MOTIVATION AND MORALE:

CONCEPT, THEORIES AND

APPLICATIONS

ORGANISATIONAL BEHAVIOUR

ASSIGNMENT
M.COM(HONS.)
2021-2023

BY- ISHU,MEGHAL AND MANMEET

SUBMITTED TO-PROF. LUXMI MALODIA

 CONTENTS

1. INTRODUCTION AND DEFINITION OF MOTIVATION

2. NATURE OF MOTIVATION
3. PROCESS OF MOTIVATION
4. IMPORTANCE OF MOTIVATION
5. EARLY THEORIES OF MOTIVATION
5.1.1. Hierarchy of needs theory
5.1.2. McGregor’s theory x and theory y
5.1.3. Herzberg’s two-factor theory
5.1.4. McClelland’s theory of needs
6. CONTEMPORARY THEORIES OF MOTIVATION
6.1.1. Self-determination theory
6.1.2. Goal setting theory
6.1.3. Reinforcement theory
6.1.4. Equity theory
6.1.5. Expectancy theory

7. JOB DESIGN MODEL

8. WORK ARRANGEMENT.
9. EMPLOYEE INVOLVEMENT
10. MORALE
11. ORGANISATION PROFILE
12. ORGANISATION AND MOTIVATION
13. SURVEY
14. CONCLUSION
15. REFERENCES
 ACKNOWLEDGEMENT
Foremost, we would like to express our sincere gratitude
to our Professor, Dr. Luxmi Malodia for his continuous support
and constant guidance with his immense knowledge. His
efforts have helped us in all the times of research and
writing of this project.

Countless people supported our effort for this

assignment, provided invaluable feedback on our
analysis and framing, at times responding to the queries
late at night and early in the morning. Several other
people gave helpful advice as we wrote, including
seniors, friends and family.

Lastly, our family deserves endless gratitude: our

parents for teaching us to appreciate history and
storytelling (about how unemployment and inequality
was at their time) and teaching us how to write with

concise purpose and professionalism.

 INTRODUCTION
Organizational theorists have long pondered answers to the question of how best to
move people toward effective purpose. Knowledge of motivation is essential in
planning effective programs that develop all kinds of school personnel. Motivation is
one of the most frequently researched topics in Organisational Behaviour.In this
paper, we’ll review the basics of motivation, assess motivation theories, and provide
an integrative model that fits the best of these theories together.

DEFINITION OF MOTIVATION
Motivation is an important factor which encourages persons to give their best
performance and help in reaching enterprise goals. A key element in personnel
management is motivation. For example ,if a worker is not efficient in his work,
through positive or negative motivation they will try to be efficient in their work.
According to vitiles, “motivation represents an unsatisfied need which creates a state
of tension or disequilibrium, causing the individual to make in a goal-directed pattern
towards restoring a state of equilibrium by satisfying the need.”
According to dubin, “Motivation is the complex of forces starting and keeping a
person at work in an organization.”
According to Berelson and Steiner, “A motive is an inner state that energizes,
activates, or moves and directs or channels behavior goals.”
Moreover,a strong positive motivation will enable the increased output of employees
but a negative motivation will reduce their performance.

NATURE OF MOTIVATION
The following are the nature of motivation:

 Direction component: Motivation is an important component of directing

management tasks. It is the responsibility of managers to motivate their
subordinates to achieve all objectives.

 Psychological aspect: Motivation is the psychological aspect of management. It

is the inner feeling that arises from the needs and desires of a
person. Motivation originates from within a person. It starts and keeps the person
at work.

 Motivation is goal-directed: Motivation requires you to set a clear and powerful

goal. Motivation produces goal-directed behaviour. A person must behave in
such a way that he tries to satisfy himself as the person feels the need. Human
needs behaviour to achieve desired goals. Goal setting is an important part of
the motivation.
 Continuous process: Motivation is a continuous process. Where a particular
need is satisfied, a new need is seen. It is the result of the interaction between
human needs and offering incentives to satisfy them.

 Integrated: A person is either inspired or not. He may not be partially motivated.

Each person in an organization is a self-contained separate entity. All their needs
are interconnected and affect their behaviour in different ways.

