Employee Motivation and Mor ale

Flow of the presentation

• Introduction
•
• Purpose of the Project
•
• Why study motivation
•
• Approach of the study


• Statistical representation : Findings

ü Graphs
ü Scatter plots
ü Bar diagrams


• Qualitative analysis: findings

•
• Areas of improvement
•
• A comparative study
•
• Recommendation
•
• Good practices
•
•
 Introduction

Study on Employee Motivation and Morale at PNCP site of
Hydrocarbon Mid and Down, E&C Division.
 Purpose of the Project
• Identify the factors related to Employee Motivation and
Organizational function


• To find out the areas of improvement

•
• Do a comparative study


• Recommendations
Motivation ?
Successful motivation involves :
q
q Getting people to do what Direction
you want them to do
q

q
q How much you want them to
do it Inten
q sity
q
q
q How long you want them to
do it
q Persistence
q

q The way you want them to

do it

q Because they want to do it

 Theory of Human
motivation / needs
= Self Transcendence

= Self
actualization

Abraham H . Maslow
1908 - 1970
 Herzberg`s Two factor
theory
1960
High Maintenance Factors Low

(Extrinsic motivators – physiological , safety, and social needs – existence and

Relatedness needs)
Pay, benefits, job security, working conditions, company policies

Not Dissatisfied (with the maintenance factors) Dissatisfied

Motivator Factors
(Intrinsic motivators – esteem and self-actualization needs – growth needs)
Work itself, recognition, achievement, increased responsibility, growth

Satisfied (with job motivator factors) Not Satisfied

(Motivated) (Not Motivated)
Employees can be motivated

by
Clear Goal setting
 Rewards
&
Incentives
Sense of achievement
R
E
C
O
G
N
I
T
I
O
N
Team spirit, loyalty
&

Strong relationships
 Ownership + Participative
management = Motivated Employees
( Robbins )
Motivation is the key to finishing the
race with Success

Those who
run in a race
all run, but
one receives
the prize.
Run in such
a way that
one may
taste the
success
 Why study motivation?

Katz & Kahn (1978):- be attracted to

join and stay with the
Employees must organisation

transcend
dependable
dependably carry performance +
out their job engage in creative/
innovative
behaviour at work

To Gain Competitive advantage

 Approach of the study
 Population = 67 (approx.)


 Sample size = 40
E&C 80% and others 20%)
Technical= 92.5%

Non technical= 7.5%

 Sampling Method
 Multistage Sampling ( stratified + random sampling)


 Questionnaire formation + pretesting



 Data collection( quantitative + qualitative)



 Data analysis


 Findings


 Comparative study


Questionnaire : rationale behind different
parameters


Quantitative study
•
•
•

1 = strongly disagree
2 = disagree
3 = neutral 4 = agree 5=
strongly agree
Motivation and morale
Job satisfaction
 Hygiene Factors
gnitaR

Statemen
ts
Performance and rewards
 Analysis based on work experiences:
Motivation and morale

•
•
•
gnitaR

Work Experience
 Analysis based on work experiences :
Inclusiveness

•
•
•

Work experience
 Analysis based on work experiences : Job
satisfaction

•
•

Work experience
•
•

Work experience
 Analysis based on work experiences :
Performance and rewards

•
Findings
• Low satisfaction
among employees
having 4 to 8
years
of experience
and
gni t a R

0 to 2 years
of experience

Work experience
Qualitative study
 Interview & Observation

Roles not as per ones qualification .

No fixed working hours Routine and monotonous job

Multiple reporting Less assistance from seniors in prob

Job dissatisfaction

Work overload Training

( More in house )

stent inequity as compared

No clarity to the
in the task colleagues
allocation in being
( reason the office
internal reorganization of HC
 .

