.5% percent (n=15) belongs to age-group of 26-35, 27.5% percent
(n=11) belongs to age-group of 36-45 while 15% percent (n=6) belongs to age-
group of above 45 years.

Table no-5.3 Table shows the educational qualification of the respondent.

Education Frequency Percentage (%)

S.S.S 18 45%

H.S.C 6 15%

Graduate 10 25%

Post Graduate 1 2.5%

49
 Other 5 12.5%

Total 40 100%

Education

2.5% 13%
S.S.S

45% H.S.C
Graduate
22.5%
Post Graduate
Other
15%

Above table shows that 45% percent (n=18) respondent had their educational
qualification up to primary level, 15% percent (n=6) respondent had their educational
qualification up to secondary level, 22.5% percent (n=10) respondent had their
educational qualification up to higher secondary level, 12.5%percent (n=5) respondent
had their educational qualification up to graduation level while 05% percent (n=2)
respondent had their educational qualification up to post graduate level.

Table no- 5.4 Table shows the work of span of the respondent.

experience Frequency Percentage (%)

1 – 5 years 14 35%

50
 6 – 10 years 12 30%

11 – 15 years 9 22.5%

Above 15 years 5 12.5%

Total 40 100%

Percentage work of span

14%

35% 1 – 5 years

23% 6 – 10 years
11 – 15 years
Above 15 years

30%

Above table shows that 35% percent (n=14) respondent belongs to age-group of
1 – 5years, 30% percent (n=12) belongs to age-group of 6 – 10 years, 22.5%
percent (n=9) belongs to age-group of 11 – 15 years, while 12.5% percent (n=5)
belongs to age-group of above 15 years.

Table no- 5.5 Table shows present salary and incriment of the respondent.

Employee response Frequency Percentage (%)

Strongly agree 4 10%

51
 Agree 27 67.5%

Uncertain 3 7.5%

Disagree 4 10%

Strongly disagree 2 5%

Total 40 100%

percentage ofpresent salary and incriment

5%
10%
10%
Strongly agree
8% Agree
Uncertain
Disagree
Strongly disagree
67%

Above table shows that 10% percent (n=4) respondent with strongly agree, 67.5%
percent (n=27) respondent with agree, 7.5% percent (n=3) respondent with
uncertain,10% percent (n=4) respondent with disagree,5% percent (n=2)
respondent with strongly agree.

Table no-5.6 Table shows financial or financially related reward system in my

organization.

52
 Employee response Frequency Percentage (%)

Strongly agree 2 5%

Agree 22 55%

Uncertain 5 12.5%

Disagree 8 20%

Strongly disagree 3 7.5%

Total 40 100%

percentage of financial or financially

related reward system

8% 5%
Strongly agree
20% Agree
Uncertain
Disagree
12% 55%
Strongly disagree

Above table shows that 5% percent (n=2) respondent with strongly agree,
55%percent (n=22) respondent with agree, 12.5%percent (n=5) respondent with
uncertain,20% percent (n=8) respondent with disagree,7.5% percent (n=3) respondent
with strongly disagree.

53
Table no- 5.7 Table shows working conditions are clean,pleasant & safe of
respondent.

Employee response Frequency Percentage%

Strongly agree 67.5 65.5%

Agree 27.5 27.5%

Uncertain 0 0%

Disagree 5 5%

Strongly disagree 0 0%

Total 40 100%

working conditions are clean,pleasant &

safe of respondent.
0%
0%
5%
Strongly agree
28% Agree
Uncertain
Disagree
67%
Strongly disagree

Above table shows that 67.5% percent (n=27) respondent with strongly agree,
27.5%percent (n=11) respondent with agree, 0%percent (n=0) respondent with
uncertain,5% percent (n=2) respondent with disagree,0% percent (n=0) respondent
with strongly disagree.
54
Table no-5.8 Table shows welfare facilities provided by the company.

Employee response Frequency Percentage (%)

Strongly agree 11 27.5%

Agree 25 62.5%

Uncertain 1 2.5%

Disagree 3 7.5%

Strongly disagree 0 0%

Total 40 100%

percentage of walfere facilities

0%
3%
8%

27% Strongly agree

Agree
Uncertain
Disagree
Strongly agree
62%

55
Above table shows that 27.5% percent (n=11) respondent with strongly agree,
62.5%percent (n=25) respondent with agree, 2.5%percent (n=1) respondent with
uncertain,7.5% percent (n=3) respondent with disagree,0% percent (n=0)
respondent with strongly disagree.

