EMPLOYEE MOTIVATION

HUMAN RESOURCE MANAGEMENT

1.1 INTRODUCTION:
Human Resource Management (HRM) is a relatively new approach to
managing people in any organisation. People are considered the key resource in this
approach. it is concerned with the people dimension in management of an organisation.
Since an organisation is a body of people, their acquisition, development of skills,
motivation for higher levels of attainments, as well as ensuring maintenance of their level
of commitment are all significant activities. These activities fall in the domain of HRM.
Human Resource Management is a process, which consists of four main activities,
namely, acquisition, development, motivation, as well as maintenance of human
resources.
Scott, Clothier and Spiegel have defined: Human Resource Management as that
branch of management which is responsible on a staff basis for concentrating on those
aspects of operations which are primarily concerned with the relationship of management
to employees and employees to employees and with the development of the individual
and the group. Human Resource Management is responsible for maintaining good human
relations in the organisation. It is also concerned with development of individuals and
achieving integration of goals of the organisation and those of the individuals. North
considers human resource management as an extension of general management, that of
prompting and stimulating every employee to make his fullest contribution to the purpose
of a business. Human resource management is not something that could be separated from
the basic managerial function. It is a major component of the broader managerial
function.

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1.1.1 Definitions:
According to French Wendell, Human resource management as the recruitment,
selection, development, utilisation, compensation and motivation of human resources by
the organisation.
According to Edwin B. Flippo, Human resource management is the planning,
organising, directing and controlling of the procurement, development, resources to the
end that individual and societal objectives are accomplished. This definition reveals that
human resource (HR) management is that aspect of management,
This deals with the planning, organising, directing and controlling the personnel functions
of the enterprise.

1.1.2 Objectives:
The basic objective of human resource management is to contribute to the realisation
of the organisational goals. However, the specific objectives of human resource
management are as follows:
To ensure effective utilisation of human resources, all other organisational resources will
be efficiently utilised by the human resources.
To establish and maintain an adequate organisational structure of relationship among all
the members of an organisation by dividing of organisation tasks into functions, positions
and jobs, and by defining clearly the responsibility, accountability, authority for each job
and its relation with other jobs in the organisation.
To generate maximum development of human resources within the organisation by
offering opportunities for advancement to employees through training and education.
To ensure respect for human beings by providing various services and welfare facilities to
the personnel.
To ensure reconciliation of individual or group goals with those of the
organisation in such a manner that the personnel feel a sense of commitment and loyalty
towards it.

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1.1.3
FUNCTIONS
MANAGEMENT:

OF

HUMAN

The main functions of human resource management are classified

into two categories:
Managerial Functions and (b) Operative Functions
Managerial Functions:

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1.1.3.1 Following are the managerial functions of Human Resources Management.

Planning:
The planning function of human resource department pertains to the steps taken in
determining in advance personnel requirements, personnel programmes, policies etc.
After determining how many and what type of people are required, a personnel manager
has to devise ways and means to motivate them.

Organisation:
Under organisation, the human resource manager has to organise the operative
functions by designing structure of relationship among jobs, personnel and physical
factors in such a way so as to have maximum contribution towards organisational
objectives. In this way a personnel manager performs following functions :
Preparation of task force;
Allocation of work to individuals;
Integration of the efforts of the task force;
Coordination of work of individual with that of the department.

Directing:
Directing is concerned with initiation of organised action and stimulating the people to
work. The personnel manager directs the activities of people of the organisation to get its
function performed properly. A personnel manager guides and motivates the staff of the
organisation to follow the path laid down in advance.

Controlling:
It provides basic data for establishing standards, makes job analysis and performance
appraisal, etc. All these techniques assist in effective control of the qualities, time and
efforts of workers.

Operative function:
The operative functions are those tasks or duties which are specifically entrusted to
the human resource or personnel department. These are concerned with employment,
development, compensation, integration and maintenance of personnel of the
organisation.

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The operative functions of human resource or personnel department are discussed below:

1. Employment:
The first operative function of the human resource of personnel department is the
employment of proper kind and number of persons necessary to achieve the objectives of
the organisation. This involves recruitment, selection, placement, etc. of the personnel.
Before these processes are performed, it is better to determine the manpower
requirements both in terms of number and quality of the personnel. Recruitment and
selection cover the sources of supply of labour and the devices designed to select the right
type of people for various jobs. Induction and placement of personnel for their better
performance also come under the employment or procurement function.

2. Development:
Training and development of personnel is a follow up of the employment function. It
is a duty of management to train each employee property to develop technical skills for
the job for which he has been employed and also to develop him for the higher jobs in the
organisation. Proper development of personnel is necessary to increase their skills in
doing their jobs and in satisfying their growth need.
For this purpose, the personnel departments will device appropriate training
programs. There are several on- the-job and off-the-job methods available for training
purposes. A good training program should include a mixture of both types of methods. It
is important to point out that personnel department arranges for training not only of new
employees but also of old employees to update their knowledge in the use of latest
techniques.

3. Compensation:
This function is concerned with the determination of adequate and equitable
remuneration of the employees in the organisation of their contribution to the
organisational goals. The personnel can be compensated both in terms of monetary as
well as non-monetary rewards.
Factors which must be borne in mind while fixing the remuneration of personnel are
their basic needs, requirements of jobs, legal provisions regarding minimum wages,
capacity of the organisation to pay, wage level afforded by competitors etc. For fixing the
wage levels, the personnel department can make use of certain techniques like job
evaluation and performance appraisal.

4. Human Relations:
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Practicing various human resources policies and programmes
like employment, development and compensation and interaction
among employees create a sense of relationship between the
individual worker and management, among workers and trade unions
and the management. It is a process of interaction among human
beings. Human relations is an rear of management in integrating
people into work situations in a away that motivates them to work
together productively co-operatively and with economic, psychological
and social satisfaction. It includes:
Understanding and applying the models of perception, personality,
learning, intra and inter personnel relations, intra and inter group
relations.
Job satisfaction
Motivating the employees
Boosting employee morale
Developing communication skills
Employee motivation

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Employee motivation
Introduction:
Motivation is one of the most important factors affecting human behaviour and
performance. This is the one of the reason why managers attach great importance to
motivation in organizational setting. Lipper has called motivation has the core of
management. Effective directing
leads to effectiveness, both at organizational and
individuals levels. This requires the understanding of what individuals want from the
organization. However, what individuals want from the organization has not been fully
identified.

