Professional Documents
Culture Documents
“Employees
Employees Motivation ”
Of
Submitted to : Submitted by
Mrs. Ritu Singh ROSHNI SHARMA
(HOD) MBA Roll No. 3102
NRIITM Gwalior MBA (HR) II sem
NRIITM Gwalior
INDEX
Acknowledgement
Chapter-1 Introduction
1.1. About of Company 1
1.2. Brief History 1
1.3. Cadbury manufacturing 3
1.4. Malnapur Factory 6
1.5 Chocolate Market in India 7
1.6 Base Chocolate Ingredients 10
2.1. Abstract 18
2.2. Initial Interview Data 24
2.3. Application evaluation results 25
2.4. Discussion 26
2.5. Competitive attitudes 27
2.6. Focus on extrinsic motivation 28
2.7. The superiority of intrinsic motivation 28
2.8. Allow self-initiated activities 29
Questionnaire 61
Bibliography 64
ACKNOWLEDGEMENT
I would like to acknowledge with thanks the genuine interest and faith shown by
our director who truly deserve the credit for providing inspiration to each
student in their summer training.
In the completion of this report, I have drawn heavily on the vast amount
of literature in the field of personnel management, industrial relation and human
resource development. Naturally, I owe a deep intellectual debt to numerous
authors who have significantly enhanced my understanding on various issues in
Human resource management through their rich contribution in this field.
Above all, I heavily Thank my Father and my mother for their love, the
constant encouragement and support of my brother and friends.
Last but not least I would be special gratitude to our all friends who
heartening me to complete this project.
Chapter 1
Introduction of Cadbury
1.1 ABOUT THE COMPANY
Cadbury, a subsidiary of Cadbury Schweppes is a dominating player in
the Indian chocolate market with strong brands like Dairy Milk, Five Star, Perk
etc. Dairy milk is in fact the largest chocolate brand in India. Cadbury India
Limited, now stands only second to Cadbury UK Limited in sales of Dairy
Milk. The company is pushing the gifting segment, through occasion linked
gifts. Chocolates contribute to 64% of Cadbury’s turnover. Confectionery sales
accounting for 12% of turnover, is contributed largely by Eclairs. Cadbury also
has a strong brand Bourn Vita the malted health drink category, which accounts
for 24% of turnover.
This is the brand that came to India in 1947 to a nation that was in its infancy, a
market that was ready for the world and a people that were open to new ideas,
new products.
Within a year of being set up as a trading concern, Cadbury fry India was
incorporated as a Private Limited company, set up for processing imported
chocolates and Bourn vita. The same year saw the launch of Cadbury’s Milk
chocolate for millions of Indians.
Through 50 years of investment in capital and marketing, the scale and scope of
our operations has expaned to cover a range of brands in the chocolate, sugar
confectionery and malted food drinks segments. We have a majority share in the
Indian chocolate market and a significant presence in sugar confectionery and
food drinks.
In 1989, the company began its manufacturing operations at its newest and most
modern plant at malanpur near Gwalior in M.P. The factory is located on 24
acres of land which is taken on lease from M.P. Audyogid Vikas Nigam.
Nearby Industries
The Malanpur belt has a host of other industries located in the region. Some of
the prominent industries are :
• Godrej
• SRF
• CT Cotton
• Kodak
• LG Hotline
• Supreme Viny1
Employees
The factory has a young workforce with the average age of an employee being
28 years. The employees the following number of personnel :
Line Operates : 267
Engg. Operates : 42
Executive Officers : 46
Managers : 9
Policies
The unit practices the policies and guidelines as laid down by it’s parent
company Cadbury Schweppes plc. The following practices are in place and
diligently observed by the company :
• HACCP (Good manufacturing Practices )
• Prerequisites
• Risk Management
• Quality policy
• Safety policy
• Environment policy
The above is audited from time to time by the Group Technical.
