Employee Motivation

Abstract
Managements basic job is the effective utilization of human resources for achievements of
organizational objectives. The personnel management is concerned with organizing human
resources in such a way to get maximum output to the enterprise and to develop the talent of
people at work to the fullest satisfaction. Motivation implies that one person, in organization
context a manager, includes another, say an employee, to engage in action by ensuring that a
channel to satisfy those needs and aspirations becomes available to the person. In addition to
this, the strong needs in a direction that is satisfying to the latent needs in employees and
harness them in a manner that would be functional for the organization.
Employee motivation is one of the major issues faced by every organization. It is the major
task of every manager to motivate his subordinates or to create the will to work among the
subordinates. It should also be remembered that a worker may be immensely capable of
doing some work; nothing can be achieved if he is not willing to work. A manager has to
make appropriate use of motivation to enthuse the employees to follow them. Hence this
studies also focusing on the employee motivation among the employees of the company
The data needed for the study has been collected from the employees through questionnaires
and through direct interviews. Analysis and interpretation has been done by using the
statistical tools and datas are presented through tables and charts.

Employee Motivation

INTRODUCTION
Human resources management is primarily concern with the people management. It Is a
crucial subsystem in the process of management. The success or of the organization not only
depends on the material, machines and equipment but also on the personnel who put in their
best efforts for efficient performance of the job.
Human resources management is the management of employees skills, knowledge, talents
aptitudes, creative abilities etc.
DEFINATION:
Human resources can be thought of as the total knowledge, talents aptitudes, creative abilities
of an organization work force as well as the value, attitude and beliefs of the individuals
involve.
LEONC.MEGGINSON.
Personnel management effectively describes the process of planning and directing the
application development and utilization of human resources in employment.
-DALE YODER
Personnel management is the process of attracting, holding, motivating, and people involving
all managers, line and staff
-DUNN & STEPHEN

Introduction to Motivation:
The word motivation has been derived from motive which means any idea, need oremotion
that prompts a man in to action. Whatever may be the behavior of man, there is somestimulus
behind it .Stimulus is dependent upon the motive of the person concerned.Motive can
beknown by studying his needs and desires.
There is no universal theory that can explain the factorsinfluencing motives which control
mans behavior at any particular point of time. In general, thedifferent motives operate at
different times among different people and influence their behaviors.The process of
motivation studies the motives of individuals which cause different type of behavior.

Employee Motivation

Definition of Motivation.
According to Edwin B Flippo, Motivation is the process of attempting to influence others to
do their work through the possibility of gain or reward.

Significance of Motivation
Motivation involves getting the members of the group to pull weight effectively, to give their
loyalty to the group, to carry out properly the purpose of the organization. The following
results may be expected if the employees are properly motivated.
1. The workforce will be better satisfied if the management provides them with
opportunities to fulfill their physiological and psychological needs. The workers will
cooperate voluntarily with the management and will contribute their maximum towards
the goals of the enterprise.
2. Workers will tend to be as efficient as possible by improving upon their skills and
knowledge so that they are able to contribute to the progress of the organization. This will
also result in increased productivity.
3. The rates of labors turnover and absenteeism among the workers will be low.
4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.
5. The number of complaints and grievances will come down. Accident will also be low.
6. There will be increase in the quantity and quality of products. Wastage and scrap will be
less. Better quality of products will also increase the public image of the business.

Employee Motivation

Types of Motivation.
Intrinsic motivation occurs when people are internally motivated to do something because it
either brings them pleasure, they think it is important, or they feel that what they are learning
is morally significant.
Extrinsic motivation comes into play when a student is compelled to do something or act a
certain way because of factors external to him or her (like money or good grades)

Incentives
An incentive is something which stimulates a person towards some goal. It activates human
needs and creates the desire to work. Thus, an incentive is a means of motivation. In
organizations, increase in incentive leads to better performance and vice versa.
Need for Incentives
Man is a wanting animal. He continues to want something or other. He is never fully
satisfied. If one need is satisfied, the other need need arises. In order to motivate the
employees, the management should try to satisfy their needs. For this purpose, both financial
and non financial incentives may be used by the management to motivate the workers.
Financial incentives or motivators are those which are associated with money. They include
wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial motivators
are those which are not associated with monetary rewards. They include intangible incentives
like ego-satisfaction, self-actualization and responsibility.
INCENTIVES

Financial Incentives

Non-financial incentives

Wages and Salaries.

- Competition

Bonus

- Group recognition

Medical reimbursement

- Job security

Insurance

- Praise

Housing facility

Retirement benefits.

- Workers participation.
-

Knowledge of result
Suggestion system.

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- Opportunities for growth

OBJECTIVES OF THE STUDY:
To analyze and examine the effectiveness of Motivation programmers in the
company

To assess how often training programmers are conducted and how much are the
employees satisfied.

To study the important factors which are needed to motivate the employees.
To study the effect of monetary and non-monetary benefits provided by the
organization on the employees performance.
To study the effect of job promotions on employees.

Employee Motivation

SCOPE OF THE STUDY:

The present study on employee motivation helps to get clear picture about the factors which
motivates the employees. This in turn helps the management to formulate suitable policy to
motivate the employees. Hence, the motivational level of the employees may also change.
The factors that motivate the employees may change with change in time because the needs
of employees too change with change in time. So continuous monitoring and close
observation of factors that motivate the employees is necessary to maintain a competent work
force. Only with a competent work force an organization can achieve its objective. Moreover,
human resource is the most valuable asset to any organization. A further study with in
department analysis to know to what extent these factors motivate the employees is required.

Employee Motivation

Research Methodology:
Primary Source:
Primary data:
The data collected for a purpose for a particular problem in original is known as
Primary Data. It consists of all the answers in first hand.
Survey methods:
The survey is a complex operation, which requires some technical Knowledge. Survey
methods are of personal character and depending on the information required there are six
major types of surveys.

Facts Survey - Collects only facts.

Opinion Survey Opinions in various problems are collected.
Attitude Survey Determines the attitudes of the employees.
Future inventions Survey Used to discover the thougts of employees towards

organization.
The Reason why Survey Seeks to determine why a person has done something to
do something in future.
Ones survey may contain several types since it may give several and better kinds of
information. The various kinds of surveys are carried out through different methods.
Usually three general methods are used to conduct a survey.
SECONDARY DATA:
The data collected from the staff i.e., not originallyCollected for the first time is called
secondary data.
SAMPLING UNITS
1) Sampling unit
: Employees of all classes are surveyed.
2) Sampling Size
: 80
3) Sampling procedure : Stratified random sampling is used

Secondary Source: Journals Magazines and articles from prominent newspapers.

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LIMITATIONS OF THE STUDY:

1. To understand and knowledge may vary from person to person. The replied gives
by the respondents are taken for granted, though they are not uniform.
2. The interpretation being based on percentage method is not definite.The report is
subjects to changes with fast changing scenario.
3. The data was collected through questionnaire. The responds from the respondents
may not be accurate.
4. The sample taken for the study was only 80 and the results drawn may not be
accurate.
5. Since the organization has strict control, it acts as another barrier for getting data.
6. Another difficulty was very limited time-span of the project.

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Industry Profile
Introduction of Consultancy services
The rich and powerful have always needed advice on how better to
manage their affairs and make effective decisions. Biblical kings had
prophets, Persian sultans had viziers, and Greek city states had the oracle
at Delphi. Even the Mafia had their consigliere. Yet formal organisations
that specialised in management advice didnt emerge until relatively late
in the industrial age.
The demands for mass-produced goods (initially weapons, but later
consumer products) drove thousands of new employees into large,
unfamiliar factories where there was little expertise on organising people,
processes and machinery to maximise efficiency. Specialist engineers
such as Charles Babbage and Frederick Taylor turned their hands to these
management

problems

and

achieved

significant

improvements

by

deploying new methods for work organisation.

