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A PROJECT REPORT ON Employees Motivation At

INITIATRIX

At Noida

SUBMIITED TO: SVSU, MEERUT

SUBMITTED BY
MBA-3rd semester

SWAMI VIVEKANAND SUBHART UNIVERSITY

CHAPTER ORGANIZATION
Chapter No. Ch-1 Ch-2 Ch-3 Ch.-4 Ch-5 Ch-6 Ch-7 Ch-8 Ch.-9 Ch-10

Subject
Certificate Declaration Acknowledgement Company Profile Recruitment & Selection My job at Initiatrix Technology Analysis and Interpretation Findings and Conclusion Bibliography Annexure

Page No. 2 3 4 5 10 16 19 21 22 23

DECLARATION
I, hereby declare that this Research project report work entitled is Employees Motivation was carried out by me under the supervision of Miss Nidhi Goel (Hr Executive) and submitted in the partial fulfillment for the degree of Master of Business Administration is the outcome of my work & the same has not been submitted for the award of any other degree, diploma, fellowship or other similar title of any other university.

Pramila hanswalia

ACKNOWLEDGEMENT
I would like to show my sincere gratitude to all those who made this study possible. First of all, I am very thankful to helpful staff and all the faculty of Swami vivekanand subharti university

All this made our task very interesting and challenging for us, it also provide an opportunity to remove any flaws and weaknesses. So openly and warmly welcomed us to use previous observations and in-depth interviews and discussions about work. Last but not the least I would like to pay thanks to my friends and others who are directly or indirectly help me in providing information and sharing with me their precious time.

COMPANY PROFILE

INITIATRIX TECHNOLOGIES Group companies and products


www.mocoti.com www.Modrika.com www.vocational-skills.com Key stakeholders and promoters
Company founded and promoted by the alumni of Indian Institutes of Technology (IITs), Indian Institutes of Management (IIMs), John Hopkins University School of Medicine (JHUSoM), Massachusetts Institute of Technology (MIT), University of Chicago (UC) and Indian School of Business (ISB).

MODRIKA
MODRIKA the word derived from Sanskrit word Mudra, which means currency. The essence of MODRIKA is derived as Mudra banane ki kriya i.e. Art of Making Money. As time passes the meaning of Money changed from just banks to stocks, shares, commodities, futures, bonds etc. all of which traded among top financial capital markets across the globe. With integration of technology the concept of money is aligned with time, everybody heard of this standard statement Time is Money. This allowed smart people to devise methods where money works for them than they are working for money.

Who we are
MODRIKA is a pioneer platform for launching finance career powered with technology. It is promoted by seasoned professionals and alumni of Indian Institute of Technology (IIT), Indian Institute of Management (IIM), Massachusetts Institute of Technology (MIT), John Hopkins University (JHU), HSBC, Barclay's, University of Chicago Business School (UCBS) and Indian School of Business (ISB). The promoter group currently manages assets over USD 1 Billion with more than 200 employees across 5 continents. We also provide services and consultancy to the worlds most prominent corporate and institution in hedge funds. Modrika has reached to another milestone, by touching more than 50,000 across the globe.

BRIEF OUTLINE OF COURSES AVAILABLE 1) Quant trading


Introduction to Quantitative Trading, basic Trading Strategies, pairs Trading & Statistical Arbitrage, options, futures and financial derivatives, market microstructure etc are the some example of the fields in which candidates will become conceptually comfortable after completion of the course.

Career opportunitiesThere are some areas of work in which a Quant Trader can make his career

Commercial banks, e.g. HSBC. Investment banks. Hedge funds, e.g. the Citadel Group. Accountancy terms Consultancy terms e.g. Accenture Software companies. Asset management , Private Banking , Alternative Investments.

2) Algorithmic trading
The course introduces key concepts, the trade life cycle and factors driving the growth of electronic trading with an overview of electronic and Algorithmic Trading which defines important ideas and gives a historical perspective on the emergence of program and algorithmic trading. This course is a unique course both in terms of the level of detail as well as the breadth of its scope . It is aimed at sell-side or a buy-side executives, brokers, regulator , or fund manager in charge of implementing technology systems for your business or professional traders. It provides insight on the fundamentals of electronic trading and the technological solutions for implementing them.

Career Opportunities Employment with leading investment banking companies Setup your own business( sub broker ship) Start your own practice.

Start your own practice. Self trading / Investment.

3)

Arbitrageur

This program is especially conceived for those who need a sound fundamental knowledge of what arbitrage is and teaches complete implementation details. This course equips you with all the trading knowledge you need to either start your own practice or work with any top trading house by giving strong practical knowledge.

Career Opportunities A huge possible to regain large move within the high frequency trading domain. Be hands on from a really archaeozonic present with the latent in case to dealings instantly yourself. Operate with several very experienced high frequency traders. Do something substantive give to adding see to be the player in the marketplace. Do something substantive give to adding see to be the player in the marketplace. Raise ones own heterogeneity of credentials in becoming an absolute master this space.

4) Technical analysis
Technical Analysis is a discipline for forecasting/ predicting the direction of prices through the study of past market data, primarily price and volume . Technical analysis is widely used among stock brokers, traders, financial analysts and financial professionals.

Career OptionTrader Technical Analyst in broking firms

Fund Manager

5) Portfolio management
The primary objective of this course is to familiarize the student with basic concepts of Portfolio Management and its various tools and techniques to facilitate the managers in managing their portfolio.

Career OpportunitiesWith an increase in the number of high net worth investors, the opportunities for private equity fund management has also proliferated. With imminent deregulation of the insurance and pension sector , huge investable surpluses are likely to come into the capital markets. This is likely to open up new vistas for analysts and portfolio managers.

