Blackbook Project On Employee Motivation With Reference To Public Sector Banks - 163433602 PDF

A STUDY ON EMPLOYEE MOTIVATION
PREFACE
The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to public
sector banks is mainly conducted to identify the factors which will motivate the employees and the
organizational functions.
Management’s 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 public sector bank.
The data needed for the study has been collected from the employees through questionnaires.
Analysis and interpretation has been done by using the statistical tools and data’s are presented
through tables and charts.
1
ACKNOWLEDGEMENT
Preservation, inspiration and motivation have always played a key role in the success of any
venture. In the present world of cutthroat competition project is likely a bridge between theoretical
and practical working, willingly I have prepared this particular project.
First of all, I would like to thank the supreme power, the almighty god who is obviously the one who
has always directed me to work on the right path of my life. With this grace this project could become
a reality.
I feel highly delighted with the way my project report on topic “EMPLOYEE MOTIVATION WITH
REFERENCE TO PUBLIC SECTOR BANKS” has been completed.
I would like to thank Ms. PALKI SHARMA, Faculty of RBIM, to provide me the fruitful guidance to
complete the project.
Finally, I would like to thanks all the faculty members, respondents and other people whom
directly or indirectly helped me in completing the project.
SUMIT SAINI
2
LIST OF TABLES
Table no. Content Page no.

1 Response about the support 50
from the hr department
2 Management is interested in 51
motivating the employees
3 Types of incentives motivates 52
more
4 Satisfaction with the present 53
incentives schemes
5 Organization eagerness in 54
recognizing and
acknowledging employee’s
work
6 Periodical increase in salary 55
7 Job security existing in the 56
organization
8 Good relation with co- 57
workers
9 Effective performance 58
appraisal system
10 Effective promotional 59
opportunities
11 Good safety measures 60
12 Performance appraisal 61
activities are helpful
13 Support from the co-workers 62
is helpful
14 Career development 63
opportunities
15 Factors which motivates the 64
most
3
LIST OF FIGURES
Figure No. Content Page No.
1 Response about the support 50

from the hr department
2 Management is interested in 51
motivating the employees
3 Types of incentives motivates 52
more
4 Satisfaction with the present 53
incentives schemes
5 Organization eagerness in 54
recognizing and
acknowledging employee’s
work
6 Periodical increase in salary 55
7 Job security existing in the 56
organization
8 Good relation with co- 57
workers
9 Effective performance 58
appraisal system
10 Effective promotional 59
opportunities
11 Good safety measures 60
12 Performance appraisal 61
activities are helpful
13 Support from the co-workers 62
is helpful
14 Career development 63
opportunities
15 Factors which motivates the 64
most
4
CHAPTER-1
INTRODUCTION
5
1.1 Indian Banking Industry
The growth in the Indian Banking Industry has been more qualitative than quantitative and it is
expected to remain the same in the coming years. Based on the projections made in the "India
Vision 2020" prepared by the Planning Commission and the Draft 10th Plan, the report forecasts that
the pace of expansion in the balance-sheets of banks is likely to decelerate. The total assets of all
scheduled commercial banks by end-March 2010 is estimated at Rs 40,90,000 crores. That will
comprise about 65 per cent of GDP at current market prices as compared to 67 per cent in 2002-03.
Bank assets are expected to grow at an annual composite rate of 13.4 per cent during the rest of the
decade as against the growth rate of 16.7 per cent that existed between 1994-95 and 2002-03. It is
expected that there will be large additions to the capital base and reserves on the liability side. The
Indian Banking Industry can be categorized into non-scheduled banks and scheduled banks.
Scheduled banks constitute of commercial banks and co-operative banks. There are about 67,000
branches of Scheduled banks spread across India. The Public Sector Banks(PSBs), which are the
base of the Banking sector in India account for more than 78 per cent of the total banking industry
assets. Unfortunately they are burdened with excessive Non Performing assets (NPAs), massive
manpower and lack of modern technology. On the other hand the Private Sector Banks are making
tremendous progress. They are leaders in Internet banking, mobile banking, phone banking, ATMs.
As far as foreign banks are concerned they are likely to succeed in the Indian Banking Industry.
In the Indian Banking Industry some of the Private Sector Banks operating are IDBI Bank, ING
Vyasa Bank, SBI Commercial and International Bank Ltd, Bank of Rajasthan Ltd. and banks from the
Public Sector include Punjab National bank, Vijaya Bank, UCO Bank, Oriental Bank, Allahabad Bank
among others. ANZ Grindlays Bank, ABN-AMRO Bank, American Express Bank Ltd, Citibank are
some of the foreign banks operating in the Indian Banking Industry.
6
The following are the list of Public Sector Banks in India
• Allahabad Bank
• Andhra Bank
• Bank of Baroda
• Bank of India
• Bank of Maharastra
• Canara Bank
• Central Bank of India
• Corporation Bank
• Dena Bank
• IDBI Bank
• Indian Bank
• Indian Overseas Bank
• Oriental Bank of Commerce
• Punjab & Sind Bank
• Punjab National Bank
• Syndicate Bank
• UCO Bank
• Union Bank of India
• United Bank of India
• Vijaya Bank
List of State Bank of India and its subsidiary, a Public Sector Banks
• State Bank of India

o State Bank of Bikaner & Jaipur
o State Bank of Hyderabad
o State Bank of Indore
o State Bank of Mysore
o State Bank of Saurastra
o State Bank of Travancore
7
Nationalisation of Banks in India
The nationalisation of banks in India took place in 1969 done by Mrs. Indira Gandhi the prime
minister of that time. They nationalized 14 banks. These banks were mostly owned by businessmen
and even managed by them.
• Central Bank of India

• Bank of Maharashtra
• Dena Bank
• Punjab National Bank
• Syndicate Bank
• Canara Bank
• Indian Bank
• Indian Overseas Bank
• Bank of Baroda
• Union Bank
• Allahabad Bank
• United Bank of India
• UCO Bank
• Bank of India
1955 : Nationalisation of State Bank of India.
• 1959 : Nationalisation of SBI subsidiaries.

• 1969 : Nationalisation of 14 major banks.
• 1980 : Nationalisation of seven banks with deposits over 200 crores.
8
HR Practices in Public Sector Banks
The Government-appointed high-powered committee, to firm up plans for the upgradation of human
resource (HR) management practices in public sector banks (PSBs), and submitted its report on
March 2010.
The committee's report highlighted the huge shortage of skilled professionals in PSBs — in complex
treasury businesses, risk management, IT infrastructure management, Initial Public Offering-related
transactions and marketing of financial products, official sources told Business Line.
Specialised areas
According to industry estimates, currently only a fifth of the seven lakh PSB employees are
managing specialised areas of banking.
This means around 5-6 lakh employees are handling routine processing activities that are becoming
increasingly outmoded thanks to the advanced software and IT infrastructure.
The other major concern is that around 70-80 per cent of the senior cadre in PSBs will be exiting or
retiring in the next 3-5 years, since most of the recruitment had taken place in the 1970s and 1980s.
Therefore the Committee, headed by the former Bank of Baroda Chairman, Mr A.K. Khandelwal, has
been asked to come out with strategies on planning of recruitment and succession as well as
retention of best performers through performance-linked incentives and grooming such officials for
leadership roles.
The Committee could seek the help of international banking and HR consultants and may also look
into some global findings including a report by McKinsey & Company. This is to ensure that its final
recommendations enable PSBs to scale-up their HR practices so that they can compete with the
best among the private and foreign banks, sources said.
The other members of the panel include Mr M. V. Nair, Chairman and Managing Director, Union
Bank of India, and head of the Indian Banks' Association, Dr Deepak B. Phatak, Professor and HR
specialist, IIT, Bombay; and Mr T.V. Rao, Adjunct Professor at IIM, Ahmedabad. Sources said
banking industry veteran Mr H. N. Sinor would join the Committee soon.
9
1.2 Motivation
Motivation is an effective instrument in the hands of the management in inspiring the work force .It is
the major task of every manager to motivate his subordinate or to create the will to work among the
subordinates .It should also be remembered that the worker may be immensely capable of doing
some work, nothing can be achieved if he is not willing to work .creation of a will to work is
motivation in simple but true sense of term.
Motivation is an important function which very manager performs for actuating the people to work for
accomplishment of objectives of the 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.
1.3 The 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 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.
10
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 labor’s 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.
11
Motivation Process
1. Identification of need
2. Tension
3. Course of action
4. Result –Positive/Negative
5. Feed back
1.4 Theories of Motivation

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). Four major
approaches that have led to our understanding of motivation are Mcclelland’s Achievement Need
Theory, Behavior Modification theory; Abraham H Mallows need hierarchy or Deficient theory of
motivation, Two factor Theory.
McClelland’s Achievement Need Theory