Definition:
motivation is the complex forces starting and keeping a person at work in an
organization . Motivation is something that moves the person to action, and
continues him in course of action already initiated.
motivation refers to the way in which urges, drives, desires, aspirations, strives,
or needs direct, control or explain the behaviour of human beings.
Motivation can be defined in a variety of ways, depending on whom you
ask. If you ask someone on the street, you may get a response like, its what
drives us or motivation is what makes us to do the things we do . as far as a
formal definition, motivation can be defined as forces within in an individual that
account for the level, direction, and persistence of effort expended at work,
according to schemer horn, et al . This is an excellent working definition for use in
business.
In order to understand the concept of motivation, we have to examine three
terms : motive, motivating and motivation and their relationship.
Study:
The purpose of study is to identify the type of motivation most suited for higher
productivity and methods usually adopted for measuring employees motivation.
To study the factors affecting the individual performance.
Motive: based on the Latin word mover, motive (need) has been defining s follow;
A motive is an inner state that energies, actives, or moves (hence motivation), and
that directs behaviour towards goals.

There is a difference between needs and wants. It is necessary to know the difference
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Between those two terms for every employee. Needs are more comprehensive and include
Desires both physiological needs like social needs, recognition needs, etc, which do not
fall under wants.

Motivating:
Motivation is the term which implies that one person in the organization context, a
manager, induces anther, say employee to engage in action (work behaviour) by ensuring
that a channel to satisfy the motive become available and accessible to the individual in
addition
To channel zing the strong motive in a direction that is satisfying t both the organization
and the employers the manger can also active the latest motivation in individuals and
harness them in a manner that would be function for the organization.

Motivation:
While a motive is engineer of action motivation is the canalization and
activation of
Motives motivation is the work behaviour itself. Motivation depends on motives and
motivating therefore, it becomes a complex process.

Fig 1: relationship between motive, motivating and motivation

Needs in

Activating needs and

Providing need
satisfaction

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Engagement in
work

EMPLOYEE MOTIVATION

Motive

Nature of motivating:

Motivating

Motivation

Based on the definition of motivation, we can derive its nature relevant for human
behaviour in organization.
Following characteristics of motivation clarify its nature:

Based on motives:
Motivation is based on individuals motives which are internal to the individuals. These
motives are in the form of feelings that the individual lacks something. In order to
overcome this feeling of laciness, the employee tries to behave in a manner which helps
in overcoming this feeling.

Affected by motivating:
Motivation is affected by way the individual is motivated. The act of motivating
channelizes need satisfaction. Besides, it can also activate the latent needs in the
individual, that is, the needs that are less strong and somewhat dormant, and harness them
in a manner that would be functional for the organization.

Goal-directed behaviour:
Motivation leads to goal directed behaviour. A goal-directed behaviour is one which
satisfies the causes for which behaviour take place. Motivation has profound influence on
human behaviour; in the organizational requirements.

Related to satisfaction:
Motivation is related to satisfaction. Satisfaction refers to the contentment experiences of
an individual which he drives out of need fulfilment. Thus, satisfaction is a consequence
of rewards and punishments associated with the past experiences. It provides means to
analyze outcomes already experienced by individual.

Persons motivated in totality:

A person is motivated in totality and not in part. Each individual in the organization is a
self-contained unit and his needs are interrelated. These affect his behaviour in different
ways. Moreover, feelings of needs and their satisfaction is a continuous process. As such,
these create continuity in behaviour.

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Complex process:
Motivation is a complex process; complexity emerges because of the nature of
needs and the type of behaviour that is attempted to satisfy those needs.
These generate complexity in motivation process in the following ways.
(1) Needs are internal feelings of individuals and sometimes even they,
They may not be quite aware about their needs and the priority of these. Thus,
Understanding of human needs and providing means for their satisfaction Becomes
difficult.
(2) even if needs are identified, the problem is not over here as a particular need may
result into different behaviours from different behaviours from different result into
different behaviours from different need ma individuals because of their differences. For
example, the need for promotion may be uniform for different individuals may no engage
in similar type of behaviour; they may adopt different routes to satisfy their promotion
needs.
3) a particular behaviour may emerge not only because of the specific need but it may
be because of a variety of needs. For example, hard work in the organization may be due
to the need for earning more money to satisfy psychological needs, or may to enjoy the
performance of work itself and money becomes secondary, or to get recognition as a
hard- working person.
4) Goal directed behaviour may lead to goal attainment. There may be many cons buses
in situation which may restring the goal attainment of goal directed behaviour. This may
lead to frustration in an individual creating lot of problems.

Type of needs
There are many types of needs which an individual may have and there are various ways
in which these may be classified. The basic objective behind classification of needs into
categories is to find out similarly and dissimilarly in various needs so that incentives are
grouped to satisfy the needs falling under one category or the other. Needs may be
natural, biological phenomenon in an individual, or these may over the period of time
through learning.

Thus, needs may be grouped into three categories:

1) Primary needs
2) Secondary needs
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3) General needs

Primary needs:
Primary needs are also known as physiological, biological, basic, or unlearned
needs. Primary needs are animal drives which are essential for survival. These needs are
common to all human beings, though their intensity may differ.

Secondary needs:
These needs are learned by the individual through his experience and interaction.
Therefore these are called derived or learned needs. Emergence of these depends on
learning. These may be different types of secondary needs for power, achievement, status
affiliation, etc.

General types:
Though a separate classification of general needs is not always given, such a
category seems necessary because there are of needs which lie in the grey area between
the primary and secondary needs. Such needs are like need for competence, curiosity,
manipulation, affection, etc

Motivation and behaviour:

Motivation causes goal- directed behaviour. Felling of a need by an individual
generates a feeling that he lacks something. This lack of something creates tension in the
in of the individual. Since the tension is not an ideal state of mind, the individual tries to
overcome this by engaging himself in an behaviour through which he satisfies his needs.
Goal directed behaviour leads to goal fulfilment and the individual succeeds in fulfilling
his needs and there by overcoming his tension in the favourable environment. Satisfaction
is one need leads to feeling of another need, either same need after the lapse of certain
time or different need and goal directed behaviour goes on. Thus, goal directed
behaviour is a continuous process.

Aggression:
A more common reaction to frustration is aggression, an act against someone or
something. An employee being denied a promotion may become aggressive and verbally
berate his supervisor.