PROCESS OF MOTIVATION
Steps of motivation process explained below.

 Identify Unsatisfied Needs and Motives: The first process of motivation

involves unsatisfied needs and motives. Unsatisfied needs activated by internal
stimuli such as hunger and thirst. They can also be activated by external stimuli
such as advertisement and window display.

 Tension: Unsatisfied needs to create tension in the individual. Such tension can
be physical, psychological, and sociological. In this situation, people try to
develop objects that will satisfy their needs.

 Action to satisfy needs and motives: Such tension creates a strong internal
stimulus that calls for action. The individual engages in activities to satisfy needs
and motives for tension reduction.

For this purpose, alternatives are searches and choice are made, the action can
be hard work for earning more money.

 Goal accomplishment: Action to satisfy needs and motives accomplishes goals.

It can be achieved through reward and punishment. When actions are carried out
as per the tensions, then people are rewarded others are punished. Ultimately
goals are accomplished.

 Feedback: Feedback provides information for revision or improvement or

modification of needs as needed. Depending on how well the goal is
accomplished their needs and motives are modified.

Drastic changes in environment necessitate the revision and modification of needs.

Usually, performance is determined by:

1. Ability

2. Environment

3. motivation
 IMPORTANCE OF MOTIVATION
The importance of employee motivation may benefit the organization in many ways.
Let see some of the advantages of employee motivation to the firm as given below-
 Improves Performance Level: The motivation provided in the organization
gives a special spirit and energy to work more. Also, they get satisfied with the
proper appraisal of the work they have done. All these factors will improve the
performance level of an employee.

 Reduction in Resistance to Change: Even though the monetary benefits are

countable, if the company atmosphere and colleagues, recognition good with
encourage able and gets motivated, no employee wants to change the
organization. This leads to a reduction in resistance to change in the company.
 Healthy Corporate Image: The importance of motivation can also be measured
in terms of corporate image. If the motivation and inspiration provided in the
organization where proper personnel may create a healthy corporate image in
the market.
 Productive Utility of Resources: Another outcome that explains the importance
of motivation is the productive utilization of resources. If the motivation is good
in the
 organizational environment, the relationship will be in a smooth way. Then
everyone can share their strengths and weaknesses. This results in making
use of all the resources optimally.
 Achievement of Goals: All the advantages of employee motivation to the
company are interrelated. If the efficiency and output were increased, this is
what achieving the goal of an organization. The primary purpose of each
organization is to provide an effective output that earns a high income in return.
Besides these advantages of employee motivation to the organization, the employees
may also get several benefits along with the organization. Let's have a glance at them.

EARLY THEORIES OF MOTIVATION

Four theories of employee motivation formulated during the 1950s, although now of
questionable validity, are probably still the best known. We discuss more valid
explanations later, but these four represent a foundation on which they have grown,
and practicing managers still use them and their terminology.The theories are:
 1. Hierarchy of Needs Theory
2. McGregor’s Theory X and Theory Y
3. Herzberg’s Two-Factor Theory
4. McClelland’s Theory of Needs
MASLOW’S HIERARCHY OF NEEDS THEORY
Maslow's hierarchy of needs is a theory by Abraham Maslow, which puts forward
that people are motivated by five basic categories of needs: physiological, safety,
love, esteem, and self-actualization.

 This hierarchy ranges from more concrete needs such as food and water to
abstract concepts such as self-fulfillment.
 According to Maslow, when a lower need is met, the next need on the hierarchy
becomes our focus of attention.
 Satisfied needs will no longer motivate the person. Therefore, motivating a
person depends on knowing at what level is the person on hierarchy.

 Workers will get motivated by the opportunity of having the next need in the
hierarchy to be satisfied.