According to McClelland’s there are three types of needs;
Need for Achievement

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

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.
12
Need for Affiliation

It is the related to social needs and creates friendship. This results in formation of informal groups or
social circle.
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.
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.
Abraham H Maslow Need Hierarchy or Deficient theory of Motivation
The intellectual 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 Maslow’s theory to interpret specific problems in
personnel administration and industrial relations.
The crux of Maslow’s 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.
13
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-
Actualization
Ego Needs
Social Needs
Safety Needs
Physiological Needs
Fig (2.1)
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.
14
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.
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..
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.
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.
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 growth oriented, self oriented, directed, detached and
creative.
15
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.
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.
16
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 - Knowledge of result
- Retirement benefits. - Workers participation.
- Suggestion system.
- Opportunities for growth
17
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.
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
18
Employee Motivation
Employee motivation is the level of energy, commitment, and creativity that a company's
workers bring to their jobs. Whether the economy is growing or shrinking, finding ways to
motivate employees is always a management concern. Competing theories stress either
incentives or employee involvement (empowerment). Employee motivation can sometimes be
particularly problematic for small businesses. The owner has often spent years building a
company hands-on and therefore finds it difficult to delegate meaningful responsibilities to
others. But entrepreneurs should be mindful of such pitfalls: the effects of low employee
motivation on small businesses can be harmful. Such problems include complacency,
disinterest, even widespread discouragement. Such attitudes can cumulate into crises.
But the small business can also provide an ideal atmosphere for employee motivation:
employees see the results of their contributions directly; feedback is swift and visible.
A smoothly working and motivated work force also frees the owner from day-
to-day chores for thinking of long-term development. Furthermore, tangible and emotional
reward can mean retention of desirable employees. People thrive in creative work environments
and want to make a difference. Ideally the work result itself will give them a feeling of
accomplishment—but well-structured reward and recognition programs can underline this
consequences.
19
Building a Better Carrot
Government budgets and personnel rules can make it difficult for public managers to reward great
employees with bonuses or promotions as flexibly as managers in the private sector can. This
terrific article from GovernmentExecutive.com outlines some of the creative employee recognition
strategies that Federal managers have used with great success.
Metric Misgivings
The use of metrics is all the rage these days. There is no question that metrics can be extremely
useful for setting goals and tracking progress. But as Bob Behn points out in this terrific column for
Government Leader Magazine, metrics will really only influence employee behavior if supervisors
are also doing all those other things leaders are supposed to do, such as establish a clear purpose,
develop their people, provide recognition for great performance, and obtain adequate resources. At
the end of the day, goals are unlikely to be met if employees don't have the tools, knowledge and
skills they need to do the work.
What's a Manager to Do?
When Jim Trinka was Director of Leadership and Organizational Effectiveness for the IRS, he
conducted extensive research on what separates the IRS's most effective leaders from the rest.
Drawing on more than 1,000 360-degree evaluations of managers, Trinka determined that working
on two key competency areas--"developing your staff" and "communication"--could increase
leadership effectiveness by 50-60 percent. He also found that the most effective way to develop
employees is to ensure that learning is an integral part of their work. Full of high-impact and
actionable advice, every public manager should read this paper. Also check out Dr. Trinka's Action
Plan to Achieve Breakthrough Improvement in Employee Productivity and Leadership Effectiveness.
Motivation Secrets
This excerpt from John Baldoni's book Great Motivation Secrets of Great Leaders provides an
excellent overview of the leadership behaviors that contribute to employee motivation. Includes
some excellent leadership stories and summarizes the framework covered in the book.
Employee Engagement
The Gallup Organization has done extensive research on the factors that cause employees to bring
passion and creativity to their work. First described in the book First, Break All the Rules, "employee
engagement" goes to the heart of what differentiates great organizations from the mediocre. The
Gallup Organization has graciously allowed GovLeader.org to post several articles from the Gallup
Management Journal.
20
Enabling Under-Performers to Become Valued Contributors
Jean-François Manzoni and Jean-Louis Barsoux published this insightful article in the March/April
2003 issue of the Ivey Business Journal. They describe how supervisors' low expectations can
actually drive the performance of their subordinates to lower levels. The article is based on the
authors' recent book The Set-Up-to-Fail Syndrome: How Good Managers Cause Great People to
Fail. For a very content-rich online archive of articles on leadership and management, see the Ivey
Business Journal's web site.
Making Creative Use of Employee Recognition Programs
Most government agencies have employee recognition programs, yet employee surveys often
indicate that those programs often have little motivational effect. This article discusses the
importance of using a mix of employee recognition techniques throughout the year. Includes free
award certificate templates.
The Link Between Innovation and Motivation
Most employees have ideas about how to improve their organization. Unfortunately, many
managers fail to encourage employees to contribute their ideas--or inadvertently discourage them
from doing so. This article discusses several techniques managers can use to foster innovation in a
way that can energize employees and improve your operation.
How to Lead Now
How do you motivate your employees and build loyalty when you don't have the ability to give big
pay raises, bonuses or other financial incentives? This article from the August 2003 issue of Fast
Company provides several case studies about managers who inspired their employees to do great
things despite the lack of financial rewards. They did it by showing day in and day out that they care
about their employees, includes a number of very inspirational stories.
EPIC: The Science and Art of Delegating
This article, from the Spring 2002 issue of the Kravis Leadership Institute's Leadership Review,
provides a useful framework to help managers delegate more effectively. The EPIC Model of
Delegation provides a graduated approach to delegation (and empowerment) that addresses the
fact that both "delegators" and "delegates" may be very uncomfortable with delegation until there
is a strong level of trust between the supervisor and subordinate
21
WHAT MOTIVATES?
One approach to employee motivation has been to view "add-ins" to an individual's job as the
primary factors in improving performance. Endless mixes of employee benefits—such as health
care, life insurance, profit sharing, employee stock ownership plans, exercise facilities,
subsidized meal plans, child care availability, company cars, and more—have been used by
companies in their efforts to maintain happy employees in the belief that happy employees are
motivated employees.
Many modern theorists, however, propose that the motivation an employee feels toward his or
her job has less to do with material rewards than with the design of the job itself. Studies as far
back as 1950 have shown that highly segmented and simplified jobs resulted in lower employee
morale and output. Other consequences of low employee motivation include absenteeism and
high turnover, both of which are very costly for any company. As a result, "job enlargement"
initiatives began to crop up in major companies in the 1950s.
While terminology changes, the tenets of employee motivation remain relatively unchanged from
findings over half a century ago. Today's buzzwords include "empowerment," "quality circles,"
and "teamwork." Empowerment gives autonomy and allows an employee to have ownership of
ideas and accomplishments, whether acting alone or in teams. Quality circles and the increasing
occurrence of teams in today's work environments give employees opportunities to reinforce the
importance of the work accomplished by members as well as receive feedback on the efficacy of
that work.
In small businesses, which may lack the resources to enact formal employee motivation
programs, managers can nonetheless accomplish the same basic principles. In order to help
employees feel that their jobs are meaningful and that their contributions are valuable to the
company, the small business owner needs to communicate the company's purpose to
employees. This communication should take the form of words as well as actions. In addition,
the small business owner should set high standards for employees, but also remain supportive
of their efforts when goals cannot be reached. It may also be helpful to allow employees as
much autonomy and flexibility as possible in how their jobs are performed. Creativity will be
encouraged if honest mistakes are corrected but not punished. Finally, the small business owner
should take steps to incorporate the vision of employees for the company with his or her own
vision. This will motivate employees to contribute to the small business's goals, as well as help
prevent stagnation in its direction and purpose.
22
MOTIVATION METHODS
There are as many different methods of motivating employees today as there are companies
operating in the global business environment. Still, some strategies are prevalent across all
organizations striving to improve employee motivation. The best employee motivation efforts will
focus on what the employees deem to be important. It may be that employees within the same
department of the same organization will have different motivators. Many organizations today
find that flexibility in job design and reward systems has resulted in employees' increased
longevity with the company, improved productivity, and better morale.
Empowerment
Giving employees more responsibility and decision-making authority increases their realm of
control over the tasks for which they are held responsible and better equips them to carry out
those tasks. As a result, feelings of frustration arising from being held accountable for something
one does not have the resources to carry out are diminished. Energy is diverted from self-
preservation to improved task accomplishment.
Creativity and Innovation