6) Statistician & mathematician


This course is a rigorous introduction to the mathematical theory of probability , and it provides the necessary background for the study of mathematical statistics and probability modeling. Career OpportunitiesAs interoffice protocol goes , analysts interact with each other as colleague while they tend to report to a portfolio manager or other senior in management . A junior analyst may work his or her way up to a senior analyst in period of three to five years. For senior analysts who continue to look for career advancement , there is the potential to become a portfolio manager, a partner in an investment bank or senior management in a retail bank or an insurance company . Some analysts go on to become investment advisors or financial consultants. Raise ones own heterogeneity of credentials in becoming an absolute master this space.

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7) Trading programmer analyst


A Trading Programmer Analyst is a person who is responsible for design and development of trading systems for in-house proprietary traders to implement algorithmic trading strategies. Programs available C# programming C++ programming Easy Language Programming R language Excel VBA Programming Java Programming MATLAB

Career OpportunitiesStarting out Skilled Programmer can be promoted to lead programmers and given supervisory responsibilities. With experience they can move onto analyst programmer roles.

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Awards and Achievements


Touched over 50,000 in just one year of successful operations Modrika has touched over 50,000+ across the globe from India, US, UK, Singapore, Australia setting a benchmark of achieving in just 1 year of successful operations. First one to launch technology driven financial programs in India Being driven by top technologists from IIT, ISB, John Hopkins, MIT and Chicago Business School, Modrika is the only company which has included technology as a core part of curriculum of Courses in Finance. We believe that only via technology the real profit margins and volume will be achieved. Only company with organisational experience Modrika is the only company which have organisational experience of over 20,000 + Man hours in enabling finance with technology. With direct placement tie-up with top investment banks and top financial institutions.

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Employees Motivation
CHAPTER-1

1.1 INTRODUCTION
The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to INITIATRIX, NOIDA is mainly conducted to identify the factors which will motivate the employees and the organizational functions in INITIATRIX, NOIDA.

Managements basic job is the effective utilization of human resources for achievements of organizational objectives. The personnel management is concerned with organizing human resources in such a way to get maximum output to the enterprise and to develop the talent of people at work to the fullest satisfaction. Motivation implies that one person, in organization context a manager, includes another, say an employee, to engage in action by ensuring that a channel to satisfy those needs and aspirations becomes available to the person. In addition to this, the strong needs in a direction that is satisfying to the latent needs in employees and harness them in a manner that would be functional for the organization.

Employee motivation is one of the major issues faced by every organization. It is the major task of every manager to motivate his subordinates or to create the will to work among the subordinates. It should also be remembered that a worker may be immensely capable of doing some work; nothing can be achieved if he is not willing to work. A manager has to make appropriate use of motivation to enthuse the employees to follow them. Hence this studies also focusing on the employee motivation among the employees of INITIATRIX, NOIDA.

13 The data needed for the study has been collected from the employees through questionnaires and through direct interviews. Analysis and interpretation has been done by using the statistical tools and datas are presented through tables and charts.

1.2 RESEARCH PROBLEM


The research problem here in this study is associated with the motivation of employees of

INITIATRIX, NOIDA. There are a variety of factors that can influence a persons level of
motivation; some of these factors include 1. The level of pay and benefits, 2. 3. The perceived fairness of promotion system within a company, Quality of the working conditions,

4. Leadership and social relationships, 5. Employee recognition 6. Job security 7. Career development opportunities etc. Motivated employees are a great asset to any organisation. It is because the motivation and Job satisfaction is clearly linked. Hence this study is focusing on the employee motivation in the

organisation. The research problem is formulated as follows:

What are the factors which help to motivate the employees?

1.3 SIGNIFICANCE OF THE STUDY


The study is intended to evaluate motivation of employees in the organization. A good motivational program procedure is essential to achieve goal of the organization. If efficient motivational programmes of employees are made not only in this particular organization but also any other organization; the organizations can achieve the efficiency also to develop a good organizational culture.

14 Motivation has variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in more than one way. This helps in retaining and nurturing the true believers who can deliver value to the organization. Proliferating and nurturing the number of true believers is the challenge for future and present HR managers.

This means innovation and creativity. It also means a change in the gear for HR polices and practices. The faster the organizations nurture their employees, the more successful they will be. The challenge before HR managers today is to delight their employees and nurture their creativity to keep them a bloom.

This study helps the researcher to realize the importance of effective employee motivation. This research study examines types and levels of employee motivational programmes and also discusses management ideas that can be utilized to innovate employee motivation. It helps to provide insights to support future research regarding strategic guidance for organizations that are both providing and using reward/recognition programs.

1.4 OBJECTIVES OF THE STUDY


1.4.1 Primary objective
1. To study the important factors which are needed to motivate the employees.

1.4.2 Secondary Objective.

1. To study the effect of monetary and non-monetary benefits provided by the organization on the employees performance.

15 2. To study the effect of job promotions on employees.

3. To learn the employees satisfaction on the interpersonal relationship exists in the organization.

4. To provide the practical suggestion for the improvement of organizations performance.

1.5 RESEARCH METHODOLOGY.


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

1.5.1 Sampling Design. A sample design is a finite plan for obtaining a sample from a given population. Simple random sampling is used for this study.

1.5.2 Universe. The universe chooses for the research study is the employees of Hewitt Associates.

1.5.3 Sample Size. Number of the sampling units selected from the population is called the size of the sample. Sample of 50 respondents were obtained from the population.

1.5.4 Sampling Procedure.

16 The procedure adopted in the present study is probability sampling, which is also known as chance sampling. Under this sampling design, every item of the frame has an equal chance of inclusion in the sample.