Contact Numbers:
Telephone No’s Factory : (07539) 2283803-807/509401-403
Fax No. : (07539) 2283802
Factory Manager : (07539) 2283801 (Direct Line)
Address:
Cadbury India Limited
Plot No. 25, Malanpur Industrial Area
Village Gurikha, Tehsil Gohad
Distt. Bhind, Pin – 477116
Professional Association
The unit is a member of the following bodies :-
• M.P. Chamber of Commerce & Industry
• Malanpur Industries Association
• MP AKVN
• Cll
• Quality Circle Federation of India.
Community Development
The unit has also taken up many community development initiatives for the
surrounding area along with M/s Sambhav a prominent NGO like , the primary
school at Gurikha village for the local children.
1.4 MALANPUR FACTORY
In 1989 the company stated manufacturing operations from its third and newest
factory at Malanpur near Gwalior in M.P.
Using the most modern state of the art technology, the unit today manufactures
range of liqud milk chocolate and a variety of enrobed chocolate products.
Factory in 8 phases
1988-89 - Eclairs & Gems
1994-95 - 5 Star
1997 - Perk
2001 - Chocolate expansion
2005 - Fruity Gems
2006 - Ulta Perk
2008 - Short
2009 - Éclair Sticks
LOCATION : Plot No. 25, Malanpur Industrial area, Malanpur
distt. – Bhind.
Telephone No. : 07539-83803, 83804
Parent Company : Cadbury Schweppes International UK
Total Area 24 Acres – Constructed 8.5 Acre
1.5 CHOCOLATE MARKET IN INDIA
Chocolate market is estimated to be around 1500 crores(AC Nielson)
growing at 18-20% per annum.
Cadbury is the market leader with 72% market share
The per capita consumption of chocolate in India is 300 gram compared
with 1.9 kilograms in developed markets such as the United Kingdom.
Over 70 per cent of the consumption takes place in the urban markets.
Margins in the chocolate industry range between 10 and 20 per cent,
depending on the price point at which the product is placed.
Chocolate sales have risen by 15% in 2007 to reach 36000 tonnes
according to one estimate. Another estimate puts the figure at 25000
tonnes.
The chocolate wafer market (Ulta Perk etc) is around 35% of the total
chocolate market and has been growing at around 13% annually.
As per Euromonitor study, Indian candy market is currently valued at
around USD 664 million, with about 70% or USD 461 million, in sugar
confectionery and the remaining 30% or USD 203 million, in chocolate
confectionery.
Entire Celebrations range has a market share is 6.5% .
The global chocolate market is worth $75 billion annually.
Consumers can choose from wide range of chocolates, which initially
was limited to Milk chocolates like Dairy Milk and Milky Bar. In past
few years we have seen so many SKUs with almonds, raisings and all sort
of nuts. And how can we forget latest 5 star crunchy and Ulta Perk, which
has opened new windows for consumers.
WHAT IS CHOCOLATE ?
Cocoa
Cocoa plant is a small tree having pods on the main trunk as well as on the
branches. Pods is long, narrow, flat part which contain the seeds and usually
having thin skin. Cocoa pods after harvesting are cautiously opened. The beans
and mucc8lage are scoped out and subjected to natural fermentation either in
heaps, wooden boxes. Fermentation generally take 5-10 days. At the end of
fermentation, the pulp breaks down and there is a change in the of the seeks
from pale yellow to brown. The endogeneous enzymes activated by the heat
fermentation brings out changes in protein and polyphenols in the kernel. The
beans are then dried to six to eight percent moisture level in sun or artificial
dryers.
The dried beans are cleaned sorted roasted. Roasting develops the
characteristic flavour, after roasting the beans are passed through corrugated
rollers to break their shells and removed by winnowing. The cotyledons are
known as ‘nibs’. This nibs are used for the manufacturing of cocoa and
chocolate. The nibs are ground using stone mills to fine paste or liquor. The heat
produce during grinding causes cocoa fat to melt and the melted fat carries with
it, in suspensions, finely ground particles of cocoa. This is known as cocoa
mass’, chocolate liquor’ or bitter chocolate’. This mass solidifies at about 300C .