At many companies, employees with creative ideas do not express them to management for fear
that their input will be ignored or ridiculed. Company approval and toeing the company line have
become so ingrained in some working environments that both the employee and the
organization suffer. When the power to create in the organization is pushed down from the top to
line personnel, employees who know a job, product, or service best are given the opportunity to
use their ideas to improve it. The power to create motivates employees and benefits the
organization in having a more flexible work force, using more wisely the experience of its
employees, and increasing the exchange of ideas and information among employees and
departments. These improvements also create an openness to change that can give a company
the ability to respond quickly to market changes and sustain a first mover advantage in the
marketplace.
23
Learning
If employees are given the tools and the opportunities to accomplish more, most will take on the
challenge. Companies can motivate employees to achieve more by committing to perpetual
enhancement of employee skills. Accreditation and licensing programs for employees are an
increasingly popular and effective way to bring about growth in employee knowledge and
motivation. Often, these programs improve employees' attitudes toward the client and the
company, while bolstering self-confidence. Supporting this assertion, an analysis of factors which
influence motivation-to-learn found that it is directly related to the extent to which training
participants believe that such participation will affect their job or career utility. In other words, if the
body of knowledge gained can be applied to the work to be accomplished, then the acquisition of
that knowledge will be a worthwhile event for the employee and employer.
Quality of Life
The number of hours worked each week by American workers is on the rise, and many families
have two adults working those increased hours. Under these circumstances, many workers are
left wondering how to meet the demands of their lives beyond the workplace. Often, this concern
occurs while at work and may reduce an employee's productivity and morale. Companies that
have instituted flexible employee arrangements have gained motivated employees whose
productivity has increased. Programs incorporating flex-time, condensed workweeks, or job
sharing, for example, have been successful in focusing overwhelmed employees toward the
work to be done and away from the demands of their private lives.
Monetary Incentive
For all the championing of alternative motivators, money still occupies a major place in the mix
of motivators. The sharing of a company's profits gives incentive to employees to produce a
quality product, perform a quality service, or improve the quality of a process within the
company. What benefits the company directly benefits the employee. Monetary and other
rewards are being given to employees for generating cost-savings or process-improving ideas,
to boost productivity and reduce absenteeism. Money is effective when it is directly tied to an
employee's ideas or accomplishments. Nevertheless, if not coupled with other, non-monetary
motivators, its motivating effects are short-lived. Further, monetary incentives can prove
counterproductive if not made available to all members of the organization.
24
Other Incentives
Study after study has found that the most effective motivators of workers are non-monetary.
Monetary systems are insufficient motivators, in part because expectations often exceed results
and because disparity between salaried individuals may divide rather than unite employees.
Proven non-monetary positive motivators foster team spirit and include recognition,
responsibility, and advancement. Managers who recognize the "small wins" of employees,
promote participatory environments, and treat employees with fairness and respect will find their
employees to be more highly motivated. One company's managers brainstormed to come up
with 30 powerful rewards that cost little or nothing to implement. The most effective rewards,
such as letters of commendation and time off from work, enhanced personal fulfillment and self-
respect. Over the longer term, sincere praise and personal gestures are far more effective and
more economical than awards of money alone. In the end, a program that combines monetary
reward systems and satisfies intrinsic, self-actualizing needs may be the most potent employee
motivator.
25
CHAPTER – 2
REVIEW OF LITERATURE
26
REVIEW OF LITERATURE
Filippo Ferrari (2010)
These study says about the dawn of managerial sciences (Maier, 1955), the basis of professional
performance has set the equation; Work Performance = Competence x Motivation. Although brings
back in a traditional logic of exchange employee-company, the new rights and duties on front of the
company consist primarily in acquiring tools to enhance the contribution that the employee
contributes individually and simultaneously put every worker to make this contribution. This paper
aims to present a model of human resource management (and related instrumentation and
methodology) based on two integrated factors: the development of skills of the worker and the
support of his motivation to work.
Keywords: performance, competence, work motivation, human resources management.
Khem Raj (2009)
He found that the only reason behind unhealthy situations is the Workplace Stress. According to a
survey, ‘63% employees say that the job pressures interfere with their personal life and 60% say that
the job is negatively affecting their physical and emotional well-being. However, it is not true that
workplace stress is always negative. It can yield positive results also. In fact, people perform better
when they are under ‘stress’. While stress and pressure are productive for a short time, their long
time influence can affect a person’s mental, emotional and physical perspectives. Negative stress
turns out when the job is mismatched with what was really wanted, little on-the-job flexibility and no
time to relax and recover. Occupational Stress can be one of the most devastating types of stress.
Employees are not acknowledged properly by their Managers. Attitudinal problems among superiors
cause lack of communication
27
Kaushik (2009)
This article says that advancements in science and technology has brought tremendous change in
the life style of people which leading to higher stresses. Stressful situation at work place, disturbs the
mental peace, weakens a person psychologically and create complexities in social and familial
relationship. The present study analyzed the stress impact on managers of a selected industry in
India. Standardized scales for stress assessment were used for estimating the stress of the subjects
from private and public sector. Results revealed that on an average the managers had low stresses.
Therefore, it was concluded that the increase or decrease of stress will have impact on quality,
quantity of work and productivity of work.
Chendrayan Chendroyaperumal (2009)
Human Resource Management has come into prominence only recently and its strategic importance
recognized only very recently. The literature on human resource management is based largely on
the western thought. The contributions to human resource management practices from India are rich
and very effective but long remained ignored by the scholars. For instance, Lord Buddha and
recently Mahatma Gandhi have all proved the effectiveness of Indian human resource practices to
the utter disbelief of the rest of the world. The aim of this paper is to highlight some of the human
resource management principles prescribed in Panchatantra (one of the ancient Indian works on
management using the case method, a method to be discovered by the West only 5000 years later!)
related to employee qualities and work, leadership, motivation, employee turnover and retention,
research and development personnel, conflicts, and employee care. It will of great interest to both
scholars and practicing human resource managers to note that the human resource management
principles found in Panchatantra are not only easily practicable but also look as if they were written
for today! Practicing these HRM principles would result in better management and utilization of
human resource and thus would enhance the efficiency and performance of the whole organization.
28
Ramana Nanda (2009)
We examine whether the likelihood of entrepreneurial activity is related to the prior career
experiences of an individual’s co-workers, using a unique matched employer-employee panel
dataset. We argue that co workers can increase the likelihood that an individual will perceive
entrepreneurial opportunities as well as increase his or her motivation to pursue those opportunities.
We find that an individual is more likely to become an entrepreneur if his or her co-workers have
been entrepreneurs before. Peer influences also appear to be substitutes for other sources of
entrepreneurial influence: we find that peer influences are strongest for those who have less
exposure to entrepreneurship in other aspects of their lives.
Thomas Zwick (2009)
This paper characterizes establishments that pay higher seniority wages than their competitors. It
tests whether seniority wages are paid on the basis of agency, human capital or efficiency wage
considerations. A representative linked employer employee panel and an innovative two-step
estimation strategy are used to first calculate individual seniority wages taking into account that
match quality biases tenure effects on wages. Then individual seniority wages are aggregated to the
establishment level. Finally, the seniority wage indicator is explained by establishment
characteristics. This contribution shows that large, profitable and establishments with a highly
qualified workforce pay high seniority wages. Also collective bargaining coverage and works councils
have a positive impact and the share of foreigners, training intensity and initial wage levels have a
negative correlation with seniority wages. The results support an agency based motivation for
seniority wages.
Julie Cloutier (2007)
These report tells about the more and more interest is being given to the high performance work
system, which is based on the concept that employees are a major and lasting source of competitive
advantages. This management model has as its goal the economic and social performance of firms
through the involvement of the workers, who try to create the human resources management
practices known as mobilizing (high-involvement management practices, high-commitment practices,
high-performance management practices). The spread of the “high-performance” management
model and the characteristics of its HR practices in the manufacturing sector have, in particular,
gained the attention of researchers. However, few studies have been carried out in the service
sector.
Our research contributes to the advancement of knowledge in that it is the first study of its kind to
examine the “high-performance” management model in the public service sector. More precisely, it
focuses on the Autonomous Service Units (ASUs) created by the Government of Quebec within the
framework of its modernization policy for public management in 1999. More specifically, the objective
of our qualitative research is: 1) to verify if the new management model of the Autonomous Service
Units corresponds to a “high-performance” management model; 2) to identify those HR management
practices which are mobilizing, and 3) to open the “black box” so as to understand better how these
practices are linked to the social and economic performance of the ASUs.
29
In order to do so, three major analysis dimensions were selected: 1) changes implemented at the
level of work organization HR practices (staffing, training, performance management, and salary); 2)
attitudes of the employees and of the managers towards the ASUs, and 3) economic performance of
the ASUs (ex., operating costs, production costs, service waiting periods, client satisfaction. Our
results show that two of the four ASUs under study have the characteristics of a “high-performance”
management model: the employees are committed and motivated, their level of satisfaction is very
high (social performance), and the economic performance of the ASU showed exceptional
growth.The results suggest the existence of two categories of HR mobilizing practices which act
upon employee commitment, by means of distinct mechanisms. The first practice category concerns
practices which act directly on the employees’ commitment.
This involves practices linked to information sharing and those
linked to employee participation in the management of the ASU. It seems that the effect of these
practices is that the employees feel more responsible for the success of their unit because: 1) they
know the unit’s objectives; 2) they know in what way their contribution is linked to the attainment of
unit objectives, and 3) they receive regular feedback on the unit’s performance progression.
The second category of practices involves practices which indirectly raise employee commitment, by
means of the influence which they have on the perceptions of organizational justice and
organizational support (POS) These practices would have the effect that employees consider
themselves fairly treated, and feel important and respected by the organization and have the feeling
of contributing to its success. Our results show that four practices appear in this second category: 1)
results-oriented performance management because this shows that the ASU recognizes the
importance of the contribution of its employees; 2) work reorganization because it is interpreted as a
recognition of employee expertise; 3) pertinent performance indicators and the performance
evaluation process because they are a sign of fairness and of respect towards the employees, and
4) specific work-related training because this shows willingness on the part of the ASU to help
employees improve their competencies so they can adapt to new work methods. These practices
also have a direct effect on employee motivation and productivity.
The results also suggest that the economic and social performance of ASUs is linked to the “double
coherence” of HR practices, that is to say, internal coherence and symbolic coherence. The first type
of coherence refers to the configuration of practices or what one generally refers to with the term
“internal fit.” It concerns the logic linking the willingness (commitment), the ability (competence), and
the opportunity of acting (the structuring of work and of resources). Symbolic coherence, in turn,
concerns the significance that the employees attribute to HR practices. Our results thus suggest that
the symbolic content of HR practices would be an important dimension for “high-performance”
management. These results have implications for both HR practice design and implementation.
30
Bhatia (2007)
He found that stress is one of the cause which effects the employee productivity which in turn effect
the organization growth as well as profitability since employees are the main source of profit
generation for an organization. Day to day life is full of stress both the personal and professional
fronts. Pressure of time often results in people reporting to their workplace with migraine attacks,
body aches, mental strains etc. Stress therefore is a costly business affair, that affects two aspects-
firstly the employees health and secondly the organization’s profits. This is so if health does not
allow the body to function normally, it will lead to increase absenteeism, late comings and short
leaves in organization. So important measures must be taken at organizational level as well as
individual level in order to cope with stress.
Eric Beauchesne (2007)

