Summer Training Project Report

On

EMPLOYEE MOTIVATION

AT

Submitted To

Sri Sai University,Palampur

In the partial fulfillment of the requirement of award of

Degree of Bachelor of Business Administration (B.B.A)

SUBMITTED TO: SUBMITTED BY:

Mr.Guru Swarup Nitesh Chanan

Univ.Roll no.614011009

SESSION 2014-2017

Sri Sai University,Palampur

1
 TO WHOM IT MAY CONCERN

This is certify the Nitesh Chanan student of BBA of SRI SAI UNIVERSITY has done six
weeks training and project work under by guidance and supervision towards the fulfillment of
the award of Bachelor of Business Administration.

2
 DECLARATION

I hereby declare that the Training Report was submitted by me under the supervision and
guidance of Mrs. Rajni Wadhwa Bedi, project guide, ThinkNEXT Technologies in Partial
Fulfillment of B.B.A 4th semester. I further declare that I am solely responsible for omission
and commission of errors if any.

I would like to thank my college project guide Mr. Guru Swarup , Sri Sai University, for
his valuable guidance and support.

(Nitesh chanan)

Signature of the student

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 CERTIFICATE OF THE GUIDE

Certified that NITESH CHANAN ROLL NO 614011009 OF BBA 5TH SEMESTER OF SRI
SAI UNIVERSITY, PALAMPUR has prepared that final summer training project report
under my guide supervision and it is his original work

Signature of guide/ Supervisor

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 ACKNOWLEDGEMENT

Amongst the wide panorama of people who provided me the inspiration, guidance and
encouragement, I take this opportunity to thank those who gave me indebted assistance and
constant encouragement for completing this project.

I would like to thanks Mrs. Rajni Wadawa Bedi, HR Executive of ThinkNEXT

Technologies Pvt. Ltd., Mohali for his continuous help in completion of this project. She
motivated me and was available whenever her assistance was sought. She was actively
involved throughout the project and was also kind enough to tell me the strengths and
weaknesses and how I could improve myself to face the corporate world. Without her support
the completion of this project would be impossible.

I would like to extend my thanks to all the employees/staff of the ThinkNEXT Technologies
Pvt. Ltd., Mohali for their support.

I would also like to thank my college project guide Mr. Guru Swarup
Sri Sai University Palampur for His valuable guidance and support.

Thanking you All

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 TABLE OF CONTENT

SR. NO TITLES PAGE NO.

Chapter 1 INTRODUCTION
COMPANY PROFILE
EMPLOYEE MOTIVATION

Chapter 2 REVIEW OF LITERATURE

Chapter 3 OBJECTIVES & SCOPE OF THE

STUDY

Chapter 4 RESEARCH METHODOLOGY

Chapter 5 DATA ANALYSIS

&INTERPRETATION

Chapter 6 FINDINGS & SUGGESTIONS

Chapter 7 CONCLUSION

Chapter 8 LIMITATIONS OF THE STUDY

BIBLIOGRAPHY

ANNEXURE

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 List of table

Table Title Page

no. no.
5.1 1. What is the response about the support from the HR
department?

5.2 2. Does the management is interested in motivating the

employees?

5.3 3. Which type of incentives motivates you more?

5.4 4. Are you satisfied with the present incentives scheme?

5.5 5. Does the company is eager to recognizing and

acknowledging employees work?

5.6 6. Is there any periodical increase in salary?

5.7 7. Does safety measures exists in the organization?

5.8 8.What are the Factors which motivates you the most?

List of figures
Table Title Page

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no. no.
5.1 1. What is the response about the support from the HR
department?

5.2 2. Does the management is interested in motivating the

employees?

5.3 3. Which type of incentives motivates you more?

5.4 4. Are you satisfied with the present incentives scheme?

5.5 5. Does the company is eager to recognizing and

acknowledging employees work?

5.6 6. Is there any periodical increase in salary?

5.7 7. Does safety measures exists in the organization?

5.8 8.What are the Factors which motivates you the most?

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 CHAPTER 1

INTRODUCTION

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 COMPANY PROFILE

ThinkNEXT Technologies Private Limited (Formerly Brilliant Software Solutions) is an ISO

9001:2008 certified software development company founded in August 2009 and it is
approved from Ministry of Corporate Affairs which deals in University/College/School ERP
Solutions, Android /iPhone Applications development, Web designing, Web development,
Discount Deals (www.thinknextcard.com, www.tricitydeal.com), Bulk SMS, Voice SMS,
Bulk Email, Biometric Time Attendance, Access Control, SEO/SMO, Database Solutions,
Payment Gateway Integration, E-Mail Integration, Industrial Training, Corporate Training
and Placements etc. Think NEXT Technologies provides software solutions using latest
technologies e.g. Smart Card, NFC, Biometrics, GPS, Barcode, RFID, SMS, Auto SMS
(Short code), Android, iPhone, Web, Windows and Mobile based technologies.

