INDEX

Table of contents:
Introduction Need for the study Objectives of the study Scope of the study Methodology / approach Questionnaire Data interpretation of the survey and analysis

Bibliography

INTRODUCTION
Motivation: Inner strivings of individuals that direct behavior. Unsatisfied desires create the motivation to act with purposeful behavior to achieve gratification. Definition of Motivation: "The only way to get people to like working hard is to motivate them. Today, people must understand why they're working hard. Every individual in an organization is motivated by something different." -Rick Pitino A simple definition of motivation is the ability to change behavior. It is a drive that compels one to act because human behavior is directed toward some goal. Motivation is intrinsic (internal); it comes from within based on personal interests, desires, and need for fulfillment. However, extrinsic (external) factors such as rewards, praise, and promotions also influence motivation. As defined by Daft (1997), motivation refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action People who are committed to achieving organizational objectives generally outperform those who are not committed. Those who are intrinsically rewarded by accomplishments in the workplace are satisfied with their jobs and are individuals with high self-esteem. Therefore, an

important part of management is to help make work more satisfying and rewarding for employees and to keep employee motivation consistent with organizational objectives. With the diversity of contemporary workplaces, this is a complex task. Many factors, including the influences of different cultures, affect what people value and what is rewarding to them. From a managers perspective, it is important to understand what prompts people, what influences them, and why they persist in particular actions. Quick (1985) presented these four underlying principles that are important to understanding motivation: People have reasons for everything they do. Whatever people choose as a goal is something they believe is good for them.

The goal people choose must be seen as attainable

NEED FOR THE STUDY:

The purpose of the study is to identify the level of motivation among the working group in VALUEPROP CORPORATE SOLUTIONS.

To know the working environment, supervisors relationship, family relationship and individual perception about the company in relation to motivation. The study can reveal the psychological and economic factors associated with motivation and also can bring forth the interrelated factors for motivation.

The result of the study will be more helpful to VALUE PROP GROUP reorient and recognize the existing conditions, improve and formulate motivation methods.

The study would be helpful in giving suggestions to apply the motivation methods.

OBJECTIVES:
To calculate the level of motivation. To study the impact of authorized motivation on productivity. To measure employee satisfaction towards working environment. To make a comparative analysis between the departments with high rate of motivation and low rate of motivation. To suggest the remedial measures to increase the rate of motivation.

To identify the reasons for lack of motivation of employee in VALUE PROP CORPORATE SOLUTIONS.

To identify the aspects which makes employee motivated well?

There is a clear need for management decision criteria and a set of guidelines on how organizations can efficiently and effectively develop and implement various award programs.

 Investigate the effectiveness of Cash and Non-Cash Rewards under various situations and conditions, Understand which types or forms of motivational programs are best suited to achieving the widely varied organizational objectives that management requires and requests, and Provide insights to support future research regarding strategic guidance for organizations that are both providing and using reward/recognition programs.

SCOPE OF THE STUDY:

The study deals with the evaluation of the motivational techniques. The study mainly highlights on the satisfactory level of the subordinates towards their jobs. This study is of utmost important with regard to the knowledge of the employee towards their job.

The study will enable the organization to unde4rstand the employees expectations form the management. Also this study makes a scope for making future amendments according to the changing need of the employees.

Research Methodology:

Sources of Data

Primary Data: Primary data was collected from the employees through the questionnaire. Secondary Data: Secondary data was collected from company website www.valueprop.co.in and annual reports of the company. Research Approach: Survey Method Research Instrument: Questionnaire Contact Method: Personal Interview Sampling Procedure: Convenience Sampling Sampling Unit: Employees of the Company Sampling Size : 100

ENTIRE THEORY OF EMPLOYEE MOTIVATION:

Definition: Inner strivings of individuals that direct behavior. Unsatisfied desires create the motivation to act with purposeful behavior to achieve gratification.

Definition of Motivation: A simple definition of motivation is the ability to change behavior. It is a drive that compels one to act because human behavior is directed toward some goal. Motivation is intrinsic (internal); it comes from within based on personal interests, desires, and need for fulfillment. However, extrinsic (external) factors such as rewards, praise, and promotions also influence motivation. As defined by Daft (1997), motivation refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action People who are committed to achieving organizational objectives generally outperform those who are not committed. Those who are intrinsically rewarded by accomplishments in the workplace are satisfied with their jobs and are individuals with high self-esteem. Therefore, an important part of management is to help make work more satisfying and rewarding for employees and to keep employee motivation consistent with organizational objectives. With the diversity of contemporary workplaces, this is a complex task. Many factors, including the influences of different cultures, affect what people value and what is rewarding to them. From a managers perspective, it is important to understand what prompts people, what influences them, and why they persist in particular actions. Quick (1985) presented these four underlying principles that are important to understanding motivation: People have reasons for everything they do. Whatever people choose as a goal is something they believe is good for them. The goal people choose must be seen as attainable.