Cocoa mass is very rich in fat ( 50-55 percent) and cannot be used
directly for the preparation of any beverage. It is subjected to filter pressing to
separate out a major part of fat (cocoa butter). The amount of fat left in the
pressed cake can be varied by the conditions of pressing. The pressed cake is
used for producing cocoa power.
CHOCOLATE : Cocoa mass not treated with alkali is generally used for the
manufacture of chocolate. There are many types of chocolate depending upon
the level of cocoa mass, added cocoa butter, sugar, milk, and other ingredients.
Plain chocolate is mass processed with cocoa butter and sugar. Plain chocolate
contains 40-55 percent sugar and 32-42 percent fat.
COCOA BUTTER : Cocoa butter which accounts for more than 50 percent
of cocoa bean is a valuable by product of the cocoa industry. The butter is a pale
yellow liquid with a characteristic odour and flavor of chocolate. It is brittle at
temperature below 250C , softens in the hand and melts (340C) in the mouth. It
is not greasy to touch , it is rich in saturated fatty acids (palmitic acid, stearic
and higher acids).
1.6 BASE CHOCOLATE FOR 5-STAR & PERK
CONCH
1. LOADING
2. DRY CONCHING
3. PASTING
4. LIQUEFYING
5. FLAVOUR MIXING
6. DISCHARGING
TRASFER TO LINE
INGREDIENTS
• Emulsifier :
Lecithin is used as a emulsifier, an emulsifier often added to chocolate
during the manufacturing process to give it a smooth, fluid consistency.
Lecithin stabilizes fat drops and keeps them from congealing and
separating. The majority of lecithin used in chocolate is derived from
soybeans, naturally occurs in egg yolks and some vegetables.
• Palm oil
• Flavouring agent
• SMP
• Sugar :
Added as a sweetener.
It caramelizes with heat, its helps the product to become brown.
It also increases the tenderness of the product.
• Slat
Salt act as a antimicrobial agent,
It also impart taste to the product.
It also absorb moisture, act as a dehydrating agent.
• Cocoa butter
• Cocoa solid
• Hydrogenated vegetable oil
• Edible gum
• Soya flour
• Invert sugar
PROCESS FLOW DIAGRAM
BLENDER VIBRATORY
ELEVATOR
TROUGH
CONVEYOR
RIBBON
BLENDER (ITS HOLD THE CEREAL)
NAUGA SPREADING OF
CERALS OVER
NAUGA
CARAMEL
COATING
COOLING
TUNNEL -1
CUTTER (VERTIC
AL CUTTING)
BELT
ENROBING
COOLING
TUNNEL-2
MATERIAL
CHECK
WRAPPING
CARAMEL MAKING
E-MILK
(EMULSIFIED
MILK)
HOLD
PRE DISSOLVER
(650C)
CARAMEL
COOKER
CARAMEL
FOAMING SYRUP MAKING
WATER AT
850C (440LT)
STIRRING
(UP TO 7 HRS)
SALT
FOAMING +
AGENT (37 KG) SUGAR
LIQUID (34 KG)
GLUCOSE
(86 KG)
+ FOAMING +
SYRUP
INVERT SUGAR GUAR GUM
(15 KG ) (2.8 KG)
FRAPPE MAKING
SUGAR SYRUP
AT 80 0C (80 KG OF SUGAR SYRUP
COOKER – 1
(1000C)
FOAMING
SYRUP COOKER-2
(1280C)
(WHEN TEMP.OF SUGAR
SYRUP REACHES 1250C
F.S. IS INTRODUCED COOLING IN
IN BEATER VACCUM (TEMPERATURE REDUCE TO
(25 GK) 1170C)
PRESSURE
VESSEL (HOLD)
CREAM AND NAUGA MAKING
CREAM
NAUGA FRAPPE
An alternative approach
The work described here has been aimed at improving corporate
creativity by designing and implementing IT support for a
brainstorming – based approach to idea generation. By applying the
principles underpinning brainstorming as posited by Osborn i.e..