ThinkNEXT has wide expertise in .NET, Crystal Reports, Java, PHP, Android, iPhone,
Databases (Oracle and SQL Server), Web Designing, Networking, Web Server
configurations, various RAID Levels etc.

ThinkNEXT Technologies has also setup its offices in USA, Delhi, Shimla and Bathinda for
its software support. ThinkNEXT has its own multiple Smart Card printing, encoding and
barcode label printing machines to provide better and effective customer support solutions.

ThinkNEXT has also setup its own placement consultancy and is having numerous placement
partner companies to provide best possible placements in IT industry.

Think NEXT Technologies has developed for the first time in northern region cloud
computing based Cloud Campus 4.0 to facilitate knowledge and placement centric services. It
is a unique concept for effective and collaborative learning.

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 1. ThinkNEXT deals exclusively in campus automation through Smart Campus ERP
Solutions. Therefore we have better experience in handling large group of institutions
through proper time-tested policies and procedures.
2. First Company of India who has Launched NFC Technology (The Future) for Smart
Campuses through NFC Smart Cards.
3. First Company of India who has launched Android Version of Smart Campus ERP
Solutions for Mobiles and Tablet PCs.
4. First company of India who has developed SMS Opt-In Technology so that
Institutes/Colleges can send Transactional SMS with SMS Sender ID and without
SMS Template approval.
5. First company of Punjab, Haryana, Himachal, J&K (Northern region) who launched
Smart Cards (Contact Type), Smart Cards (Contactless) in Punjab for campus
automation.
6. First company of India which has launched its Think NEXT Smart Card as Discount
Card in more than 120 enterprises.
7. Established own multiple Smart Card Designing, Smart Card Printing, Smart Card
Lamination and Oyster Barcode Printing Units.
8. Multiple SMS Gateway Support.

SERVICES:

We provide Software Solutions using latest technologies or features:

NFC

Biometrics (Fingerprint with Automated Online)

Smart Card

Barcode

RFID

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SMS

Short code 56767 (Auto SMS)

Android

ions (phone)

GPS

WAP (For WAP Enabled Mobile Phones)

Multiple SMS Gateway Support

Web based Technologies (365x24x7 services)

Windows based Technologies

Mobile based Technologies

Webcam support for various operations

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 Parallel Internet, Intranet and Wi-Fi Support
VISION:

Technologies Pvt. Ltd. are already very flexible and scalable. Still, we always take care of specific requirements
of our clients. Our highly committed R&D team makes our software feature rich, dynamic and
future tuned everyday so that our clients always maintain the lead over their competitors. The
development of the software is being done and the purpose full customization of the package is
carried out in the ThinkNEXT lab.

MISSION:

ThinkNEXT is pioneer in Smart Campus ERP Solutions for Universities/Colleges/Schools

using latest technologies and features. We provide software solutions using .NET, PHP,
Android, iphone, Java technologies with three tier-architecture support. We provide back-end
solutions using MS SQL Server, Oracle, and MySQL.

QUALITY POLICY:

We have wide experience working with eminent Educationists, Managements, Directors,

Principals, Head of Departments, other Staff Members, Parents and students. Therefore we do
not sell only software Modules but an innovative system which has more importance than just
ERP software modules. Today Smart Campus solutions are a need of hour for every
University/Group of Colleges or an Institution to make edge over others and maintain a lead
over their competitors. Our Research and Development team is committed to make your
institute(s) to maintain lead over their competitors.

MORE SERVICES:

ThinkNEXT offers various industry-ready programs so that student needs not to

struggle for jobs. ThinkNEXT offers 6 weeks/2 Months/6 Months training programs to
make students industry.

ThinkNEXT is pioneer in providing best placements in Industry. We offer minimum

five job interviews for each student and provide 100% Placement Assistance.

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 ThinkNEXT Offers Life-Time Validity Learning and Placement Card. Students
undergoing six months training will have advantage to learn free of cost anything
against that training program for life-time.

ThinkNEXT offers Part-Time/Full Time Job Offer for each student during training so
that students can earn while they learn. Student can bear their food, accommodation
and other expenses on.

MANAGEMENT OF ThinkNEXT Technologies PVT.LTD.

BOARD OF DIRECTOR

Sunil Jindal
Munish Mittal
Ghansham Das
Vikas Gupta

MANAGING DIRECTOR

Sunil Jindal

MARKETING HEAD

Munish Mittal

IT HEAD

Mukesh Kumar

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SOME OF OUR CLIENTS

15
16
PLACEMENTS

Company List

17
18
INDUSTRIAL TRAINING

6 Months/Weeks Industrial Training Programs

Microsoft .NET

Android

iPhone

Java

PHP/MySQL

Web Designing

Embedded Systems

AutoCAD

Online Bidding (Freelancing)

Oracle/SQL Server Administration

Software Testing and Quality Assurance

Hardware & Networking

CCNA

MCITP

SEO

CATIA

Pro-E

Solid Works

Human Resource

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 Marketing

Finance

(FREE Spoken English/Personality Development/IELTS Classes on daily basis with

Industrial Training + Job Offer).