 The conditions under which the work is done can affect its value to the employee and his or her perceptions of attainability or success. When management was first studied in a scientific way at the turn of the twentieth century, Frederick Winslow Taylor worked to improve productivity in labor situations so important in those days of the developing Industrial Revolution. Taylor developed efficiency measures and incentive systems. When workers were paid more for meeting a standard higher than their normal production, productivity increased dramatically. Therefore, workers seemed to be economically motivated. At this time in history, social issues involved in human behavior were not yet considered. Amore humanistic approach soon developed that has been influencing management ever since. During the late 1920s and early 1930s, Elton Mayo and other researchers from Harvard University conducted studies at a Western Electric plant in Hawthorne, Illinois, to measure productivity. They studied the effects of fatigue, layout, heating, and lighting on productivity. As might be expected when studying lighting, employee productivity levels increased as the illumination level was increased; however, the same effect was noted when the illumination level was decreased. The researchers concluded that the attention paid to the employees was more of a contributing factor to their productivity level than the environmental conditions. The fact that paying attention to workers could improve their behavior was called the Hawthorne effect. As a result of this research, it was evident that employees should be treated in a humane way. These findings started the human relations movementa change in management thinking and practice that viewed increased worker productivity as grounded in satisfaction of employees basic needs. [Many years later, it was discovered that the workers in the

Hawthorne experimental group had received an increase in income; therefore, money was probably a motivating factor, although it was not recognized as such at the time. (Daft, 1997)]. Motivation theories have continued to evolve and have their roots in behavioral psychology. They provide a way to examine and understand human behavior in a variety of situations. A simple model of motivation is shown in Figure 1. Ongoing changes in the workplace require that managers give continuous attention to those factors that influence worker behavior and align them with organizational goals. No one theory is appropriate for all people and for all situations. Each individual has his or her own values and differing abilities. In business settings, managers apply motivation theories to influence employees, improve morale, and implement incentive and compensation plans. The following discussion of motivation theories is grouped according to

Theories need, process, and reinforcement theories.

Need Theories: Need theories are based on some of the earliest research in the field of human relations. The premise behind need theories is that if managers can understand the needs that motivate people, then reward systems can be implemented that fulfill those needs and reinforce the appropriate behavior.

Hierarchy of Needs Abraham Maslow: A professor at Brandeis University and a practicing psychologist developed the hierarchy of needs theory. He identified a set of needs that he prioritized into a hierarchy based on two conclusions (Daft, 1997; McCoy, 1992; Quick, 1985): Human needs are either of an attraction/desire nature or of an avoidance nature. Because a human wants beings, when one desire is satisfied, another desire will take its place. The five levels of needs are the following:

Physiological: These are basic physical comfort or bodily needs: food, sex, drink, and sleep. In the workplace, these needs translate into a safe,

ergonomically designed work environment with an appropriate base salary compensation. Security/safety: People want to feel safe, secure, and free from fear. They need stability, structure, and order. In the workplace, job security and fringe benefits, along with an environment free of violence, fills these needs. Belongingness and love: This is a need for friends, family, and intimacy for social acceptance and affection from ones peers. In the workplace, this need is satisfied by participation in work groups with good relationships among co-workers and between workers and managers. Esteem: People want the esteem of others and they want to be regarded as useful, competent, and important. People also desire self-esteem and need a good self image. In the workplace, increased responsibility, high status, and recognition for contributions satisfy these needs. Self-actualization: This highest motivation level involves people striving to actualize their full potential, to become more of what they are capable of being. They seek to attain self-fulfillment. In the workplace, people satisfy this need by being creative, receiving training, or accepting challenging assignments. Focusing on the needs of retraining for growth and challenge as well as rewards and recognition is important to the quality of work life. Managers can affect the physical, social, and psychological environment in the workplace, and they have a responsibility to help employees fulfill their needs. ERG Theory: In his work, Clayton Alderfer expanded on Maslows hierarchical theory. He proposed three need categories and suggested that movement

between the need levels is not necessarily straightforward. Failure to meet a higher-order need could cause an individual to regress to a lower-order need. These ERG theory categories are:

Existence needs: Needs for physical well-being Relatedness needs: Needs for satisfactory relationships with others Growth needs: The development of human potential and the desire for personal growth and increased competence. Motivation-Hygiene Theory: Frederick Herzberg, a professor of psychology at Case Western Reserve University, studied the attitudes of workers toward their jobs. Herzberg proposed that an individual will be moved to action based on the desire to avoid deprivation. However, this motivation does not provide positive satisfaction because it does not provide a sense of growth. Herzbergs research found that positive job attitudes were associated with a feeling of psychological growth. He thought that people work for two reasons: for

financial reasons to avoid physical deprivation and for achievement because of the happiness and meaning it provides. Herzberg also identified the concept of job enrichment, whereby the responsibilities of a job are changed to provide greater growth and challenge (McCoy, 1992; Quick, 1985 p. 1012)] 1985. His motivation-hygiene theory includes two types of factors: Motivation is based on the positive satisfaction that psychological growth provides. The presence of factors such as responsibility, achievement, recognition, and possibility for growth or advancement will motivate and satisfy people. The absence of these factors will not necessarily demotivate or cause dissatisfaction. Hygiene is based on an individuals desire to avoid deprivation and the resulting physical and emotional discomfort. Hygiene factors include willingness to supervise; positive working conditions; interpersonal relations with peers, subordinates, and superiors; status; job security; and salary. These factors do not motivate, nor will their presence cause job satisfaction. Their absence, however, will cause dissatisfaction. Although salary is considered a hygiene factor, it plays an indirect part in motivation as a measure of growth and advancement or as a symbol of recognition of achievement. Theory X and Theory Y: Douglas McGregor, a professor at the Massachusetts Institute of Technology and a social psychologist, was greatly influenced by the work of Maslow. McGregor recognized that people have needs and that those needs are satisfied at work. He described two sets of assumptions about people that he labeled Theory X and Theory Y (Bruce and Pepitone, 1999; Quick, 1985):

The assumptions of Theory X are that most people will avoid work because they dont like it and must be threatened or persuaded to put forth adequate effort. People have little ambition and dont want responsibility. They want to be directed and are most interested in job security. The assumptions of Theory Y are that work is very natural to people and that most people are self-directed to achieve objectives to which they are committed. People are ambitious and creative. They desire responsibility and derive a sense of satisfaction from the work itself. These assumptions were, at one time, applied to management styles, with autocratic managers labeled as adhering to Theory X and democratic managers to Theory Y. Unfortunately; this fostered a tendency to see people as members of a group rather than as individuals. The important contribution of McGregors theory was to recognize these two perspectives and to recognize that people can achieve personal objectives through helping organizations achieve their objectives. Their work can be a motivator. Acquired Needs Theory: David McClelland developed the acquired needs theory because he felt that different needs are acquired throughout an individuals lifetime. He proposed three needs: Need for achievement: The desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others Need for affiliation: The desire to form close personal relationships, avoid conflict, and establish warm friendships Need for power: The desire to influence or control others, be responsible for others, and have authority over others.