The first recognised management consulting firm was formed in 1890
by Arthur D. Little, initially specialising in technical research, later building
a specialism in what became to be known as management engineering.
The first management consultancy to serve both industry and government
clients was Booz Allen Hamilton, founded in 1914 and the first modern,
pure management and strategy consulting company was McKinsey &
Company.
Whilst the industrial revolution provided the key driver for the emergence
of consulting firms, the trajectory of their evolution was influenced by
other factors. The early alignment of companies such as A.D. Little,
McKinsey and Booz Allen Hamilton with the banking and financial
institutions provided a strategic advantage that later competitors found it
hard to compete with. Various government interventions, such as the

Employee Motivation

Glass-Stegall Act (1933), prevented banks from engaging in non-financial

activies, thus enabling the growth of early consulting firms.
Seeking credibility for their new firms, the founders sought to model
themselves on legal practices and adopted the partnership model. Central
to the style of early consulting firms was Marvin Bower, the CEO of
Mckinsey from 1950-1967. He developed the professional status of
consultants, focused on top MBA graduates (thus insipring the growth of
Business Schools and MBA courses around the world) and implemented
the infamous up or out policies that have plagued aspiring consultants
for years.

Employee Motivation

The History of Consulting from Joe O'Mahoney on Vimeo.

After WW2, the growth in globalization aided the boom in consulting and
saw the development of a number of tools, methods and products that are
now taught in business schools around the world. Very much a demanddriven industry, consultancy grew off the back of economic development,
first in the USA, then Europe and the rest of the world. Whilst most of the
first consultancies have maintained their stronghold of strategic advice,
growing demand for expertise in implementation, IT and outsourcing have
allowed other companies to develop advisory services in these areas. The
result has been strong growth in consulting services for companies that
originally focused their advice in different areas: IBM, Deloitte, PWC and
Accenture.
In more recent history, consultancy had continued to expand on the back
of increasingly globalised companies, the information revolution and costcutting in government. The expansion has not been constant however,
and two important breaks in this trend have been:

The Dot-com crash (2000-2002) where the high-tech / e-business

bubble popped with severe consequences for clients and, therefore,
their consultants. This lead to a plateauing of income for consultancies
rather than a decline.

The Credit Crunch (2009-2011) where a collapse of liquidity in the

money markets triggered a sharp drop on the stock markets and a
decline in consumer confidence. The resulting recession witnessed
private sector clients cutting back on discretionary spend which lead
to the first decline in global consulting revenues for decades. The debt
burdens of central governments was worsened by their attempts to
improve confidence and ease liquidity by pouring billions into financial
institutions. This debt has meant cut-backs in the use of consultants
by most western governments.

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To some extent, the shifting fortunes of the consulting industry disguises

deeper transformations in what consultancy actually is. One of the major
shifts has been away from the privately owned strategic partnership
towards a highly commodified PLC. Whilst the McKinseys and Bains still
exist, stereotypical high-margin, highly paid strategy consultants in
discussion with blue-chip CEOs are increasingly rare. Partnerships have
increasingly given way to publicly owned companies, strategy has given
way to imlementation and profit margins have declined significantly over
the last ten years. As I discuss elsewhere, this raises significant problems,
not just for the challenge of running a consultancy but also in the very
meaning of what it is to be a consultant.

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Attributes of consultancy and service

Consulting is a high-paying, high-profile field that offers you the
opportunity to take on a large degree of responsibility right out of school
and quickly learn a great deal about the business world. It's also a
profession that will send you to the far corners of the country-and leave
you there for days and weeks on end while you sort out tough questions
for a client that's paying your firm millions of dollars.
In essence, consultants are hired advisors to corporations. They tackle a
wide variety of business problems and provide solutions for their clients.
Depending on the size and chosen strategy of the firm, these problems
can be as straightforward as researching a new market, as technically
challenging as designing and coding a large manufacturing control
system, as sensitive as providing outplacement services for the HR
department, or

as sophisticated as

totally rethinking the client's

organization and strategy.

Management consultants must be skilled at conducting research and
analyzing it. Research means collecting raw data from a variety of sources
including the client's computers, trade associations in the client's industry,
government agencies, and, perhaps most importantly, surveys and market
studies

that

you

devise

and

implement

yourself.

It

also

means

interviewing people to gather anecdotal information and expert opinion.

The interviewees may be anyone, from industry experts to the client's top
executives to the client's lowest-level employees. All this data must then
be analyzed, using tools from spreadsheets to your own brain. The idea
here is to spot behavior patterns, production bottlenecks, market
movements and other trends and conditions that affect a client's business.
Your ultimate job is to improve the client's business by effecting changes
in response to your analysis. That's the hard part, because it involves
convincing the client to accept your recommendations, often in the face of
opposition from client executives who resent outsiders upstaging them

Employee Motivation

with the boss or resistance from company employees who have something
to lose from change. To succeed you'll need excellent people skills and the
ability to put together a persuasive PowerPoint presentation. Finally, you'll
need the ability to handle disappointment if your solution fails or the client
decides not to even try implementing it
One good thing about the advice business: Companies always seem to
want more. As evidence, the consulting industry has been on a sustained
growth binge for well more than a decade. One other thing about the
consulting business: The product really is the people, and firms compete
on the basis of who's the smartest and the hardest working. As a result,
each firm wants to hire the best and the brightest. If you're one of themyou probably know if you are-you'll have a good shot at landing one of
these competitive jobs.
Trends
E-Business Consulting - The Internet is changing the way companies do
business-and the kind of consulting they need. Many traditional consulting
practices are in danger of becoming less relevant in the Internet Age. The
consultants of tomorrow will require different skills than the consultants of
today. Many consultancies have some sort of e-business push underway,
whether it's a specific e-biz practice, a special initiative, or just funneling a
ton of cash into figuring out all the ways they can use the Internet to help
their clients.
A slew of e-business boutique firms have arisen in recent years, including
Razorfish, Scient, USWeb/CKS, Viant and Agency.com. Look for these firms
to increasingly butt heads with the more traditional consulting firms for
Internet-related and eventually, perhaps, general-consulting projects.
Better Lifestyles

Employee Motivation

To manage growth while maintaining staff and service quality, many

consulting firms have placed renewed emphasis on retaining seasoned
staff. It's generally much better to keep people who know the business
than to hire fresh-off-the-boat students and raise them to maturity
(although students are comparatively cheap). Consulting will never be a
nine-to-five job, but many firms seem to be adopting measures to
minimize stress and strain where possible.
The Big Five, in particular, have come a long way toward making their
work environments more livable. And many are offering perks such as
business-casual environments, free flights to visit significant others for the
weekend, pay for doing volunteer work on company time, and dog walking
and concierge services. Firms are also creating new positions below the
partner level that enable veterans to avoid the up-or-out track, offering
part-time work options and sabbaticals, restricting travel to weekdays,
and refusing to schedule presentations on Mondays.
Branding
Consulting firms are working hard to build their brands-and the confidence
business leaders have in them. A survey conducted by Landor Associates
and Louis Harris Associates showed Accenture, which was the first
consulting firm to promote itself heavily, to be the most highly regarded
consulting firm among business leaders. In 1999 Ernst & Young, KPMG,
Accenture, Deloitte Consulting and PricewaterhouseCoopers have all
promoted their brand names heavily through TV, billboards, magazines
and event sponsorships.
How It Breaks Down
Even though there are thousands of consulting organizations across the
country, these firms can be tough to get a handle on. Why? Most are
privately held, work directly with other businesses rather than with your
average consumer and tend to be intensely private about the names of