One-to-one Project and Project will be made Live and to make it Live, ThinkNEXT
will provide sub-domain and hosting worth Rs. 3000 absolutely free to each student
for web based Project. To host mobile apps, ThinkNEXT will provide free Google
Play account (For Android Mobile Apps) and Apple iTunes Connect Account (Apple
App Store) for iPhone Apps.

ThinkNEXT Edge

Industrial Training and Certificates from Software/Electronics Company not just from
an institute

Free Interview Preparation, Spoken English and Personality Development

Programmers.

Opportunity to get placed in ThinkNEXT and numerous other companies.

Life-Time Validity Learning and Placement Card.

Part-Time/Full-Time Job Offer for each student during Training.

Think NEXT Cloud Campus advantage not only during training, even after
completion of training for life time.

One-to-one PC and Corporate Environment.

Learn from Developers/Industry experts rather than Trainers/Teachers.

Direct interaction with Developers/Industry Experts.

Industrial training programmers are designed to make students industry-ready.

Large Display LEDs in each Class-Room/Lab, Wi-Fi Labs.

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 Guest Lectures/Seminars by Industry Experts.

Every Student is provided with Live Projects mentored by Software/

Electronics/Industry Experts.

100% Placement assistance.

Think NEXT Cloud Campus Advantages

Each Student will have Unique User ID and Password to Login to ThinkNEXT Cloud
Campus 4.0 anytimeanywhere

View Numerous Technical, Personality Development Videos anytimeanywhere

Students will be able to download e-Books, e-Journals, Class Notes, Important Links
and other study material.

ThinkNEXT Smart Campus is a step towards not only 100% placements but also
better job offers even after placements.

Student Profile, Instant Technical Updates, Class Notes, Project Report Submitted,
Attendance, Performance, Notice-Board, Class Timings etc. Everything online.

Communication with industry experts, Technologists through cloud Campus

anytimeanywhere.

Regular SMSes and E-mail for Related Job Offers.

Access through PCs, Laptops, Tablet PCs, Mobiles via internet.

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INTRODUCTION OF

EMPLOYEE

MOTIVATION

INTRODUCTION TO EMPLOYEE MOTIVATION

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Meaning of Motivation

The word motivation has been derived from motive which means any idea, need or emotion
that prompts a man in to action. Whatever may be the behavior of man, there is some
stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive
can be known by studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which control
mans behavior at any particular point of time. In general, the different motives operate at
different times among different people and influence their behaviors. The process of
motivation studies the motives of individuals which cause different type of behavior.

Definition of Motivation

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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.

Motivation Process

1. Identification of need
2. Tension
3. Course of action
4. Result Positive/Negative
5. Feed back
Theories of Motivation

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Understanding what motivated employees and how they were motivated was the focus of
many researchers following the publication of the Hawthorne study results (Terpstra, 1979).
Six major approaches that have led to our understanding of motivation are Mcclellands
Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need
hierarchy or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation
Theory, Two factor Theory.

1. McClellands Achievement Need Theory.

According to McClellands there are three types of needs;

Need for Achievement (n Ach);

This need is the strongest and lasting motivating factor. Particularly in case of persons who
satisfy the other needs. They are constantly pre occupied with a desire for improvement and
lack for situation in which successful outcomes are directly correlated with their efforts. They
set more difficult but achievable goals for themselves because success with easily achievable
goals hardly provides a sense of achievement.

Need for Power (n POW)

It is the desire to control the behavior of the other people and to manipulate the surroundings.
Power motivations positive applications results in domestic leadership style, while it negative
application tends autocratic style.

Need for affiliation (n AFF)

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

2. Behavioral Modification Theory;

According to this theory people behavior is the outcome of favorable and unfavorable past
circumstances. This theory is based on learning theory. Skinner conducted his researches
among rats and school children. He found that stimulus for desirable behavior could be
strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this
theory may be found in the installation of financial and non financial incentives.

25
More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase
of low standard work may also produce the desired result. However, researches show that it is
generally more effective to reward desired behavior than to punish undesired behavior.

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

The 2intellectual basis for most of motivation thinking has been provided by behavioral
scientists, A.H Maslow and Frederick Heizberg, whose published works are the Bible of
Motivation. Although Maslow himself did not apply his theory to industrial situation, it has
wide impact for beyond academic circles. Douglous Mac Gregor has used Maslows theory to
interpret specific problems in personnel administration and industrial relations.

The crux of Maslows theory is that human needs are arranged in hierarchy composed of five
categories. The lowest level needs are physiological and the highest levels are the self
actualization needs. Maslow starts with the formation that man is a wanting animal with a
hierarchy of needs of which some are lower ins scale and some are in a higher scale or system
of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be
satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles
the standard economic theory of diminishing returns. The hierarchy of needs at work in the
individual is today a routine tool of personnel trade and when these needs are active, they act
as powerful conditioners of behavior- as Motivators.