1.5.5 Methods of Data Collection. The datas were collected through Primary and secondary sources.

1.5.5.1 Primary Sources. Primary data are in the form of raw material to which statistical methods are applied for the purpose of analysis and interpretations. The primary sources are discussion with employees, datas collected through questionnaire.

1.5.5.2 Secondary Sources. Secondary datas are in the form of finished products as they have already been treated statistically in some form or other. The secondary data mainly consists of data and information collected from records, company websites and also discussion with the management of the organization. Secondary data was also collected from journals, magazines and books.

1.5.6 Nature of Research. Descriptive research, also known as statistical research, describes data and characteristics about the population or phenomenon being studied. Descriptive research answers the questions who, what, where, when and how. Although the data description is factual, accurate and systematic, the research cannot describe what caused a situation. Thus, descriptive research cannot be used

17 to create a causal relationship, where one variable affects another. In other words, descriptive research can be said to have a low requirement for internal validity.

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

1.5.8 Nature of Questions Asked. The questionnaire consists of open ended, dichotomous, rating and ranking questions.

1.5.9 Pre-testing A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed and all of them were collected back as completed questionnaire. On the basis of doubts raised by the respondents the questionnaire was redesigned to its present form.

1.5.10 Sample A finite subset of population, selected from it with the objective of investigating its properties called a sample. A sample is a representative part of the population. A sample of 50 respondents in total has been randomly selected. The response to

18 various elements under each questions were totaled for the purpose of various statistical testing.

1.5.11. Variables of the Study. The direct variable of the study is the employee motivation Indirect variables are the incentives, interpersonal relations, career development opportunities and performance appraisal system.

1.5.12. Presentation of Data. The data are presented through charts and tables.

1.5.13. Tools and Techniques for Analysis. Correlation is used to test the hypothesis and draw inferences.

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CHAPTER 2

2. LITERATURE REVIEW
Rensis Likerthas called motivation as the core of management. Motivation is the core of management. Motivation is an effective instrument in the hands of the management in inspiring the work force .It is the major task of every manager to motivate his subordinate or to create the will to work among the subordinates .It should also be remembered that the worker may be immensely capable of doing some work, nothing can be achieved if he is not willing to work .creation of a will to work is motivation in simple but true sense of term.

Motivation is an important function which every manager performs for actuating the people to work for accomplishment of objectives of the organization .Issuance of well conceived instructions and orders does not mean that they will be followed .A manager has to make appropriate use of motivation to enthuse the employees to follow them. Effective motivation succeeds not only in having an order accepted but also in gaining a determination to see that it is executed efficiently and effectively.

20 In order to motivate workers to work for the organizational goals, the managers must determine the motives or needs of the workers and provide an environment in which appropriate incentives are available for their satisfaction .If the management is successful in doing so; it will also be successful in increasing the willingness of the workers to work. This will increase efficiency and effectiveness of the organization .There will be better utilization of resources and workers abilities and capacities.

2.1 The concept of motivation


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

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

2.2 Definition of Motivation.


What is motivation? It is defined as the processes that account for an individuals intensity, direction and persistence of effort towards attaining a goal. The three key elements in the definition are intensity, direction and persistence. Intensity is concerned with how hard a person tries. This is the element most of us focus on when we talk about motivation. However, high intensity is unlikely to lead to favourable job performance outcomes unless the effort is channelled in a direction that benefits the organization. Therefore, we have to consider the quality of effort as well as its intensity. Effort that is directed towards, and consistent with, the organizations goals is the kind of effort that we should be seeking. Finally,

21 motivation has a persistence dimension. This is a measure of how long a person can maintain effort. Motivated individuals stay with a task long enough to achieve their goal.

2.3 Significance of Motivation


Motivation involves getting the members of the group to pull weight effectively, to give their loyalty to the group, to carry out properly the purpose of the organization. The following results may be expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity.

3. The rates of labors turnover and absenteeism among the workers will be low.

4. There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease.

5. The number of complaints and grievances will come down. Accident will also be low.

22 6. There will be increase in the quantity and quality of products. Wastage and scrap will be less. Better quality of products will also increase the public image of the business.

2.4 Motivation Process.


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

2.5 Theories of Motivation.


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

2.5.1 McClellands Achievement Need Theory. In his acquired-needs theory, David McClelland proposed that an individual's specific needs are acquired over time and are shaped by one's life experiences. Most of these needs can be classed as achievement, affiliation, or power. A person's motivation and effectiveness in certain job functions are influenced by these three needs. McClelland's theory sometimes is referred to as the three need theory or as the learned needs theory. Achievement People with a high need for achievement (nAch) seek to excel and thus tend to avoid both low-risk and high-risk situations. Achievers avoid low-risk situations

23 because the easily attained success is not a genuine achievement. In high-risk projects, achievers see the outcome as one of chance rather than one's own effort. High nAch individuals prefer work that has a moderate probability of success, ideally a 50% chance. Achievers need regular feedback in order to monitor the progress of their achievements. They prefer either to work alone or with other high achievers. Affiliation Those with a high need for affiliation (nAff) need harmonious relationships with other people and need to feel accepted by other people. They tend to conform to the norms of their work group. High nAff individuals prefer work that provides significant personal interaction. They perform well in customer service and client interaction situations. Power A person's need for power (nPow) can be one of two types - personal and institutional. Those who need personal power want to direct others, and this need often is perceived as undesirable. Persons who need institutional power (also known as social power) want to organize the efforts of others to further the goals of the organization. Managers with a high need for institutional power tend to be more effective than those with a high need for personal power. Thematic Apperception Test McClelland used the Thematic Apperception Test (TAT) as a tool to measure the individual needs of different people. The TAT is a test of imagination that presents the subject with a series of ambiguous pictures, and the subject is asked to develop a spontaneous story for each picture. The assumption is that the subject will project his or her own needs into the story. Psychologists have developed fairly reliable scoring techniques for the Thematic Apperception Test. The test determines the individual's score for each of the needs of achievement, affiliation, and power. This score can be used to suggest the types of jobs for which the person might be well suited.