Employee Motivation

the clients they work with and the actual work they do. Nevertheless, if
you want to get a job in the industry, you're going to have to know which
firms do what and be able to say in clear and convincing terms why French
vanilla is oh-so-much-better than vanilla with little specks of vanilla bean
sprinkled throughout.
To help you understand the consulting landscape, we've divided the
industry into six different categories: the industry elite, the Big Five,
boutiques, information technology (IT) consultancies, human resources
specialists and the independents. Most players in the industry can be put
into one or more of these different categories.
Industry Elite
The rich and famous of the consulting world. These companies focus on
providing cutting-edge strategy and operations advice to the top
management of large corporations. They generally hire the best
candidates from the best undergraduate, MBA and other graduate
programs. Slackers need not apply. Players in this group include: Arthur D.
Little, A.T. Kearney, Bain & Co., Booz-Allen & Hamilton, the Boston
Consulting Group, McKinsey & Co., Mercer Management Consulting and
Monitor Co., to name a few.
Big Five
The consulting operations of the Big Five accounting firms. Although these
firms provide some of the same strategy and operations advice as the
elite, they tend to put a stronger emphasis on implementation work,
particularly in the IT world. The players are Accenture, Deloitte Consulting
(part

of

Deloitte

&Touche),

Ernst

&

Young,

KPMG

and

PricewaterhouseCoopers. The Big Five may get out of the consulting

business, partly because the SEC is concerned about possible conflicts of
interest that could result in overly rosy audits of firms that are consulting
clients of the accounting firm performing the audit. The Big Five deny that

Employee Motivation

a conflict of interest problem exists. At any rate, Arthur Andersen is

spinning off Accenture, Ernst & Young may sell its consulting business to
French consultancy Cap Gemini, and industry observers expect more of
the same.
Boutique
Firms that specialize along industry or functional lines. Although often
smaller, these firms may have top reputations and do the same operations
and strategy work the elite firms do, but with more of an industry focus.
Representative players include: Advisory Board Company and APM (health
care);

Corporate

Planmetrics

Executive

(energy

and

Board
utility

(cross-company
industry);

research);

Cluster

CSC

Consulting

(telecommunications and the internet); Marakon Associates (strategy),

marchFIRST, formerly Mitchell Madison Group (financial and strategy);
Oliver

Wyman

(financial

services);

MarketBridge,

formely

Oxford

Associates (sales); PRTM (high-tech operations); Strategic Decisions Group

(decision analysis), Roland Berger and Partners (strategy and operations);
Braun Consulting, formerly Vertex Partners (strategy).
IT
Information technology specialists constitute one of the fastest-growing
sectors of the consulting world, although this sector's growth isn't quite as
meteoric as that of strategy consulting, according to Kennedy Information
Group. IT firms provide advice, implementation and programming work on
issues related to computer systems, telecommunications and the Internet.
Representative

players

include

American

Management

Systems,

Computer Sciences Corp., Diamond Technology Partners, EDS, IBM,

Mondial and the Big Five firms.
Human Resources

Employee Motivation

This area of consulting focuses on personnel issues such as employee

management

and

evaluation

systems,

payroll

and

compensation

programs, pensions and other benefits programs. Representative firms

include The Hay Group, Hewitt Associates, William M. Mercer, Sibson &
Co., Towers Perrin and Watson Wyatt Worldwide. In addition, several of the
Big Five firms have practices devoted to this area.
Independents
One-man

or

one-woman

shops.

By

sheer

numbers,

independent

consultants far outnumber the larger firms. Fully 45 percent of all

consultants are reported to be independents. They typically have some
sort of industry or functional specialty and get hired on a project basis. If
you have an MBA and several years of useful and topical business
experience, there's no reason not to hang out a shingle yourself.

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Financial Services and consultancy in India

India has a diversified financial sector, which is undergoing rapid
expansion. The sector comprises commercial banks, insurance companies,
non-banking financial companies, co-operatives, pension funds, mutual
funds and other smaller financial entities. The financial sector in India is
predominantly a banking sector with commercial banks accounting for
more than 60 per cent of the total assets held by the financial system.
India's services sector has always served the countrys economy well,
accounting for about 57 per cent of the gross domestic product (GDP). In
this regard, the financial services sector has been an important
contributor.
The Government of India has introduced reforms to liberalise, regulate and
enhance this industry. At present, India is undoubtedly one of the world's
most vibrant capital markets. Challenges remain, but the future of the
sector looks good. The advent of technology has also aided the growth of
the industry. About 75 per cent of the insurance policies sold by 2020
would, in one way or another, be influenced by digital channels during the
pre-purchase, purchase or renewal stages, as per a report by Boston
Consulting Group (BCG) and Google India.
Market Size
The size of banking assets in India reached US$ 1.8 trillion in FY13 and is
expected to touch US$ 28.5 trillion by FY25. Information technology (IT)
services, the largest spending segment of India's insurance industry at Rs
4,000 crore (US$ 649.31 million) in 2014, is projected to continue strong
growth at 16 per cent.
The total market size of the insurance sector in India was US$ 66.4 billion
in FY13 and is expected to breach the US$ 350400 billion mark by 2020.
Investment corpus in India's pension sector could cross US$ 1 trillion by
2025, following the passage of the Pension Fund Regulatory and
Development Authority (PFRDA) Act 2013, according to a joint report by
CIIEY on Pensions Business in India.

Employee Motivation

Indias foreign exchange (Forex) reserves touched US$ 320.56 billion on

July 25, 2014, which was just US$ 23 million less than the all-time high of
US$ 320.79 billion achieved on September 2, 2011.
Investments
Corporate law firms in India are benefiting from an increase in the value of
mergers and acquisitions (M&As) and share acquisitions during the course
of the year. The enterprise value of deals on which law firms have advised
has shot up to US$ 35.7 billion this year till December, a 22 per cent
increase over the US$ 29.3 billion in deals seen in the whole of 2013,
according to Thomson Reuters data.

Financial services provider Reliance Capital Ltd, a part of Anil

Ambanis Reliance Group, has formed a long-term strategic alliance with
Japans Sumitomo Mitsui Trust Bank Ltd, offering the Japanese lender a
small equity stake in the company. As part of the agreement, Sumitomo
Mitsui Trust Bank will pick up an initial 2.77 per cent stake in Reliance
Capital for Rs 371 crore (US$ 60.22 million) through a preferential
allotment of shares.

GIC, Singapore's sovereign wealth fund, is buying about 70 per cent

stake in BSE-listed Nirlon for Rs 1,392.6 crore (US$ 226.07 million). Nirlon
owns an information technology park in the western suburbs of Mumbai.
GIC said it had signed agreements to buy 39.2 per cent in Nirlon from its
promoters, including the Sagar family, for Rs 784.3 crore (US$ 127.32
million). It will make an open offer for 28.4 per cent stake from public
shareholders at the same price.

Canada pension plan investment board, which manages assets

worth CAD 234.4 billion (US$ 193.92 billion), has through a subsidiary
invested Rs 1,000 crore (US$ 162.34 million) in L&T Infrastructure
Development Projects Ltd, a unit of Larsen and Toubro Ltd, Indias largest
engineering and construction company. The investment is made by way of
subscribing compulsory convertible preference shares, L&T said in a
statement. In June, L&T and Canada Pension Plan had signed a definitive
investment agreement.