Hierarchy of needs; the main needs of men are five. They are physiological needs, safety
needs, social needs, ego needs and self actualization needs, as shown in order of their
importance.

Self-
Actualizat
ion
Ego Needs

Social Needs

Safety Needs

Physiological Needs
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The above five basic needs are regarded as striving needs which make a person do things.
The first model indicates the ranking of different needs. The second is more helpful in
indicating how the satisfaction of the higher needs is based on the satisfaction of lower needs.
It also shows how the number of person who has experienced the fulfillment of the higher
needs gradually tapers off.

A. Physiological or Body Needs: - The individual move up the ladder responding first to
the physiological needs for nourishment, clothing and shelter. These physical needs
must be equated with pay rate, pay practices and to an extent with physical condition
of the job.
B. Safety: - The next in order of needs is safety needs, the need to be free from danger,
either from other people or from environment. The individual want to assured, once
his bodily needs are satisfied, that they are secure and will continue to be satisfied for
foreseeable feature. The safety needs may take the form of job security, security
against disease, misfortune, old age etc as also against industrial injury. Such needs
are generally met by safety laws, measure of social security, protective labor laws and
collective agreements.
C. Social needs: - Going up the scale of needs the individual feels the desire to work in a
cohesive group and develop a sense of belonging and identification with a group. He
feels the need to love and be loved and the need to belong and be identified with a
group. In a large organization it is not easy to build up social relations. However close
relationship can be built up with at least some fellow workers. Every employee wants
too feel that he is wanted or accepted and that he is not an alien facing a hostile group.
D. Ego or Esteem Needs: - These needs are reflected in our desire for status and
recognition, respect and prestige in the work group or work place such as is conferred
by the recognition of ones merit by promotion, by participation in management and by
fulfillment of workers urge for self expression. Some of the needs relate to ones
esteem e.g.; need for achievement, self confidence, knowledge, competence etc. On
the job, this means praise for a job but more important it means a feeling by employee
that at all times he has the respect of his supervisor as a person and as a contributor to
the organizational goals.
E. Self realization or Actualization needs: - This upper level need is one which when
satisfied provide insights to support future research regarding strategic guidance for
organization that are both providing and using reward/recognition programs makes
the employee give up the dependence on others or on the environment. He becomes

27
 growth oriented, self oriented, directed, detached and creative. This need reflects a
state defined in terms of the extent to which an individual attains his personnel goal.
This is the need which totally lies within oneself and there is no demand from any
external situation or person.

4. J.S Adams Equity Theory

Employee compares her/his job inputs outcome ratio with that of reference. If the employee
perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality,
increased absenteeism, voluntary resignation.

5.VroomsExpectation Theory

Vrooms theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative.
The more positive the reward the more likely the employee will be highly motivated.
Conversely, the more negative the reward the less likely the employee will be motivated.

6.Two Factor Theory

Douglas McGregor introduced the theory with the help of two views; X assumptions are
conservative in style Assumptions are modern in style.

X Theory

Individuals inherently dislike work.

People must be coerced or controlled to do work to achieve the objectives.
People prefer to be directed
Y Theory

People view work as being as natural as play and rest

People will exercise self direction and control towards achieving objectives they are
committed to
People learn to accept and seek responsibility.

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Types of Motivation

There are two types of motivation, Intrinsic and Extrinsic motivation. It's important to
understand that we are not all the same; thus effectively motivating your employees requires
that you gain an understanding of the different types of motivation. Such an understanding
will enable you to better categorise your team members and apply the appropriate type of
motivation. You will find each member different and each member's motivational needs will
be varied as well. Some people respond best to intrinsic which means "from within" and will
meet any obligation of an area of their passion. Quite the reverse, others will respond better to
extrinsic motivation which, in their world, provides that difficult tasks can be dealt with
provided there is a reward upon completion of that task. Become an expert in determining
which type will work best with which team members.

Intrinsic Motivation:
Intrinsic motivation means that the individual's motivational stimuli are coming from within.
The individual has the desire to perform a specific task, because its results are in accordance
with his belief system or full fill a desire and therefore importance is attached to it.

Our deep-rooted desires have the highest motivational power. Below are some examples:

Acceptance: We all need to feel that we, as well as our decisions, are accepted by our
co-workers.

Curiosity: We all have the desire to be in the know.

Honor: We all need to respect the rules and to be ethical.

Independence: We all need to feel we are unique.

Order: We all need to be organized.

Power: We all have the desire to be able to have influence.

Social contact: We all need to have some social interactions.

Social Status: We all have the desire to feel important.

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Extrinsic Motivation:

Extrinsic motivation means that the individual's motivational stimuli are coming from
outside. In other words, our desires to perform a task are controlled by an outside source.
Note that even though the stimuli are coming from outside, the result of performing the task
will still be rewarding for the individual performing the task.