Implications for Management People with different needs are motivated differently.

High need for achievement - High achievers should be given challenging projects with reachable goals. They should be provided frequent feedback.

24 While money is not an important motivator, it is an effective form of feedback. High need for affiliation - Employees with a high affiliation need perform best in a cooperative environment. High need for power - Management should provide power seekers the opportunity to manage others.

Note that McClelland's theory allows for the shaping of a person's needs; training programs can be used to modify one's need profile.

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

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

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

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

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

SelfActualizat ion Ego Needs Social Needs Safety Needs


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

Physiological Needs

26 Physiological or Body Needs: - The individual move up the ladder responding first to the physiological needs for nourishment, clothing and shelter. These physical needs must be equated with pay rate, pay practices and to an extent with physical condition of the job.

Safety: - The next in order of needs is safety needs, the need to be free from danger, either from other people or from environment. The individual want to assured, once his bodily needs are satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety needs may take the form of job security, security against disease, misfortune, old age etc as also against industrial injury. Such needs are generally met by safety laws, measure of social security, protective labor laws and collective agreements.

Social needs: - Going up the scale of needs the individual feels the desire to work in a cohesive group and develop a sense of belonging and identification with a group. He feels the need to love and be loved and the need to belong and be identified with a group. In a large organization it is not easy to build up social relations. However close relationship can be built up with at least some fellow workers. Every employee wants too feel that he is wanted or accepted and that he is not an alien facing a hostile group.

Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition, respect and prestige in the work group or work place such as is conferred by the recognition of ones merit by promotion, by participation in management and by fulfillment of workers urge for self expression. Some of the needs relate to ones esteem

e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this means praise for a job but more important it means a feeling by employee

27 that at all times he has the respect of his supervisor as a person and as a contributor to the organizational goals.

Self realization or Actualization needs: - This upper level need is one which when satisfied provide insights to support future research regarding strategic guidance for organization that are both providing and using reward/recognition programs makes the employee give up the dependence on others or on the environment. He becomes growth oriented, self oriented, directed, detached and creative. This need reflects a state defined in terms of the extent to which an individual attains his personnel goal. This is the need which totally lies within oneself and there is no demand from any external situation or person. Implications for Management If Maslow's theory holds, there are some important implications for management. There are opportunities to motivate employees through management style, job design, company events, and compensation packages, some examples of which follow:

Physiological needs: Provide lunch breaks, rest breaks, and wages that are sufficient to purchase the essentials of life. Safety Needs: Provide a safe working environment, retirement benefits, and job security. Social Needs: Create a sense of community via team-based projects and social events. Esteem Needs: Recognize achievements to make employees feel appreciated and valued. Offer job titles that convey the importance of the position. Self-Actualization: Provide employees a challenge and the opportunity to reach their full career potential.

However, not all people are driven by the same needs - at any time different people may be motivated by entirely different factors. It is important to understand the needs being pursued by each employee. To motivate an employee, the manager must be able to recognize the needs level at which the employee is operating, and use those needs as levers of motivation.

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Limitations of Maslow's Hierarchy While Maslow's hierarchy makes sense from an intuitive standpoint, there is little evidence to support its hierarchical aspect. In fact, there is evidence that contradicts the order of needs specified by the model. For example, some cultures appear to place social needs before any others. Maslow's hierarchy also has difficulty explaining cases such as the "starving artist" in which a person neglects lower needs in pursuit of higher ones. Finally, there is little evidence to suggest that people are motivated to satisfy only one need level at a time, except in situations where there is a conflict between needs. Even though Maslow's hierarchy lacks scientific support, it is quite well-known and is the first theory of motivation to which many people they are exposed. To address some of the issues of Maslow's theory, Clayton Alderfer developed the ERG theory, a needs-based model that is more consistent with empirical findings. 2.5.4 ERG Theory of Motivation To bring Maslows need hierarchy theory of motivation in synchronization with empirical research, Clayton Alderfer redefined it in his own terms. His rework is called as ERG theory of motivation. He recategorized Maslows hierarchy of needs into three simpler and broader classes of needs:

Existence needs- These include need for basic material necessities. In short, it includes an individuals physiological and physical safety needs. Relatedness needs- These include the aspiration individuals have for maintaining significant interpersonal relationships (be it with family, peers or superiors), getting public fame and recognition. Maslows social needs and external component of esteem needs fall under this class of need. Growth needs- These include need for self-development and personal growth and advancement. Maslows self-actualization needs and intrinsic component of esteem needs fall under this category of need.

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The significance of the three classes of needs may vary for each individual. Implications of the ERG Theory Managers must understand that an employee has various needs that must be satisfied at the same time. According to the ERG theory, if the manager concentrates solely on one need at a time, this will not effectively motivate the employee. Also, the frustration- regression aspect of ERG Theory has an added effect on workplace motivation. For instance- if an employee is not provided with growth and advancement opportunities in an organization, he might revert to the relatedness need such as socializing needs and to meet those socializing needs, if the environment or circumstances do not permit, he might revert to the need for money to fulfill those socializing needs. The sooner the manager realizes and discovers this, the more immediate steps they will take to fulfil those needs which are frustrated until such time that the employee can again pursue growth.

2.5.5 Herzberg's Motivation-Hygiene Theory

The studies included interviews in which employees where asked what pleased and displeased them about their work. Herzberg found that the factors causing job satisfaction (and presumably motivation) were different from those causing job dissatisfaction. He developed the motivation-hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfiers hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction.