MCGREGOR’S THEORY X AND THEORY Y

Douglas McGregor proposed two distinct views of human beings: one basically
negative, labeled Theory X, and the other basically positive, labeled Theory Y.
 Thus, we can say that Theory X presents a pessimistic view of employees’
nature and behavior at work, while Theory Y presents an optimistic view of the
employees’ nature and behavior at work.
 Moreover, McGregor himself believed Theory Y assumptions were more valid
than Theory X. Therefore, he proposed such ideas as participative decision
making, responsible and challenging jobs, and good group relations to maximize
an employee’s job motivation.
 Overall, this theory can help you understand the managerial style in a company
and the impact it is having on motivation and productivity levels.
 HERZBERG’S TWO-FACTOR THEORY
The two-factor motivation theory, otherwise known as Herzberg’s motivation-hygiene
theory or dual-factor theory, argues that there are separate sets of mutually
exclusive factors in the workplace that either cause job satisfaction or dissatisfaction.
 HYGIENE FACTORS: Hygiene factors are essential in helping individuals to
stop being dissatisfied at work. But crucially, no matter how great these
factors are, they alone will never help an individual reach high levels of
satisfaction at work. In different language, hygiene factors are a per-requisite
for a good employee experience and for good employee employment.
 MOTIVATING FACTORS: These factors are used to describe things that
when present can make individuals satisfied or even happy at work. These
factors are essential in helping individuals become highly satisfied, but their
absence will never cause an individual to become extremely unsatisfied at
work.
 MCCLELLAND’S THEORY OF NEEDS
This theory states that achievement, power, and affiliation are three important needs
that help to motivate people.

1. Need for Achievement (nACH):

Personal responsibility, Feedback, Moderate risk
• He has a great need to set and achieve challenging goals.
• He takes calculated risks to achieve your goals.
• He like to receive regular feedback on your progress and
accomplishments.
• He often likes to work alone.
2. Need for Affiliation (nAFF):
Acceptance and friendship, Cooperative
• He wants to belong to the group.
• He wants to be liked and will often agree with what the rest of the
group wants to do.
• It favors collaboration over competition.
3. Need for Power(nPOW):
Control, Influence
• He wants to control and influence others.
• He likes to win arguments.
• Enjoy the competition and win.
• Enjoy status and recognition.
It is a research-based approach for identifying the factors that motivate employees.
 According to this theory, some individuals love projects that challenge them
while others are driven by having power and responsibility for large teams.
 Some others remain content to gain the approval of others while collaborating
with them.
 Hence, management can assign tasks and responsibilities and design
compensation structure accordingly to motivate the employees according to
their needs.

CONTEMPORARY THEORIES OF MOTIVATION

Early theories of motivation either have not held up under close examination or have
fallen out of favor. In contrast, contemporary theories have one thing in common: each
has a reasonable degree of valid supporting documentation. This doesn’t mean they
are unquestionably right. We call them “contemporary theories” because they
represent the current state of thinking in explaining employee motivation.The theories
are:

1. Self-determination theory
2. Goal Setting theory
3. Reinforcement theory
4. Equity theory
5. Expectancy theory
SELF-DETERMINATION THEORY
 This theory of motivation is concerned with the beneficial effects of
intrinsic motivation and the harmful effects of extrinsic motivation.
 It is centered on the basic psychological needs of autonomy,
competence, and relatedness and their necessary role in self-
determined motivation, well-being, and growth.

 One interesting aspect of these three elements is that, all of them are
related not to extrinsic motivations but intrinsic ones, and more
specifically to finding a meaning.
 OB research suggests that people who pursue work goals for intrinsic
reasons are more satisfied with their jobs, feel they fit into their
organizations better, and may perform better.
  What does all this mean?
 For individuals, it means choose your job for reasons other than
extrinsic rewards.
 For organizations, it means managers should provide intrinsic as well
as extrinsic incentives. They need to make the work interesting,
provide recognition, and support employee growth and development.
 Employees who feel what they do is within their control and a result of
free choice are likely to be more motivated by their work and committed
to their employers.

GOAL SETTING THEORY

 Goals indicate and give direction to an employee about what needs to be
done and how much effort is required to be put in.
 In the 1960s, Edwin Locke put forward the goal-setting theory of motivation.
The theory states that goal setting is essentially linked to task performance.
 In the goal-setting theory, goals must be set based on 5 principles. To
motivate, goals must have these:
1. CLARITY.
2. CHALLENGE.
3. COMMITMENT.
4. FEEDBACK.
5. TASK COMPLEXITY.