McClelland found through his research that early life experiences determine whether people acquire these needs. The need to achieve as an adult is influenced by the reinforcement of be havior received as a child when a child is encour aged to do things independently. If a child is reinforced for warm, human relationships, then the need for affiliation as an adult develops. If a child gains satisfaction from controlling others, then the need for power will be evident as an adult (Daft, 1997).

Process Theories: Process theories help to explain how individuals select particular behaviors and how individuals determine if these behaviors meet their needs. Because these theories involve rational selection, concepts of cognition are employed. Cognition, according to Petri (1996), is generally used to describe those intellectual or perceptual processes occurring within us when we analyze and interpret both the world around us and our own thoughts and actions (p. 236). Expectancy Theory: Victor Vroom developed the expectancy theory, which suggests that individuals expectations about their ability to accomplish something will affect their success in accomplishing it. Therefore, this theory is based on cognitionon thought processes that individuals use. The expectancy theory is based on an individuals effort and performance, as well as the desirability of outcomes associated with high performance. The value of or preference for a particular outcome is called valence. To determine valence, people will ask themselves whether or not they can accomplish a goal, how important is the goal to them (in the immediate as

well as the long term), and what course of action will provide the greatest reward. An individuals expectation of actually achieving the outcome is crucial to success, and many factors influence this. The expectancy theory can be applied through incentive systems that identify desired outcomes and give all workers the same opportunities to achieve rewards, such as stock ownership or other recognition for achievement. Equity Theory: The equity theory focuses on individuals perceptions of how fairly they are treated in comparison to others. It was developed by J. Stacy Adams, who found that equity exists when people consider their compensation equal to the compensation of others who perform similar work. People judge equity by comparing inputs (such as education, experience, effort, and ability) to outputs (such as pay, recognition, benefits, and promotion). When the ratio is out of balance, inequity occurs. And inequitable pay can create an impossible situation when implementing salary and incentive systems. According to Daft (1997), Individuals will work to reduce perceived inequity by doing the following: Change inputs: Examples include increasing or reducing effort. Change outcomes: Examples include requesting a salary increase or improved working conditions. Distort perceptions: This occurs when individuals cannot change their inputs or outcomes; one example is artificially increasing the importance of awards. Leave the job: Individuals might do this rather than experience what they perceive to be continued inequity.

When administering compensation and incentive programs, managers must be careful to assure that the rewards are equitable; if programs are not perceived as equitable, then they will not contribute to employee motivation. Reinforcement Theories: Theories of reinforcement are based not on need but on the relationship between behavior and its consequences. In the workplace, these theories can be applied to change or modify on-the-job behavior through rewards and punishments. B. F. Skinner, a professor at Harvard, was a highly controversial behavioral psychologist known for his work in operant conditioning and behavior modification. His reinforcement theories take into consideration both motivation and the environment, focusing on stimulus and response relationships. Through his research, Skinner noted that a stimulus will initiate behavior; thus, the stimulus is an antecedent to behavior. The behavior will generate a result; therefore, results are consequences of behavior. According to McCoy (1992), The quality of the results will be directly related to the quality and timeliness of the antecedent. The more specific the antecedent is and the closer in time it is to the behavior, the greater will be its effect on the behavior.The consequences provide feedback to the individual (p. 34). If the results are considered positive, then the behavior is positively reinforced. When the behavior is positively reinforced, the individual is more likely to repeat the behavior. People tend to have an intrinsic (internal) need for positive reinforcement. And when a behavior is ignored, the behavior tends to go away or become extinct. The four types of reinforcement are the following (Daft, 1997):

Positive reinforcement: The application of a pleasant and rewarding consequence following a desired behavior, such as giving praise. Negative reinforcement: The removal of an unpleasant consequence following a desired behavior, such as a manager no longer reminding a worker about a weekly deadline when the worker meets the deadline. This reinforcement is also called avoidance. Punishment: The application of an unpleasant outcome when an undesirable behavior occurs to reduce the likelihood of that behavior happening again. This form of reinforcement does not indicate a correct behavior, so its use in business is not usually appropriate. Extinction: The withdrawal of a positive reward. If the behavior is no longer positively reinforced, then it is less likely to occur in the future and it will gradually disappear. Continuous reinforcement can be effective in the early stages of behavior modification, but partial reinforcement is more commonly used. Reinforcement is most powerful when it is administered immediately. The appropriateness of a reward depends on the situation. But for managers to apply rewards appropriate for work performance, it is necessary to understand what constitutes a reward. And no single reward will be perceived as positive by all employees. Rewards, however, are important in behavior-based incentive plans because they reward employee behavior that is desirable for the company.

EMPLOYEE MOTIVATION PRACTICES:

We fallow the following suggesions:

How to meet the physiological needs:
Create comfortable, safe and plseant environment for employees Pay copetitive salaries Provide greater financial opportunities for employees who want more money in terms of overtime&other incentives.