quantity over quality; elaboration on other’ ideas; and absence of
criticism, I hoped to address the problems mentioned above by
providing a complement to the suggestion systems traditionally used
in industry. Having a desire not only to the suggestion systems
traditionally used in influence the processes undr study, my research
approach may be described as an action case. This hybrid is a mix of
understanding and change, designed to balance the trede-offs between
being either an observer capable of making interpretations or a
researcher involved in creating change in practice. Therefore, this
research takes place in a real industry setting. Diffusions and adoption
of technology depends not only on technology itself, but also on
structural and cognitive factors such culture, motivation, trust, and
mindset. KM systems in particular must not be seen as stand-alone
systems but as a symbiosis between social processes and technology.
Amabile has singled out motivation to be the key factor for creativity
and I shall therefore limit my discussion to elaborate on motivation
and its managerial implications. To provide the reader with a
background I shall shortly describe the prototype system implemented
by giving a conceptual description of it. I thereafter present some
empirical data from my interviews before ending the paper with a
discussion and a conclusion.
2. WORK ON BRAINSTORMING
Since introduced by Osborn in 1953, brainstorming has been widely used
in industry and busiess as a technique for idea eneration and problem
solving. However, in contrast to its popularity stands the result of several
studies that consistently show that nominal brainstorming, i.e. the
aggregated work of individuals working simultaneously but without
contact witheach other , outperform group brainstorming. Three main
reasons for this have been identified. Ffirstly, there is evaluation
apprehension, which refers to a situation when the group members are
reluctant to express their perhaps unpopular or politically incorrect
suggestions or poorly developed ideas in fear of being judged or
evaluated by peers or managers. Secondly, social loafing occurs when
group members intentionally limit their contributions and rely on other
group members to do the job. Thirdly and finally, there is the problem of
production blocking, .e. the result of group members having to wait for
others to finish before they can offer their own ideas. While waiting deas
may become obsolete or forgotten, or, in order not to forget, people
concentrate on and rehaearse their own ideas instead of participating and
generating more and new ideas. Electronic brainstorming was introduced
as an attempt to address these three problems. In EBS, the participants
use networked computers to send ideas to and read ideas from the group.
By allowing anonymous idea entry the evaluation apprehension problem
is avoided. The logging capability of computer software helps reduce the
social loafing since. Information on the relative performance of each
individual may be made salient. Finally, since participants are using
individual computer terminals, idea entry and sharing may be performed
by all users simultaneously, thus eliminating much of the production
blocking observed in face-to-face brainstorming. Though apparently
solving the three main problems mentioned above, it has been suggested
that EBS only outperform nominal brainstorming when used in large
groups. Despite this suggestion not much research has been done on
really large groups.
4. EMPIRICAL RESULTS
Before installing and evaluating Mind pool , I needed to set a base line
for my later experiments by interviewing the employees about their views
on creativity, suggestion systems, and management. Below, I first present
the results from the 10 semi-structured interviews before reporting from
the prototype evaluation.
2.2 INITIAL INTERVIEW DATA
A malter student conducted ten semi-structured interviews with
employees of a large Swedish IT company. These interviews, lasting
approximaltely 40 minutes, included both members of the Proposal\-
Handling Committee (PHC), i.e. the people responsible for evaluating
submitted ideas, and ordinary office workers. All interviews were taped
and analyzed by the author.
Most respondents stressed the importance of stimuli of some kind
to spark creativity, and mentioned the interaction with other people as an
important source. Aside from the shared view of “input from people” as
being an important stimuli a diversity of other situations were mentioned
during the interviews: facing a challenging task; going to conferences;
visiting other companies; looking at different applications; or doing
physical workout. “It’s more difficult to be creative when you really have
to” is an utterance that well depicts the common view of the interviewees,
that creativity is highly situated and spontaneous. All respondents
believed that a suggestion submitted to the PHC had to be both concrete
and well thought through to be considered. “it has to be serious stuff.
Which makes you a bit reluctant to submit” said one respondent who
believed the threshold for participating was too high. Some also conveyed
it as meaningless to submit suggestions since somebody else had
probably already thought of the same idea and already suggested it.