Employee Motivation

Nearly three years after the BSE launched a separate platform for

small and medium enterprises (SMEs), the market capitalisation of the

segment crossed Rs 10,000 crore (US$ 1.62 billion) recently. The market
capitalization of the 82 listed SMEs was Rs 10,118.90 crore (US$ 1.64
billion).
The

Government

of

India

signed

an

agreement

with

Asian

Development Bank (ADB) for a US$ 75 million loan and a US$ 1.8 million
grant that will help improve water resource management in three (3)
towns of Karnataka in the Upper Tungabhadra sub-basin. This loan from
the ADBs Ordinary Capital Resources has a 25-year term including a
grace period of five years.
Government Initiatives
Several measures have been outlined in the Union Budget 2014-15 that
aim at reviving and accelerating investment which, inter alia, include
fiscal

consolidation

with

emphasis

on

expenditure

reforms

and

continuation of fiscal reforms with rationalization of tax structure; fillip to

industry and infrastructure, fiscal incentives and concrete measures for
transport, power, and other urban and rural infrastructure; measures for
promotion of Foreign Direct Investment (FDI) in selected sectors, including
defence manufacturing and insurance; and, steps to augment low cost
long-term foreign borrowings by Indian companies. Fiscal reforms have
been bolstered further by the recent deregulation of diesel prices. The
launch of Make in India global initiative is intended to invite both
domestic and foreign investors to invest in India. The aim of the
programme is to project India as an investment destination and develop,
promote and market India as a leading manufacturing destination and as
a hub for design and information. The programme further aims to radically
improve the Ease of Doing Business, open FDI regime, improve the quality
of infrastructure and make India a globally competitive manufacturing
destination.
The Reserve Bank of India (RBI) has eased norms for mortgage guarantee
companies (MGC) enabling these firms to use contingency reserves to

Employee Motivation

cover for the losses suffered by the mortgage guarantee holders, without
having to take approval of the apex bank. However, such a measure can
only be initiated if there is no single option left to recoup the losses.
Financial inclusion is among the topmost priorities of the Indian
government. Exclusion of a large number of people from access to
financial services affects the growth of the country. Prime Minister
MrNarendraModi launched the PradhanMantri Jan DhanYojana in August
2014. He said that that the objective to cover 75,000,000 households with
at least one account under the Yojana will be achieved by January 26,
2015.
Retirement fund manager EPFO will launch its project to provide portable
universal PF account numbers (UAN) to its subscribers on October 16,
2014. Also, the government will launch unified web portal LIN (Labour
Identification Number) to simplify business regulations and bring in
transparency and accountability in labour inspections by agencies and
bodies under the control of the labour ministry.
The RBI has simplified the rules for credit to exporters. Now, exporters can
get long-term advance credit from banks for up to 10 years to service
their contracts. The requirement is that they have a satisfactory record of
three years in order to get payments from the banks, which can adjust the
payments against future exports.

Employee Motivation

Theoretical Frame Work

Definition of Motivation
According to Edwin B Flippo, Motivation is the process of attempting to
influence others to do their work through the possibility of gain or reward.
The definition of motivation is to give reason, incentive, enthusiasm, or
interest that causes a specific action or certain behavior. Motivation is
present in every life function. Simple acts such as eating are motivated by
hunger. Education is motivated by desire for knowledge. Motivators can be
anything from reward to coercion. From the scientific viewpoint, by most
accounts, motivation is defined as an inner state of need or desire. That
state of desire creates a movement or activity towards satisfying that
desire. In my never-ending quest to spread the word about turning ideas
into action, I view inspiration as the state of mind that primes us to come
up with great ideas, and motivation as the state of mind that spurs us to
action.
Concept of Motivation
In order to understand the concept of motivation, we have to examine
three terms : motive, motivating and motivation and their relationship
Motive
A motive is an inner state that energizes, activates, or moves and
directs behavior towards goals.
Motivating
Motivating is a term which implies that one person includes another, to
engage in action by ensuring that a channel to satisfy the motive
becomes available and accessible to the individual.
Motivation
Dubin has defined motivation as;
Motivation is the complex force starting and keeping a person at work in
an organization. Motivation is something that moves the person to action,
and continues him in the course of action already initiated
According to McFarland;

Employee Motivation

Motivation refers to the way in which urges, drives, aspirations,

strivings, or needs direct, control, or explain the behavior of human being.

Employee Motivation

NATURE OF MOTIVATION
1. Based on Motives: Motivation is based on individuals motives which
are internal to the individual. These motives are in the form of feelings
that the individual lacks something. In order to overcome this feeling, he
tries to behave in a manner which helps in overcoming this feeling.s
2. Affected by Motivating: Motivation is affected by way the individual
is motivated. It can also activate the latent needs in the individual, that is,
the needs that are the less strong and somewhat dormant, and harness
them in a manner that would be functional for the organization.
3. Goaldirected Behavior: Motivation leads to goal-directed behavior.
A goal-directed behavior is one which satisfies the cause for which
behavior takes place.
4. Related to Satisfaction: satisfaction refers to the contentment
experiences of an individual which he derives out of need fulfillment. Thus
satisfaction is a consequence of rewards and punishments associated with
past experiences.
5. Complex Process: Motivation is a complex process; complexity
emerges because of the nature of needs and the type of behavior that is
attempted to satisfy those needs.
6. Person Motivated in Totality: A person is motivated in totality and
not in part. Each individual in the organization is a self-contained unit and
his needs are interrelated. These affect his behavior in different ways.
Motivation is a force that drives people to do things. Employees are
normally motivated to achieve their needs, whatever they may include.
Motivation is inside another person's head and heart. It may be intrinsic or
extrinsic. This is what we call motivation. Employees of a company will be
motivated if they associate certain incentives with an activity of work.
Motivation is an important function which every manager performs by
assigning the people to work for accomplishment of objectives of the

Employee Motivation

organization .Issuance of well-conceived instructions and orders does not

mean that they will be followed .A manager has to make appropriate use
of motivation to enthuse the employees to follow them. Effective
motivation succeeds not only in having an order accepted but also in
gaining a determination to see that it is executed efficiently and
effectively.
In order to motivate workers to work for the organizational goals, the
managers must determine the motives or needs of the workers and
provide an environment in which appropriate incentives are available for
their satisfaction .If the management is successful in doing so; it will also
be successful in increasing the willingness of the workers to work. This will
increase efficiency and effectiveness of the organization. There will be
better utilization of resources and workers abilities and capacities.
Concept of motivation
The word motivation has been derived from motive which means
any idea, need or emotion that prompts a man in to action. Whatever may
be the behavior of man, there is some stimulus behind it .Stimulus is
dependent upon the motive of the person concerned. Motive can be
known by studying his needs and desires.
There is no universal theory that can explain the factors influencing
motives which control mansbehaviour at any particular point of time. In
general, the different motives operate at different times among different
people and influence their behaviours. The process of motivation studies
the motives of individuals which cause different type of behavior.
Need of motivation
Managements basic job is the effective utilization of human
resources for achievements of organizational objectives. The personnel
management is concerned with organizing human resources in such a way
to get maximum output to the enterprise and to develop the talent of
people at work to the fullest satisfaction. Motivation implies that one
person, in organization context a manager, includes another, say an

Employee Motivation

employee, to engage in action by ensuring that a channel to satisfy those

needs and aspirations becomes available to the person. In addition to this,
the strong needs in a direction that is satisfying to the latent needs in
employees and Harness them in a manner that would be functional for the
organization.
Employee motivation is one of the major issues faced by every
organization. It is the major task of every manager to motivate his
subordinates or to create the will to work among the subordinates. It
should also be remembered that a worker may be immensely capable of
doing some work; nothing can be achieved if he is not willing to work. A
manager has to make appropriate use of motivation to enthuse the
employees to follow them.

Employee Motivation

Significance of Motivation
Motivation involves getting the members of the group to pull weight
effectively, to give their loyalty to the group, to carry out properly the
purpose of the organization. The following results may be expected if the
employees are properly motivated.
1. The workforce will be better satisfied if the management provides them
with Opportunities to fulfil their physiological and psychological needs.
The workers will Cooperate voluntarily with the management and will
contribute their maximum towards the goals of the enterprise.
2. Workers will tend to be as efficient as possible by improving upon their
skills and Knowledge so that they are able to contribute to the progress of
the organization. This will also result in increased productivity.
3. The rates of labors turnover and absenteeism among the workers will
be low.
4. There will be good human relations in the organization as friction
among the workers themselves and between the workers and the
management will decrease.
5. The number of complaints and grievances will come down. Accident will
also be low.
6. There will be increase in the quantity and quality of products. Wastage
and scrap will be less. Better quality of products will also increase the
public image of the business.
Motivation is the activation or energization of goal-oriented
behavior;
Intrinsic
Extrinsic
From a practical standpoint, we can dig into our motives in order to get
better results, and move ourselves from point A to point B. For example, if
you know what motivates you, you can use those motives to get yourself
to do things that you wouldn't do otherwise. These same principles can be
applied to motivating others as well.