 Goals should be realistic and challenging. This gives an individual a feeling of

pride and triumph when he attains them and sets him up for the attainment of
the next goal. The more challenging the goal the greater is the reward
generally and the more is the passion for achieving it.
 The willingness to work towards the attainment of the goal is the main source
of motivation.
 Thus, goal-setting theory is a technique used to raise incentives for
employees to complete work quickly and effectively.
 REINFORCEMENT THEORY
 Reinforcement theory was first recognized in the work of psychologist Ivan
Pavlov and B. F. Skinner.
 It states that behavior is a function of its consequences—an individual will
repeat behavior that led to positive consequences and avoid behavior that has
had negative effects. This phenomenon is also known as the ‘law effect’.
 The Reinforcement Theory ignores an individual’s internal motivations and
focuses on environmental factors instead.
 A healthy work environment has the power to motivate employees and boost
their morale. In many ways, the Reinforcement Theory becomes a tool for
influencing individual behavior.

Types of reinforcement
 Positive reinforcement: You positively react to someone’s behavior
because it benefits your team and the organization. It increases the
probability of the behavior getting repeated.
 Negative reinforcement: Negative reinforcement refers to removing
obstacles so that others can respond positively and perform the way that
they’re expected to.
 Punishment reinforce: You impose a negative consequence or remove
positive consequences to prevent someone from repeating undesirable
behaviors.
 Extinction reinforcement: It refers to the absence of reinforcements often
used by managers to stop learned behavior. You withhold positive
reinforcements or rewards that encouraged the behavior in the first
place.

EQUITY THEORY
Equity Theory states that the employees perceive what they get from a job situation
(outcomes) about what they put into it( inputs) and then compare their inputs-
outcomes ratio with the inputs- outcomes ratios of others.
 Important elements:

 Inputs: Inputs include all the elements that employees believe they contribute
to the job – their education, experience, effort, loyalty, commitment.

 Outcomes: Outcomes are rewards they perceive they get from their jobs and
employers’ outcomes include- direct pay and bonuses, fringe benefit, job
security, social rewards and psychological.

 Comparison others: Any group and individual used by a person referent

regarding inputs and outcomes.
 Person: The individual for whom equity and inequity exists.
 Equity: if employees perceive equity then they will be motivated to continue
to contribute act about the same level.

EXPECTANCY THEORY
 This theory was given by victor vroom in 1964.It focuses on outcomes not
needs.
 The basic assumption of this theory is that employees are rational not
impulsive. They think about what they to do to be rewarded and how much the
reward mean to them before they perform their jobsIt is an estimation not
actual satisfaction that an worker expects to have after completion of work.
There are four elements:
i. First and second level outcomes:outcomes are the performance
achieved. Second level outcomes are the reward (positive or negative)

i. Expectancy: The particular level of effort followed by particular level of

performance is called expectancy. It ranges from 0(indicating no
chance that first level outcome will occur after the behavior) to
1indicating certainly that a particular first level outcome will follow
behavior.Stated as effort-to-performance (E to P)
ii. Instrumentality: It is the relationship between first level outcome and
second level outcome ranging from -1 to +1.
-1 means less likely and +1 means more likely
Stated as performance –to-outcome(P to O)
 iii. Valence: Valence is an individual preference towards second level
outcomes ranging from negative to positive.
Positive include respected by friends, co-worker,making enough
money, job security etc.
Negative means which are want to avoid
In summary, motivation = expectancy x instrumentality x valence.