Extrinsic motivation is external in nature. The most well-known and the most debated
motivation is money. Below are some other examples:

Employee of the month award

Benefit package
Bonuses
Organized activities

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

30
employees, the management should try to satisfy their needs. For this purpose, both financial
and non financial incentives may be used by the management to motivate the workers.
Financial incentives or motivators are those which are associated with money. They include
wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial motivators
are those which are not associated with monetary rewards. They include intangible incentives
like ego-satisfaction, self-actualization and responsibility.

INCENTIVES

Financial Incentives Non-financial incentives

- Wages and Salaries. - Competition

- Bonus - Group recognition
- Medical reimbursement - Job security
- Insurance - Praise
- Housing facility - Knowledge of result
- Retirement benefits. - Workers participation.
- Suggestion system. - Opportunities for growth

MOTIVATION IS THE KEY TO PERFORMANCE IMPROVEMENT

There is an old saying you can take a horse to the water but you cannot force it to drink; it
will drink only if it's thirsty - so with people. They will do what they want to do or otherwise
motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must
be motivated or driven to it, either by themselves or through external stimulus.

Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for
motivation is a skill which can and must be learnt. This is essential for any business to
survive and succeed.

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

Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a slow
and long process. On the other hand motivation can be improved quickly. There are many
options and an uninitiated manager may not even know where to start. As a guideline, there
are broadly seven strategies for motivation.

There are broadly seven strategies for motivation.

Positive reinforcement / high expectations

Effective discipline and punishment

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

Essentially, there is a gap between an individuals actual state and some desired state and the
manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate
this gap.

HOW TO MOTIVATE

1. Ask

Ask people questions. There are two goals of asking questions. To find out what people are
passionate about and to make sure that they know you care about what they think.

If you are at a loss as to what motivates people, their passions are a great start. Do not fall
into the error of asking, What are you passionate about and taking what they say at face

32
value. Look for body language signs that reinforce their stated passion. In an era of self help
by means of television, radio and new age music, almost everyone is convinced they need to
be passionate about something and quite often make it up, even to themselves.

It is better to have a conversation, asking how things could be done better around here.
Respond with further questions to explore. The phrase, Tell me more works well to open up
the conversation further. Have several conversations like this and as trust develops you will
find out what motivates people without having to ask.

Having a conversation with people where you are genuinely interested in their responses
builds self esteem for the person to whom the questions are directed.

2. Involve
For major and minor changes, go further than asking for advice and opinions; involve people
in analysis and design of solutions. It is not necessary to set up quality circles as part of a
complete quality management system. Involve people in the definition of the problem and
they will own it. Involve them in the analysis to create solutions and they will own the
solution alternatives. Involve them in the design of the implementation and they will own the
outcome.

3. Communicate
When you are anticipating change, let people know what your intentions are. Tell them the
goal. Tell them the rationale. Tell them the consequences and timing of what you intend to do.
Tell them the consequences and timing of doing nothing. Tell them the process by which
things will happen. Tell them how to find out more information. Tell them how to make sure
their comments and thoughts are to be included.

4. Appreciate
Appreciate peoples achievements in public. Even those who shun the limelight will
appreciate being commended in a low key way in public. Be specific. Do not say, I just want
to commend Jim for the great job he is doing. The assembled group, including Jim, is likely
to have two or more views on what behaviours Doing a great job reflects.

33
5. Reprimand
Reprimand in private. People will talk and the fact a reprimand has been given will be
known. Embarrassing people in public will de-motivate. Reprimanding in a constructive
manner will motivate.

6. Build
Build peoples strengths and help them eliminate their weaknesses. Make it unacceptable to
continue in a position where a weakness is a liability for the team. However, make it
acceptable to have a weakness on which people are willing to work. Help them help
themselves. Allow more skilled team members to help them. Monitor progress and appreciate
progress.

7. Delegate
Delegate your responsibilities to people who have the competence to execute some of your
tasks. State clearly what is expected, setting a standard which is mutually understood.
Delegate the authority. Do not double check them as routine. At the beginning of delegation
monitor their output as part of an greed standard of handing over delegation. At an agreed
level of execution quality, stop monitoring except for normal quality audit purposes. Make
sure the data required to execute the tasks is easily accessible.

ADVANTAGES OF MOTIVATION

The major benefits of motivation in an organizations are as follows:

1. Need satisfaction

Motivation satisfies the needs of individuals as well groups. Every individual or group of
individuals joins an organization to fulfill certain personal needs. The motivation function of
the manager serves to help such fulfillment.

2 . Job satisfaction

Motivation also promotes job satisfaction. When an employees needs are satisfied, he is on
the whole happy. His job satisfaction is of more direct concern. It is the key to other
important consequences.

34
.3. Productivity

An individuals contribution to output is the resultant of two variables-his capacity for work
and his willingness to work. If P is performance, an ability and M motivation, then P = A X
M. It is clear that performance is not equal to the sum of an individuals ability and
motivation but rather to the product of these two variables.