The study has found that according to workers workplace stress has negatively affected them
physically or psychologically, with one in five claiming it has limited their careers. It was being found
that eight in 10 respondents experience stress in the workplace at least sometime, And 41 per cent,
including blue collar, service and professional workers, frequently experience workplace stress as a
result of work or personal experiences. Awareness of own emotions and those of coworkers can
boost employees emotional intelligence and ease work-inhibiting stress. Employers, have a major
role to play in easing workplace stress, and it's in their interest to do so. The biggest problem find in
terms of workplace stress is workloads. Employers can get more productivity out of workers by
giving them reasonable workloads. Employers should also pay attention to what goes on socially at
work because where there's good social support for workers from their colleagues, there's also more
productivity
31
Christoph H.Loch (2007)
Fair Process research has shown that people care not only about outcomes, but also about the
process that produces these outcomes. For a decision process to be seen as fair, the people
affected must have the opportunity to give input and possibly to influence the decision, and the
decision process and rationale must be transparent and clear. Existing research has shown
empirically that fair process enhances both employee motivation and performance in execution.
However, work to date has not addressed why fair process is so often violated in practice and why,
in these instances, the hoped for benefits are not pursued. This paper breaks new ground by
analytically examining the subtle trade-offs involved: We develop a model of fair process in a
principal agent setting, rooted in psychological preferences for autonomy and fairness. We show that
indeed fair process will not always be used, and explain why the hoped for benefits may be
insufficient to convince management to use fair process
Todd Saxton (2007)
The study has found the integrate research from entrepreneurship, occupational choice, and
employee involvement literatures to explain what encourages participation in new corporate
ventures. We propose that an employee's basic decision to participate in a corporate venture project
is based on the expected utility of the project's incentive package, and that these perceptions are
moderated by personal motivations to make that decision, as explained by the concept of valence in
expectancy theory. We test our hypotheses through a conjoint-based experiment with 61 part-time
MBA students. Our results show that venture characteristics, personal motivations, and interaction
effects should be considered in designing new corporate ventures.
Keywords: Entrepreneurship
Petra Hagemann (2007)
In this study we analyze the relevance of control defined as an employer's decision to impose a
minimum required effort of each employee in a team situation. We investigate whether the negative
behavioral consequences of control as shown in a single-agent situation by Falk/Kosfeld (2006) also
hold in an extended multiple-agents context. But instead we observe benefits of control in teams. We
show that control is more effective when the number of agents increases because agents' effort
decreases systematically with an increasing group size.
Keywords: Crowding-out, Motivation, Teams
32
Mirjana (2006)
In his research found that stress is a misfit between the demands of the environment and the
individual's abilities, the imbalance may be corrected, according to the situation, either by adjusting
external demands to fit the individual or by strengthening the individual's ability to cope, or both. At
this point, it should be borne in mind that since stress is a multifaceted phenomenon, no simple
solution is available. Furthermore, differences in the particular circumstances of each case make it
impossible to provide a unique solution for the management of stress. In general, and regardless of
their differences, publications conclude that the ideal solution to combat stress is to prevent its
occurrence. This may be achieved by tackling the core of the problem - the cause. However, there is
no single cause of stress and the elimination of all stressors is a utopian task. Therefore, action
should be aimed at eliminating as many causes as possible, so that the action taken reduces stress
and prevents future stress. As this cannot always be achieved in the short term, it is generally
agreed that improving the ability to cope with stress is a valuable strategy in the process of
combating stress. The manual can then go on to identify a series of essential steps for the
prevention of stress. These include: stress recognition, stress assessment, anti-stress intervention,
monitoring and evaluation.
Ian Donald (2006)
The study has provided support for the relationship between well-being and productivity and has
enabled further insight into the relationship between commitment and productivity. Additionally,
although individual work stressors were included in the design, we found no direct relationship
between stressors and productivity, with the exception of resources. As discussed above, we
propose that resources have a direct impact on productivity as a result of the inability to perform
effectively without the tools of the job rather than through a stressor–stress pathway. Furthermore, in
contrast to previous studies in the area, the large sample size and mix of occupations included in the
research means the results can be viewed as generalizable to other employee groups.
33
Marco van praag (2004)
This paper studies wage structure characteristics and their consequent incentive effects empirically.
Based on personnel records and an employee survey, we provide evidence that wages are attached
to jobs and that promotions play a dominant role as a wage determinant. Our findings indicate
furthermore that a promotion affects both intrinsic and extrinsic motivation significantly, though in two
different ways: an expected promotion increases extrinsic motivation whereas intrinsic motivation is
highest subsequent to a realized promotion. The relationship between extrinsic motivation and
expected promotions implies that promotions have a clear incentive effect, consistent with a key - not
yet tested - assumption of the tournament model.
Keywords: Promotions, incentives, tournament model, internal labor market, extrinsic motivation,
intrinsic motivation
Kees Cools (2003)
The study tells about the design and implementation of a performance measurement and
compensation system can strongly effect the motivation of employees. We find that the employee's
perception of the compensation system influences the motivation of agents. Our survey results
demonstrate a significant positive relationship between the perceived characteristics of the
compensation system and extrinsic motivation. Intrinsic motivation is not affected by the design of
the monetary compensation system, but is affected by promotion opportunities. The compensation
system also significantly affects other indicators of motivation, namely work satisfaction and turnover
intent. Further research could extend these results by investigating the relationship between extrinsic
and intrinsic motivation on the one hand and individual and company performance on the other.
Keywords: Performance measurement, Compensation, Promotions, Intrinsic Motivation, Extrinsic