Employee Motivation

Motivational techniques, therefore, are useful to teachers, leaders,

parents,

employers,

and

really,

almost

anyone.

The

key

is

in

understanding that you are not motivating someone else. Instead, you are
simply providing a circumstance that triggers that person to be
motivation.
Intrinsic and Extrinsic Motivation

Employee Motivation

Intrinsic Motivation
Intrinsic motivation comes from rewards inherent to a task or activity
itself - the enjoyment of a puzzle or the love of playing. This form of
motivation has been studied by social and educational psychologists since
the early 1970s. Research has found that it is usually associated with high
educational achievement and enjoyment by students. Intrinsic motivation
has been explained by Fritz Heider' attributional theory, Bandura's work
on self effeciency,and Ryan and Deci's cognitive evaluation theory.
Students are likely to be intrinsically motivated if they:
Attribute their educational results to internal factors that they can
control (e.g. the amount of effort they put in),
Believe they can be effective agents in reaching desired goals (i.e.
the results are not determined by luck),
Are interested in mastering a topic, rather than just rote-learning to achieve good grades.

Extrinsic motivation
Extrinsic motivation comes from outside of the performer. Money is the
most obvious example, but coercion and threat of punishment are also
common extrinsic motivations.
While competing, the crowd may cheer on the performer, which may
motivate him or her to do well. Trophies are also extrinsic incentives.
Competition is in general extrinsic because it encourages the performer to
win and beat others, not to enjoy the intrinsic rewards of the activity.
Social psychological research has indicated that extrinsic rewards can lead
to over justification and a subsequent reduction in intrinsic motivation. In
one study demonstrating this effect, children who expected to be (and
were) rewarded with a ribbon and a gold star for drawing pictures spent
less time playing with the drawing materials in subsequent observations
than children who were assigned to an unexpected reward condition and
to children who received no extrinsic reward.
Motivation starts with you! As you aspire to be more successful in life,
your attitude towards yourself and others will play a huge role. Positive

Employee Motivation

people learn how to handle life's challenges differently and use these
opportunities to grow. So can you!
Motivation Process
1. Identification of need
2. Tension
3. Course of action
4. Result Positive/Negative
5. Feed back
TYPES OF NEEDS
There are many needs which an individual may have and there are various
ways in which these may be classified. The basic objective behind
classification of needs into different categories is to find out similarity and
dissimilarity in various needs so that incentives are grouped to satisfy the
needs falling under one category or the other. Thus needs may be
grouped into three categories.
1. Primary Needs: Primary needs are also known as psychological ,
biological , basic or unlearned needs . These needs are common to all
human beings , though their intensity may differ . Some of the needs are
food , sleep , air to breathe etc. These needs arise out of the basic
physiology of life and are important for survival and preservation of
species These needs are conditioned by social practice .
2. Secondary Needs: As contrast to the primary needs, secondary needs
are not natural but are learned by the individual through his experience
and interaction .Therefore, these are also called learned or derived needs.
Emergence of these needs depends on learning . There may be different
types of secondary needs like need of power, achievement, status,
affiliation, etc.
3. General Needs: There are a number of needs which lie in the grey
area between the primary and secondary classifications. In fact, there are
certain such needs for competence, curiosity, manipulation, affection etc.

Motivation and Behavior

Employee Motivation

Motivation causes goal-directed behavior. Feeling of a need by an

individual generates a feeling that he lacks something. This lack of
something creates tension in the mind of individual. To overcome this
state he engages himself in a behaviour to satisfy his needs. This is goaldirected behaviour.
Goal-directed behavior leads to goal-fulfillment and the individual
succeeds in fulfilling his needs and thereby overcoming his tension in the
favorable environment. Behavior ends the moment tension is released.
However, satisfaction of one need leads to feeling of another need. Thus
goal-directed behavior is a continuous process.

Employee Motivation

FACTORS AFFECTING INDIVIDUAL PERFORMANCE

1. Motivation: Level of motivation derives an individual for work
Motivation is based on motive which is a feeling that an individual lacks
something. This feeling creates some sort of tension in his mind. In order
to overcome this tension, he engages in goal-directed behavior. Thus
motivation becomes a

prime mover for efforts and better work

performance.
2. Sense of Competence: Sense of competence denotes the extent to
which an individual consistently regards himself as capable of doing a job.
Sense of competence of an individual depends to a very great extent on
his locus of control. Locus of control means whether people believe that
they are in control of events or events control them.
3. Ability: Ability is expressed in the form of the following equation:
Ability = knowledge x skill
Knowledge refers to the possession of information and ideas in a
particular field which may be helpful in developing relationships among
different variables related to that field . Skill refers to expertness, practical
ability or facility in action or doing something.
4. Role Perception: A role is the pattern of actions expected of a person
in activities involving others . Role reflects a persons position in the social
system with its accompanying rights and obligations. Role perception is
how he thinks he is supposed to act in his own role and how others act in
their role. There are two types of problems which emerge in role
specification:
Role ambiguity and role conflict. Role ambiguity denotes the state in
which the individual is not clear what is expected from him in the job
situation. Role conflicts are the situation in which the individual engages in
two

or

more

roles

simultaneously

and

these

roles

are

mutually

incompatible.
5. Organizational Resource: Organizational Resources denote various
types of facilities physical and psychological which are available at the
work place Physical facilities include la physical and psychological

Employee Motivation

which are available at the work place. Physical facilities include layout of
the work place and physical environment.
Role of Motivation
Motivation

is

one

among

the

various

factors

affecting

individual

performance. All organizational facilities will go waste in the lack of

motivated people to utilize the facilities effectively. The importance of
motivation in an organization may be summed up as follows:
1.

High

Performance

Level:

Motivated

employees

put

higher

performance as compared to other employees. In a study it was found

that motivated people employees worked close to 80-90 percent of their
capability. High performance is a must for an organization being
successful and this performance comes by motivation.
2.

Low

Employee

Turnover:

Motivated

employees

stay

in

the

organization and their absenteeism is quite low. High turnover and

absenteeism creates many problems in the organization.
3. Acceptance of Organisational Changes: Organisations are created
in the society. Because of changes in society, organisation have to
incorporate those changes to cope up with the recruitment of the time.
When thesechanges are introduced in the organisation, there is a
tendency to resist these changes by the employees. However if they are
properly motivated, they accept, introduce, and implement these changes
keeping the organisation on the right track of progress.