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The following table presents the top six factors causing dissatisfaction and the top six factors causing satisfaction, listed in the order of higher to lower importance. Factors Affecting Job Attitudes Leading to Dissatisfaction

Leading to Satisfaction

Company policy Supervision Relationship w/Boss Work conditions Salary Relationship w/Peers

Achievement Recognition Work itself Responsibility Advancement Growth

Herzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction. While at first glance this distinction between the two opposites may sound like a play on words, Herzberg argued that there are two distinct human needs portrayed.

31 First, there are physiological needs that can be fulfilled by money, for example, to purchase food and shelter. Second, there is the psychological need to achieve and grow, and this need is fulfilled by activities that cause one to grow. From the above table of results, one observes that the factors that determine whether there is dissatisfaction or no dissatisfaction are not part of the work itself, but rather, are external factors. Herzberg often referred to these hygiene factors as "KITA" factors, where KITA is an acronym for Kick In The A..., the process of providing incentives or a threat of punishment to cause someone to do something. Herzberg argues that these provide only short-run success because the motivator factors that determine whether there is satisfaction or no satisfaction are intrinsic to the job itself, and do not result from carrot and stick incentives. Implications for Management If the motivation-hygiene theory holds, management not only must provide hygiene factors to avoid employee dissatisfaction, but also must provide factors intrinsic to the work itself in order for employees to be satisfied with their jobs. Herzberg argued that job enrichment is required for intrinsic motivation, and that it is a continuous management process. According to Herzberg:

The job should have sufficient challenge to utilize the full ability of the employee. Employees who demonstrate increasing levels of ability should be given increasing levels of responsibility. If a job cannot be designed to use an employee's full abilities, then the firm should consider automating the task or replacing the employee with one who has a lower level of skill. If a person cannot be fully utilized, then there will be a motivation problem.

Critics of Herzberg's theory argue that the two-factor result is observed because it is natural for people to take credit for satisfaction and to blame dissatisfaction on external factors. Furthermore, job satisfaction does not necessarily imply a high level of motivation or productivity. Herzberg's theory has been broadly read and despite its weaknesses its enduring value is that it recognizes that true motivation comes from within a person and not from KITA factors. 2.5.6 J.S Adams Equity Theory

32 Employee compares her/his job inputs outcome ratio with that of reference. If the employee perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality, increased absenteeism, voluntary resignation. 2.5.7 Vrooms Expectation Theory Vrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated. 2.5.8 Two Factor Theory . THEORY X AND THEORY Y Douglas McGregor proposed two distinct views of human beings Theory X and Theory Y. The theories basically represent two sets of assumptions about human nature and human behaviour that are relevant to the practice of management. Theory X represents a negative view of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. Theory Y denotes a positive view of human nature and assumes individuals are generally industrious, creative, and able to assume responsibility and exercise selfcontrol in their jobs. One would expect, then, that managers holding assumptions about human nature that are consistent with Theory X might exhibit a managerial style that is quite different than managers who hold assumptions consistent with Theory Y. McGregor argued that the conventional approach to managing was based on three major propositions, which he called Theory X: 1. Management is responsible for organizing the elements of productive enterprise-money, materials, equipment, and people-in the interests of economic ends. 2. With respect to people, this is a process of directing their efforts, motivating them, controlling their actions, and modifying their behavior to fit the needs of the organization. 3. Without this active intervention by management, people would be passiveeven resistant-to organizational needs. They must therefore be persuaded, rewarded, punished, and controlled. Their activities must be directed. Management's task was thus simply getting things done through other people.

33 According to McGregor, these tenets of management are based on less explicit assumptions about human nature. The first of these assumptions is that individuals do not like to work and will avoid it if possible. A further assumption is that human beings do not want responsibility and desire explicit direction. Additionally, individuals are assumed to put their individual concerns above that of the organization for which they work and to resist change, valuing security more than other considerations at work. Finally, human beings are assumed to be easily manipulated and controlled. McGregor contended that both the classical and human relations approaches to management depended this same set of assumptions. He called the first style of management "hard" and identified its methods as close supervision, tight controls, and coercion. The hard style of management led to restriction of output, mutual distrust, unionism, and even sabotage. McGregor called the second style of management "soft" and identified its methods as permissiveness and need satisfaction. McGregor suggested that the soft style of management often led to managers' failure to perform their managerial role. He also pointed out that employees often take advantage of an overly permissive manager by demanding more but performing at lower levels. McGregor drew upon the work of Abraham Maslow (1908-1970) to explain why Theory X assumptions led to ineffective management. Maslow had proposed that man's needs are arranged in levels, with physical and safety needs at the bottom of the needs hierarchy and social, ego, and self-actualization needs at upper levels of the hierarchy. Maslow's basic point was that once a need is met, it no longer motivates behavior; thus, only unmet needs are motivational. McGregor argued that most employees already had their physical and safety needs met and that the motivational emphasis had shifted to the social, ego, and self-actualization needs. Therefore, management had to provide opportunities for these upper-level needs to be met in the workplace, or employees would not be satisfied or motivated in their jobs. Such opportunities could be provided by allowing employees to participate in decision making, by redesigning jobs to make them more challenging, or by emphasizing good work group relations, among other things. According to McGregor, neither the hard style of management based on the classical school nor the soft style of management inspired by the human relations movement were sufficient to motivate employees. Thus, he proposed a different set of assumptions about human nature as it pertains to the workplace.