Table no-5.9 Table shows policies and procedures of respondent.

Employee response Frequency Percentage (%)

Strongly agree 10 25%

Agree 22 55%

Uncertain 3 7.5%

Disagree 5 12.5%

Strongly disagree 0 0%

total 40 100%

percentage ofpolicies and procedures

0%

13%
25% Strongly agree
7%
Agree
Uncertain
Disagree
Strongly disagree
55%

56
Above table shows that 25% percent (n=10) respondent with strongly agree,
55%percent (n=22) respondent with agree, 7.5%percent (n=3) respondent with
uncertain,12.5% percent (n=5) respondent with disagree,0% percent) respondents
with strongly disagree.

Table no 5.10 Table shows relation with my superior peer and subordinates of
Respondent.

Employee response Frequency Percentage(%)

Strongly agree 34 85%

Agree 6 15%

Uncertain 0 0%

Disagree 0 0%

Strongly disagree 0 0%

total 40 100%

57
 policies and procedures of respondent
0% 0% 0%

15%
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
85%

Above table shows that 85% percent (n=34) respondent with strongly agree,
15%percent (n=6) respondent with agree, 0%percent uncertain, disagree,
strongly disagree.

Table no 5.11 Table shows supervisor take interest in our problem, well
being future

Employee response Frequency Percentage(%)

Strongly agree 7 17.5%

Agree 30 75.5%

Uncertain 3 7%

Disagree 0 0%

Strongly disagree 0 0%

total 40 100%

58
 superviser take intrest in our problem, well
being future
0% 0%

8%
17%
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
75%

Above table shows that17% percent (n=7) respondent with strongly agree,
75%percent (n=35) respondent with agree, 8%percent (n=3) respondent with
uncertain, 0%percent , disagree, strongly disagree.

Table no 5.12 Table shows setting and achieving challenging goal

Employee response Frequency Percentage(%)

Strongly agree 5 12.5%

Agree 29 72.5%

Uncertain 04 10%

Disagree 02 05%

Strongly disagree 0 0

Total 40 100%

59
 setting and achieving challenging goal
0%
5%
12%
10%
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree

73%

Above table shows that 12% percent (n=5) respondent with strongly agree, 73%percent
(n=29) respondent with agree, 10%percent (n=4) respondent with uncertain5% percent
(n=2) respondent with disagree,0% percent) respondents with strongly disagree.

Table no 5.13 Table shows recognized and praised for my good performance

Employee response Frequency Percentage(%)

Strongly agree 5 12.5%

Agree 25 62.5%

Uncertain 03 7.5%

Disagree 07 17.5%

Strongly disagree 0 0

60
 total 40 100%

recognized and praised for my good

performance
0%

12%
17%

Strongly agree
Agree
8%
Uncertain
Disagree
Strongly disagree
63%

Above table shows that 12% percent (n=5) respondent with strongly agree, 62%percent
(n=25) respondent with agree, 8%percent (n=3) respondent with uncertain18% percent
(n=7) respondent with disagree,0% percent) respondents with strongly disagree.

Table no 5.17 Table show organization helps me in all possible way to know my

Employee response Frequency Percentage (%)

Strongly agree 8 20%

Agree 28 70%

Uncertain 1 2.5%

Disagree 03 7.5%

61
 Strongly disagree 0 0%

Total 40 100%

organization helps me in all possible way to

know my
0%
4%
8%
20%
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
70%

Above table shows that 20% percent (n=8) respondent with strongly agree, 70%percent
(n=28) respondent with agree, 2.5%percent (n=1) respondent with uncertain7.5%

62
percent (n=3) respondent with disagree,0% percent(n=0) respondents with
strongly disagree.

Table no 5.18 Table show organization we are a given a chance to our present our
ideas & the same is give due weight age in decision making

Employee response Frequency Percentage (%)

Strongly agree 0 0%

Agree 22 55%

Uncertain 0 0%

Disagree 10 25%

Strongly disagree 8 20%

Total 40 100%

63
organization we are a given a chance to our present our
ideas & the same is give due weight age in decision
making
0%

20% Strongly agree

Agree
Uncertain
55% Disagree
25%
Strongly disagree

0%

Above table shows that 0% percent (n=0) respondent with strongly agree,
55%percent (n=22) respondent with agree, 0%percent (n=0) respondent with
uncertain25% percent (n=10) respondent with disagree, 20% percent (n=8)
respondents with strongly disagree.