Motivation and performance

Motivation is necessary for work performance because if people do not feel inclined to
engage themselves in work behaviour, they will not put in necessary efforts to perform
well. However, performance of an individual in the organization depends on a variety of
factors besides motivation. Therefore, it is desirable to identify various factors which
affect individual performance and the role that motivation plays.
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Factors affecting individual performance:

Observations show that (1) various individual perform differently in the same work
situations, and (2) the same individual performs differently in different work situations.
These statements suggest that various factors which affect an individuals performance
are broadly of two types, individual and with in each type there may be several factors.
We can derive form figure that individual performance depends on the following
factors:
Motivation of individual,
His since of competence,
His ability,
His role perception, and
Organizational resources

Motivatio
n
Role

Abilit
y

Performan
ce
Sense of
Competence

Organizationa
l
Resources

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Reward

EMPLOYEE MOTIVATION

Fig : factors affecting individual performance

If any of the elements is taken away, performance will be affected adversely.
The double- headed arrow between motivation and sense of competence that the two
variables mutually influence each other. Reward, as a result of individuals performance
affects his level of motivation. If the reward is perceived to be of valence and equitable, it
energizes the individual for still better performance and this process goes on.

Motivation:
Level of motivation drives an individual for work. Motivation is based on motive
which is a feeling that an individual lacks some things. This feeling creates some sort of
tension in his mind. In order to overcome this tension, he engages in goal directed
behaviour that is taking those actions trough which his needs are satisfied. Thus,
motivation becomes a prime mover for efforts and better work performance.

Sense of competence:
To sense of competence denotes the extent to which an individual consistently
regards himself as capable of doing a job. Sense of competence of an individual depends
to a very great extent on his locus of control. Locus of control means whether people
believe that they are in control of events or events control them. Those who have internal
locus of control believe that they can control and shape the course of events in their lives;
those who have external locus of control tend to believe occur purely by chance or
because of factors beyond their own control. An individual with internal locus of control
tends be high performer than those with external locus of control. However, this sense of
competence is not an independent factor but depends on the ability of the individual.

Ability
While sense of competence is type of perception about oneself, ability is his personal
attributes relevant for doing a job. Often, ability is expressed in the following way or
equation
Knowledge refers to the position of information and ideas in a particular field which may
be helpful in developing relationships among different variables related to that field. Skill
refers to expertness, practical ability or facility in an action or doing something. Thus, if
the individual has ability relevant to his job, his performance tends to be higher than those
who do not posses such ability.
Ability=knowledge*
skill

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Role perception:
A role is the pattern of actions expected of a person in activities involving others.
Role reflects a persons position in the social system with its accompanying rights and
obligations. In an organization, activities of an individual are guided by his role
perception that is, how he thinks he is supposed to act in his own role is clear, the
individual tends to perform well. There are two types of problems which emerge in role
specification, role ambiguity and role conflict role ambiguity denotes the state in which
the individual is not clear what is expected from him in the job situation. Role conflict is
the situation in which the individual engages in two or more roles simultaneously and
these roles are mutually incompatible. In both these situations, his performance is likely
to be affected adversely.

Organizational resources:
Organizational resources denote various types of facilities ---physical and psychological
---which are available at the work place. Physical facilities include appropriate layout of
the work place and conductive physical environment. Psychological facilities include
appropriate reward system, training development
facilities, harmonious workshop
appropriate and motivating leadership styles, motivating work, and do on. These
organizational resources work in two ways in increasing individual performance. First,
they facilitate job performance. Second they work as motivating factors which enhance
individual enthusiasm to perform well.

Role of motivation:
Motivation is one among the various factors affecting individual performance. However,
it is one of the most important factors. All organizational facilities will go waste in the
lack of motivated people to utilize these facilities effectively. Every superior in the
organization must motivate his subordinates for the right types of behaviour. Diagnosing
human behaviour and analyzing as to why people behave in a particular way is of prime
importance in motivating them irrespective of the organization because individual is the
basic component of any organization.
The importance of motivation in an organization may be summed up as follows:

High performance level:

Motivated employees put together performance as compared to other employees. In a
study it was found that motivated employees worked at close 80-90 percent of their
ability. The further suggested that hourly employees could maintain their jobs, if they
were not fired, by working approximately 20to30 percent of their ability. The high
performance is a must for an organization being successful and this performance comes
by motivation.

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Low employee turnover and absenteeism

Motivated employees stay in the organization and their absenteeism is quite low. High
turnover and absenteeism create many problems in the organization. Recruiting, training
and developing large number of new personnel into a working team take years. In a
competitive economy, this is almost an impossible task. Moreover, this also effects the
reputation of the organization unfavourably

Acceptance of organizational changes:

Organizations are created in the society. Because of changes in the society changes in
technology, value system etc, and organization has to incorporate those things to cope up
with the requirement of the time. When these changes are introduced in the organization,
there is a tendency to a resist these changes by the employees. However if they are
properly motivated, they accept, introduce and implement these changes keeping the
organization on the right track of progress.

Empowerment
Empowerment is the process of enabling or authorizing an individual to think,
behaves, take action, and control work and decision making in autonomous ways. It is the
state of feeling self-empowered to take control of ones own destiny. Empowerment rules
as a development strategy.
Along with motivation job design, empowerment is also used as a technique for
motivation. Most of work organizations have a number of employees who believe that
they are dependent on others and their own efforts have little impact on the performance.
Sense of this powerless creates frustration in employees and they start developing feeling
that they cannot perform successfully or make meaningful contributions. In order to
overcome this feeling of employees and involving them in their jobs, the idea of
empowerment has been introduced. The basic those of empowerment have emerged from
the proponents of total quality management (TQM) which has gained acceptance
throughout the world.
In Websters dictionary, the verb empowers means to give the means, ability of
authority. Thus, empowerment in work setting involves giving employees the means,
ability and authority to do something.
Newsroom and Davis have defined empowerment as follows
Empowerment is any process that provides greater autonomy through the sharing
of relevant information and the provision of control over factors affecting job
performance.
Empowerment helps remove the conditions that cause powerlessness while
enhancing employee feeling of self-efficacy.

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EMPLOYEE MOTIVATION
There are five approaches which have been suggested for empowerment:
Helping employees achieve job mastery giving training, coaching, and guided
experience that are required for initial success.
Allowing more control giving employees descry travel section over job performance
and making them accountable for the performance outcomes.
Providing successful role models allowing them to observe peers who are performing
successfully on the job.
Using social reinforcement and persuasion giving praise, encouragement, and verbal
feedback to raise confidence.
Giving emotional support reduction of stress and anxiety through better role present
travel section, task assistance, and personal care.
When managers use these approaches, employees develop a feeling that their jobs
are important and they contribute meaningfully for the achievement of organizational
effectiveness.
This feeling contributes positively to the use of skills and talents in job performance as
shown in figure:
Empowerment

Perception of

Job mastery

Empowerment

More selfcontrol

Fig : empowerment and its effect

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Better

Performance

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Top 10 principles of employee empowerment:

These are the most important principles for people in a way that reinforces employee
empowerment, accomplishment, and contribution. These management actions enable both
the people who work with you and the people who report to you to soar.