Several respondents complained about not having time for extraordinary
activities, or to do things outside their immediate duties; “You don’t have
time to, like speculate, or be creative in a general sort of way.
We’re too tightly governed by budgets and deadlines”. Another
interviewee pointed out that “if you have too much to do you can’t be
creative any more”. It was/ also suggested that there should be a
separately designed forum alongside the suggestion system where/
creative people would be “allowed to spend time” trying to develop ideas
they have. To be recognized as a creative person and allowed entry to
such a group would be like becoming one of the “Knights of the Round
Table”, said one respondent.
2.4. DISCUSSION
The design of Mindpool, with its distributed and asynchronous
nature, enables company wide brainstorming through the use of web
technology. Mindpool eliminates the need of large facilities and
simultaneous sessions, thereby, in theory, allowing company-wide
continuous brainstorming. The novel blurring of boundares between
electronic brainstorming and ordinary work activities should have a
positive effect on creativity. In practice, however, this has not been
observed.
2.5. COMPETITIVE ATTITUDES
Perceiving Mindpool and the suggestion system as competitors is
very unfortunate from an organizational point of view. There is an
obvious risk that neither A, B, nor C, as discussed above, would have
managed to crate the useful idea on their own, in isolation. The final idea
was the result of the interaction of A, B. and C, a social knowledge
creation process that required the combined input from all three parties.
For example, one user contributes with A, which may be an idea, a
suggestion or even just a remark; “ All email is driving me crazy. Can’t
we throw out our email system;” this somewhat unrealistic suggestion
may be observed by another user and spawn a process in that persons
unconscious mind that later results in B: “Must all this For-Your-
Information email really be email? Aren’t there any other channels?” note
that A and B do not connect visibly- there is no mechanism in our
prototype grouping or linking suggestions. This is must be so because
even the user suggesting B may no be aware of the mental link from A. in
practice, there may be weeks or even months between A and B.
suggestion B may in a similar manner eventually lead to C. which in turn
inspires D and E, and so forth. None of these suggestions or ideas needs
to be “good” or “useful’ in a practical sense, eventually, however, this
cumulative process leads to a point where a useful, constructive, practical
suggestion can be identified. In a traditional suggestion system only the
last person would receive acknowledgement and all the previous
contributors would be ignored. Such an approach encourages employees
to keep ideas to themselves. If instead all users were rewarded for
participating there would be no reason to hold back any ideas.
2.6. FOCUS ON EXTRINSIC MOTIVATION
Practical experiences of Mindpool are yet in their early stages but
the tentative results analyzed this far are consistent with the findings
derived from the work with its predecessor. Organizational members
express a concern for not receiving the financial reward that the final
suggestion might generate. This concern can be attributed to the use of a
suggestion system based on extrinsic motivation. It should be noted that
the suggestion system in use remunerates the proposer of a good idea
with financial compensation corresponding to half of the company’s first
year’s savings, which might come to a substantial amount of money.
During 1999, the company under study spent approximately USD 45000
on rewards. It was thus argued that if users A and B above are not
acknowledged, they are instead encouraged to keep their ideas to
themselves to try to develop them into what C managed to come up with
however, not many employees actually contribute to the suggestion
system that is in use. During 1999, the PHC received suggestions from
226 of the +2400 employees, which means that less than 10 percent of the
members participated actively consistent research findings show that the
reliance on extrinsic motivation limits participation to typically 10-15
percent of the employees, as opposed to 70-80 percent when no reward
system is used , or when recognition is kept to a symbolic level.
money: Akintoye (2000) asserts that money temains the most significant
motivational strategy. As far back as 1911.Frederick Taylor and his scientific
management associate described money as the most important factors in
motivating the industrial workers to achieve greater productivity. Taylor
advocated the establishment of inventive wage systems as a means of
stimulating workers to higher performance, commitment, and eventually
satisfaction. Money possesses significant motivating power in as much as it
symbolizers intangible goals like security ,power prestige, and a feeling of
accomplishment and success.Katz, in Sinclair,et al.(2005) demonstrates the
motivational power of money through the process of job choice. He explains
that money has the power to attract,retain, and motivate individuals towards
higher performance. For instance,if a librarian or information professional has
another job offer which has identical job characteristics with his current job,but
greater financial reward ,that warder would in all probability be motivated to
accept the new job offer.Banjoko(1996)states that many managers use money to
reward or punish workers .This is done through the (e.g.,premature retirement
due to poor performance).The desire to be promoted and earn enhanced pay
may also motivate employees.