Table no 5.19 Table show management of our calls for active participation of the
employee in the dat to day function of the organization

Employee response Frequency Percentage (%)

Strongly agree 10 25%

Agree 25 62.5%

Uncertain 5 12.5%

Disagree 0 0%

64
 Strongly disagree 0 0%

Total 40 100%

management of our calls for active

participation of the employee in the dat to
day function of the organization
0% 0%

12%
25% Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
63%

Above table shows that 25% percent (n=10) respondent with strongly agree,
62%percent (n=25) respondent with agree, 13%percent (n=5) respondent with

65
uncertain0% percent (n=0) respondent with disagree, 0% percent (n=0)
respondents with strongly disagree.

Table no 5.20 Table show prestige of my organization outside company is good

Employee response Frequency Percentage (%)

Strongly agree 4 10%

Agree 36 90%

Uncertain 0 0%

Disagree 0 0%

Strongly disagree 0 0%

Total 40 100%

66
 prestige of my organization outside
company is good
0% 0% 0%

10%
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
90%

Above table shows that10 % percent (n=4) respondent with strongly agree, 90%percent
(n=36) respondent with agree, 0%percent (n=0) respondent with uncertain0% percent
(n=0) respondent with disagree, 0% percent (n=0) respondents with strongly disagree.

Table no 5.21 Table shows I am getting maximum pleasure from my work

Employee response Frequency Percentage (%)

Strongly agree 28 70%

Agree 7 17.5%

Uncertain 0 0%

Disagree 5 12.5%

Strongly disagree 0 0%

67
 Total 40 100%

I am getting maximum pleasure from my

work
0%
0%
13%

Strongly agree

Agree
19%
Uncertain
Disagree
70% Strongly disagree

Above table shows that70 % percent (n=28) respondent with strongly agree,
17%percent (n=7) respondent with agree, 0%percent (n=0) respondent with
68
uncertain12.5% percent (n=5) respondent with disagree, 0% percent (n=0)
respondents with strongly disagree.

Table no 5.22 Table shows added authority and responsibility to present job will be
more interesting and rewarding

Employee response Frequency Percentage (%)

Strongly agree 10 25%

Agree 22 55%

Uncertain 05 12.5%

Disagree 03 7.5%

Strongly disagree 0 0%

Total 40 100%

69
 added authority and responsibility to
present job will be more interesting and
rewarding
0%

8%
Strongly agree
12% 25%
Agree
Uncertain
Disagree
Strongly disagree
55%

Above table shows that25 % percent (n=10) respondent with strongly agree,
55%percent (n=22) respondent with agree, 12.5%percent (n=5) respondent with
uncertain7.5% percent (n=5) respondent with disagree, 0% percent (n=0)
respondents with strongly disagree

Table no 5.23 Table shows authority to encourage juniors is quite common in my

organization

Employee response Frequency Percentage (%)

Strongly agree 7 17.5%

Agree 25 62.5%

Uncertain 0 0%

Disagree 05 12.5%

Strongly disagree 03 7.5%

70
 Total 40 100%

authority to encourage juniors is quite

common in my organization

8%
17%
12% Strongly agree
0% Agree
Uncertain
Disagree
Strongly disagree
63%

Above table shows that17 % percent (n=7) respondent with strongly agree,
62%percent (n=25) respondent with agree, 0%percent (n=0) respondent with

71
uncertain13% percent (n=5) respondent with disagree, 8% percent (n=3)
respondents with strongly disagree

Table no 5.24 Table shows job contet and responsibilities are appropriate

Employee response Frequency Percentage (%)

Strongly agree 7 17.5%

Agree 25 62.5%

Uncertain 2 5%

Disagree 04 10%

Strongly disagree 02 5%

Total 40 100%

72
 job contet and responsibilities are
appropriate

5%
17%
10%
Strongly agree
5%
Agree
Uncertain
Disagree
Strongly disagree
63%

Above table shows that17 % percent (n=7) respondent with strongly agree,
62%percent (n=25) respondent with agree, 5%percent (n=2) respondent with
uncertain10% percent (n=4) respondent with disagree, 5% percent (n=2)
respondents with strongly disagree