Rewards and Recognition

Like a child being given a chocolate cupcake and a big hug after cleaning
her room, rewards and recognition can be powerful tools for employee
motivation and performance improvement. Many types of rewards and
recognition have direct costs associated with them, such as cash bonuses
and stock awards, and a wide variety of company-paid perks, like car
allowances, paid parking, and gift certificates. Other types of rewards and
recognition may be less tangible, but still very effective. These "nonmonetary" rewards include formal and informal acknowledgement,
assignment of more enjoyable job duties, opportunities for training, and

Employee Motivation

an increased role in decision-making. This paper focuses on non-monetary

rewards, and as we will see, these types of rewards can be very
meaningful to employees and so, very motivating for performance
improvement.
But first, let's take a quick look at the primary goals of rewards and
recognition. Jack Zigon defines rewards as "something than increases the
frequency of an employee action" (1998). This definition points to an
obvious desired outcome of rewards and recognition: to improve
performance. Non-monetary recognition can be very motivating, helping
to build feelings of confidence and satisfaction (Keller 1999). Another
important goal is increased employee retention. An ASTD report on
retention research identified consistent employee recognition as a key
factor in retaining top-performing workers. (Jimenez 1999).
To achieve desired goals, reward systems should be closely aligned to
organizational strategies (Allen and Helms 2002). For example, a company
focused on a product differentiation strategy could design their reward
practices to foster innovation to provide unique products or services, while
a company focused on a cost reduction strategy might focus on rewards
for ideas to minimize or eliminate costs and employee stock awards to
foster an on-going cost reduction emphasis.
Zigon offers a variety of ways to reward desired performance and increase
the likelihood of it happening again, and more frequently than it would
have, without these types of interventions. His web site lists ideas that
give managers a lot of flexibility both to offer rewards at various cost
levels and to find rewards that match what individual employees will find
valuable. To be really effective, this takes time and effort on managers'
parts, to get to know different employees' likes and dislikes.
How effective is non-cash recognition? Various anecdotal evidence reports
non-monetary recognition as an important factor in retaining excellent
employees and for improving performance. A quick search of a news
service database points to articles extolling various perks such as an inhouse chiropractor, spa gift certificates, days off, fancy parties and the

Employee Motivation

use of personal trainers. The givers of such perks see these rewards as a
way to keep high performing employees in a shrinking job market; and
certainly companies like Walt Disney World have documented the success
of employee recognition programs (Lynch 2003). However I did not find
any strong empirical evidence comparing the relative benefits of
monetary versus non-monetary rewards. In the absence of such evidence,
we can still consider non-monetary rewards as part of comprehensive
performance improvement strategy.
So what types of non-monetary rewards are the most effective? Bob
Nelson, recognition consultant and self-proclaimed "Guru of Thank You"
reports research indicating that the type of recognition employees
appreciate most is to be recognized by people they work directly for. In
fact, 78% of employees indicated that it was very or extremely important
to be recognized by their managers when they do good work (Nelson
2004). The number one choice for recognition is sincere praise given in a
timely manner with specific examples. Allen and Helms' (2002) research
confirmed the importance of regular expressions of appreciation by
managers and leaders to encourage behavior of employees to reach
strategic goals; and this was true for each of the strategies they
examined.
Mike Rushby, HR Vice President at Weyerhaeuser Company, sees
developmental opportunities, such as assignments to special projects as a
powerful form of non-monetary recognition (personal communication,
February 17, 2004). Rushby believes that being chosen to work on a task
team to accomplish a company initiative is motivating because it helps
employees gain new skills and experiences, demonstrates trust in their
abilities, and adds variety to an individual's work. Weyerhaeuser uses the
Performance Management Process and Individual Development Plans to
help identify strong candidates for developmental opportunities.

Employee Motivation

Employee Motivation

Why do we need motivated employees? The answer is survival (Smith,

1994). Motivated employees are needed in our rapidly changing
workplaces. Motivated employees help organizations survive. Motivated
employees are more productive. To be effective, managers need to
understand what motivates employees within the context of the roles they
perform. Of all the functions a manager performs, motivating employees
is arguably the most complex. This is due, in part, to the fact that what
motivates employees changes constantly (Bowen &Radhakrishna, 1991).
For example, research suggests that as employees' income increases,
money becomes less of a motivator (Kovach, 1987). Also, as employees
get older, interesting work becomes more of a motivator.
Most companies have it all wrong. They don't have to motivate their
employees. They have to stop demotivating them.
The great majority of employees are quite enthusiastic when they start a
new job. But in about 85 percent of companies, our research finds,
employees' morale sharply declines after their first six monthsand
continues to deteriorate for years afterward. That finding is based on
surveys of about 1.2 million employees at 52 primarily Fortune 1000
companies from 2001 through 2004, conducted by Sirota Survey
Intelligence (Purchase, New York).
The fault lies squarely at the feet of managementboth the policies and
procedures companies employ in managing their workforces and in the
relationships that individual managers establish with their direct reports.
Three key goals of people at work To maintain the enthusiasm
employees bring to their jobs initially, management must understand the
three sets of goals that the great majority of workers seek from their work
and then satisfy those goals:
Equity: To be respected and to be treated fairly in areas such as pay,
benefits, and job security.
Achievement: To be proud of one's job, accomplishments, and employer.
Camaraderie:
employees.

To have good, productive relationships with fellow

Employee Motivation

Employee Motivation

Motivational methods:
1. Building confidence for motivation:
Facing a challenge, meeting it and mastering it help build confidence.
2. Motivational team building:
Team unite and work together when they identify a common purpose
whether the aim is the tallest tower made out of newspaper, or a game of
rounders on the park. Competition in teams or groups creates teams and
ignites team effort
3. Motivational coaching and training motivation:
Games and activities provide a perfect vehicle for explaining the
Motivationprocess (train the trainer for example) to managers, team
leaders and trainers.
4. Personal motivation style and learning motivation
Everyone is different. Taking part in new games and activities outside of
the work situation illustrates peoples different strengths and working
style preferences. Mutual respect develops when people see skills and
attributes in others that they didnt know existed.
5. Continual development and motivation
Introducing people, staff or employees to new experiences opens their
minds to new avenues of personal development, and emphasizes the
opportunity foe continuous learning that is available to us all.
6. Improving empathy and communications for motivation
To communicate we must understanding the other person. Empathy and
intuitive skills are right-side brain of the brain, which we use when we
communicate and understand others. Team activities and games promote
communications and better mutual understanding-essential for good
organizational performance.

Employee Motivation

Review of Literature:
1. Herzberg's theory of motivators and hygiene factors:
Herzberg (1959) constructed a two-dimensional paradigm of factors
affecting people's attitudes about work. He concluded that such factors as
company policy, supervision, interpersonal relations, working conditions,
and salary are hygiene factors rather than motivators. According to the
theory, the absence of hygiene factors can create job dissatisfaction, but
their presence does not motivate or create satisfaction.
In contrast, he determined from the data that the motivators were
elements that enriched a person's job; he found five factors in particular
that

were

strong

determiners

of

job

satisfaction:

achievement,

recognition, the work itself, responsibility, and advancement. These

motivators (satisfiers) were associated with long-term positive effects in
job performance while the hygiene factors (dissatisfiers) consistently
produced only short-term changes in job attitudes and performance,
which quickly fell back to its previous level.
In summary, satisfiers describe a person's relationship with what she or he
does, many related to the tasks being performed. Dissatisfies, on the
other hand, have to do with a person'srelationship to the context or environment in
which she or he performs the job. The satisfiers relate to what a person does while the dissatisfies
relate to the situation in which the person does what he or she does.

Employee Motivation

Employee Motivation

2. Maslow's hierarchy of needs (Deficient theory of Motivation)

In 1954, Maslow first published Motivation and Personality, which
introduced his theory about how people satisfy various personal needs in
the context of their work. He postulated, based on his observations as a
humanistic psychologist, that there is a general pattern of needs
recognition and satisfaction that people follow in generally the same
sequence. He also theorized that a person could not recognize or pursue
the next higher need in the hierarchy until her or his currently recognized
need

was

substantially

or

completely

satisfied,

concept

called

prepotency. Maslow's hierarchy of needs is shown in Table 1. It is often

illustrated as a pyramid with the survival need at the broad-based bottom
and the self-actualization need at the narrow top.
Maslow's

hierarchy Type of Need

of needs Level
1
2
3

Physiological
Safety
Love
Belongingness

Examples
Thirst, sex, hunger
Security,
stability,
protection
and To escape loneliness,
love and be loved, and
gain

4
5

sense

Esteem

belonging
Self-respect,

Self-actualization

respect others
To
fulfill

of
the
one's

potentialities
(i) Physiological needs:
These are important needs for sustaining the human life. Food, water,
warmth, shelter, sleep, medicine and education are the basic physiological
needs which fall in the primary list of need satisfaction. Maslow was of an
opinion that until these needs were satisfied to a degree to maintain life,
no other motivating factors can work.
(ii) Security or Safety needs:

Employee Motivation

These are the needs to be free of physical danger and of the fear of losing
a job, property, food or shelter. It also includes protection against any
emotional harm.
(iii) Social needs:
Since people are social beings, they need to belong and be accepted by
others. People try to satisfy their need for affection, acceptance and
friendship.
(iv) Esteem needs:
According to Maslow, once people begin to satisfy their need to belong,
they tend to want to be held in esteem both by themselves and by others.
This kind of need produces such satisfaction as power, prestige status and
self-confidence. It includes both internal esteem factors like self-respect,
autonomy and achievements and external esteem factors such as states,
recognition and attention.
(v) Need for self-actualization:
Maslow regards this as the highest need in his hierarchy. It is the drive to
become what one is capable of becoming; it includes growth, achieving
ones potential and self-fulfillment. It is to maximize ones potential and to
accomplish something.