Job satisfaction
job satisfaction of the libraian naturally depends on the economically, social and
cultural conditions in a given country (Ebru,1995).A librarian who can get a
sufficient wage will be faced with the problem of maintaining his or her
family’s life. This problem puts the librarian far from being sarisfied. Especially
the social facilities (transportation services,and consumer cooperarives-cash
boxes) are sufficient because of the economec conditions. Low wages add lack
of status and social security affect motivation.job satisfaction cannot be talk of
where there is absence of motivation.job satisfaction of the librarian who has an
important place in the information society will affect the quality of the service
he renders. In this respect, the question of haw the material and moral element
affect the job satisfaction of the librarians gains importance (Ebru,1995).
job satisfaction is so important in that its absence often leads to lethargy and
reduced organizational commitment (Levinson,1997,Moser,1997).Lack of job
satisfaction is a predictor of quitting a job (Alexander,Litchtenstein and
Hellmann,1997;jamal,1997). Sometimes workers may quit from public to the
private sector and vice versa.At the other times the movement is from one
profession to another that is considered a greener pasture.This later is common
in countries grapplign with dwindling economy and its concomitant such as
poor conditions of service and late payment of salaries (Nwagwu,1997
Other researchers (e.g.MacDonald,1996;O’Toole,1980)argue in favour of
the control of job satisfaction by factors intrinsic to the workers. Their
arguments are based on the idea that workers deliberately decide to find
satisfaction in their jobs and perceive them as worthwhile.
Organizational Commitment
• Primary data
• Secondary data
Primary data
It was collected through questionnaire prepared contains relevant questions that
are both close ended and opened. Individual and group interviews also under
taken with difference consumers,
I have collected mainly the Primary Data for my study by utilizing the
questionnaire and interview methods.
Secondary data
These data are collected from published sources such as Magazines, NEWS
papers, several books, and also from the help of web site
www.hdfcsl.com
Question No of No of No of No of No of Score
no. responses responses responses responses responses Obtained out
as SA as A as No as DA as SDA of 125
1 5 20 60
2 25 100
3 5 5 15 45
4 5 20 62
5 14 1 10 79
6 10 15 70
7 25 125
8 10 15 110
9 15 10 74
10 24 1 124
11 13 12 76
TOTAL 59 108 1 92 15 925
Following parameter was used to decide the level of motivation.
On the basis of the above scales and parameters it is found that in Cadbury the
level of motivation is lying in the range of poor.
For finding the factors behind this unexpected result another survey was done in
the form of interviews to know the view of management about the above and
the responses were gathered during the formal discussion.
3.4 GRAPHICAL REPRESENTATION OF THE
RESPONSES ( PIE CHARTS )
QUESTION ( 1)
1
2
QUESTION ( 2)
1
2
QUESTION (3)
1
2
QUESTION ( 4)
1
2
QUESTION ( 5)
1
2
QUESTION ( 6)
1
2
QUESTION (7)
1
2
QUESTION ( 8)
1
2
QUESTION (9)
1
2
QUESTION ( 10)
1
2
QUESTION ( 11)
1
2
QUESTION ( 12)
1
2
Do you ? Yes No
1. Thank personally, timely, often & sin cerely N
2. Take time to meet and listen to staff N
3. provide feedback N
4. Encourage new ideas and initiative Y
5. Explain how employee fits into organization’s Y N
6. Involve employees in decisions N
7. Provide ownership in their work
8. Recognize, reward, and promote based on Y
performance
9. Give chance to learn new skills Y
10. Celebrate successes !!!! Y
11. Encourage teem work N
The above response were given on the basis of availability of the plan for each
in the table.