Table no 5.25 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job

Employee response Frequency Percentage (%)

Strongly agree 8 20%

Agree 23 57.5%

Uncertain 3 7.5%

73
 Disagree 04 10%

Strongly disagree 02 5%

Total 40 100%

organization tries to make the job more

challenging which prevents us from getting
bored on the job

5%
10% 20% Strongly agree
8% Agree
Uncertain
Disagree
Strongly disagree
58%

Above table shows that20 % percent (n=8) respondent with strongly agree,
57%percent (n=23) respondent with agree, 8%percent (n=3) respondent with
uncertain10% percent (n=4) respondent with disagree, 5% percent (n=2)
respondents with strongly disagree

74
Table no 5.26 Table shows appropriate work is given to me according to my skill and
potential

Employee response Frequency Percentage (%)

Strongly agree 4 10%

Agree 20 50%

Uncertain 2 5%

Disagree 8 20%

Strongly disagree 6 15%

Total 40 100%

75
 Appropriate work is given to me according
to my skill and potential

15% 10%
Strongly agree
Agree
20% Uncertain
Disagree
50% Strongly disagree
5%

Above table shows that10 % percent (n=4) respondent with strongly agree,
50%percent (n=20) respondent with agree, 5%percent (n=2) respondent with
uncertain20% percent (n=8) respondent with disagree, 15% percent (n=6)
respondents with strongly disagree

Table no 5.27 Table shows leadership also influences the level of motivation

Employee response Frequency Percentage (%)

Strongly agree 3 7.5%

Agree 17 42.5%

Uncertain 3 7.5%

76
 Disagree 15 37.5%

Strongly disagree 2 5%

Total 40 100%

leadership also influences the level of

motivation

5% 8%

Strongly agree
Agree
38% Uncertain
42% Disagree
Strongly disagree

7%

Above table shows that7 % percent (n=3) respondent with strongly agree,
42%percent (n=17) respondent with agree, 8%percent (n=2) respondent with

77
uncertain38% percent (n=8) respondent with disagree, 5% percent (n=2)
respondents with strongly disagree

3.2 FINDING FROM THE STUDY

 Most of respondent 37.5 % (n=15) were belongs to age-group of 26 -35 Years,

 Most of respondent 45 % (n=18) had their educational qualification up to s.s.c,

 Majority of the respondent 35 % (n=14) works in span of (1-5) years.

1. Employee motivation information

 Majority of respondent 67.5% (n=27) agree whit present salary and increment.
 Majority of respondent 55% (n=222) agree whit financially related
reward system

 Majority of respondent 67.5 % (n=27) were strongly agree with

working condition.

 Majority of respondent 62.5 % (n=25) were agree with welfare facilities

and. 27.5 % (n=11) were strongly agree with welfare facilities

 Majority of respondent 85 % (n=34) were relation with superior peers

and subordinates are good.

 Majority of respondent 75.5% (n=30) were supervisors take interest in

our problem.

 Majority of respondent 72.5 % (n=29) were enjoy setting and

achieving challenging goal.

 Majority of respondent 62.5% (n=25) were recognized and praised for my

good performance.

 Most of respondent 57.5 % (n=23) clear and effective system of

performance appraisal & career development.

 Majority of respondent 77.5% (n=31) agree whit right opportunities

in this organization for my personal growth and promotion.

 Majority of respondent 70% (n=28) were organization helps me in all

possible 20%(n=8) organization helps me in all possible .

78
  Majority of respondent 62.5% (n=25) agree and 25% (n=10) strongly agree
for management of our calls for active participation of the employee in the day
to day functions of the organization

 Most of respondent 90 % (n=36) agree and 10% (n=4) strongly agree

were organization outside company is good.

 Majority of respondent 70 % (n=28)I am getting maximum pleasure

from my work

 Majority of respondent 55% (n=22) were added authority and

responsibility to present job will be more interesting and rewarding.

 Most of respondent 62.5% (n=25) delegation of authority to encourage

juniors is quits common in my organization.

 Most of respondent 62.5% (n=25) were my job content and

responsibilities are appropriate for me.

 Majority of respondent 75% (n=30) were appropriate work is given

to me according to my skill and potential

 Most of respondent 42.5% (n=17) were agree and 37.5% (n=15) for
disagree leadership also influences the level of motivation.