1. Demonstrate, you value people

Your regard for people shines through in all of your actions and words. Your facial
expression, your body language, and your words express what you are thinking about the
people who report to you. Your goal is to demonstrate your appreciation for each persons
unique value. No matter how an employee is performing on their current task, your value
for the employee as a human being should never falter and always be visible.
2. Share leadership vision
Help people feet that they are part of something bigger than themselves and their
individual job. Do this by making sure they know and have access to the organizations
overall mission, vision, and strategic plan.
3. Share goals and direction
Share the most important goals and direction for your group. Where possible,
either make progress on goals measurable and observable, or ascertain that you have
shared your pictures of a positive outcome with the people responsible for accomplishing
the results.
4. Trust people
Trust the intention of people to do the right thing, make the right decision, and
make choices that, while may be not exactly what you would decide, still work.
5. Provide information for decision making
Make certain that you have give people, or made sure that they have access to, all
of the information they need to make thoughtful decisions.
6. Delegate authority and impact opportunities, not just more work
Doesnt just delegate the drudge work; delegate some of the fun stuff, too. You
know, delegate the important meetings, the committee memberships that influence
product development and decision making, and the projects that people and customers
notice. The employee will grow and develop new skills. Your plate will be less full so you
can concentrate on contribution. Your reporting staff will gratefully shine-and so will you.
7. Provide frequent feedback

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Provide frequent feedback so that people know how they are doing. Sometimes,
the purpose of feedback is reward and recognition. People deserve your constructive
feedback, too, so they can continue to develop their knowledge and skills.

8. Solve problems: dont pinpoint problem people

When a problem occurs, ask what is wrong with the work system that caused the
people to fail, not what is wrong with the people. Worst case response to problems? Seek
to identify and punish the guilty.
9. Listen to learn and ask questions to provide guidance
Provide a space in which people will communicate by listening to them and
asking them questions. Guide by asking questions, not by telling grown up people what to
do. People what to do. People generally know the right answers if they have the
opportunity to produce them. When an employee brings you a problem to solve, ask,
what do you think you should do you should do to solve this problem?
Or, ask, what action steps do you recommend? Employees can demonstrate what they
know and grow in the process.
10. Help employees feel rewarded and recognized for empowered

behaviour
When employees feel under-compensated, under-titled for the responsibilities they
take on, under-noticed, under-praised, and under appreciated, dont expect results from
employee empowerment. The basic needs of employees must feel met for employees
empowerment.

INDUSTRY PROFILE
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The insurance sector in India has come a full circle from
being an open competitive market to nationalization and back to a
liberalized market again. Tracing the developments in the Indian insurance
sector reveals the 360 degree turn witnessed over a period of almost two
centuries.
A brief history of the Insurance sector
The business of life insurance in India in its existing form started in
India in the year 1818 with the establishment of the Oriental Life
Insurance Company in Calcutta.
Some of the important milestones in the life insurance business in India
are:
1912: The Indian Life Assurance Companies Act enacted as the first
statute to regulate the life insurance business.
1928: The Indian Insurance Companies Act enacted to enable the
government to collect statistical information about both life and non-life
insurance businesses.
1938: Earlier legislation consolidated and amended to by the Insurance
Act with the objective of protecting the interests of the insuring public.
1956: 245 Indian and foreign insurers and provident societies taken over
by the central government and nationalized. LIC formed by an Act of
Parliament, viz. LIC Act,1956, with a capital contribution of Rs. 5 crore
from the Government of India. The General insurance business in India, on
the other hand, can trace its roots to the Triton Insurance Company Ltd.,
the first general insurance company established in the year 1850 in
Calcutta by the British.

Insurance sector reforms:

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EMPLOYEE MOTIVATION
In 1993, Malhotra Committee headed by former Finance Secretary and RBI
Governor R.N. Malhotra was formed to evaluate the Indian insurance
industry and recommend its future direction.
The Malhotra committee was set up with the objective of complementing
the reforms initiated in the financial sector.
The reforms were aimed at creating a more efficient and competitive
financial system suitable for the requirements of the economy keeping in
mind the structural changes currently underway and recognizing that
insurance is an important part of the overall financial system where it was
necessary to address the need for similar reforms
In 1994, the committee submitted the report and some of the key
recommendations included:

i) Structure
Government stake in the insurance Companies to be brought down to 50%
Government should take over the holdings of GIC and its subsidiaries so
that these subsidiaries can act as independent corporations.
All the insurance companies should be given greater freedom to operate

ii) Competition
Private Companies with a minimum paid up capital of Rs.1bn should be
allowed to enter the industry.
No Company should deal in both Life and General Insurance through a
single entity.
Foreign companies may be allowed to enter the industry in collaboration
with the domestic companies.
Postal Life Insurance should be allowed to operate in the rural market.
Only one State Level Life Insurance Company should be allowed to
operate in each state

iii) Regulatory Body

The Insurance Act should be changed
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An Insurance Regulatory body should be set up
Controller of Insurance (Currently a part from the Finance Ministry)
should be made independent

iv) Investments
Mandatory Investments of LIC Life Fund in government securities to be
reduced from 75% to 50%
GIC and its subsidiaries are not to hold more than 5% in any company
(There current holdings to be brought down to this level over a period of
time)

v) Customer Service
LIC should pay interest on delays in payments beyond 30 days
Insurance companies must be encouraged to set up unit linked pension
plans
Computerization of operations and updating of technology to be carried
out in the Insurance industry.
Hence, it was decided to allow competition in a limited way by stipulating
the minimum capital requirement of Rs.100 crore. The committee felt the
need to provide greater autonomy to insurance companies in order to
improve their performance and enable them to act as independent
companies with economic motives. For this purpose, it had proposed
setting up an independent regulatory body.
The Insurance Regulatory and Development Authority (IRDA)
Reforms in the Insurance sector were initiated with the passage of the
IRDA Bill in Parliament in December 1999. The IRDA since its
incorporation as a statutory body in April 2000 has fastidiously stuck to
its schedule of framing regulations and registering the private sector
insurance companies.
The other decision taken simultaneously to provide the supporting systems
to the insurance sector and in particular the life insurance companies was
the launch of the IRDAs online service for issue and renewal of licenses
to agents.
The approval of institutions for imparting training to agents has also
ensured that the insurance companies would have a trained workforce of
insurance agents in place to sell their products, which are expected to be
introduced by early next year.
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EMPLOYEE MOTIVATION
Since being set up as an independent statutory body the IRDA has put in a
framework of globally compatible regulations. In the private sector 12 life
insurance and 6 general insurance companies have been registered