JOB DESIGN MODEL

A MODEL THAT PROPOSES THAT ANY JOB CAN BE DESCRIBED IN TERMS
OF FIVE CORE JOB DIMENSIONS:
1. Skill Variety: Skill Variety essentially refers to the degree to which a particular
job requires a variety of different activities so the employee can use various
skills and talent. E.g. Architect
2. Task Identity: Task identity refers to the degree to which a job allows
employees to perform a whole piece of work and to clearly identify the outcome
of their effort.
3. Task significance: It is the degree to which a job affects the lives or work of
other people .
4. Autonomy: The degree to which a job provides substantial freedom and
discretion to the individual in scheduling the work and in determining the
procedures to be used in carrying it out .
5. Feedback: The degree to which carrying out the work activities required by a
job results in the individual obtaining direct and clear information about his or
her performance.
HOW THE JOBS CAN BE REDESIGNED?
 Job Redesign is the approach to revisiting and restructuring jobs to meet the
specific needs of a particular segment of the workforce.
 Job Rotation: Job rotation means the systematic movement of workers from
one job to another in an attempt to minimize monotony and boredom.
 Job enrichment: Job enrichment is an increase in the meaningfulness of the
work and the responsibilities of an employee.
 WORK ARRANGEMENT
 Flextime: It refers to any arrangement that gives employees options on
structuring their work day or work week. In the most extreme (and
rarest) form, employees decide for themselves not only when they work,
but also for how long.
 Job-sharing: As the term implies, job-sharing means that two part-time
employees share the same full-time job. Salary and benefits may be prorated
on the basis of what proportion of the job each worker shares. Apart from the
obvious consideration (both people need to be qualified for the job), a
successful job-sharing arrangement assumes that the employees sharing the
job can work together harmoniously to make the arrangement work.
 Telecommuting : it might be close to the ideal job for many people .
Working from home at least days a week on a computer that is linked to the
employer’s office. No commuting , flexible hours , freedom to dress as you
please , and few or no interruptions from colleagues .

EMPLOYEE INVOLVEMENT
Using employees input and intended to increase their commitment .
Let’s look at two major form of employee involvement practices :-

 Participative Management refers to as an open form of management

where employees are actively involved in organization’s decision making
process. A process in which subordinate share a significant degree of
decision making with their immediate superiors .
  Representative management is a system system in which workers
participate in organizations decision making through small group of
representative employees .

MORALE
Employee morale is defined as the attitude, satisfaction and overall outlook of
employees during their association with an organization or a business. An employee
that is satisfied and motivated at workplace usually tend to have a higher morale than
their counterparts. Employee engagement and employee satisfaction play an important
role for employees to be happy in their workplace and visa versa .
Measure if the employee morale is high or not:

 Stay connected with your employees: A feedback is an effective

mechanism to stay in touch with your employees.
 Your managers must be coaches : They should be able to help employees
learn and grow within the organization. A good manager or a supervisor will not only
motivate an employee to perform better but also help them resolve problems and
related issues.
 A good workplace culture: A good work culture will help employees settle in
faster especially the new employees . you cannot expect that a negative work culture
will help induce a high morale.
 Recognize and reward employees : Employee recognition and reward keeps
your workforce motivated. When, as a leader, you create an environment where
good work is appreciated, employees feel empowered and take a personal interest in
the tasks they are assigned to them.
 Be open to feedback : Many organizations today, promote the open door policy,
where an employee is free to express what they feel to their superiors or their
reporting authority because they are open to feedback.
 They are the most trusted Digital Marketing Company in Mohali. Their team of Digital
Marketing experts, Website Developers & Designers inhale technology to give a boost
to your business in this competitive digital market. Keeping up with the everyday
advancements in Technology, they are eager to learn & deliver for our clients across
the globe.
 Leading digital marketing agency in mohali,established by young marketing
enthusiasts , united together to deliver sales forced results with aim to learn new
marketing hacks & grow business online.
 It is a small enterprise ,which is doing digital marketing also called online marketing,
is the promotion of brands to connect with potential customers using the
internet and other forms of digital communication. This includes not only email,
social media, and web-based advertising, but also text and multimedia messages as
a marketing channel.
 If you need a website for your business or looking to upgrade your existing
website, Digital Leap‘s team of innovative Tech Experts will help you with their
creative & innovative IT solutions. Building a website is just not enough, the best way
to reach out to your customers is Digital Marketing, maybe it’s Search Engine
Optimization (SEO) or Pay Per Click (PPC). They have Google Certified experts to
help your Brand make an identity on Search Engines. In their Digital Marketing
Company in Mohali, you will find a blend of young & experienced enthusiasts working
together to make your business grow.
 Digital leap is founded by Manpreet Nagpal (CEO) and Agam Grover (Managing
director), they manage different SEO projects that were assigned to them.
 They do best:
 Email marketing
 Branding
 Copywriting
 Social media
 Team training
 Web development
 Analytics
Motivation and organisation
General concept of motivation, which include the motivational techniques and human
resources management as a prerequisite for the most important intangible asset is
related to the company performance.
All the time attempted to explain what motivates people to work. The answer to this
question is important because it is obviously good to understand what influences
people's behavior. However, isn't the only reason for the great interest in the subject
of motivation? Managers looking for ways to motivate employees because they claim
that motivation can lead to some positive results for a company. Therefore the
manager standing between the concerns of experts to form, identifying special
qualities, but also for those of a leader allowing perspective to associate the most
talented and recommended successor.
Fulfilling proper function of the manager assumes this practice by an appropriate
driving style, motivating subordinates differentiated and exciting, and establishing and
maintaining communications with them. These elements form the essence of
leadership, which is the driver's ability to obtain performance of his subordinates
individually, in groups or scale organization.
Motivation is defined as all internal and external driving forces that makes the
individual to perform an activity, what determines the limits and forms of activity and
which give it its activities oriented towards achieving certain goals. The question is
whether the motivation really has an influence on people's performance at work.
Research shows that indeed there is a relationship between motivation and
performance.
Successful management product by motivation shows an important fact that may
explain the relationship between performance and motivation. People have different
goals in their lives. Therefore, for some reason it affects people differently
performance.
Employees are also intrinsically motivated. There are three groups characterized
by specific features. Those loyal personal identifying with corporate objectives for
which they work. Formalists are focused on existing rules and procedures in a
company, while autonomists are pursuing their own ideology. The definition of these
types of employees helps us to predict what kind of motivators are most effective in
improving the performance of individuals. As an example, performance-based pay
increases maximizes performance, especially when paid with money than with
fringe benefits. Condition to be satisfied is that employees see a clear relationship
between compensation and performance.
Applicants’ status may also be motivated by salary, as long as distinguished from
others. In their case, the compensation must not be in the form of cash. They would
rather prefer other benefits that directly show their status. Loyal can understand this
kind of satisfaction as a signal that their work is considered by society as inadequate.
Formalists may feel that the company is trying to change the way they work. Finally,
autonomists would lose their intrinsic motivation because their concept of self-
satisfaction at work is questioned. Non-financial rewards must be appropriate for
all employees. Autonomists may feel that manager is trying to attraction organisation
and formalists cannot appreciate praise because they "just doing their job." For other
employees, autonomy would be an effective way to increase their efforts.
Characteristics of types of employees presented here suggests that people have
different expectations and desires at work. Some rewards can be really
rewarding for them, but others are rather seen as negative factors affecting their
performance. The overall picture of the content and process theories bring some
important discoveries. Definitely there is a motivation influence on employee
performance. Some factors are more motivated than others. we have worked hard to
find out which ones are the best motivators. The most frequent factors that are
considered come from two categories: financial and nonfinancial incentives. Money is
a motivating factor that satisfy a lot of needs. Is a factor that is essential for life
and is necessary to meet basic needs for survival and security? Greater needs, such
as self-esteem can also be satisfied by it. Money allows people to buy things that show
their status and create a visible sign of appreciation. In other words, money is a symbol
of many goals intangible which makes them a powerful motivator. the study shows
the importance they pay to motivate employees found that money is not a
motivating factor for everyone and not in any circumstance. However, an
important factor for most people. Money is more important to the current elections
people than in their answers to the question about the importance of money as a
motivator. That could lead to an underestimation of financial rewards as being one of
the motivating factors in the workplace. Money are still the most important motivator
for employees, which makes it work well in the company. We found that there are
many reasons (praise from managers, manager attention, a chance to lead
projects or working groups) which are motivating more efficient than the three
rated financial incentives (cash bonuses, increased basic salary, and the option
shares.

 This research is based on primary data only. The data is collected from the
employees of digital leap (organisation). Research data is accurate and reliable.
 From the Digital leap (organisation) ,we come to know about that they are using
various motivation techniques to motivate employees. The first techniques is
performance and learning based incentives. If The employees is doing well ,the
oranisation is giving them extra incentives according to their performance.
 The organisation is providing flexible timing to employees if they are facing any
issue and there is no salary deduction if an employees gets a day off due to
geneunine reason.
 The second techniques they are using is called increments. Increments means
raising the current salary up to some extend. Employees are having increments
after every 6 months. if the employee is going very well in their perfomance ,the
organisation provide them early increments i.e, in between 6 months or after
3,4 months from the previous increment.
we have conducted a survey in the organisation on motivation
topic and following are the results of the questionnaire floated by
us. The questionnaire consists of several questions.
INFERENCE:Most of the employee’s age is between 20 to 30.