3.2 SUGESSTION AND RECOMMENDATION

 In the Madhur dray employees feel that the salary structure is very good
but give amount is not satisfactory. 55%of the employees are satisfied by
their salary and increment, financial reward. as it is very low rate

 The higher number of employees (85%) has given strongly agree. It

means in madhur dray the belongingness o employees are very good.
They have a good relationship with everyone.
 65% of employees are satisfied with recognition programs and
performance appraisal system. But 35%of the employee is still feeling
79
 that the performance appraisal system and recognition programmer are
not proper. Hence HR department should know why the employees are
not satisfied whit the performance appraisal system and which type of
recognition program me they want in future.

 The higher numbers of employees have given positive response but still
there is scope for improvement.

 The HR department should make the job more challenging. Exciting and
meaningful by the factor like goal setting. Creative work. Job rotation.
Skill diversity.

3.3 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.

80
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.

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.

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

To conclude employee motivation plays very important role in every organization.

Good employee motivation helps to success of the organization. Unless an emplo yee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization.

From the financial and nonfinancial reward system make motivation in complete
picture. Form this we learn that how we applied the concept of motivation for
the progressive result of company

81
 CHAPTER 4

APPENDICES

4.1Questionnaire

As a part of my dissertation, I am conducting a research on

motivation. This questionnaire is part of the research project & I
solicit your co-operation for the same. I assure that the information
will be used for academic purpose only and shall be kept confidential.

(1
) Name:
(2
) Sex: male [ ] female [ ]
(3)Age:
(4)Designation:
(5)Education:
a. Ssc [ ]
b. Hsc [ ]
c. Graduate [ ]
d. Post graduate [ ]
e. Other: [ ]

(6) Work on span:

1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]

82
 (7) I am satisfied with the present salary and increment given to me.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
Strongly
5) disagree [ ]

(8)I think that financial or financially related reward system in my

organization is fair and satisfactory.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean, pleasant & safe
in my organization.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(10) I feel that my welfare facilities provided by the

company are
and provide
adequate satisfaction to me.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
83
 (11) I am aware with policies and procedures to the company and
I find that satisfactory.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(12) My relation with my superior peers and subordinates are good.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(13) Supervisors take interest in our problem, well being and feature.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(14) I enjoy setting and achieving challenging goal.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]

84
 5) Strongly disagree [ ]

(15) I am recognized and praised for my good performance.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(16)There is a clear and effective system of performance

appraisal & career development.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(17) I feel that my job has enough learning opportunities which will
help me in career advancement.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(18) I think there are right opportunities in this organization

for my personal growth and promotion.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]

85
 4) Disagree [ ]
5) Strongly disagree [ ]

(19) My organization helps me in all possible way to know my

abilities, capabilities, present performance and prospect for
improvement.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(20) In our organization we are a given a chance to our

present our ideas & the same is given due weight age in decision
making.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(21) The management of our calls for active participation

of the employees in the day to day functions of the
organization.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(22)The prestige of my organization outside company is good.

1) Strongly agree [ ]
86
 2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(23) I feel that I am getting maximum pleasure from my work.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(24) I feel that the added authority and responsibility to

present job will be more interesting and rewarding.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(25) Delegation of authority to encourage juniors is quite

common in my organization.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(26) My job content and responsibilities are appropriate ( not

over loaded or not under loaded) for me.
87
 1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(27)My organization tries to make the job more challenging

which prevents us from gel ting bored on the job.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(28) I think that appropriate work is given to me according to

my skill and potential.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

(29)I believe that leadership also influences the level of motivation.

1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

88
4.2 REFERENCES

1. "Financial Results: Honda Motor Company" (PDF). April 2014.

Retrieved20 December 2014.
2. "Financial Results: Honda Motor Company" (PDF). April 2013. Retrieved 26
April2013.
3. ^ "FY2012 FY12 Financial Results: Honda Motor Company". May 2011.
Retrieved15 June 2011.
4. Grant, Robert M.; Neupert, Kent E. (2003). Cases in contemporary
strategy analysis(3rd ed.). Wiley-Blackwell. ISBN 1-4051-1180-1.
Retrieved 12 November 2010
5. Johnson, Richard Alan (2005). Six men who built the modern auto
industry.MotorBooks International. ISBN 0-7603-1958-8. Retrieved 12
November 2010