According to various literature on motivation, individuals often have

problems consistently articulating what they want from a job. Therefore,

Employee Motivation

employers have ignored what individuals say that they want, instead
telling employees what they want, based on what managers believe most
people want under the circumstances. Frequently, these decisions have
been based on Maslow's needs hierarchy, including the factor of
prepotency. As a person advances through an organization, his employer
supplies or provides opportunities to satisfy needs higher on Maslow's
pyramid.
Frederick has tried to modify Maslows need Hierarchy theory. His theory is
also known as two-factor theory or Hygiene theory. He stated that there
are certain satisfiers and dissatisfiers for employees at work. In- trinsic
factors are related to job satisfaction, while extrinsic factors are
associated with dissatisfaction. He devised his theory on the question :
What do people want from their jobs ? He asked people to describe in
detail, such situations when they felt exceptionally good or exceptionally
bad. From the responses that he received, he concluded that opposite of
satisfaction is not dissatisfaction. Removing dissatisfying characteristics
from a job does not necessarily make the job satisfying. He states that
presence of certain factors in the organization is natural and the presence
of the same does not lead to motivation. However, their nonpresence
leads to demotivation. In similar manner there are certain factors, the
absence of which causes no dissatisfaction, but their presence has
motivational impact

Employee Motivation

Data Analysis and interpretation

1. Are you satisfied with the support from the HR department?

Particulars

No. of Respondents

Percentage

Highly satisfied

32

40%

Satisfied

36

45%

Neutral

10%

Dissatisfied

5%

Total

80

100%

Interpretation:
From the above analysis it is concluded that the most of the employees feed satisfied
from the support of HR department and that is 45%, 40% of the repsondents are highly
satisfied with the HR department support. Where 10% of the respondents are neutral to the
query and 5% are dissatisfied with the HR department.

Employee Motivation

1. Are you satisfied with the support from the HR department?

Satisfaction over HR department supporting

45%
40%
35%
30%
Percentage

25%
20%

45%
40%

15%
10%
10%

5%

5%

0%
Highly satisfied

Satisfied

Neutral

Dissatisfied

Employee Motivation

2. Management is really interested in motivating the employees?

Particulars

No. of Respondents

Percentage

Strongly agree

30

38%

Agree

44

55%

Neutral

7%

Disagree

0%

Total

80

100%

Interpretation:

The above data shows, 55% of the respondents agree with the fact that management is
interesting in motivating employees, and 38% of the respondents strongly agree with it when
it comes to 7% of the employees are neutral and no employees i.e. 0% disagree with it.

Employee Motivation

2. Management is really interested in motivating the employees?

HR Department Supports you

60%

55%

50%
40%

38%
Percentage

30%
20%
10%

7%

0%
Strongly agree

Agree

Neutral

0%
Disagree

Employee Motivation

3. Which type of incentives motivates you more?

Particulars
Financial incentives
Non-financial incentives
Both
Total

No. of Respondents
26
30
24
80

Percentage
32%
38%
30%
100%

Interpretation:
It can be observed from the above table that 38% of the employees feel motivated
through Non-Financial incentives, where 32% of the respondents feel motivated through
Financial incentives and the rest 30% of the respondents feel motivaed through both the
incentives.

Employee Motivation

3. Which type of incentives motivates you more?

You get motivated through

38%
40%
35%

32%

30%

30%
25%

Percentage

20%
15%
10%
5%
0%
Financial incentives Non-financial incentives

Both

Employee Motivation

4. How far are you satisfied with the incentives provided by the
organization?

Particulars

No. of Respondents

Percentage

Highly satisfied

29

36%

Satisfied

37

46%

Neutral

11

14%

Dissatisfied

4%

Total

80

100%

Interpretation:
From the above table it is concluded that most of the respondents are satisfied with
the incentives provided by the organization and that is 46%, on the other hand 36% of the
employees are highly satisfied with the incentives provided by the organization where 14%
are neutral and 4% of the respondents are dissatisfied.

Employee Motivation

4. How far are you satisfied with the incentives provided by the
organization?

Employee Motivation

satisfaction over incentives provided

50%

46%

45%
40%

36%

35%
30%

Percentage

25%
20%
14%
15%
10%
4%
5%
0%
Highly satisfied

Satisfied

Neutral

Dissatisfied

5) Do you think that the incentives and other benefits will influence your performance?
Particulars

No. of Respondents

Percentage

Most of the times

32

Sometimes

29

36%

Rarely

19

24%

Total

80

100%

40%

Interpretation:
From the above table it is shown that 40% of the respondents feel that incentives and other
benefits influence in their work performance, 36% say sometimes they are influenced by the
benefits and incentives, and the rest 24% feel rarely they are influenced by the benefits and
incentives on their work.

Employee Motivation

6) Does the management involve you in decision making which are

connected toyour department?
Particulars

No. of Respondents

Percentage

Yes

20

25%

No

38

48%

occasionally

22

27%

Total

80

100%

Interpretation:
According to the data provided by the respondents, it is clear that most of the employees are
not involved in decision making connected to their department, i.e. 48%, the other side it is
shown that 27% of the respondents are involved occasionally in decision making, and the rest
25% say yes they are involved in decision making.

Employee Motivation

6) Does the management involve you in decision making which are

connected to your department?

your involvement in decision making concern to your department.

48%
50%
45%
40%
35%
30%

27%

25%

25%
20%
15%
10%
5%
0%
Yes

No

Occasionally

Percentage

Employee Motivation

7). Did you increase your skills & abilities in this job?

Particulars

No. of Respondents

Percentage

Yes

40

67%

No

20

33%

Total

60

100%

Interpretation:
From the above table it is shown that 67% of the respondents believe that
their skill and abilities are increased in their jobs and say yes, the remaining
33% of the employees say No, that their skills and abilites are not increased
from their respected jobs.

Employee Motivation

7). Didyou increase your skills & abilities in this job?

Improvement in skills and abilities in your job

Yes

20

No

40

Employee Motivation

8) Which factor motivates you most?

Particulars

No. of Respondents

Percentage

Salary increments

25

28%

Promotions & transfers

30

33%

Fringe benefits

22

24%

Relation in organization

13

15%

Total

90

100%

Interpretation:
From the above table it is concluded that 33% of ther espondents get
motivated through promotions and transfers, according to 28% of the
respondents they get motivated through salary increament, and 24% are through
fringe benefits, and the rest 15% are motivated through relation in organization.

Employee Motivation

8) Which factor motivates you most?

Motivating factors over your work

33%
35%
30%

28%
24%

25%
20%
15%
10%
5%
0%

15%
Percentage

Employee Motivation

9) Are you encourage to come up with new ideas and creativity ?