Motivation
34
Tor Eriksson (2002)
Assuming that people care not only about what others do but also on what others think, we study
respect as a non-monetary source of motivation in a context where the length of the employment
relationship is endogenous. In our three-stage gift-exchange experiment, the employer can express
respect by giving the employee costly symbolic rewards after observing his level of effort. This
experiment sheds light on the extent to which symbolic rewards are used, how they affect
employees' further effort, the duration of relationships, and the profits of employers. Furthermore, we
study whether employers' decisions to give symbolic rewards are driven by strategic considerations,
by manipulating the bargaining power of employers and employees. We find that employers make
use of symbolic rewards and chiefly to express their satisfaction with the employee. Indeed, symbolic
rewards are more frequently used when there is excess supply of labor in the market while they are
used in almost the same proportion when the market is balanced and when there is excess demand
of labor. They are associated with higher profits and increased probability of continuing employment
relationships.
Keywords: respect, symbolic rewards, incentives, labor market, experiment
Raj Aggarwal (2001)
This paper reviews the strategic nature of open book 'financial' management (hereafter referred to as
open book management) in optimizing an organizations return on human capital and illustrates it
using Manco Inc., as a case study. The challenges and advantages of implementing open book
management to improve financial performance and employee motivation are described briefly, as
are some suggested procedures and steps to facilitate the implementation of open book
management. Open book management is seen as being useful in minimizing agency costs as it
reduces the degree of asymmetry in the information available to managers and employees
especially in non-public multi-divisional public companies.
Keywords: Open book management, Financial management, Financial performance
Laura Leete (2000)
In this paper, it is argue that because non profit organizations rely disproportionately on intrinsically
motivated employees, they provide a particularly interesting context for examining the relationship
between wage dispersion and employee motivation. If certain hypotheses put forth in the literature
on psychology and employee motivation are correct, then wage dispersion should be less apparent
in the nonprofit sector than in the for-profit sector. I examine labor market data from the 1990 US
Census on nonprofit and for-profit employees and find a strong link between wage equity and sector
of employment. This finding is supportive of the view that wage equity is related to worker motivation.
Alternative explanations for the observed wage patterns are examined and rejected.
Keywords: Wage equity, Worker motivation, Nonprofit institutions
35
Frank Richardson (1995)
His study observed a revolution in employee’s satisfaction at the Royal bank of Scotland. He states
how, since the mid-1980s, the RBS has become the most progressive and fastest growing
organization in the world, through and has also helped its employee take over the stress level.
Paul (1995)
The study states the Japanese typically demand much higher levels and quality of employment than
expected elsewhere in the world. They want to do the work at place where they are respected and
are cared, least they care is about the monitory aspect.
Viswanatha Sankara Rama Subramaniam (1985)
1. CRUSHED FLOWER
The study tells of Shrimathi Indira Gandhi had a special affinity to the Rose, particularly the dark-
pink variety. This, probably she inherited from her father, late Shri. Jawaharlal Nehru, the
Freedom Fighter, one of the founders of the Indian National Congress Party and the first Prime
Minister of India. After her downfall in 1977, she formed her own party in the name of Indira
Congress. Most of the intellects in India shifted their loyalty and membership to her congress,
from traditional National Congress, which won the freedom for India.
A by-election held in Chikmagalore constituency, located in Karnataka state in India, seated her
back on the benches of the Parliament in New Delhi, during 1980.
During the post-defeat period, she made frequent visits to the Karnataka State, a stronghold of
her congress, under the Chief Ministership of Shri Gundu Rao. During all these visits, she
preferred to have the Congress sessions in Lal Baugh (Flower Garden), the central botanical
attraction in Bangalore, the Garden city of India, and the Capital of Karnataka State.
My duties as one of her Honorary Socio-economic Development Consultant, also included the
selection and presentation of a Rose of pre-defined dark pink colour, with specified dimensions,
well formed petal structures, and a selected fragrance, to her, on the arrival for any meeting or
work gathering. This, I presume, was to tune her mood for successful conducting of the Congress
sessions.
36
On Tuesday the October 30, 1984, the stains of her own blood adorned her chest, in the place
where there was a dark pink Rose. Her own body-guards stained her body in gruesome dark pink
colour. The flower had been crushed.
Crushing a flower cannot bring an end to its botanical characteristics. This only assisted to spread its
fragrance around. The spreading of fragrance could motivate more people towards Peace and
Productive thoughts, and promote their effects. So are the Indira's indefatigable qualities. The
fragrance of her qualities and achievements will not only spread, assist and optimise the
development of India, but are also sure to guide all the developing Third World nations.
The flower has been crushed, but the fragrance will surely spread.
2. CONSTRUCTIVE ECONOMIST
My first association with Indira Gandhi in 1972, planted an innovative seed on my Economic
thoughts and Management practices. She said that the laws of demand and supply, or the impact of
the propensity to consume, or even the break-even pricing strategy are not needed, if one has to
really contribute towards a dramatic up-liftment in the public standard of living, and motivate techno-
commercial innovations in the country. She believed that correct computation and monitoring of the
only two basic Public Consumption Ratios are sufficient for this purpose.
The first was a Monthly Ratio of the average food expense to the net disposable income of a house
hold in each representative economic region of the country. The smaller this ratio, she said, the
greater the contribution to the Biological Motivation of the population. The inference was that a
region with households spending 20 percent of their disposable income to get a full and nutritious
family meal, could divert their thoughts and actions towards more productive works, than a region
with house holds spending 50 percent or more of their income for the same. The moral was that
People who could not eat well, naturally could not aim high.
The second one was the Yearly ratio of average clothing cost to meet their satisfactory requirements
to the net disposable income of a household in each representative economic region. The lesser the
cost of quality clothes as the years progress she said, the greater the achievement on Public
sociological motivation. The moral was that People who cannot clothe themselves well, cannot
mingle well in society, and cannot learn better skills.
I suggested that an assessment of the housing needs of the people is also equally essential, as
shelter forms part of the Group settlement and harmony. Her answer was that if the Government
could take care of the first two ratios, then the motivation and the skills of the public will generate
enough funds for the government to take care of this Capital investment in housing. This could be
either leased or assigned to the people, depending upon their level in the social strata.
37
3. ACTION ORIENTED PLANNER
In 1974, when she was booming with her un-challengable majority in the Indian Parliament,
Mrs.Gandhi enunciated a simplified version of a Dynamic Socio-economic Development programme.
She named it as a 20 Point Programme. She believed that if the country could effectively implement,
monitor, and evaluate the impact of these 20 Socio-economic guidelines, then the country will
prosper, and could easily break-out of the shell of its developing status.
Mr. Murli Deora, a strong Indira Gandhi supporter, and the leader of the opposition in Bombay
Municipal Corporation, who later became the Mayor of the city of Bombay, recommended that I
should take charge as the Honorary Computer Systems Consultant to appraise the implementation
of the 20 point programme. This assignment necessitated my in-depth involvement in the data
collection, recording, retrieval, tabulation, and setting action-guidelines with reference to the 20 Point
programme.
I found that Mrs. Gandhi's 20 Point Programme was an expanded and an implementable version of
her Two-points economic thoughts of 1972. In summary, this programme included:
4 Points for Agriculture and Urban land ceiling, Equi-distribution of wealth, Minimum agricultural
wages, and Expansion in irrigation schemes.
3 Points for Worker's participation in industry, national apprenticeship scheme, and relief from
Bonded labour.
3 Points for eradication of Tax evasion, Economic offences, and Smuggling activities.
2 Points for the Procurement, Distribution, and Price control on Essential commodities, with
Economy in Government expenditure.
2 Points for the development of Handloom sectors, Improvement in the supply of Quality cloth.
2 Points for the Provision of housing, and Relief from indebtedness of the weaker sections of the
society; and 1 Point each for accelerating the Power generation with Liberalised investment,
Optimum use of import licenses, Speedy goods transportation on national level, and Books,
Stationery, Food commodities supplied to schools at subsidised rates. (Total 4 Points)
This programme was implemented during 1974-1975, which coincided with the final phase of my
Doctoral work, in the faculty of Management (Jamnalal Bajaj Institute of Management Studies,
University of Bombay, India). The extraction of the features of the 20 Point Programme, and testing
my hypotheses with reference to these Socio-Economic guidelines, introduced a remarkable and
practical dimensions to my six final publications and open-house presentations.
The comments on my work by the Manchester Business School (UK), The International Federation
for Purchasing and Materials Management (London), and Indian Association of Personnel
Management (Bombay), substantiated the practicability of Shrimathi. Indira Gandhi's 20 Point Socio-
Economic Development programme.
38
However Mrs. Gandhi was not feeling comfortable in the Parliament during 1976, particularly
because of the Judgement from the Allahabad High Court, making her electoral success null and
void.
Believing in the Expected success of her 20 Point Programme; and the unshakable faith in the power
of the people; the need for an opportunity to clean the public life of confusion; and to uphold the fair
name of India as a land committed to the path of reconciliation, peace and progress, she advised the
President of India to dissolve the Parliament and order fresh elections, even though she could have
legally continued for about another 15 months.
Contradictory to her expectation that 1977 will prove to be a year of added stability, strength, and
continued achievement, she and her Parliamentary supporters were completely routed in the
elections. That was the fate of her ingenious 20 point Programme, in the hands of the Indian
masses.
Simultaneously, the then nationalised Multi-national petroleum company, which was my employer
upto 1976, acquired inefficiency and lacked productivity orientation. I decided at that juncture, the
time was right for me to explore my talents in the Petro-dollar rich Middle-East region.
My exposure to the Management Decision methodology during 1977-1979, in a different Socio-