McGregor put forth these assumptions, which he believed could lead to more effective management of people in the organization, under the rubric of Theory Y. The major propositions of Theory Y include the following:

34 1. Management is responsible for organizing the elements of productive enterprise-money, materials, equipment, and people in the interests of economic ends. 2. People are not by nature passive or resistant to organizational needs. They have become so as a result of experience in organizations. 3. The motivation, potential for development, capacity for assuming responsibility, and readiness to direct behavior toward organizational goals are all present in people-management does not put them there. It is a responsibility of management to make it possible for people to recognize and develop these human characteristics for themselves. 4. The essential task of management is to arrange organizational conditions and methods of operation so that people can achieve their own goals by directing their efforts toward organizational objectives. Thus, Theory Y has at its core the assumption that the physical and mental effort involved in individuals will actually seek it out under the proper conditions. Theory Y also assumes that the ability to be innovative and creative exists among a large, rather than a small segment of work is natural and that individuals actively seek to engage in work. It also assumes that close supervision and the threat of punishment are not the only means or even the best means for inducing employees to exert productive effort. Instead, if given the opportunity, employees will display selfmotivation to put forth the effort necessary to achieve the organization's goals. Thus, avoiding responsibility is not an inherent quality of human nature; the population. Finally, it assumes that rather than valuing security above all other rewards associated with work, individuals desire rewards that satisfy their selfesteem and self-actualization needs. THEORY X AND THEORY Y IN THE TWENTY-FIRST CENTURY McGregor's work on Theory X and Theory Y has had a significant impact on management thought and practice in the years since he first articulated the concepts. In terms of the study of management, McGregor's concepts are included in the overwhelming majority of basic management textbooks, and they are still routinely presented to students of management. Most textbooks discuss Theory X and Theory Y within the context of motivation theory; others place Theory X and Theory Y within the history of the organizational humanism movement. Theory X and Theory Y are often studied as a prelude to developing greater understanding of more recent management concepts, such as job enrichment, the job-characteristics model, and self-managed work teams. Although the terminology may have changed since the 1950s, McGregor's ideas have had tremendous influence on the study of management.

35 In terms of the practice of management, the workplace of the early twenty-first century, with its emphasis on self-managed work teams and other forms of worker involvement programs, is generally consistent with the precepts of Theory Y.

2.6 Types of Motivation.


Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is morally significant. Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades)

2.7 Incentives
An incentive is something which stimulates a person towards some goal. It activates human needs and creates the desire to work. Thus, an incentive is a means of motivation. In organizations, increase in incentive leads to better performance and vice versa. 2.7.1 Need for Incentives Man is a wanting animal. He continues to want something or other. He is never fully satisfied. If one need is satisfied, the other need need arises. In order to motivate the employees, the management should try to satisfy their needs. For this purpose, both financial and non financial incentives may be used by the management to motivate the workers. Financial incentives or motivators are those which are associated with money. They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial motivators are those which are not associated with monetary rewards. They include intangible incentives like ego-satisfaction, selfactualization and responsibility.

36 INCENTIVES

Financial Incentives incentives

Non-financial

Wages and Salaries. Bonus Medical reimbursement Insurance Housing facility Retirement benefits. participation.

- Competition - Group recognition - Job security - Praise - Knowledge of result - Workers Suggestion

system. - Opportunities for growth

2.8 Motivation is the key to performance improvement


There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it, either by themselves or through external stimulus. Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed. Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)

37

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

Positive reinforcement / high expectations Effective discipline and punishment Treating people fairly Satisfying employees needs Setting work related goals Restructuring jobs Base rewards on job performance

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

38

CHAPTER-3 4. ANALYSIS AND INTERPRETATION OF DATA 4.1 DESCRIPTIVE STATISTICS


4.1.1 Response about the support from the HR department
SL NO PARTICULAR S 1 2 3 4 5 Highly satisfied Satisfied Neutral Dissatisfied Highly satisfied Total 18 29 3 0 0 50 (Table 4.1)
70 60 50 40 30 20 10 0 Highly Satisfied Satisfied Netural 6 0 Dissatisfied 0 highly Dissatisfied 36 Series1 58

NUMBER OF RESPONDENT PERCENTAGE

36 58 6 0 0 100

(Chart 4.1) INTERPRETATION

39 The table shows that 58% of the respondents are satisfied with the support they are getting from the HR department.

4.1.2 Management is interested in motivating the employees

SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total

NUMBER OF RESPONDENTS 27 20 3 0 0 50 (Table 4.2) PERCENTAGE 54 40 6 0 0 100

40

Management is interested in motivating the employees


60 50 40 30 20 10 0 Strongly Agree Agree Netural 3 0 Disagree 0 Strongly Disagree 54 40 Series1

(Chart 4.2) INTERPRETATION The table shows that 54% of the respondents are strongly agreeing that the management is interested in motivating the employees.

4.1.3 The type of incentives motivates you more

SL NO PARTICULAR 1 2 3 Financial Incentives Non financial Incentives Both Total

NUMBER OF RESPONDENTS 15 9 26 50 (Table 4.3) PERCENTAGE 30 18 52 100

41

The type of incentives motivates you more

30% Financial Incentives 52% 18% Non Financial Incentives Both

(Chart 4.3) INTERPRETATION The table shows that 52% of the respondents are expressing that both financial and non financial incentives will equally motivate them.