Particulars

No. of Respondents

Percentage

Ofien

45

56%

Rarely

22

28%

seldom

13

16%

Total

80

100%

Interpretation:
From the above table it is shown that 56% of the respondents say
they are encouraged oftenly to come up with new ideas and creativity, 28%
of the respondents feels that they are rarely encouraged for creativity and
new ideas, and the rest 16% says that they are seldom for encouragment
for new ideas.

Employee Motivation

9) Are you encourage to come up with new ideas and creativity?

Encouragement for bringup with new ideas and creativity

56%
60%
50%
40%

Percentage
28%

30%
16%
20%
10%
0%
Ofien

Rarely

seldom

Employee Motivation

10. Do the organization recognizes your work ?

Particulars

No. of Respondents

Percentage

Agree

45

56%

Disagree

25

31%

Neutral

10

13%

Total

80

100%

Interpretation:
The above table is aimed to know from the respondents points of
view that whether the organization recognize their work , and it says that
56% of the respondens feels their work is recognized, 31% feels and
disgree with it, and the rest 13% are neutral on the query.

Employee Motivation

Recognition of your work in organization

10
Agree
Disagree
Neutral
25

45

10.
Do the organization recognizes your work?

Employee Motivation

11. What factor de-motivates you at work place?

Particulars

No. of Respondents

Percentage

Job Profile

15

19%

Compan Policy

45

56%

Work environment

20

25%

Total

80

100%

Interpretation:
The above table is aimed to know the factors which demotivates the
employees at work, and according to analysis, it is said that 56% of the
respondents feel demotivated through job company policy, 19% of the
respondents feel demotivated through job profiles, and the remaining 25% of
the respndents feels demotivated through work environment.

Employee Motivation

11. What factor de-motivates you at work place?

Percentage
56%
60%
50%
40%
30%
20%
10%
0%

25%

19%
Percentage

Employee Motivation

12. Does the Quality of work life motivate and helps in achieving target?

Particulars
To a great extent
To some extent
Rarely
Seldom
Total

No. of Respondents
45
18
12
5
80

Percentage
56%
23%
15%
6%
100%

Interpretation:
According to the above table it is concluced that, 56% of the
respondents feel that they are achieving targets to a great extent with
quality of work life, 23% of the respondents feels they are acheiveing the
targets to some extent, 15% of the respondents feels that they rarely
acheieve the target through quality of work life, and the rest 6% feels they
seldom.

Employee Motivation

12. Does the Quality of work life motivate and helps in achieving target?

Percentage

6%
15%
To a great extent
To some extent
Rarely
56%
23%

Seldom

Employee Motivation

13. Does the organization provide you efficient information needed to get
your job done?

Particulars

No. of Respondents

Percentage

Excellently

55

69%

Precisely

15

19%

Not so well

10

12%

Total

80

100%

Interpretation:
According to the respondents in the above table, 69% of them feel
that the information given to them is efficient to get their job done, 19%
feels it is precise for the job they perform and the rest 12% believe it is not
so well to get job done.

Employee Motivation

13. Does the organization provide you efficient information needed to get
your job done?

Percentage
69%
70%
60%
50%

Percentage

40%
19%

30%

12%

20%
10%
0%
Excellently

Precisely

Not so well

Employee Motivation

14. Are you satisfied with performance appraisal method adopted in your
organization ?

Particulars
Yes
No
Total

No. of Respondents
45
15
60

Percentage
75%
25%
100%

Interpretation:
From the above table it is concluded that most of the respondents
upto 75% are satisfied with the performance appraisal method in the
organization, and the 25% are not satisfied with the method of
performance appraisal.

Employee Motivation

14. Are you satisfied with performance appraisal method adopted in your
organization ?

Percentage
25%
Yes
No

75%

Employee Motivation

15. Does the performance appraisal help in motivating you towards your
job?

Particulars
Strongly agree
Agree
Neutral
Disagree
Total

No. of Respondents
43
22
8
7
80

Percentage
54%
27%
10%
9%
100%

Interpretation:
The above table shows that the performance appraisal method helps
in motivating them or not, and according to analysis, 54% of the
respondents strongly agree that performance appraisal helps in motivating
towards their jobs, 37% agree with it, and 10% are neutral with it and the
rest 9% disagree with it.

Employee Motivation

15. Does the performance appraisal help in motivating you towards your
job?

Percentage
60%

54%

50%
40%

Percentage

27%

30%
20%

10%

9%

10%
0%
Strongly agree Agree

Neutral

Disagree

Employee Motivation

Findings
Most of the employees are satisfied with support of HR and feel that management is
really motivating employees.
It is found that non-financial and financial incentives have good impact over
employees motivation and it is also clear that incentives provided are satisfactory.
From the analysis of data, it is visible that most of the respondents feels no
involvement in decision making related to their department or work life.
It is found that employees feels development in them through their work and
motivated , encouraged most of the time in the organization.
Recognition of the work is felt by employees in the organization which helps in
achieving their targets over the job performance.
It is found that information process is tranfit to most of the employees at work place
over new strategies and policies
It is alsof found that the organizations performance appraisal mehtod helps
motivated.

Employee Motivation

Suggestions
Communicate clear goals and expectations to you
Encourage innovation. Engaged employees are innovative. They're always looking for
a better way.
Incentives that are matched to accountability and results. Managers who want their
employees to be engaged recognize that incentives must be allocated based on
objective criteria and that different employees are motivated by different things.
Sense of belonging. For many of us, friendships at work are our closest relationships
outside our families.
Satisfaction in job and cordial relationship is very important for a worker.

Employee Motivation

Conclusion
Human resource is the major ingredient for the organization to attain its objectives. To be
effective, Human resource function in the organization should work closely with the line
functions. If the HR policies and activities are continuously assessed and reviewed, it can
spun workers towards the goals of the organization. When the workers are satisfied on their
job, they can work effectively and help to attain the companys objectives.
The workers are satisfied with the areas of teamwork, Communication and information flow,
opportunities to utilize skills and talents, Salary level, job responsibility. The organization
should provide better career development opportunities to increase the level of interest in
their work and involvement of the supervisors.

Employee Motivation

Questionnaire
A questionnaire on Employee Motivation
Name:

Designation:

Age:

1. Are you satisfied with the support from the HR department?

a) Highly satisfied

b) Satisfied

c) Neutral

d) Dissatisfied

2. Management is really interested in motivating the employees?

a) Strongly agree

b) Agree

c) Neutral

d) Disagree

3. Which type of incentives motivates you more?

a) Financial incentives

b) Non-financial incentives

c) Both

4. How far are you satisfied with the incentives provided by the organization?
a) Highly satisfied

b) Satisfied

c) Neutral

d) Dissatisfied

5) Do you think that the incentives and other benefits will influence your performance?
a) __put the option________

b)_____________

c) _________

6) Does the management involve you in decision making which are connected to
your department?
a) Yes

b) No

c) Occasionally

7) . Did you increase your skills & abilities in this job?

a) Yes

b) No

8) Which factor motivates you most?

a) Salary increments b) Promotions & transfers c) Fringe benefitsd) Relation in
organisation
9) Are you encourage to come up with new ideas and creativity ?
a) Often

b) rarely

c) seldom

10. Do the organisation recognizes your work ?

a) Agree

b) Disagree

11. What factor de-motivates you at work place?

c) Neutral

Employee Motivation

a) Job profile

b) Company policy

c) Work environment

12. Does the Quality of work life motivate and helps in achieving target?
a) To a great extent

b) to some extent

c) rarely

d) seldom

13. Does the organization provide you efficient information needed to get your job done?
a) Excellently

b) precisely

c) not so well

14. Are you satisfied with performance appraisal method adopted in your organization ?
a) Yes

b) No

15. Does the performance appraisal help in motivating you towards your job?
a) Strongly agree

b) agree

c) Neutral

d) Disagree

16. Any suggestions__________________________________________________________

____________________________________________________________________