4. Learning

Motivation helps the learning process. Without motivation learning does not take place. There
must be motivation or drive before there can be learning. Motivation stimulates interest and
the attitude of willing to learn.

5.DisciplineMotivation promotes self-discipline. The idea of discipline generally carries a

negative connotation. Subordinates obey a superior and maintain orderly behavior for fear of
punishment. But motivation raises discipline to a positive level.

6.Dynamism

There is an element of dynamism in motivation. When the rank and file workers and
managers are properly motivated, a kinetic energy is generated which produces a tremendous
impact not merely on the productivity and profits of an organization but also on its industrial
relations, public image, stability and future development.

35
 CHAPTER-2
LITERATURE REVIEW

36
A Brief Literature Review on Employee Motivation

Bruce and Pepitone (1999) propose an interesting viewpoint according to which managers

cannot motivate employees; managers can only influence what employees are motivated to

do.

An interesting viewpoint regarding the issue has been proposed by Wylie (2004), according

to which members of management primarily should be able to maintain the level of their own

motivation at high levels in order to engage in effective motivation of their subordinates.

Accordingly, Wylie (2004) recommends managers to adopt a proactive approach in terms of

engaging in self-motivation practices.

Furthermore, Wylie (2004) recommends concentrating on specific variations of intangible

motivational tools such as celebrations of birthdays and other important dates with the

participation of whole team

37
The role of facilitating quality subordinate-superior communication at various levels

effectively employing a wide range of communication channels has been praised by Shields

(2007) in terms of its positive contribution in boosting employee morale. Shields (2007)

stresses two specific advantages of such a practice that relate to offering employees a chance

to raise their concerns and put across their points regarding various aspects of their jobs, as

well as, supplying them with the feeling of engagement and appreciation.

According to Thomas (2009) the main challenge of motivation in workplaces is identifying

what motivates each individual employee taking into account his or her individual

differences. In other words, individual differences have been specified by Thomas (2009) as

the major obstruction for management in engaging in employee motivation in an effective

manner.

According to Lockley (2012) offering training and development programs that effectively

contributes to personal and professional growth of individuals is another effective employee

motivation strategy. At the same time, Lockley (2012) warns that in order for motivational

aspects of training and development initiatives to be increased, ideally they need to be

devised and implemented by a third party with relevant competency and experience.

Alternative working patterns such as job-rotating, job-sharing, and flexible working have

been branded as effective motivational tools by Llopis (2012). Moreover, Llopis (2012)

argues that motivational aspects of alternative working patterns along with its other benefits

are being appreciated by increasing numbers of organisations, however, at the same time;

many organisations are left behind from benefiting from such opportunities.

Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural

differences between employees in particular. Namely, culture can be explained as knowledge,

pattern of behaviour, values, norms and traditions shared by members of a specific group

38
(Kreitner and Cassidy, 2012), and accordingly, cross-cultural differences is perceived to be a

major obstruction in the way of successful employee motivation.

This point has been explained by Lockley (2012) by insisting that certain practices such as

engaging in constructive arguments and dialogues in workplace can prove to be highly

motivational for the representatives of Western culture, whereas the same set of practices can

prove to be counter-productive for employees from Asian countries due to vast cross-cultural

differences.

Llopis (2012) draws attention to the increasing relevance of the work-life balance problem

for modern employees and stresses its negative impact on the level of employee motivation.

Specifically, Llopis (2012) reasons that unless employees achieve an adequate level of work-

life balance in personal level, management investment on the level of employee motivation

can be wasted

39
 CHAPTER-3

OBJECTIVES AND SCOPE

OF STUDY

40
OBJECTIVES OF THE STUDY

To study of the motivation level of employees.

To study the effectiveness of the techniques adopted by the company in employee motivation.
To study about the benefits and facilities provided to the employees.
To learn the employees satisfaction on the interpersonal relationship exist in the
organisation

SCOPE OF THE STUDY

It is always essential for a concern to access its strategies and reshape its destiny. It is necessary for every
organisation to study the different aspects that affects the organisation development .Every study has a clear
and specific scope .The scope of this study is limited to ThinkNEXT Technologies Pvt Ltd. In this survey the
emphasis is on the motivation of employees. The scope of the study involves the preparation of questionnaire
and data of the company.

41
 Chapter -4

RESEARCH

METHODOLOGY

42
RESEARCH METHODOLOGY

Research is a systematic method of finding solutions to problems. It is essentially an

investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
According to Clifford woody, research comprises of defining and redefining problem,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis

1. Sampling Design.

A sample design is a finite plan for obtaining a sample from a given population .

2. Universe.

The universe chooses for the research study is the employees of ThinkNEXT Technologies
Pvt. Ltd, Mohali

3. Sample Size:Number of the sampling units selected from the population is called the size
of the sample. .

5. Methods of Data Collection.

The datas were collected through Primary and secondary sources.