How to meet security&saftey needs at work

Be consistent&fair with employees Protect employees with safety rules&policies Take extra steps to protect workers against violent crimes hire security. Communicate information regularly

How to meet social needs at work

Give opportunities to work in groups &with other department Create opportunities to help employees develop relationships become accepted appreciated by teammates.

10 TIPS FOR EMPLOYEE MOTIVATION:

Here are 10 useful pointers on getting your employees enthused, productive, and ready to give their all:

Build a foundation.

Its important to build a solid foundation for your employees so they feel invested in the company. Tell them about the history of the business and your vision for the future. Ask them about their expectations and career goals, as well as how you can help them feel part of the team. When any new employee starts, make sure he or she receives a thorough welcome orientation.

Create a positive environment

an office atmosphere that makes all employees feel worthwhile and important. Dont play favorites with your staff. Keep office doors open and let folks know they can always approach you with questions or concerns. A happy office is a productive office.

Put people on the right path

. Most employees are looking for advancement opportunities within their own company. Work with each of them to develop a career growth plan that takes into consideration both their current skills and future goals. If employees become excited about whats down the road, they will become more engaged in their present work.

 Educate the masses.

Help employees improve their professional skills by providing on-the-job training or in-house career development. Allow them to attend workshops and seminars related to the industry. Encourage them to attend adult education classes paid for by the company. Employees will feel you are investing in them, and this will translate into an improved job performance.

Dont forget the fun

in a while you have put work aside and do something nice for the people who work for you. Treat the office to a pizza lunch or take everyone to the movies. Reward employees with an unexpected day off or by closing the office early on a random Friday afternoon.

Acknowledge contributions.

You can make a huge difference in employee morale simply by taking the time to recognize each employees contributions and accomplishments, large or small. Be generous with praise.

Provide incentives
. Offer people incentives to perform well, either with something small like a gift certificate or something more substantial such as a performance-based bonus or salary increase. Give out Employee of the Month awards. Such tokens of appreciation will go far in motivating employees.

Why Your Employees Are Losing Motivation?

Reasons for loss of motivation
EING IN CONFLICT WITH THE REAL YOU:

A lot of people want to be the second him or her thereby putting unnecessary pressure on themselves to leave up to the standard they ignorantly set for themselves. Yes, conflict can erupt within you when you try to copy or imitate another in their way of living. Why imitating another person when you have been made in a unique way. Do you know that simple realization of yourself can be enough motivating factor to everything that you do? Motivation cannot live in the same house with conflict. It is as impossible as having light and darkness coexist as it is to have motivation and conflict with ones real self to coexist. One must give way for the other to prevail, start being you real you today and say goodbye to loss of motivation.
HIGH SETTING TOO OR TOO LITTLE A STANDARD FOR YOUR SELF:

Standard is like flower; water it too much, it will die, water it too little and still watch it die. A balance must be sought between both ends of spectrum as far as standard setting is concerned. Too much or too little standard will surely make one to loss motivation. What will you be excited over when you didnt put in much effort to hit your standard in a given Endeavour? Or what will motivate you if you know from the word go that you cannot achieve the target you set for yourself? Try setting attainable standards and see your motivation and vibration level soar to the sky.

COMPARING YOURSELF WITH PEOPLE AROUND YOU:

Comparing yourself with people around you will do you more harm than good as far as motivation is concerned. Talents bestowed on me are not the same as that that is bestowed on you. Hence, you will find it difficult or impossible to get the exact result that I get from things that I do. And when you try to do things that you have no business in, failure will surely strike and when this happens, losses of motivation have no choice than to set in. a lot people condemn themselves because they cannot attain the same of success as their friends. No, you dont have to condemn yourself! And besides, what your friends call success might not be what you call success as success is a relative term.
NOT BEING GRATEFUL:

Being gratitude has a way of increasing our energy level and makes us perform above default standard. Show me an ingrate and I will show you someone who has lost all form of motivation. Nature has a way of rewarding those that appreciates her gifts. Avoid being negative if you really want to live a life that is full of motivation.

LACKING SENSE OF HUMOUR:

Without humour, life sucks. We need to sometimes laugh over certain things in life if we want to be motivated almost all the time of our life. Lack of humour will make one not to see any motivating factor in any given situation. There is an element of humour in what ever situation we find ourselves. Laugh at your mistakes sometimes and turn them into a source of motivation to even power more. Have it at the back of your mind that; loss of motivation can be caused by so many factors and that the five reasons for loss of motivation discussed in this article are not all encompassing in their own right. But, they sure are useful in finding your lost motivation

Business literature is packed with advice about worker motivationbut sometimes managers are the problem, not the inspiration. Here are seven practices to fire up the troops. From Harvard Management Update. by David Scrota, Louis A. Mischkind, and Michael Irwin Meltzer Most companies have it all wrong. They dont have to motivate their employees. They have to stop demotivating them. The great majority of employees are quite enthusiastic when they start a new job. But in about 85 percent of companies, our research finds, employees morale sharply declines after their first six monthsand continues to deteriorate for years afterward. That finding is based on surveys of about 1.2 million employees at 52 primarily Fortune 1000 companies from 2001 through 2004, conducted by Scrota Survey Intelligence (Purchase, New York ).

The fault lies squarely at the feet of managementboth the policies and procedures companies employ in managing their workforces and in the relationships that individual managers establish with their direct reports. Our research shows how individual managers behaviors and styles are contributing to the problem (see sidebar How Management Demotivates) and what they can do to turn this around.