4.1.4 Satisfaction with the present incentives scheme


SL NO PARTICULAR 1 2 3 4 5 Highly satisfied Satisfied Neutral Dissatisfied Highly satisfied Total (Table 4.4) NUMBER OF RESPONDENTS 18 29 3 0 0 50 PERCENTAGE 36 58 6 0 0 100

42

Satisfaction with the present incentives provided by the organization


70% 60% 50% 40% 30% 20% 10% 0% Highly Satisfied Satisfied Netural 6% 0% Dissatisfied 0% highly Dissatisfied 36% 58%

(Chart 4.4) INTERPRETATION The table shows that 58% of the respondents are satisfied with the present incentive scheme of the organization. 4.1.5

The company is eagerness in recognizing and acknowledging employees work

SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total

NUMBER OF RESPONDENTS 18 29 3 0 0 50 (Table 4.5) PERCENTAGE 54 58 6 0 0 100

43

Eagerness of the company in acknowledging the work of employees


70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Netural 6% 0% Disagree 0% Strongly Disagree 36% 58%

(Chart 4.5)

INTERPRETATION From the study, 58% of employees agreed that the company is eager in recognizing and acknowledging their work, 36% strongly agreed and only 6% showed neutral response.

4.1.6.1 Periodical increase in salary

44 SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total (Table 4.6) NUMBER OF RESPONDENTS 12 23 3 9 3 50 PERCENTAGE 24 46 6 18 6 100

Periodical increase in salary


50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 46%

24% 18% 6% 6%

Series1

Strongly Agree

Agree

Netural

Disagree

Strongly Disagree

(Chart 4.6)

INTERPRETATION The table shows 46% of employees agree that there is a periodical increase in the salary.

45

4.1.6.2 Job Security existing in the company.

SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total

NUMBER OF RESPONDENTS 15 18 11 3 3 50 (Table 4.7) PERCENTAGE 30 36 22 6 6 100

Job security exist in the company


40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 6% 6% 30% 22% 36%

(Chart 4.7) INTERPRETATION

46 The table shows 35% of employees agree with good job security exist in the company.

4.1.6.3 Good relations with the co-workers.

SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total

NUMBER OF RESPONDENTS 15 27 8 0 0 50 (Table 4.8) PERCENTAGE 30 54 16 0 0 100

Good relations with co-workers


60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Netural 0% Disagree 0% Strongly Disagree 30% 16% 54%

(Chart 4.8) INTERPRETATION

47 The table shows 54% of the respondents agree that they have good relations with co-worker.

4.1.6.4 Effective performance appraisal system.


SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total (Table 4.9) NUMBER OF RESPONDENTS 10 23 8 6 3 50 PERCENTAGE 20 46 16 12 6 100

Effective performance appraisal system.


50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 20% 16% 12% 6% 46%

(Chart 4.9) INTERPRETATION The table shows 46% of the respondents agree to effective performance appraisal system existing in the company.

48

4.1.6.5 Effective promotional opportunities in present job,


SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total NUMBER OF RESPONDENTS 9 26 9 3 3 50 (Table 4.10) PERCENTAGE 18 52 18 6 6 100

Effective promotional opportunities in present job


60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Netural 18% 18% 6% Disagree 6% Strongly Disagree

52%

(Table 4.10)

INTERPRETATION

49 The table shows 52% of the respondents agree with effective promotional opportunities in their present job.

4.1.6.6 Good safety measures existing in the organization.

SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total

NUMBER OF RESPONDENTS 15 23 3 6 3 50 (Table 4.11) PERCENTAGE 30 46 6 12 6 100

Good safety measures existing in the organization.


50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

46%

30%

12% 6% Strongly Agree Agree Netural Disagree 6% Strongly Disagree

50 (Chart 4.11)

INTERPRETATION The table shows 46% of the respondents agree that there is a good safety measure existing in the company.

4.1.6.7 Performance appraisal activities are helpful to get motivated.

SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total

NUMBER OF RESPONDENTS 9 23 6 3 9 50 (Table 4.12) PERCENTAGE 18 46 12 3 18 100

51

Performance appraisal activities are helpful to get motivated


50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 46%

18% 12% 6%

18%

(Chart 4.12) INTERPRETATION The table shows 46% of the respondents agree that the performance appraisal activities are helpful to get motivated.

4.1.6.8 Support from the co-worker is helpful to get motivated

SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree

NUMBER OF RESPONDENTS 12 29 0 6 3 PERCENTAGE 20 46 0 12 6

52 Total 50 (Table 4.13) 100

Support from the co-worker is helpful to get motivated


70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree 0% Netural Disagree Strongly Disagree 24% 12% 6% 58%

(Chart 4.13) INTERPRETATION The table shows 58% of the respondents agree that the support from the co-worker is helpful to get motivated.

4.1.6.9 Career development opportunities are helpful to get motivated


SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree NUMBER OF RESPONDENTS 10 26 2 4 8 PERCENTAGE 20 52 4 8 16

53 Total 50 (Table No.4.14) 100

60% 52% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Neutral Disagree Strongly Disagree 20% 16% 4% 8%

(Chart 4.14) INTERPRETATION The table shows 52% of the respondents agree that the career development opportunities are helpful to get motivated.

4.1.7 Factors which motivates you the most.


SL NO PARTICULAR 1 2 3 4 5 Salary increase Promotion Leave Motivational talk Recognition Total NUMBER OF RESPONDENTS 21 15 3 5 6 50 (Table 4.15) PERCENTAGE 42 30 6 10 12 100

54

12% 10% 6% 30% 42%

Salary increase Promotion Leave Motivational talk Recognition

(Chart 4.15)

INTERPRETATION

The table shows that the 42% of the respondent is responding that increase in salary will motivate them the most.

55

4.1.8 Incentives and other benefits will influence your performance


SL NO PARTICULAR 1 2 3 Influence Does not influence No opinion Total NUMBER OF RESPONDENTS 32 12 6 50 (Table 4.16) PERCENTAGE 64 24 12 100

12% 24% 64% Influence Does not influence No opinion

(Chart 4.16)

INTERPRETATION The table shows 64% of the respondents responded that incentives and other benefits will influence their performance

56

4.1.9 Management involves you in decision making which are connected to your department.

SL NO PARTICULAR 1 2 3 Yes No Occasionally Total

NUMBER OF RESPONDENTS 47 0 3 50 (Table 4.17) PERCENTAGE 94 0 6 100

0%

6%

94%

Yes

No

Occasionally

(Chart 4.17)

INTERPRETATION

57 The table shows 94% of the respondents agree that they the Management involve them in decision making which are connected to your department.