Economic setup at Qatar, my involvement in a US Embassy sponsored Computer Technology
workshop in Bahrain, and synchronisation of the inventory control system with online entry/enquiry
features to the agent of General Motors in Qatar, gave opportunity to adopt Modern techniques to
effectively evaluate the results of the 20 Point Programme.
When I returned to India, and participated in her Congress meeting held in the Glass house, at Lal
Baugh, Bangalore, on July 15, 1979, Mrs. Gandhi was keen to evaluate the Socio-Economic impact
of her 20 Point Programme in Karnataka State.
Accordingly, I programmed the evaluation logic in the computers of the Karnataka State Government
Computer Centre. Presentation of these analysis, and the associated proven Socio-Economic
Development impact in a systematic fashion was one of the factors to bring her back to power in
1980, with absolute majority in the Parliament.
Her absence from power during 1977-1979, and her reinstatement in 1980, could be credited to her
action oriented plan, and her devotion to their effective implementation.
39
4. PRODUCTIVITY OPTIMIST
Indian Politicians will never attempt to antogonise the labour class, particularly by interfering with
worker's bonuses. This is because the labour vote is vital and majority in industrial regions, bonus is
invariably the issue of industrial disputes, and a hard labour-management negotiation tool. Shrimathi.
Indira Gandhi used to express a different opinion on this matter.
Her view was that in the political arena, one should choose whether to antagonise the future of the
Country at a Macro level, or to satisfy a group at a Micro level. We shall have only one goal, and that
is to build Social and Economic justice.
On November 10, 1976, while inaugurating the National Convention on Productivity, held in New
Delhi, she declared that Industries should think in terms of long-term productivity agreements by
giving incentives to labour, in place of the old and illogical bonus system.
In all Manufacturing sectors, efficiency and productivity alone could decide their continued corporate
existence, increased profitability and enhancement in employment opportunities. However, through
research, I found that Corporate Productivity is related to the Employee performance appraisal
system, and linked through the infra-structure Management Systems. It implies that a corporate
sector, before expecting an improved productivity and efficiency from their workers, has to provide a
satisfactory appraisal system for their workers on the one hand, and ensure the presence of
adequate technical and other management systems to enable the workers to perform their expected
duties on the other hand.
When I communicated these implications on Productivity to Shrimathi. Indira Gandhi, she replied that
The term Productivity has three implications. In a work level, it upgrades the skills and the efficiency
of individuals; in a corporate level, it aids cost reduction; and in a national level, it increases the
supply of goods at Socially acceptable Quality as well as at Economically justifiable prices. Given
these three identifiable characteristics for the term Productivity, then the workers should be happy to
accept this as a commitment to the society where they live; and as a contribution to the nation,
where they cherish. Also, it is the duty of the manufacturing sectors to ensure the presence of all
requirements to enable their workers to achieve the endeavor, to which they are committed.
This provided a new dimensional insight for me to link the Socio-Economic Development,
Productivity, and the Management Decision process, through Mathematical Modeling techniques.
Accordingly, my redefinition of Productivity was the ratio of Socio-Economic goals to Input as well as
Output, given a favorable ratio of Output to Input. This new model, which modified the traditional
concept of productivity as a mere material ratio of Output to Input, originated my post-Doctoral
research work on A solution model for Intangible Components in Management Decision process,
and the associated ten publications.
Her optimism on Productivity raised India to one of the top ten industrial nations, upgraded the Indian
professionals to the top third accredited international standards; and achieved a remarkable level of
Self-sufficiency, irrespective of the often repeated confrontations in India, such as Rural versus
Urban, Agriculture versus Industry, Labour versus Capital, and the Individual versus the Nation.
40
5. THE LESSON
Shrimathi. Indira Gandhi was free, fearless, and clear in her thoughts and actions. She upgraded the
value of the life of the Common Man in India, and left a wealth of Souci-Economic Development
know-how, which will be useful to all the Third World Developing nations.
As she declared a day before her assassination, Even if I die in the service of this nation, I would be
proud of it. Every drop of my blood, I am sure, will contribute to the growth of this nation, and make it
strong and dynamic.
The flower has been crushed, and I am sure that the fragrance will surely spread and contribute to
the growth of the nation, and make it strong and dynamic.
41
CHAPTER-3
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
OBJECTIVES OF THE STUDY
1. To study the effect of monetary and non-monetary benefits provided by the organization on
the employee’s performance.
2. To study the effect of job promotions on employees.
3. To learn the employee’s satisfaction on the interpersonal relationship exists in the

organization.
4. To provide the practical suggestion for the improvement of organization’s performance.
RESEARCH DESIGN
It is the arrangement of conditions for collection and analysis of data in a manner that aims to
combine relevance to the research purpose with economy procedure. It constitutes the blueprint for
the collection, measurement and analysis of data.
In brief, research design must, at least, contain-

a) A clear statement of the research problem;
b) Procedures and Techniques to be used for gathering information;
c) The population to be studied;

1
43
d) Methods to be used in processing and analyzing data.
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.
Although the data description is factual, accurate and systematic, the research cannot describe
what caused a situation. Thus, descriptive research cannot be used to create a causal
relationship, where one variable affects another. In other words, descriptive research can be said
to have a low requirement for internal validity.
Methods of Data Collection

The data’s were collected through Primary and secondary source.
Primary Sources
Primary data are in the form of “raw material” to which statistical methods are applied for the purpose
of analysis and interpretations.
The primary sources are discussion with employees, data’s collected through questionnaire.
Questionnaire
A well defined questionnaire 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
structured questionnaire was carefully prepared and specially numbered. The questions were
arranged in proper order, in accordance with the relevance.
Secondary Sources
Secondary data’s 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, websites and
also discussion with the management of the organization. Secondary data was also collected from
journals, magazines and books.
44
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 100 respondents in total
has been randomly selected. The response to various elements under each questions were totaled
for the purpose of various statistical testing.
Sampling Design
A sample design is a finite plan for obtaining a sample from a given population. Simple random
sampling is used for this study.
Universe
The universe chooses for the research study is the employees of public sector banks in Jalandhar.
Sample Size
Number of the sampling units selected from the population is called the size of the sample. Sample
of 100 respondents were obtained from the population.
Sampling Procedure
The procedure adopted in the present study is probability sampling, which is also known as chance
sampling. Under this sampling design, every item of the frame has an equal chance of inclusion in
the sample.
45
SIGNIFICANCE OF THE STUDY

The study is intended to evaluate motivation of employees in the organization. A good motivational
program procedure is essential to achieve goal of the organization. If efficient motivational
programmes of employees are made not only in this particular organization but also any other
organization; the organizations can achieve the efficiency also to develop a good organizational
culture.
Motivation has variety of effects. These effects may be seen in the context of an individual’s physical
and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in
more than one way. This helps in retaining and nurturing the true believers “who can deliver value to
the organization. Proliferating and nurturing the number of “true believers” 2is the challenge for future
and present HR managers.
This means innovation and creativity. It also means a change in the gear for HR polices and
practices. The faster the organizations nurture their employees, the more successful they will be.
The challenge before HR managers today is to delight their employees and nurture their creativity to
keep them a bloom.
This study helps the researcher to realize the importance of effective employee motivation. This
research study examines types and levels of employee motivational programmes and also discusses
management ideas that can be utilized to innovate employee motivation. It helps to provide insights
to support future research regarding strategic guidance for organizations that are both providing and
using reward/recognition programs.
46
SCOPE OF RESEARCH
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 dept analysis to know to what extent
these factors motivate the employees is required.
47
LIMITATIONS OF THE STUDY
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 100 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.
48
CHAPTER – 4
ANALYSIS AND INTERPRETATION
49
4. ANALYSIS AND INTERPRETATION OF DATA
1. Response about the support from the HR department
SL NO NUMBER OF
PARTICULAR
RESPONDENTS PERCENTAGE
1 Highly satisfied 36 36
2 Satisfied 58 58
3 Neutral 6 6
4 Dissatisfied 0 0
Total 100 100
(Table 4.1)
70
58
60
50
40 36
Series1
30
20
10 6
0 0
0
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied
(Figure 4.1)
INTERPRETATION
The figure shows that 36% of the respondents are highly satisfied,58% of the respondents are
satisfied, 6% are neutral with the support they are getting from the HR department.
2. Management is interested in motivating the employees
50
SL NO NUMBER OF
PARTICULAR
1 Strongly Agree 54 54
2 Agree 40 40
3 Neutral 6 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
(Table 4.2)
Management is interested in motivating the