Three key goals of people at work To maintain the enthusiasm employees bring to their jobs initially, management must understand the three sets of goals that the great majority of workers seek from their workand then satisfy those goals: Equity: To be respected and to be treated fairly in areas such as pay, benefits, and job security. Achievement: To be proud of ones job, accomplishments, and employer. Camaraderie: To have good, productive relationships with fellow employees. To maintain an enthusiastic workforce, management must meet all three goals. Indeed, employees who work for companies where just one of these factors is missing are three times less enthusiastic than workers at companies where all elements are present. One goal cannot be substituted for another. Improved recognition cannot replace better pay, money cannot substitute for taking pride in a job well done, and pride alone will not pay the mortgage.

What individual managers can do Satisfying the three goals depends both on organizational policies and on the everyday practices of individual managers. If the company has a solid approach to talent management, a bad manager can undermine it in his unit. On the flip side, smart and empathetic managers can overcome a great deal of corporate mismanagement while creating enthusiasm and commitment within their units. While individual managers cant control all leadership decisions, they can still have a profound influence on employee motivation. The most important thing is to provide employees with a sense of security, one in which they do not fear that their jobs will be in jeopardy if their performance is not perfect and one in which layoffs are considered an extreme last resort, not just another option for dealing with hard times. But security is just the beginning. When handled properly, each of the following eight practices will play a key role in supporting your employees goals for achievement, equity, and camaraderie, and will enable them to retain the enthusiasm they brought to their roles in the first place. Instill an inspiring purpose: A critical condition for employee enthusiasm is a clear, credible, and inspiring organizational purpose: in effect, a reason for being that translates for workers into a reason for being there that goes above and beyond money. Every manager should be able to expressly state a strong purpose for his unit. What follows is one purpose statement we especially admire. It was developed by a three-person benefits group in a midsize firm.

Benefits are about people. Its not whether you have the forms filled in or whether the checks are written. Its whether the people are cared for when theyre sick, helped when theyre in trouble. This statement is particularly impressive because it was composed in a small company devoid of high-powered executive attention and professional wordsmiths. It was created in the type of department normally known for its fixation on bureaucratic rules and procedures. It is a statement truly from the heart, with the focus in the right place: on the endspeoplerather than the meanscompleting forms. Stating a mission is a powerful tool. But equally important is the managers ability to explain and communicate to subordinates the reason behind the mission. Can the manager of stockroom workers do better than telling her staff that their mission is to keep the room stocked? Can she communicate the importance of the job, the people who are relying on the stockroom being properly maintained, both inside and outside the company? The importance for even goods that might be considered prosaic to be where they need to be when they need to be there? That manager will go a long way toward providing a sense of purpose. Provide recognition: Managers should be certain that all employee contributions, both large and small, are recognized. The motto of many managers seems to be, Why would I need to thank someone for doing something hes paid to do? Workers repeatedly tell us, and with great feeling, how much they appreciate a compliment. They also report how distressed they are when managers dont take the time to thank them for a job well done yet are quick to criticize them for making mistakes.

Receiving recognition for achievements is one of the most fundamental human needs. Rather than making employees complacent, recognition reinforces their accomplishments, helping ensure there will be more of them. A pat on the back, simply saying good going, a dinner for two, a note about their good work to senior executives, some schedule flexibility, a paid day off, or even a flower on a desk with a thank-you note are a few of the hundreds of ways managers can show their appreciation for good work. It works wonders if this is sincere, sensitively done, and undergirded by fair and competitive payand not considered a substitute for it. Be an expediter for your employees: Incorporating a command-and-control style is a sure-fire path to demotivation. Instead, redefine your primary role as serving as your employees expediter: It is your job to facilitate getting their jobs done. Your reports are, in this sense, your customers. Your role as an expediter involves a range of activities, including serving as a linchpin to other business units and managerial levels to represent their best interests and ensure your people get what they need to succeed. How do you know, beyond whats obvious, what is most important to your employees for getting their jobs done? Ask them! Lunch and schmooze sessions with employees are particularly helpful for doing this. And if, for whatever reason, you cant immediately address a particular need or request, be open about it and then let your workers know how youre progressing at resolving their problems. This is a great way to build trust.

Coach your employees for improvement: A major reason so many managers do not assist subordinates in improving their performance is, simply, that they dont know how to do this without irritating or discouraging them. A few basic principles will improve this substantially. First and foremost, employees whose overall performance is satisfactory should be made aware of that. It is easier for employees to accept, and welcome, feedback for improvement if they know management is basically pleased with what they do and is helping them do it even better. Space limitations prevent a full treatment of the subject of giving meaningful feedback, of which recognition is a central part, but these key points should be the basis of any feedback plan: Performance feedback is not the same as an annual appraisal. Give actual performance feedback as close in time to the occurrence as possible. Use the formal annual appraisal to summarize the year, not surprise the worker with past wrongs. Recognize that workers want to know when they have done poorly. Dont succumb to the fear of giving appropriate criticism; your workers need to know when they are not performing well. At the same time, dont forget to give positive feedback. It is, after all, your goal to create a team that warrants praise. Comments concerning desired improvements should be specific, factual, unemotional, and directed at performance rather than at employees personally. Avoid making overall evaluative remarks (such as, That work was shoddy) or comments about employees personalities or

motives (such as, Youve been careless). Instead, provide specific, concrete details about what you feel needs to be improved and how. Keep the feedback relevant to the employees role. Dont let your comments wander to anything not directly tied to the tasks at hand. Listen to employees for their views of problems. Employees experience and observations often are helpful in determining how performance issues can be best dealt with, including how you can be most helpful. Remember the reason youre giving feedbackyou want to improve performance, not prove your superiority. So keep it real, and focus on what is actually doable without demanding the impossible. Follow up and reinforce. Praise improvement or engage in course correctionwhile praising the effortas quickly as possible. Dont offer feedback about something you know nothing about. Get someone who knows the situation to look at it. Communicate fully: One of the most counterproductive rules in business is to distribute information on the basis of need to know. It is usually a way of severely, unnecessarily, and destructively restricting the flow of information in an organization. Workers frustration with an absence of adequate communication is one of the most negative findings we see expressed on employee attitude surveys. What employees need to do their jobs and what makes them feel respected and included dictate that very few restrictions be placed by managers on the flow of information. Hold nothing back of interest to employees except those very few items that are absolutely confidential.