CHAPTER-4

58

4.1 SUMMARY

This document aims at providing employees and management members with the information that can be beneficial both personally and professionally. Every business enterprise has multiple objectives including of adequate profit for payment of a reasonable rate of return to the owners and for investment in business through satisfaction of customers, maintenance of a contended workforce and creation of a public image. The basic job of management of any business is the effective utilization of available human resources, technological, financial and physical resources for the achievement of the business objectives.

This project entitled as Employee motivation was done to find out the factors which will motivate the employees. The study undertakes various efforts to analyze all of them in great details. The researcher in this project at the outset gives the clear idea of the entire department existing in the company. From the study, the researcher was able to find some of the important factors which motivate the employees. Factors like financial incentives and non financial inventive, performance appraisal system, good relationship with co-workers, promotional opportunities in the present job, employee participation in decision making are very much effect the level employee motivation. It is also clear from the study that the company is so eager in motivating their employees and their present effort for it so far effective.

The human resources can play an important role in the realization of the objectives. Employees work in the organization for the satisfaction of their needs. If the human resources are not properly motivated, the management will not be able to accomplish the desired results. Therefore, human resources should be managed with utmost care to inspire, encourage and impel them to contribute their maximum for the achievement of the business objectives.

59

4.2 FINDINGS
The findings of the study are follows

INITIATRIX, NOIDA.has a well defined organization structure.


There is a harmonious relationship is exist in the organization between employees and management. The employees are really motivated by the management. The employees are satisfied with the present incentive plan of the company. Most of the workers agreed that the company is eager in recognizing and acknowledging their work. The study reveals that there is a good relationship exists among employees. Majority of the employees agreed that there job security to their present job. The company is providing good safety measures for ensuring the employees safety. From the study it is clear that most of employees agrees to the fact that performance appraisal activities and support from the coworkers in helpful to get motivated.

The study reveals that increase in the salary will motivates the employees more. The incentives and other benefits will influence the performance of the employees.

60

4.3 SUGGESTIONS
The suggestions for the findings from the study are follows

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

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

Organization should give importance to communication between employees and gain co-ordination through it.

Skills of the employees should be appreciated.

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

If the centralized system of management is changed to a decentralized one, then there would be active and committed participation of staff for the success of the organization

61

4.4 LIMITATIONS OF THE STUDY


The limitations of the study are the following

The data was collected through questionnaire. The responds from the respondents may not be accurate.

The sample taken for the study was only 50 and the results drawn may not be accurate. Since the organization has strict control, it acts as another barrier for getting data. Another difficulty was very limited time-span of the project. Lack of experience of Researcher.

62

ANNEXURE
The study concludes that, the motivational program procedure in INITIATRIX,

NOIDA. is found effective but not highly effective. The study on employee
motivation highlighted so many factors which will help to motivate the employees. The study was conducted among 50 employees and collected information through structured questionnaire. The study helped to findings which were related with employee motivational programs which are provided in the organization.

The performance appraisal activities really play a major role in motivating the employees of the organization. It is a major factor that makes an employee feels good in his work and results in his satisfaction too. The organization can still concentrate on specific areas which are evolved from this study in order to make the motivational programs more effective. Only if the employees are properly motivated- they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.

63

BIBLIOGRAPHY

BOOKS
1.HUMAN RESOURCE MANAGEMENT BY V.S.P RAO

OTHER LITERATURE
MODRIKA HANDBOOK

SEARCH ENGINES
GOOGLE

WEBSITES
www.answer.com www.Initiatrix.com www.Modrika.com

64

QUESTIONNAIRE

A STUDY ON EMPLOYEE MOTIVATION

Respected madam/sir, As a part of my project I would like to gather some information from you which will help me in an in depth study of project. I would be obliged if you co-operate with me in filling the questionnaire. Since the questionnaire is being used for academic purpose, the information gathered will be strictly confidential.

Kindly fill the following: (Please put a tick mark in the appropriate box)

1. Are you satisfied with the support from the HR department?

Highly satisfied Dissatisfied

Satisfied Highly Dissatisfied

Neutral

2. Management is really interested in motivating the employees? Strongly agree Disagree Agree Strongly disagree Neutral

65 3. Which type of incentives motivates you more? Financial incentives Non-financial incentives Both

4. How far you are satisfied with the incentives provided by the organization? Highly satisfied Dissatisfied Satisfied Highly Dissatisfied Neutral

5. Please provide the following rates. (5- Strongly agree, No i. ii. iii. iv. v. 4- Agree, 3-Neutral, 2-Disagree, 1-Strongly disagree) Factors Reasonable periodical increase in salary Job security exist in the company Good relationship with co-workers Effective performance appraisal system Effective promotional opportunities in the organization vi. vii. Good safety measures adopted in the organization. Performance appraisal activities are helpful to get motivated viii. Support from the co-worker is helpful to get motivated ix. Company recognize and acknowledge your work Rates

66 6. Rank the following factors which motivates you the most? (Rank 1, 2, 3, 4. respectively) No i. ii. iii. iv. v. Factors Salary increase Promotion Leave Motivational talks Recognition Rank

7. Do you think that the incentives and other benefits will influence your performance? Influence Does not influence No opinion

8. Does the management involve you in decision making which are connected to your department? Yes No Occasionally

9. What changes can be made to improve the work place environment? .

Thank you for your kind co-operation

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