Vision

To be the first choice insurer for customers

To be the preferred employer for staff in the insurance industry
To be the number one insurer for creating shareholder value

Mission

As a responsible, customer focused market leader, we will strive to understand the

insurance needs of the consumers and translate it into affordable products that
deliver value for money.
A Partnership Based on Synergy Bajaj Allianz offers technical excellence in all
areas of General and Health Insurance, as well as Risk Management.
This partnership successfully combines Bajaj Finserv's in-depth understanding of
the local market and extensive distribution network with the global experience and
technical expertise of the Allianz Group.
As a registered Indian Insurance Company and a capital base of Rs. 110 crores,
the company is fully licensed to underwrite all lines of insurance business
including health insurance.

Awards and Recognition:

"Best Insurance Company in private sector" at the IPE Banking Financial Services and
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EMPLOYEE MOTIVATION
Insurance (BFSI) 2013.
Organization of the Year by SKOCH Financial Inclusion Award 2013
Stock Financial Inclusion Award 2012 for contribution towards financial inclusion
through life insurance
Bajaj Allianz Life Insurance has been rated amongst the 50 top service brands and ranked
as Third Best Life Insurer, as per a survey conducted on 'Most Trusted Companies' by
Brand Equity and AC Nielsen-ORG Mar 2012.
Best Contribution in Investor Education & Category Enhancement by Bloomberg UTV
Financial Leadership Awards 2011
The Best Utilization of Information Technology to Transform Business by Bloomberg
UTV CXO Awards 2011-Technology Chapter.
Products & Services
Term Insurance
Savings Solutions
Investment Solutions
Retirement Solutions
ULIP
Group Insurance
NRI Corner

The Bajaj Allianz child gain Plan :

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EMPLOYEE MOTIVATION
Taking care of a child is perhaps the most important job a parent can have. It is but
natural that you would like to give your child your best. And therefore, this is the time
when careful financial planning can help you fulfill the aspiration that you have for your
children. The Bajaj Allianz child gain solutions help you to enjoy the joys of parenthood
responsibly, with the reassurance of a secure future for your child.
What does Bajaj Allianz child gain plan offer you?
Bajaj Allianz child offers a wide array of solutions that allows you to plan for your childs
future by providing you with as many as 4 distinct and unique options.
Option 1: child gain 21
Option 2: child gain 24
Option 3: child gain 21 plus
Option 4: child gain 24 plus

The Bajaj Allianz new unit gain plan :

Bajaj Allianz New unit gain comes with a host of features that allows you to have the best
of both worlds protection and investment , with flexibility like never before.
Key features of this plan are :
Guaranteed death benefit.
Choice of investment funds with flexible investment management; you can change funds
at any time.
Providing for full/partial withdraws any times after three years, provided three full years
premiums are paid.
Unmatched flexibility to match your changing needs .
Maturity benefit equal to the fund value payable on the date of maturity.
The Bajaj Allianz new unit gain plus plan:
The Bajaj Allianz new unit gain plus plan comes with a host of features that allows you to
Have the best of both worlds protection and investment with flexibility like never
before.

Some of the key feature of this plan are :

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EMPLOYEE MOTIVATION
Guaranteed death benefit
Choice of 5 investment funds with flexible investment management: you can change
Funds at any time.
Attractive investment alternative to fixed interest securities.
Choice of investment funds with flexible investment management: you can change
Funds at any time.
Attractive investment alternative to fixed interest securities
Provision for full/partial withdrawals any time after three years from commenced
of the policy provided three full years premiums are paid.
Unmatched flexibility to match your changing needs.
Maturity benefit equal to the fund value payable on date of maturity.
How does Bajaj Allianz Cash Gain?
This plan pays out a guaranteed amount on survival at the end of every 1/5th of
the Policy term selected. A total of 75% of the sum assured is paid out in the first 4 cash
benefits.
On maturity, 50% of the sum assured is paid along with accrued bonuses. Hence the total
Cash/survival benefit distributed under this plan comes to more than 100% 0f the sum
assured
in fact 125% of the sum assured.
1st Cash Benefit 15% of Sum Assured
2nd Cash Benefit 25% of Sum Assured
3rd Cash Benefit 25% of Sum Assured
4th Cash Benefit 25% of Sum Assured
On maturity 50% of sum Assured + accrued bonuses.
The benefits will further increases by way of accrued bonuses that are distributed at
maturity or on death, if earlier. In case of maturity or death after 15 full policy years, the
company may Pay an additional terminal bonus for in force policies.

The Bajaj Allianz Invest Gain plan :

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EMPLOYEE MOTIVATION
Bajaj Allianz Invest Gain is a specially designed plan that offers unique
combinations of benefits to help you develop a sound financial portfolio for your family.
Among the many unique benefits, the most significant is the family income benefit (FIB)
that sustains the Family by compensating the loss of income due to death or permanent
disability. This is one stop shop solution that can keep you and you family financially
protected at times when you need it most. In a financial world where choices can drive
you crazy, your search for the perfect life insurance plan stops here.
Bajaj Allianz Life aims high
Sam Ghosh, CEO, Bajaj Life Insurance Company Limited, who took over this January,
outlines
his
aggressive
growth
strategy.
VenkatachariJagannathanreports..
Bajaj Life Insurance Company Limited a 74:26 joint venture between Bajaj Auto
Limited and Allianz AG, Germany (formerly Allianz Bajaj Life Insurance Company
Limited) under a new team headed by Sam Ghosh, CEO, has taken the competition
head-on, leaving industry watchers surprised at its rapid pace of growth.
Ghosh himself is a newcomer to the company, earlier having steered the Rs480 croreBajaj Allianz General Insurance Company to the second position in the Indian private
sector insurance sector.
In a span of just eight months, Bajaj Allianz Life (premium income Rs220 crore) has
jumped three paces to occupy the fourth slot in the 13-strong life insurance industry.
Today the company is in the midst of pursuing its twin corporate 'dream' goals to close
this fiscal with a premium income of Rs750 crore and occupy the number three slot
displacing the incumbent Birla Sun Life Insurance Company Limited.
Given the daily collections over Rs1 crore and its month-on-month growth, the
second may come true sooner.
According to the Insurance Regulatory and Development Authority (IRDA) figures, the
new premium difference between Bajaj Allianz Life and Birla Sun Life at the end of
August 2004 was Rs37.5 crore. Rival Birla Sun Life has taken the threat seriously.