Good communication requires managers to be attuned to what employees want and need to know; the best way to do this is to ask them! Most managers must discipline themselves to communicate regularly. Often its not a natural instinct. Schedule regular employee meetings that have no purpose other than two-way communication. Meetings among management should conclude with a specific plan for communicating the results of the meetings to employees. And tell it like it is. Many employees are quite skeptical about managements motives and can quickly see through spin. Get continual feedback on how well you and the company are communicating. One of the biggest communication problems is the assumption that a message has been understood. Follow-up often finds that messages are unclear or misunderstood. Companies and managers that communicate in the ways we describe reap large gains in employee morale. Full and open communication not only helps employees do their jobs but also is a powerful sign of respect. Face up to poor performance: Identify and deal decisively with the 5 percent of your employees who dont want to work. Most people want to work and be proud of what they do (the achievement need). But there are employees who are, in effect, allergic to worktheyll do just about anything to avoid it. They are unmotivated, and a disciplinary approachincluding dismissalis about the only way they can be managed. It will raise the morale and performance of other team members to see an obstacle to their performance removed.

 Promote teamwork: Most work requires a team effort in order to be done effectively. Research shows repeatedly that the quality of a groups efforts in areas such as problem solving is usually superior to that of individuals working on their own. In addition, most workers get a motivation boost from working in teams. Whenever possible, managers should organize employees into self-managed teams, with the teams having authority over matters such as quality control, scheduling, and many work methods. Such teams require less management and normally result in a healthy reduction in management layers and costs. Creating teams has as much to do with camaraderie as core competences. A manager needs to carefully assess who works best with whom. At the same time, it is important to create the opportunity for cross-learning and diversity of ideas, methods, and approaches. Be clear with the new team about its role, how it will operate, and your expectations for its output. Listen and involve: Employees are a rich source of information about how to do a job and how to do it better. This principle has been demonstrated time and again with all kinds of employeesfrom hourly workers doing the most routine tasks to high-ranking professionals. Managers who operate with a participative style reap enormous rewards in efficiency and work quality. Participative managers continually announce their interest in employees ideas. They do not wait for these suggestions to materialize through formal upward communication or suggestion programs. They find opportunities to have direct conversations with individuals and groups about what can be

done to improve effectiveness. They create an atmosphere where the past is not good enough and recognize employees for their innovativeness. Participative managers, once they have defined task boundaries, give employees freedom to operate and make changes on their own commensurate with their knowledge and experience. Indeed, there may be no single motivational tactic more powerful than freeing competent people to do their jobs as they see fit.

IMPORTANANCE OF STUDY:
You can have a lovely shiny car, but its worthless if it doesnt have the power of a great engine behind it. Your employees are the engines of your organization and like any finely tuned engine your workforce to operate smoothly and effectively. The fact is employee motivation is directly linked to business profits, and the more self-motivated your employees are, the more differentiated and successful you will be as a business. Motivated employees look for better ways to do a job. Motivated employees care about their customers Motivated employees take pride in their work. Motivated workers are more productive.

 What motivates employees?

Every person has a different reason for going to work. These reasons are as individual as whichever person you may ask. But all of the reasons for working share a common thread. We all obtain something from work we need. There is much discussion about the value of extrinsic motivation (monetary and other material rewards) versus intrinsic motivation where people Are driven by whats inside them. Not by the trappings of success. Whereas I recognize how critical extrinsic motivation iswe all need to be rewarded fairly for the job that we do-in my experience the most effective factors relating to employee motivation are related to intrinsic motivation:

Empowerment: Feeling trusted and empowered is a tremendous motivator.

Growth: Feeling that they are growing and developing personally Inclusion: To belong is a fundamental need, whether as a member of a family, peer group, network, team or company. Its human nature to want to be on the inside, not the outside.

Purpose: Today people care more about what happens tomorrow, and want to contribute to ensuring the future of our children, and the health of our communities and planet.

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

LIMITATIONS OF STUDY:

The study is conducted on a limited number of employees and no on the entire workforce. The information provided by the respondents in the survey may be biased or may not view as seriously to provide with accurate information. This study is limited to a certain time period and at the point of time. Response from inexperienced workforce or relatively new workforce in survey may tamper some validity of information. Fear of top management may prohibit the employees to give their true opinion. Lack of openness and intent on the part of employees may contribute to the limitation of survey. The study is based on the convenience sample and not wholly reflects the views of the total employees in this organization. Time period was major constraint.

DATA ANALYSIS & INTERPRETATION

Table-1

1.