employees
60 54
50
40
40
30 Series1
20
10 3
0 0
0
Strongly Agree Netural Disagree Strongly
Agree Disagree
(Figure 4.2)
INTERPRETATION
The figure shows that 54% of the respondents are strongly agree that management is interested in
motivating employees, 40% agrees with it, whereas 6% is neutral.
3. The type of incentives motivates you more
SL NO NUMBER OF
PARTICULAR
51
1 Financial Incentives 30 30
2 Non financial Incentives 18 18
3 Both 52 52
Total 100 100
(Table 4.3)
The type of incentives motivates you more
30%
Financial Incentives
Non Financial Incentives
52%
Both
18%
(Figure 4.3)
INTERPRETATION
The table shows that 52% of the respondents are expressing that both financial and non financial
incentives will equally motivate them, 30% are with financial and 18% are with non financial
incentives.
4. Satisfaction with the present incentives scheme
SL NO NUMBER OF
PARTICULAR
52
2 Satisfied 58 58
3 Neutral 6 6
4 Dissatisfied 0 0
5 Highly dissatisfied 0 0
Total 100 100
(Table 4.4)
Satisfaction with the present incentives provided by

the organization
70%
58%
60%
50%
40% 36%
30%
20%
10% 6%
0% 0%
0%
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied
(Figure 4.4)
INTERPRETATION
The table shows that 58% of the respondents are satisfied with the present incentive scheme of the
organization, 36% are highly satisfied whereas 6% are neutral.
5. The company is eagerness in recognizing and acknowledging employee’s work
SL NO NUMBER OF
PARTICULAR
2 Agree 58 58
3 Neutral 6 6
4 Disagree 0 0
53
Total 100 100
(Table 4.5)
Eagerness of the company in acknowledging the

work of employees
70%
58%
60%
50%
40% 36%
30%
20%
10% 6%
0% 0%
0%
Agree Disagree
(Figure 4.5)
INTERPRETATION
From the study, 58% of employees agreed that the company is eager in recognizing and
acknowledging their work, 36% strongly agreed and only 6% showed neutral response.
6. Periodical increase in salary
SL NO NUMBER OF
PARTICULAR
2 Agree 46 46
3 Neutral 6 6
4 Disagree 18 18
Total 100 100
54
(Table 4.6)
Periodical increase in salary
50% 46%
45%
40%
35%
30%
24%
25% Series1
18%
20%
15%
10% 6% 6%
5%
0%
Agree Disagree
(Figure 4.6)
INTERPRETATION
The table shows 46% of employees agree that there is a periodical increase in the salary, 24% are
strongly agreed, 18% disagree while 6% each disagree and strongly disagree with it.
7. Job Security existing in the company.
SL NO NUMBER OF
PARTICULAR
2 Agree 36 36
3 Neutral 22 22
4 Disagree 6 6
Total 100 100
(Table 4.7)
55
Job security exist in the company
40% 36%
35%
30%
30%
25% 22%
20%
15%
10% 6% 6%
5%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree
(Figure 4.7)
INTERPRETATION
The table shows that 35% of employees agree with good job security exist in the company, 30%
strongly agree, 22% are neutral while 6% each disagree and strongly disagree with it.
8. Good relations with the co-workers.
SL NO NUMBER OF
PARTICULAR
2 Agree 54 54
3 Neutral 16 16
4 Disagree 0 0
Total 100 100
(Table 4.8)
56
Good relations with co-workers
60% 54%
50%
40%
30%
30%
20% 16%
10%
0% 0%
0%
(Figure 4.8)
INTERPRETATION
The table shows 54% of the respondents agree that they have good relations with co-workers, 30%
strongly disagree whereas 16% are neutral.
9. Effective performance appraisal system.
SL NO NUMBER OF
PARTICULAR
2 Agree 46 46
3 Neutral 16 16
4 Disagree 12 12
Total 100 100
(Table 4.9)
57
Effective performance appraisal system.
50% 46%
45%
40%
35%
30%
25% 20%
20% 16%
15% 12%
10% 6%
5%
0%
(Figure 4.9)
INTERPRETATION
The table shows 46% of the respondents agree to effective performance appraisal system, 20%
strongly agree with it, 16% are neutral while 12% disagree with it, whereas 6% strongly disagree with
it.
10. Effective promotional opportunities in present job,
SL NO NUMBER OF
PARTICULAR
2 Agree 52 52
3 Neutral 18 18
4 Disagree 6 6
Total 100 100
(Table 4.10)
58
Effective promotional opportunities in present job
60%
52%
50%
40%
30%
18% 18%
20%
10% 6% 6%
0%
Agree Disagree
(Figure 4.10)
INTERPRETATION
The table shows 52% of the respondents agree with effective promotional opportunities in their
present job, 18% each strongly agree and neutral whereas 6% each disagree and strongly disagree
with it.
11. Good safety measures existing in the organization.
SL NO NUMBER OF
PARTICULAR
2 Agree 46 46
3 Neutral 6 6
4 Disagree 12 12
Total 100 100
(Table 4.11)
59
Good safety measures existing in the organization.
50% 46%
45%
40%
35%
30%
30%
25%
20%
15% 12%
10% 6% 6%
5%
0%
Agree Disagree
(Figure 4.11)
INTERPRETATION
The table shows 46% of the respondents agree that there is a good safety measure existing in the
bank, 30% strongly agree with it while 12% disagree whereas 6% each neutral and strongly disagree
with it.
12. Performance appraisal activities are helpful to get motivated.
SL NO NUMBER OF
PARTICULAR
2 Agree 46 46
3 Neutral 12 12
4 Disagree 6 6
Total 100 100
(Table 4.12)
60
Performance appraisal activities are helpful to get motivated
50% 46%
45%
40%
35%
30%
25%
20% 18% 18%
15% 12%
10% 6%
5%
0%
(Figure 4.12)
INTERPRETATION
The table shows 46% of the respondents agree that the performance appraisal activities are helpful
to get motivated, 18% each strongly agree and strongly disagree, 12% are neutral and 6% disagree
with it.
13. Support from the co-worker is helpful to get motivated
SL NO NUMBER OF
PARTICULAR
2 Agree 58 58
3 Neutral 0 0
4 Disagree 12 12
Total 100 100
(Table 4.13)
61
Support from the co-worker is helpful to get motivated
70%
58%
60%
50%
40%
30% 24%
20%
12%
10% 6%
0%
0%
(Figure 4.13)
INTERPRETATION
The table shows 58% of the respondents agree that the support from the co-worker is helpful to get
motivated, 24% strongly agree with it whereas 12% disagree and 6% strongly disagree with it.
14.Career development opportunities are helpful to get motivated
SL NO NUMBER OF
PARTICULAR
2 Agree 52 52
3 Neutral 4 4
4 Disagree 8 8
Total 100 100
(Table No.4.14)
62
60%
52%
50%
40%
30%
20%
20% 16%
10% 8%
4%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
(Figure 4.14)
INTERPRETATION
The table shows 52% of the respondents agree that the career development opportunities are
helpful to get motivated, 20% strongly agree , 16% are strongly disagree with it, 8% disagree with it
and 4% are neutral.
15.Factors which motivates you the most.
SL NO NUMBER OF
PARTICULAR
1 Salary increase 42 42
2 Promotion 30 30
3 Leave 6 6
4 Motivational talk 10 10
5 Recognition 12 12
Total 100 100
(Table 4.15)
63
12% Salary increase