RESEARCH METHODOLOGY.

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EMPLOYEE MOTIVATION
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.
DEFINITION: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

OBJECTIVES OF THE STUDY:

To study the role of employee empowerment after motivation.

To identify how employee motivation is related to performance.
To measure the consequences of pre and post employee motivation.
To calculate the level of motivation.
To study the impact of authorized motivation on productivity.
To measure employee satisfaction towards working environment.

NEED FOR THE STUDY

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EMPLOYEE MOTIVATION

The purpose of the study is to identify the level of motivation among the working
group in Bajaj Allianz Life insurance.
To know the working environment, supervisors relationship, family relationship
and individual perception about the company in relation to motivation.
The study can reveal the psychological and economic factors associated with
motivation and also can bring forth the interrelated factors for motivation.
The study would be helpful in giving suggestions to apply the motivation
methods.

SCOPE OF THE STUDY:

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EMPLOYEE MOTIVATION
The human resources management has to identify employees motivation to
match with the organizations productivity.
The motivation of each employee will lead to the better performance and
in turn satisfies both the employees and also organization.
As employee motivation is important for the organization to achieve the
desired goals on time, therefore the employees must be motivated by using
various techniques.
.

RESEARCH DESIGN:

3.3 Meaning:
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EMPLOYEE MOTIVATION
Research is an endeavour to discover answers to intellectual and practical
problems through the application of scientific method. Research is a systematized
effort to gain new knowledge. -Redman and Mory. Research is the systematic
process of collecting and analyzing information (data) in order to increase our
understanding of the phenomenon about which we are concerned or interested.

3.3.1 Research Design:

A research design is considered as the framework or plan for a study that
guides as well as the data collection and analysis of data. The research
design may be exploratory helps, descriptive and experimental for the
present study. The descriptive research design is adopted for this project.

3.3.2 Research Approach:

Theresearcher worker contacted the respondents personally
w i t h w e l l - prepared sequentially arranged questions. The questionnaire is prepared
on the basis of objectives of the study. Direct contract is used for survey, i.e.,
contacting employees directly in order to collect data.

3.3.3 Objectives of Research:

The purpose of research is to discover answers through the application of
scientific procedures. The objectives are:

To gain familiarity with a phenomenon or to achieve new insights into it

Exploratory or Formulative Research.

To portray accurately the characteristics of a particular individual, situation or a

group Descriptive Research.

To determine the frequency with which something occurs or with which it is
associated with something else Diagnostic Research. To test a hypothesis of a
causal relationship between variables Hypothesis-Testing Research.

3.3.4 Characteristics of Research:

Research is directed towards the solution of a problem. It is based upon

observable experience or empirical evidence.

Research demands accurate observation and description. Research involves
gathering new data from primary sources or using existing data for a new
purpose.

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EMPLOYEE MOTIVATION

Research activities are characterized by carefully designed procedures. Research

requires expertise i.e., skill necessary to carryout investigation, search the

related literature and to understand and analyze the data gathered.

Research is objective and logical applying every possible test to validate the
data collected and conclusions reached. Research involves the quest for answers

to unsolved problems. Research requires courage.

Research is characterized by patient and unhurried activity. Research is carefully
recorded and reported

3.3.5 Steps in conducting research:

Research is often conducted using the hourglass model structure of research. The
hourglass model starts with a broad spectrum for research, focusing in on the
required information through the method of the project (like the neck of the
hourglass), then expands the research in the form of discussion and results. The
major steps in conducting research are:

Identification of research problem

Literature review

Specifying the purpose of research

Determine specific research questions or hypotheses

Data collection

Analyzing and interpreting the data

Reporting and evaluating research

Communicating the research findings and, possibly, recommendations

3.3.6 RESEARCH INSTRUMENTS:

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EMPLOYEE MOTIVATION
1. Personal Interviews

Schedules were administered personally for

Collecting the data.

2. Questionnaire

structured questionnaire

3. Research method

convenience sampling method

4. Sample size

100 employees

3.4 SOURCE OF DATA:

1. PRIMARY DATA:
The primary data was collected from employees through structural questions
and personal interviews with the employees who have attended the training
programmes.
2. SECONDARY DATA:
Secondary data include both quantitative and qualitative data, and they can
be used in both descriptive and explanatory research. The data you use may be raw
data, where there has been little if any processing, or compiled data that have
received some from of selection or summarizing within business and business and
management research such data are used mostly in case study and survey-type
research.

LIMITATIONS
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EMPLOYEE MOTIVATION

Accuracy of the report is completely dependant of the employees respondents.

An in depth study couldnt be conducted because of the limited time period.
The respondents were not always open and forthcoming, with their views, agitates
and not disclosing.
The changes of biased responses cannot be eliminated through all steps were taken
to avoid the same.

Data Analysis and Interpretation

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EMPLOYEE MOTIVATION
4.1. Years of experience.

TABLE:4.1
S.NO
1
2
3
4

FACTORS
0-5 years
6-10 years
11-15 years
>15 years
TOTAL

Total
36
28
20
16
100

%
36
28
20
16
100

GRAPH:4.1

Interpretation:
From the graph shows that 36% of respondents says that they have an 0-5 years
Experience in that organisation, 28%of respondents says that they have an6-10
Years of experience in the organisation,20% of respondents says that they have an
11-15 years experience in their organisation.

4.2. Following are the list of motivational factors.

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EMPLOYEE MOTIVATION
TABLE:4.2
FACTORS
Job security

Total
32

Percentage (%)
32

Promotion

16

16

Career Development

28

28

Welfare measures

24

24

TOTAL

100

100

GRAPH:4.2

Interpretation:
From the above graph shows that 32% of respondents feels that they have an job
Security in that organisation,28% of respondents feels that the organisation has
To be providing the good career opportunity from then 24% of respondents feels
That they have an availability of welfare facilities in that organisation 16% of
Respondents feels that they have an good promotion opportunity will be provided
By the organisation from them.

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EMPLOYEE MOTIVATION
4.3. Employees at work place.

TABLE:4.3

S.NO
1
2
3
4

FACTORS
Highly satisfied
Satisfied
Average
Dis satisfied
TOTAL

Total
36
28
14
22
100

%
36
28
14
22
100

GRAPH:4.3

Interpretation:
From the above graph 36% of respondents says that they an highly satisfied in their work
place,28% of respondents says that they have an satisfied in their work place ,22% of
respondents says that they have not satisfied in their work place.