Employees need to be remind that there jobs are dependent on the OPINION Strongly agree Agree Disagree Strongly disagree Total NUMBER OF RESPONDENTS 76 10 8 6 100 PERCENTAGES (%) 76 10 8 6 100

companys ability to compete effectively

Chart-1
76 Strongly agree Agree 10 8 Disagree 6 Strongly disagree

80 70 60 50 PERCENTAGES 40 30 20 10 0

RESPONDENTS

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about the employees need to be remind that their jobs are dependent on the companys to complete effectively, (76%) as strongly agree, (10%) as agree, (8%) as Disagree, (6%) as strongly disagree. Table-2

2. Supervisors should give a good deal of attention of the physical working

conditions of their employees

OPINION Strongly agree Agree Disagree Strongly disagree Total Chart-2

40 35 30 25 PERCENTAGES 20 15 10 5 0

NUMBER OF RESPONDENTS 40 24 20 16 100

PERCENTAGES (%) 40 24 20 16 100

40

24

20

Strongly agree 16 Agree Disagree Strongly disagree

RESPONDENTS

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about the supervisors should give a good deal of attention of the physical working conditions of their employees, (40%) as strongly agree, (24%) as agree, (20%) as Disagree, (16%) as strongly disagree. Table-3

3. Special wage hike should be given to employees who perform their jobs
very well

OPINION Strongly agree Agree Disagree Strongly disagree Total Chart-3

NUMBER OF RESPONDENTS 90 6 4 0 100

PERCENTAGES (%) 90 6 4 0 100

100 80 PERCENTAGE S 60 40 20 0

90 Strongly agree Agree 6 Disagree 4 0 Strongly disagree

RESPONDENTS

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about the special wage hike, should be given to employees who do their jobs very well, (90%) as strongly agree, (6%) as agree, (4%) as Disagree, (0%) as strongly disagree. Table-4 4. Better job description would be helpful so that company will no exactly what is employees expected of them

OPINION Yes No Total Chart-4

NUMBER OF RESPONDENTS 69 31 100

PERCENTAGES (%) 69 31 100

31% Yes No 69%

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about the better job description would be useful,(69%)as Yes, (31%) as no. Table-5 5. How is an individual recognition for attaining standard performance in your organization OPINION Strongly agree Agree NUMBER OF RESPONDENTS 50 33 PERCENTAGES (%) 50 33

Disagree Strongly disagree Total Chart-5

50 33

4 13 100

4 13 100

50 40 PERCENTAGES 30 20 10 0

Strongly agree Agree 13 4 Disagree Strongly disagree

RESPONDENTS

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about an individual recognition is necessary for attaining standard performance in their organization, (50%) as Excellent, (33%) as good, (4%) as Poor, (13%) as to some extent. Table-6

6. Indifferent supervision can often bruise feelings

OPINION Strongly agree Agree Disagree Strongly disagree Total NUMBER OF RESPONDENTS 44 50 6 0 100 PERCENTAGES (%) 44 50 6 0 100

Chart-6
50 50 40 PERCENTAGES 30 20 10 0 RESPONDENTS 6 0 Strongly agree Agree Disagree Strongly disagree 44

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about the indifferent supervision can often bruise feelings, (44%) as strongly agree, (50%) as agree, (6%) as Disagree, (0%) as strongly disagree. Table-7

7. The company retirement benefits and stock programs are important factors on
their jobs OPINION Strongly agree Agree Disagree Strongly disagree Total Chart-7 NUMBER OF RESPONDENTS 60 19 10 11 100 PERCENTAGES (%) 60 19 10 11 100

60 60 50 40 PERCENTAGES 30 20 10 0 RESPONDENTS 19 10 11 Strongly agree Agree Disagree Strongly disagree

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about the company retirement benefits & stock programs are important factors in keeping employees on their jobs, (60%) as strongly agree, (19%) as agree, (10%) as Disagree, (11%) as strongly disagree.

Table-8 8. Almost every job can be made most stimulating and challenging
OPINION Strongly agree Agree Disagree Strongly disagree Total Chart-8 NUMBER OF RESPONDENTS 50 40 4 6 100 PERCENTAGES (%) 50 40 4 6 100

50 40 PERCENTAGES 30 20 10 0

50 40 Strongly agree Agree 4 RESPONDENTS 6 Disagree Strongly disagree

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about the every job can be made more stimulating challenging, (50%) as strongly agree, (40%) as agree, (4%) as Disagree, (6%) as strongly disagree. Table-9

9. Many employees want to give their best in very thing they do

OPINION Yes No Total Chart-9 NUMBER OF RESPONDENTS 99 1 100 PERCENTAGES (%) 99 1 100

1%

Yes No

99%

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about the many employees want to give their a best every thing they do, (99%) as yes

Table-10

10.

Management could show more than interest in the employees by

sponsoring social events after hours OPINION Strongly agree Agree Disagree Strongly disagree Total NUMBER OF RESPONDENTS 30 40 22 8 100 PERCENTAGES (%) 30 40 22 8 100

Chart-10
40 40 35 30 25 PERCENTAGES 20 15 10 5 0 30 22 Strongly agree Agree 8 Disagree Strongly disagree RESPONDENTS

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about the management need show more interested to the employees by sponsoring social events after hours, (30%) as strongly agree, (40%) as agree, (22%) as Disagree, (8%) as strongly disagree. Table-11

11. Pride in once work is actually an important reward

OPINION Strongly agree Agree Disagree Strongly disagree Total NUMBER OF RESPONDENTS 46 40 14 0 100 PERCENTAGES (%) 46 40 14 0 100

Chart-11

50 40 PERCENTAGES 30 20 10 0

46 40 Strongly agree 14 0 RESPONDENTS Agree Disagree Strongly disagree

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about the pride in their work is actually an important reward, (46%) as strongly agree, (40%) as agree, (14%) as Disagree, (0%) as strongly disagree. Table-12

12. The quantity of relations in the informal work group is quite important
OPINION Strongly agree Agree Disagree Strongly disagree Total NUMBER OF RESPONDENTS 50 20 19 11 100 PERCENTAGES (%) 50 20 19 11 100