10%
42% Promotion
Leave
6%
Motivational talk
30% Recognition
(Figure 4.15)
INTERPRETATION
The table shows that the 42% of the respondent is responding that increase in salary will motivate
them the most, 30% are with promotion,12% are with recognition, 10% with motivational talk
whereas 6% think that leave factor motivates the most.
64
CHAPTER - 5
FINDINGS AND SUGGESTIONS
SUMMARY
This document aims at providing employees and management members with the information that
can be beneficial both personally and professionally. Every business enterprise has multiple
objectives including of adequate profit for payment of a reasonable rate of return to the owners and
for investment in business through satisfaction of customers, maintenance of a contended workforce
and creation of a public image. The basic job of management of any business is the effective
utilization of available human resources, technological, financial and physical resources for the
achievement of the business objectives.
This project entitled as “Employee motivation” was done to find out the factors which will motivate
the employees. The study undertakes various efforts to analyze all of them in great details. The
65
researcher in this project at the outset gives the clear idea of the entire department existing in the
company. From the study, the researcher was able to find some of the important factors which
motivate the employees. Factors like financial incentives and non financial inventive, performance
appraisal system, good relationship with co-workers, promotional opportunities in the present job,
employee participation in decision making are very much effect the level employee motivation. It is
also clear from the study that the company is so eager in motivating their employees and their
present effort for it so far effective.
The human resources can play an important role in the realization of the objectives. Employees work
in the organization for the satisfaction of their needs. If the human resources are not properly
motivated, the management will not be able to accomplish the desired results. Therefore, human
resources should be managed with utmost care to inspire, encourage and impel them to contribute
their maximum for the achievement of the business objectives.
FINDINGS
The findings of the study are follows
• There is a harmonious relationship exist in the organization between employees and

management.
• The employees are really motivated by the management.
• The employees are satisfied with the present incentive plan of the company.
• Most of the workers agreed that the company is eager in recognizing and acknowledging their
work.
• The study reveals that there is a good relationship exists among employees.
• The company is providing good safety measures for ensuring the employees safety.
66
• The study reveals that increase in the salary will motivates the employees more.
• 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.
• 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.
67
• 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
CONCLUSION
The study on employee motivation highlighted so many factors which will help to motivate the
employees. The study was conducted among 100 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.
The performance appraisal activities really play a major role in motivating the employees of the
organization. It is a major factor that makes an employee feels good in his work and results in his
satisfaction too. The organization can still concentrate on specific areas which are evolved from this
study in order to make the motivational programs more effective. Only if the employees are properly
motivated- they work well and only if they work well the organization is going to benefit out it. Steps
68
should be taken to improve the motivational programs procedure in the future. The suggestions of
this report may help in this direction.
CHAPTER - 6
69
BIBLIOGRAPHY
BIBLIOGRAPHY
JOURNALS
1. Filippo Ferrari (2010), “A Two-Side Model for Human Resources Management”,
Department of Business Economics, Munich Personal Repec Archive Paper No. 26915
2. Khem Raj (2009), “Employee Retention And Motivation”
3. Kaushik (2009), “Recognition is greatest motivator” Employee Benefits”
4. Chendrayan Chendroyaperumal (2009), “Best Human Resource Management”

70
5. Ramana Nanda (2009), “Workplace Peers and Entrepreneurship”, Harvard Business School
Entrepreneurial Management Working Paper.08-051
6. Thomas Zwick (2009),“Why Pay Seniority Wages?” Centre for European Economic
Research Discussion Paper No.09-005
7. Julie Cloutier (2007), “High Performance' Management Practices in the Quebec Civil
Service”, Industrial Relations, Vol. 62, No.3, 2007.
8. Bhatia (2007),”Stress affecting the employee productivity.”
9. Eric Beauchesne (2007),”Providing Opportunities to Grow."
10. Christoph H.Loch (2007), “A Model of Fair Process and Its Limits.” Insead Business School
Research Paper No. 2007/06/TOM.
11. Todd Saxton (2007), “Motivation and Participation in Corporate Entrepreneurship.” Babson
College Entrepreneurship Research Conference (BCERC).
12. Petra Hagemann (2007), “On the Benefits of Control in Teams” University of Cologne.
13. Mirjana (2006), “Management of Stress”.
14. Ian Donald (2006), “Relationship between Commitment and Productivity”.
15 Marco Van Praag (2004), “Wage Structure and the Incentive Effect of Promotions”,
Tinbergen Institute Discussion Paper No. TI 04-107.
16. Kees Cools (2003), “The Effects of Performance Measurement and Compensation on
Motivation”, Tinbergen Institute Discussion Paper No. 03-048/3.
17. Tor Eriksson (2002), “Respect as an Incentive”, IZA Discussion Paper No. 5200
18. Raj Aggarwal (2001), “Strategic nature of open book 'financial' management”.
71
19. Laura Leete (2000), “Wage Equity And Employee Motivation In Nonprofit And For-Profit
Organizations”,Journal of Economic Behaviour and Organization, Vol.43,Issue 4.
20. Frank Richardson (1995), "Providing Opportunities to Grow."
21. Paul (1995), “Importance to respect and caring”.
22. Viswanatha Sankara Rama Subramaniam (1985), “Mrs. Gandhi Gave New Economic
Approaches”, Barbados Advocate, p. 4, January 8, 1985.
NEWSPAPER
THE HINDU
TIMES OF INDIA
ANNEXURE
QUESTIONNAIRE
Please spare sometime in providing your valuable views. Your responses will be strictly kept
confidential. (Only for academic purpose, Rayat- Bahra Institute of Management, Hoshiarpur)
Name –
Age –
Gender –
Qualification –
1. Do you satisfy from the support of the HR department?
72
Response Highly Satisfied Neutral Dissatisfied Highly

satisfied dissatisfied
No.of
respondents
2. Management of my organization is interested in motivating the employees.
Responses Strongly Agree Can't say Disagree Strongly

Agree disagree
No.of
respondents
3. Which type of incentives motivates you the most?
Responses Financial Non Both

financial
No.of
respondents
4. I am satisfied with the present incentive scheme.
Responses Highly Satisfied Neutral Dissatisfied Highly

satisfied dissatisfied
No.of
respondents
73
5. The company is eager in recognizing and acknowledeging the employees work.

Agree disagree
No.of
respondents
6. Do you agree there is a system of periodical increase in the salary?

Agree disagree
No.of
respondents
7 .My job is secure in the organization.
Responses Strongly Agree Can’t say Disagree Strongly

agree disagree
No.of
respondents
8 . Relations with my co workers are…..
Responses Very good Good Average Cant say Poor

No.of
respondents
9. Is there exists an effective performance appraisal system in my organization?
74

Agree disagree
No.of
respondents
10. I get promotional opportunities in my organization.

Agree disagree
No.of
respondents
11. There are good safety measures for the employees of the organization.

Agree disagree
No.of
respondents
12. Performance appraisal activities are helpful to get motivated.

Agree disagree
No.of
respondents
13. Support from the co workers are helpful to get motivated.

Agree disagree
No.of
75
respondents
14. Career development opportunities are available in the organization.

Agree disagree
No.of
respondents
15. Factors which motivate me the most are…
1.Salary increase
2.Promotion
3.Leave
4.Motivational talk
5. Recognition
76

Blackbook Project On Employee Motivation With Reference To Public Sector Banks - 163433602 PDF

Încărcat de

Informații document

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Blackbook Project On Employee Motivation With Reference To Public Sector Banks - 163433602 PDF

Încărcat de

Drepturi de autor:

Formate disponibile

A STUDY ON EMPLOYEE MOTIVATION

Table no. Content Page no.

Figure No. Content Page No.

1 Response about the support 50

1.1 Indian Banking Industry

The following are the list of Public Sector Banks in India

• State Bank of India

Nationalisation of Banks in India

• Central Bank of India

1955 : Nationalisation of State Bank of India.

• 1959 : Nationalisation of SBI subsidiaries.

HR Practices in Public Sector Banks

1.3 The concept of motivation

1.4 Theories of Motivation

McClelland’s Achievement Need Theory

Need for Achievement

Need for Power

Need for Affiliation

Behavioral Modification Theory

Abraham H Maslow Need Hierarchy or Deficient theory of Motivation

Two Factor Theory

Need for Incentives

Financial Incentives Non-financial incentives

- Wages and Salaries. - Competition

Motivation is the key to performance improvement

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

• Job performance =f(ability)(motivation)

There are broadly seven strategies for motivation.

• Positive reinforcement / high expectations

Building a Better Carrot

What's a Manager to Do?

Enabling Under-Performers to Become Valued Contributors

Making Creative Use of Employee Recognition Programs

The Link Between Innovation and Motivation

How to Lead Now

EPIC: The Science and Art of Delegating

Creativity and Innovation

Filippo Ferrari (2010)

Keywords: performance, competence, work motivation, human resources management.

Khem Raj (2009)

Chendrayan Chendroyaperumal (2009)

Ramana Nanda (2009)

Thomas Zwick (2009)

Julie Cloutier (2007)

Eric Beauchesne (2007)

Christoph H.Loch (2007)

Todd Saxton (2007)

Petra Hagemann (2007)

Keywords: Crowding-out, Motivation, Teams

Ian Donald (2006)

Marco van praag (2004)

Kees Cools (2003)

Keywords: Performance measurement, Compensation, Promotions, Intrinsic Motivation, Extrinsic

Tor Eriksson (2002)

Keywords: respect, symbolic rewards, incentives, labor market, experiment

Raj Aggarwal (2001)

Keywords: Open book management, Financial management, Financial performance

Laura Leete (2000)

Keywords: Wage equity, Worker motivation, Nonprofit institutions

Frank Richardson (1995)

Viswanatha Sankara Rama Subramaniam (1985)

3. ACTION ORIENTED PLANNER

My exposure to the Management Decision methodology during 1977-1979, in a different Socio-