Primary Sources

The primary data are those which are collected fresh and for the first time, and thus happen to
be original character.

The primary sources are discussion with employees, datas collected through schedule .

Secondary Sources

43
Secondary datas are in the form of finished products as they have already been treated
statistically in some form or other.

The secondary data mainly consists of data and information collected from records, company
websites and also discussion with the management of the organization. Secondary data was
also collected from journals, magazines and books.

6. Nature of Research

Descriptive research, also known as statistical research, describes data and characteristics
about the population or phenomenon being studied. Descriptive research answers the
questions who, what, where, when and how.

Schedule

A well defined schedule that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system.
A defeated questionnaire was carefully prepared and specially numbered. The questions were
arranged in proper order, in accordance with the relevance.

Nature of Questions Asked.

The schedule consists of open ended, dichotomous, rating and ranking questions..

Sample

A finite subset of population, selected from it with the objective of investigating its properties
called a sample. A sample is a representative part of the population. A sample of 35
respondents in total has been randomly selected. The response to various elements under each
questions were totaled for the purpose of various statistical testing..

Presentation of Data.

The data are presented through charts and tables..

44
 CHAPTER-5
DATA ANALYSIS &
INTERPRETATIONS

45
1. What is the response about the support from the HR department?

SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Highly satisfied 10 28.57

2 Satisfied 22 62.85

3 Neutral 3 8.57

4 Dissatisfied 0 0

5 Highly dissatisfied 0 0

Total 35 100

70
60
50
40
30 62.85
20
28.57
10
8.57
0 0 0

INTERPRETATION

The table shows that 28.57% of the respondents are highly satisfied and 62.85% of the
respondents are satisfied with the support they are getting from the HR department.

46
2. Does the management is interested in motivating the employees?

SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Strongly Agree 17 48.57

2 Agree 15 42.85

3 Neutral 3 8.57

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 35 100

60
50
40
30
48.57 42.85
20
10
8.57
0 0 0

INTERPRETATION

The table shows that 48.57% of the respondents are strongly agreed and 42.85% of the
respondents are agreed that the management is interested in motivating the employees.

47
3. Which type of incentives motivates you more?

SL NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Financial Incentives 15 42.85

2 Non financial Incentives 10 28.57

3 Both 10 28.57

Total 35 100

45
40
35
30
25
20 42.85

15 28.57 28.57
10
5
0
Financial incentives Non finacial incentives Both

INTERPRETATION

The table shows that 28.57% of the respondents are expressing that both financial and non
financial incentives will equally motivate them and 42.85% of the respondents are expressing
that financial incentives will motivate them.

48
4. Are you satisfied with the present incentives scheme?

SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Highly satisfied 12 34.28

2 Satisfied 15 42.85

3 Neutral 8 22.85

4 Dissatisfied 0 0

5 Highly dissatisfied 0 0

Total 35 100

45
40
35
30
25
20 42.85
34.28
15
10 22.85

5
0 0 0

INTERPRETATION

The table shows that 34.28% of the respondents are highly satisfied with the present incentive
scheme of the company and 42.85% of the respondents are satisfied with present incentives scheme
of the company.

49
5. Does the company is eager to recognizing and acknowledging employees
work?
SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Strongly Agree 10 28.57

2 Agree 20 57.14

3 Neutral 5 14.28

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 35 100

60

50

40

30 57.14

20
28.57
10
14.28

0 0 0
Strongly agree Agree Neutral Disagree Strongly disagree

INTERPRETATION

From the study, 57.14% of employees agreed that the company is eager in recognizing and
acknowledging their work, 28.57% strongly agreed and only 14.28% showed neutral
response.

6. Is there any periodical increase in salary?

50
SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Strongly Agree 7 20

2 Agree 10 28.57

3 Neutral 5 14.28

4 Disagree 8 22.85

5 Strongly Disagree 5 14.28

Total 35 100

30
25
20
15 28.57
10 20 22.85
14.28 14.28
5
0

INTERPRETATION

The table shows 28.57%of employees agree that there is a periodical increase in the salary.

7. Does safety measures exists in the organization?

51
SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Strongly Agree 10 28.57

2 Agree 5 14.28

3 Neutral 8 22.85

4 Disagree 7 20

5 Strongly Disagree 5 14.28

Total 35 100

30
25
20
15 28.57
10 22.85 20
14.28 14.28
5
0

INTERPRETATION

The table shows 28.57% of employees strongly agree that there is a safety in the salary

8.What are the Factors which motivates you the most?

SR. NO NUMBER OF

52
 PARTICULAR RESPONDENTS PERCENTAGE

1 Salary increase 12 34.28

2 Promotion 10 28.57

3 Leave 7 20

4 Motivational talk 3 8.57

5 Recognition 3 8.57

Total 35 100

40

35

30

25

20
34.28
15 28.57

10 20

5 8.57 8.57

0
Salary increase Promotion Leave Motivation talk recognition

Interpretation

The table shows that the 34.28% of the respondent is responding that increase in salary will
motivate them the most.