Chart-12
50

50 40 PERCENTAGES 30 20 10 0

Strongly agree 20 19 11 Agree Disagree Strongly disagree RESPONDENTS

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about the relations in the informal work group is quite important, (50%) as strongly agree, (20%) as agree, (19%) as Disagree, (11%) as strongly disagree. Table-13

13. Individual incentive bonuses would improve the performance of

employees OPINION Yes No Total Chart-13 NUMBER OF RESPONDENTS 86 14 100 PERCENTAGES (%) 86 14 100

14%

Yes No

86%

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion about the individual incentive bonuses would improve the performance of employees, (86%) as yes (14%) as no. Table-14

14.Job security is important to employees

OPINION Yes No Total NUMBER OF RESPONDENTS 94 6 100 PERCENTAGES (%) 94 6 100

Chart-14

6%

Yes No

94%

Inference:
From the about analysis we can say that out to of 100 Respondents given their opinion as job security important to employees, (94%) as yes, (6%) as no. Table-15

15.Having good equipment to their work with is important to employees

OPINION Yes No Total Chart-15 NUMBER OF RESPONDENTS 90 10 100 PERCENTAGES (%) 90 10 100

10%

Yes No

90%

Inference:
From the above analysis we can say that out to of 100 Respondents given their opinion as having good equipments to their work with is important to employees, (90%) as yes, (10%) as no.

Findings
1) 76% of respondents satisfied that the employees need to be remind that their jobs are dependent on the companys ability to compete effectively . 2) 40% of respondents feel that suspensors should give a good deal of attention of the physical working conditions of their employees. 3) 90% of respondents satisfied that the special wage like, should be given to employees who do their jobs very well.

4) 69% of respondents feel that the better job description would be helpful so that company will know exactly what is employee expects to them. 5) 50% of respondents feel that an individual recognition is excellent for attaining standard performance in their organization. 6) 50% of respondents agree that indiffentent supervision can of ten bruise feelings. 7) 60% of respondents strongly agreed that the company retirement benefits & stock programs are important factors in keeping employees and their jobs. 8) 50% of respondents, strongly agreed that almost every job a be made more stimulating & challenging. 9) 99% of respondents are expressed, that they want to give their best in every thing they do. 10) 40% of respondents agreed that management could show more than interest in the employees by sponsoring social Events after hours.

11) 46% of respondents, strongly agreed at pride in ones work is a Actually an important reward.

12) 50% of respondents, strongly agreed that the quantity of the Relations in the informal work group are quite important. 13) 86% of respondents feel that an Individual incentive bonuses Would improve the performance of employees. 14) 94% of respondents feel that Job security is important to Employees. 15) 90% of respondents feel that providing good equipments to their work with is important to employees.

Suggestions
1. Employees should be identified by their better performance and should give some type of incentives, promotions etc. So that employee will be boosted up and will work better.
2.

Promotions should be given on the basis of performance only. Motivation should give in fair manner with out showing any favourism to employee.

3.

4.

The Management creates a challenging work (or) new assignment (or) opportunity to develop the innovative idea of employee.

5.

The motivation review discussion should be practiced well to encourage the open communication between both the appraiser and appraisee.

6.

The management should motivation.

study motivation theories for better

7.

The motivation should be unbiased and avoid being stereo-type while encouraging the employees.

QUESTIONNAIRE 1.Employees need to be remind that their jobs are dependent on companys ability to compete effectively a. Strongly agree b. Agree disagree 2.Supervisers should give a good deal of attention of the physical working conditions of their employees a. Strongly agree b. Agree disagree c. Disagree d. Strongly ( ) c. Disagree d. Strongly ( )

3. Special wage hike should be given to employees who perform their jobs very well a. Strongly agree b. Agree disagree 4. Better job description would be helpful so that company will no exactly what is employees expected of them a. Yes b. No ( ) c. Disagree d. Strongly ( )

5. How is an individual recognition for attaining standard performance in your organization a. Good b. Poor c. Excellent ( d. Some extent )

6. Indifferent supervision can often bruise feelings a. Strongly agree b. Agree disagree c. Disagree d. Strongly

7. The company retirement benefits and stock programs are important factors on their jobs a. Strongly agree b. Agree c. Disagree ( ) d. Strongly disagree ( )

8. Almost every job can be made most stimulating and challenging a. Strongly agree b. Agree disagree c. Disagree d. Strongly

9. Many employees want to give their best in very thing they do a. Yes b. No

10. Management could show more than interest in the employees by sponsoring social events after hours a. Strongly agree b. Agree disagree 11. Pride in once work is actually an important reward a. Strongly agree b. Agree disagree c. Disagree d. Strongly ( ) c. Disagree d. Strongly ( )

12. The quantity of relations in the informal work group is quite important ( a. Strongly agree b. Agree disagree 13. Individual incentive bonuses would improve the performance of employees ( a. Yes b. No ( 14. Job security is important to employees a. Yes b. No c. Disagree d. Strongly

) )

15. Having good equipment to their work with is important to employees

( a. Yes b. No

Conclusion:-

Employee motivation refers to the encouragement given by the employer to energize activities that helps the employee in work energize This company is providing no of motivational activities which are helping the company in return to those activities employee are satisfied with those activities

BIBLIOGRAPHY

BIBLIOGRAPHY BOOKS

Business Research Methods by Donald R.Cooper, Pamela S.Schindler. Business Research Methods by William G.Zikmund. Human Research Management by L.M. Prasad.

Human Research Management and Industrial relations by P. Subbarao.

READING MATERIALS 1.
2.

Annual records and reports of the company. Previous project records at the company.

WEBSITES
1. 2.

www.google.com www.value prop.co.in