INFERENCE:the education qualifications is lies between

graduation and post graduation as 68.4% of employees are
graduate and 17.1% of employees are post graduate.
INFERENCE:most of the employees are from urban area as the
company is located in urban area but the company is also having
the employees which are from different localities. They have
deciding to move their location in the search of better
opportunities and to learn new skills as they are having
development centric mindset and they want to get well paid.

INFERENCE: According to the pie chart , around 90% of the

employees occupation is service.
INFERENCE: from the survey we come to know that most of
the employees are having different feeling about how they arrive
on a particular day ,majority of them are having positive attitude
towards organisation.
INFERENCE: as we can see in the above diagram that
majority of the employees are having good bonding with
their co-workers as more 80% have rated 4 and 5 (which
states a lot).
INFERENCE: most of them feels rewarding or challenging
considering work in general. About equal percentage of
employees i.e. 7.3% feels boring and repetitve about the work
performed in the organisation.
INFERENCE
From the above pie chart of responses of employees, we found
that performance is mainly increase by the challenging work, job
security and recognition as 36.6% of response says recognition
is most effective in their performance and 34.1% of response
says challenging work is most effective in their performance.
INFERENCE
As we all know Reward is a type of positive motivation, most of
the employees is satisfied for the work done by themselves in
context to the reward.
INFERENCE
From the above pie chart , leadrership style and language used
by leader matters because it can increase the performance of
the employees. Most of the employees i.e. greater than 50%
responded it in a positive manner that they are getting things
understood but on the other hand 36.6%age of employees are
neutral about their opinion therefore it can be concluded that
there is a scope for improvement of leadership style and
language used(communication pattern).
INFERENCE:
The non financial motivation that include praise from manager,
recognition , involvement in decision making etc can be result in
performance of employees. Around 60% of the employees feels
that top management involves them in decision making in the
organisation.
INFERENCE:
There are many factors which affect the performance of
employee which includes lightning ,noise, availability of material
etc. as this statement is justified by positive response from
maximum number of employees.
INFERENCE:
A balance is required between performance based pay and extra
benefits (fringde benefits) to motivate the employees. As we can
see above employees are partially inclined to extra benefits as
well.
INFERENCE
Being well paid and learning skills along with having job
security are the foremost priority of the employees for work. on
the other hand having a high position and being part of the
team are of relatively less significance as compared to other
factors.
INFERENCE:
Majority of the employees agrees that incentive and
other benefits improves their performance so
organisation should consider incentives and other
benefits as a major part while deciding motivational
factors.
INFERENCE:
Most of the employees feels satisfied with the incentives
provided by the organisation. As around 80% of the
employees rated 4 and 5 out of 5 (which states a lot).
INFERENCE:
Superior and subordinates are the major part of the
organisation thus it can lead to high or low performance
but in the digital leap we can see most of the responses
indicate that they are having goof coordination between
themselves.
Conclusion
The data presented shows that there is no clear answer to the
question what kind of motivators are the best to increase people
performance. There is strong support for addressing in which the
money are priority and are an economic factor motivating of
human. On the other hand, there are opinions that do not agree
entirely with this model saying that money does not significantly
affect people's motivation. Finally, there are opinions that do not
focus on money at all. Instead they put interest and effort to
analyse other reasons. The findings show the importance of
leadership style and language used by leaders in increasing the
performance of subordinates. Designing job is a crucial
motivation of employees.
Many factors could reduce employee performance, such as
practices restricted by their superiors the limits company policies
and the physical working environment - lighting, temperature,
noise or availability of materials.

REFERENCES
 Major part of this document is covered by the
presentation presented in the class by 3 of us.
 Nature of Motivation | Motivation | Management Process -
Roarwap
 Motivation Process in Management and Organisational
Behaviour (iedunote.com)
 https://digitalleapmarketing.com/

THANK YOU