53
 CHAPTER-6
FINDINGS &
SUGGESTIONS

FINDINGS

The findings of the study are follows:

1) The employees are really supported by the HR department.

54
 2) The employees are really motivated by the management.
3) The employees are satisfied with the present incentive plan of the company.
4) Most of the workers agreed that the company is eager in recognizing and
acknowledging their work.
5) Majority of the employees agreed that there job security to their present job.
6) The company is providing good safety measures for ensuring the employees safety.
7) From the study it is clear that most of employees agrees to the fact that performance
appraisal activities and support from the coworkers in helpful to get motivated.
8) The study reveals that increase in the salary will motivates the employees more.
9) The incentives and other benefits will influence the performance of the employees.

SUGGESTIONS

The suggestions for the findings from the study are follows:

Most of the employees agree that the performance appraisal activities are helpful to
get motivated, so the company should try to improve performance appraisal system,
so that they can improve their performance.

55
 Non financial incentive plans should also be implemented; it can improve the
productivity level of the employees.

Organization should give importance to communication between employees and gain

co-ordination through it.

Skills of the employees should be appreciated.

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

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

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

56
 CHAPTER-7

CONCLUSION

CONCLUSION

The study concludes that, the motivational program procedure in ThinkNEXT Technologies
PVT. LTD is highly effective. The study on employee motivation highlighted so many factors
which will help to motivate the employees. The study was conducted among 35 employees and
collected information through structured questionnaire. The study helped to findings which were
related with employee motivational programs which are provided in the organization.

57
The overall effectiveness of the employees showed, Job Involvement (JI), Hierarchical
Relationship (HR), Knowledge management (KM) and Organizational Reward (ORD) as the
important factors to accomplish the goals of the organization. Most of the mechanism in
operation is voluntary in character and work related issues are mainly taken-up through
suggestion schemes. Informal groups and small group activity, while interest related issues are
taken-up through collective bargaining system. Consultative mechanisms thrive in areas where
management is willing to share power. Centralized system does not nurture workers
participation. Top management commitment is also an essential ingredient for participative
climate.
In order to motivate labour in a greater effort and nourish the productivity culture, the
management labour relations has improve further. Commitment and empowerment feed on
each other. Only committed employees can be aware of what is happening in the company. The
findings of the study indicate that informal groups perception has led to the organizational
development exhibited through various factors. A similar find of informal group functioning will
enhance any organizations

58
 CHAPTER-8

LIMITATIONS OF STUDY

LIMITATION OF STUDY ON MOTIVATING EMPLOYEES

LIMITATIONS

59
The limitations of the study are the following

The data was collected through questionnaire. The responds from the respondents
may not be accurate.
The sample taken for the study was only 35 and the results drawn may not be
accurate.
Since the organization has strict control, it acts as another barrier for getting data.
Another difficulty was very limited time-span of the project.
Lack of experience of Researcher.

60
 BIBLIOGRAPHY

BIBLIOGRAPHY

References:

Bruce,A. Pepitone,J.S.(1999) Motivating Employees McGraw-

Hill International

61
 Shields,J. (2007) Managing Employee Performance and
Reward: Concepts, Practies, Strategies Oxford University press
Thomas,K.T. (2009) Intrincis Motivation at Work: What Really
Drives Employee Engagement 2nd edition, Berrett-Koehler.

Website:

http://www.google.com//
http://www.humanresources.hrvinet.com/
http://www.scribd.com/
www.thinknext.com
www. citeHR.com

Books:

Kothari,C.R ; Research Methodology.

62
 ANNEXURE

SCHEDULE:

Dear Sir/Madam,

I am, Nitesh Chanan pursuing BBA 4th sem in SRI SAI UNIVERSITY. I have done summer
training project on Employee Motivation at ThinkNEXT TECHNOLOGIES PVT.LTD.
MOHALI. I request you to render kind co-operation towards this Questionnaire. I assure
you that the information given by you is kept confidential and purely used for academic
purpose.

63
Name:

Contact No: ..

Designation:.

Age:

Gender:.

1. What is the response about the support from the HR department?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied

2. Does the management is interested in motivating the employees?

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

3. Which type of incentives motivates you more?

a) Financial incentives
b) Non-financial incentives
c) Both

4. Are you satisfied with the present incentives scheme?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied

64
5. Does the company is eager to recognizing and acknowledging employees work?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

6. Is there any periodical increase in salary?

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

7. Does safety measures exists in the organization?

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

8. Does Performance appraisal activities are helpful to get motivated?

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

9. What are the Factors which motivates you the most?

a) Salary increase
b) Promotion
c) Leave
d) Motivational talk
e) Recognition

10. Does Incentives and other benefits will influence your performance?

a) Influence
b) Does not influence
c) No opinion

65
11. Does Management involves you in decision making which are connected to your
department?

a) Yes
b) No
c) Occasionally

66