Unhygienic
o health problems such as fatigue , HSE
tiredness food loss
, weight
Conditions in executive
etc guest houses leading t
 Suggestions (given by
Employees)
qRecreational activities and indoor
games such as T . T . table in the office
to overcome boredom

qAt least two Saturdays in a month

should be off .
q
qWorking hours to be fixed i . e . max up
to 10 hours on the site ( except for
urgencies )
q
qAppreciation and Encouragement
provided to the employees .
q
qTransparency in terms of Rewards and
Recognition
q
q
q
Continued :-
qWork Experienced / fresh entrants in
the teams should be increased
q
qMorale boosting seminars or gatherings
q
qOuting every six months
q
qEmployee assistance program e . g .
Counseling

q
q
 Areas of improvement

q MBO ( management by objective)

q
qTask allocation as per one`s back ground and
talent
q
q Information sharing (task + results+ organ.)
q
q Inequity among the employees(reward & recogn)
q
qAlign individual goal to the organization`s goal
q
q Culture of appreciation
q
q Job enrichment by provision of job challenges
q
q Check the gap b/w policies and practice ( HSE
q
q Performance based rewards and recognition
q
q Transportation
 Percentage performance improvement according to
different types of O.B. mode Reinforcers

Type of Organization Overall effect Monetary Performance Social

Feedback
atten/recog.
(1) (2) (3)

Manufacturing 33% 39% 41% (no studies)

Service 13% 14% 6% 15%

Simultaneo Simultaneo Simultaneo

Type of us
Organizations us us
Applicatio Applicatio Applicatio
n of n of n of
1 and 2 2 and 3 1 , 2 and 3
Manufacturing
(No studies) 41% 44%
Services
30% 30% 49%
Source – Dr. Zubin R. Mulla , Professor
 Research based comparative study

Research conducted by department of labor (U.S.A.) on 1500 workers ( white collar)

who were asked to rate the job factors. There findings ( Sanzotta 1977) are as follows :-

Most important

Least
Important
 Most
importa
nt

(PNCP)
Research

Least L &T
importa
nt
 Comparative study
Global Employee Engagement Vs PNCP
Employment engagement report 2008
(BlessingWhite,Inc.) : Global Findings
 Recommendations
qAppreciation and Awards

qProper feedback should be provided

after
every goal achieved
qSharing of information regarding
tasks + results + Organization
strategy
qMore challenging and responsible task

qIncentives ( piecemeal ) based on

Individual + Team + Organization`s
performance
qReview of HSE conditions
qReview of working hours and holidays
 Continued:-

qTask allocation based on

employee`s qualification

qTransparency in rewards and recognition

q
qPerformance based rewards
 Operant conditioning (1953) :-

A desired voluntary behavior which

leads to
reward or prevents a punishment or

People learn to associate stimulus and

response

B . F . skinner
1904 - 1990
 Schedules of
reinforcement
Reinforcement scheduled Nature of reinforcement
Effect of behavior
Continuous Rewards after each +ve but rapid
Desired behavior extinction

Fixed Interval At fixed time

intervals average performance
+rapid extinction
Variable
interval At variable time Moderately high + slow
extinction

Fixed ratio At fixed amounts of High and stable

output performance but rapid
extinction
Variable At variable amount
of output Very high performance +
ratio slow extinction

Variable - ratio schedule : Commissioned

salespeople

Number of 1 2 3 4 5
6 7 8 9 10 11 12 13
14 15
 Good practices

qGood interpersonal relation amongst team

members + boss+ subordinates
q
q Freedom of expression
q
q Company values new ideas
q
qSite based job : good learning experience +
value add to the skill sets
q
q High accountability of the job
q
q More autonomy and less supervision
q
References

The best of the Gallup Management Journal ( edited by

Geoffrey Brewer and Barb Sanford )

Group processes by Donelson R . Forsyth

Applied Human Relations an organizational approach by Jack

Halloran

Organization Behaviour by Robbins

Industrial psychology by Harrel

Employee engagement report by BlessingWhite , Inc . , U . S . A .

 
Thank you
谢谢