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EMPLOYEE MOTIVATION
4.4 Effectiveness of employee participation in decision making.
TABLE:4.4

S.NO
1
2
3
4

FACTORS
Highly satisfied
Satisfied
Average
Dis satisfied
TOTAL

Total
22
14
28
36
100

%
22
14
28
36
100

GRAPH:4.4

Interpretation:
From the above graph 36% of respondents are dis satisfied the participation of decision
making in their organisation,28% of respondents are average,22% of respondents are
highly satisfied the participation of decision making in their organisation,14% of
respondents are satisfied.

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EMPLOYEE MOTIVATION

4.5 Role of hr in the organization.

TABLE:4.5

S.NO
1
2
3
4

FACTORS
Highly satisfied
Satisfied
Average
Dis satisfied
TOTAL

Total
32
40
16
12
100

%
32
40
16
12
100

GRAPH:4.5

Interpretation:
From the above graph 40% of respondents says that they are satisfied the HR place
And important role in their organisation, 32% of respondents says that they are
Highly satisfied.

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EMPLOYEE MOTIVATION

4.6 List of approaches to motivate

TABLE:4.6

FACTORS

TOTAL

PERCENTAGE (%)

AWARDS

36

36

REWARDS

28

28

RECOGNITION

14

14

PROMOTIONAL CHANNELS

22

22

100

100

TOTAL

GRAPH:4.6

Interpretation:
From the above graph 36% of respondents are satisfied that the organisation has to be
identify the performance of an employee by providing the awards,28%of respondents are
in that organisation has to be identify the performance of an employee by providing there
awards.

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EMPLOYEE MOTIVATION

4.7 Motivational challenges of employee.

TABLE:4.7

FACTORS

Total

Percentage

Personal issues

10

10

Educational back ground

22

22

Competition among trade unions

46

46

Reluctance again administration

10

10

Bias in management decisions

12

12

TOTAL

100

100

GRAPH:.4.7

Interpretation:
From the above graph 46% of respondents are competition among the trade unions will
give the challenge of employee motivation, 22% of respondents are educational back
ground, 12%of respondents are bias in management decisions

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EMPLOYEE MOTIVATION
4.8 Obstacles in employee performance
TABLE:4.8
FACTORS

Total

Percentage (%)

10

10

Lack of motivation and recognition

24

24

Decision taken by top authorities

48

48

Miscellaneous

18

18

TOTAL

100

100

Stagnation,
prospects

lethargy,

growth

GRAPH:4.8

Interpretation:
From the above graph 48% of respondents that centralisation process highly involved in
the employee performance,24% of respondents lack of motivation and recognition,18%
of respondents are miscellaneous.

4.9 Employee awareness of motivation and empowerment.

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EMPLOYEE MOTIVATION

TABLE:4.9
Response/category

Total

Percentage(%)

Yes

62

62

Very little

28

28

No knowledge

10

10

TOTAL

100

100

GRAPH:4.9

Interpretation:
From the above graph 62% of respondents are agreed that they have an awareness of
motivation and empowerment taken place in their organisation

4.10 Employee recognition from superior.

TABLE:4.10
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EMPLOYEE MOTIVATION

S.NO
1
2
3
4

FACTORS
Highly satisfied
Satisfied
Average
Dis satisfied
TOTAL

Total
32
40
16
12
100

%
32
40
16
12
100

GRAPH:4.10

Interpretation:
From the above graph 40% of respondents are satisfied the superior has to be recognised
their performance in the organisation,32% of respondents are highly satisfied.

4.11 Job satisfaction of employee.

TABLE:4.11

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EMPLOYEE MOTIVATION
S.NO
1
2
3
4

FACTORS
Highly satisfied
Satisfied
Average
Dis satisfied
TOTAL

Total
32
40
16
12
100

%
32
40
16
12
100

GRAPH:4.11

Interpretation:
.From the above graph 40% of employees are satisfied the organisation has to be
Providing the good peaceful environment situation from them,32% of employees are
highly satisfied.

4.12 Employees need to be remind that their jobs are dependent on the companys
ability to compete effectively
TABLE:4.12

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EMPLOYEE MOTIVATION
FACTORS

No, OF RESPONDENTS

PERCENTAGES (%)

Strongly agree

76

76

Agree

10

10

Disagree

Strongly disagree

100

100

Total

GRAPH:4.12

Interpretation:
From the above graph 76% of respondents are strongly agreed that employees need
To be remind that their jobs are dependent on the company ability to compete effectively.

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EMPLOYEE MOTIVATION

4.13 Supervisors should give a good deal of attention of the physical working
conditions of their employees
TABLE:4.13
FACTORS

No, OF RESPONDENTS

PERCENTAGES (%)

Strongly agree

40

40

Agree

24

24

Disagree

20

20

Strongly disagree

16

16

Total

100

100

GRAPH:4.13

Interpretation:
From the above graph 40% of respondents are strongly agreed that the superiors are
directly involved in the physical working
conditions of their employees,24% of
respondents are agree,20% of respondents are dis agree,16% are strongly dis agree.

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EMPLOYEE MOTIVATION
4.14 Special wage hike should be given to employees who perform their jobs very
well
TABLE:4.14
FACTORS

NO,OF RESPONDENTS

PERCENTAGES (%)

Strongly agree

90

90

Agree

Disagree

Strongly disagree

100

100

Total

GRAPH:4.14

Interpretation:
From the above graph 90% of respondents are strongly agreed that the organisation has to
be identify the employee performance by providing the special wage hikes, 6% of
Respondents are agree, and 4% of the respondents are not agree.

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EMPLOYEE MOTIVATION

4.15 How is an individual recognition for attaining standard performance in your

organisation?
TABLE:4.15

FACTORS

NO, OF RESPONDENTS

PERCENTAGES (%)

Strongly agree

50

50

Agree

33

33

Disagree

Strongly disagree

13

13

Total

100

100

GRAPH:4.15

Interpretation:
From the above graph 50% of respondents are strongly agree ,33% of the respondents are
agree and it is an individual recognition for attaining standard performance in your
organisation.

4.16 The company retirement benefits and stock programs are important factors on
their jobs:
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EMPLOYEE MOTIVATION
TABLE:4.16

FACTORS

NO,OF RESPONDENTS

PERCENTAGES (%)

Strongly agree

60

60

Agree

19

19

Disagree

10

10

Strongly disagree

11

11

Total

100

100

GRAPH:4.16

Interpretation

From the above graph 60% of the respondents are strongly agreed that the organisation
Has to be provided the retirement benefits and stock program from them.