Chapter 4
Conclusion and Suggestions
4.1 FINDINGS
According to the four ARCS categories and determines whether subjects
are under or over motivated in each case.
Success :
Opportunities
How will the learning experience support or enhance the student’s/employee’s
beliefs in their competence?
Learn: Provide frequent and varied experiences that increase learning success
Work: Build your belief that you can lead your employees to success (Self-
fulfilling prophecy)
Personal Control how will the learners/employees clearly know their success is
based upon their.
Effots and abilities?
Learn: Give learners chance to make decisions and help them associate success
to effort and ability.
Work: Set challenging but achievable goals and quotas
Satisfaction : Strategies that provide extrinsic and intrinsic reinforcement ofr
effort.
Natural
Consequences
How can I provide meaningful opportunities for learners/employees to use their
newly acquired knowledge/skill?
Learn: Give learners opportunities to use new skills in natural, authentic
settings.
Works: Give employees feedback related to their personal growth and
meaningfulness of effort.
Positive
Consequences
What will provide reinforcement to the learner’s/employee’s success?
Learn: Use praise, positive feedback when appropriate, symbolic rewards, and
incentives.
Work: Use symbolic rewards that are recognized and valued by other; use
incentives.
Equity how can I assist the students/employees in anchoring a positive feeling
about their.
Accomplishments?
Learn: Use fair testing and grading practices, and be sure tests are authentic.
Work : Provide incentives and feedback consistently and fairly.
4.4 CONCLUSION
When large sums of money are at stage, employees are discouraged from
sharing thoughts and ideas with their peers. Instead, individuals are keeping
their tentative thoughts to themselves, trying to work out soething really
rewarding. This situation causes a focus on the reward rather than on being
innovative. Further, the obvious risk is that the employee may never arrive at he
groundbreaking conclusion on her own, without intetaction and dialogue with
other humans. This motivates the following proposal: p1: Abandon extrinsic
motivation in form of financial compensation.
Understanding Materialism
Materialism is defined simply as when a person values money, wealth and
possessions over other things in life. Studies have consistently shown that a
materialistic focus in life is associated with a lower psychological well-being.
Even though individuals who are very poor financially demonstrate increased
happiness when their income rises, intensity of desire for wealth remains
negatively correlated with psychological wellbeing.
“Show me the money, show me respect and show me attention or show me the
door.”
Questionnaire
QUESTIONNAIRE
1. My job is interested.
a. SA
b. A
c. NO
d. DA
e. SDA
2. My boss is supportive.
a. SA
b. A
c. NO
d. DA
e. SDA
3. The work I do is recognized and appreciated by superiors.
a. SA
b. A
c. NO
d. DA
e. SDA
4. My job contains responsibilities.
a. SA
b. A
c. NO
d. DA
e. SDA
5. Working conditions are good in premises.
a. SA
b. A
c. NO
d. DA
e. SDA
6. There are opportunities to grow and learn new
a. SA
b. A
c. NO
d. DA
e. SDA
7. My job is secure
a. SA
b. A
c. NO
d. DA
e. SDA
8. My salary is at par with others in the industry
a. SA
b. A
c. NO
d. DA
e. SDA
9. I have the authority up to some extent
a. SA
b. A
c. NO
d. DA
e. SDA
10. Co-workers are supportive.
a. SA
b. A
c. NO
d. DA
e. SDA
11. I get the feed back of my performance and try to improve it.
a. SA
b. A
c. NO
d. DA
e. SDA
A questionnaire was prepared after discussing with the management. The
questionnaire was based upon the need hierarchy theory of motivation given by
fallow.
SA = strongly agree
A = agree
NO = no opinion
DA = disagree
SDA = strongly disagree
Bibliography
BIBLIOGRAPHY
www.goolge.com
www.cadbury.com
www.motivation.com