4.17 Almost every job can be made most stimulating and challenging
TABLE:4.17
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EMPLOYEE MOTIVATION

FACTORS

NO,OF RESPONDENTS

PERCENTAGES (%)

Strongly
agree

50

50

Agree

40

40

Disagree

Strongly disagree

100

100

Total

GRAPH:4.17

Interpretation:
From the above graph 50% of the respondents are strongly agreed that every job in the
organisation can be most stimulate and challenge them, 40% of the respondents are
agree.4% of the respondents are not agree.

4.18 Management could show more than interest in the employees by sponsoring
social events after hours
TABLE:4.18
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EMPLOYEE MOTIVATION

FACTORS

NO,OF RESPONDENTS

PERCENTAGES (%)

Strongly agree

30

30

Agree

40

40

Disagree

22

22

Strongly disagree

100

100

Total

GRAPH:4.18

Interpretation:
From the above graph 40% of the respondents are agreed that the organisation has to be
create the interest of employees by sponsoring social events after hours.

4.19 If your job includes interacting with customers, how it will affect the following
TABLE:4.19

FACTORS
SSIET,MBA,-2015

NO, OF RESPONDENTS
Page 51

PERCENTAGES (%)

EMPLOYEE MOTIVATION

WILL INCREASE

54

54

WILL DECREASE

40

40

WILL HAVE NO EFFECT

100

100

Total

GRAPH:4.19

Interpretation:
From the above graph 54% of the respondents are agreed they have an good interest
interacting with the customers.

FINDINGS

Job security is the highest motivation factor than any other.

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EMPLOYEE MOTIVATION
The perception of the employee is high towards the aim of the organization i.e.
Transportation
There is high involvement of the employee in the organization.
There is low participation of employees in decision making.
There is equal participation in work.
Awards and rewards are the high rated approaches that which motivates
employees.
Lack of motivation and recognition, decision taken by top authorities are obstacles
that stop employees performing to the best.
Employees awareness of motivation and empowerment is very low.

SUGGESTIONS:

Employees should be identified by their better performance and should give some
type of incentives, promotions etc. So that employee will be boosted up and will
work better.
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EMPLOYEE MOTIVATION
Promotions should be given to the basis of performance only.
The Management creates a challenging work (or) new assignment (or) opportunity
to develop the innovative idea of employee.
The motivation review discussion should be practiced well to encourage the open
communication between both the appraiser and appraise.
The management should study motivation theories for better motivation.

CONCLUSION
According to the study I concluded that the employees are satisfied in their
organization, Motivation plays an important role in a company when it comes to
performance. Every employee is different and what works for one might not for the other
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EMPLOYEE MOTIVATION
one. Importance of recognizing different type of managers and workers in order to
effectively motivate them.Emloyees are much more sensitive to their relationship with
their managers and the atmosphere surrounding the company rather than materialistic
goods.

Questionnaire for the employee motivation measure at bajaj

Allianz
Name:
Gender:
Designation:
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EMPLOYEE MOTIVATION

Department:
1. Years of experience
A) 0-5 years

b) 6-10 years

c) 11-15 years

d) >15 years

2. Following are the list of motivational factors

a) Job security

b) promotion

c) Career development

d) welfare measures

3. Employee at work place

a) Highly satisfied

b) satisfied

c) Average

d) dis satisfied

4. Effectiveness of employee participation in decision making

a) Highly satisfied
c) Average

b) satisfied

c) Average

d) dis satisfied

6. List of approaches to motivate

b) rewards
d) promotional channels

7. Motivational challenges of employee

SSIET,MBA,-2015

d)dis satisfied

a) Highly satisfied

c) Recognition

b) satisfied

5. Role of HR in their organisation

a) Awards

Page 56

EMPLOYEE MOTIVATION
a) Personal issues

b) educational background

c) Competition among trade unions

d) Reluctance against administration
e) Bias in management decisions

8. Obstacles in employee performance

a)stagnation ,lethargy ,growth prospects

b) Lack of motivation and recognition
c) Decision taken by top authority
d) Miscellaneous

9. Employee awareness of motivational and empowerment

A) yes

b)very little

c)no knowledge

10. Employee recognition from superior

a) Highly satisfied
c) Average

b) satisfied
d) dis satisfied

11. Job satisfaction of employees

a) Highly satisfied
c) Average

b) satisfied
d) dis satisfied

12. Employee need to be remind that their jobs are dependent on the company ability
To complete effectiveness

a) Strongly agree

b) agree

c) Dis agrees

d) strongly dis agrees

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EMPLOYEE MOTIVATION
13. Supervisors should give a good deal of attention of the physical working conditions
Of their employees

a) Strongly agree

b) agree

c) Dis agree

d) strongly dis agree

14. Special wage hike should be given to employee who perform their jobs
Very well
a) Strongly agree

b) agree

c) Dis agree

d) strongly disagree

15.How is an individual recognition for attaining standard performance in

Your organisation
a) Strongly agree

b) agree

c) Dis agree

d) strongly dis agree

16. The company retirement benefits and stock programs and important
Factors on their jobs

a) Strongly agree

b) agree

c) Dis agree

d) strongly dis agree

17. Almost every job can be made most stimulating and challenging
a) Strongly agree

b) agree

c) Dis agree

d) strongly dis agree

18. Management could show more than interest in the employees by sponsoring
Social events after hours
SSIET,MBA,-2015

(
Page 58

EMPLOYEE MOTIVATION
a) Strongly agree

b) agree

c) Dis agree

d) strongly dis agree

19. If your job includes interacting with customer, how affect the following (
A) Will increase

b) will decrease

c) Will have no effect

BIBLIOGRAPHY
SL.
NO

BOOKS
NAME

Human
resource
management &
industrial

SSIET,MBA,-2015

AUTHOR

EDITION

P.SUBBA RAO

Page 59

rd

3 Edition

PUBLICATIONS
Himalaya publishing
house

EMPLOYEE MOTIVATION
management

Human
resource
management

GARY DESSLER

Pearson/ prentice hall

th

10
Edition

Tmh
Human
resource
management &
personal
management
Research
methodology

K.ASWATHAPPA

KOTHARI

WEB SITES
www.bajaj allianz.com
www.hr.com
www.wikipedia.com

SSIET,MBA,-2015

Page 60

rd

3 Edition

nd

2 Edition

New age International (p)

Ltd.
NEW DELHI